| abstract |
Human resource management has increasingly acknowledged the value of
fostering skillful and knowledgeable employees (Dachner et al., 2021, p. 1). Economic
researchers have long worked to understand the importance of corporations investing in
employees' human capital (Nafukho, 2004, p. 545-546). According to this research, multiple
benefits can result from investment in human capital, such as increased productivity, decreased
turnover rates, and long-term financial performance. (Nafukho, 2004, p. 546). However, these
factors solely rely on the potential benefits of the corporation and fail to take into account the
employee who is utilizing these investments.
This paper analyzes the effects on corporate investment in human capital by focusing on
employees' perception of employee development programs. I interviewed 24 corporate
employees working within various industries with the common background of attending Drew
University, a liberal arts university, for their college studies to allow for a more distinguishable
analysis from a comparable background through enduring well-rounded subject learning.
Drawing on Noe et al's (1997) four-dimensional employee development model–which has been
utilized in previous employee development research (Dachner et al, 2021, p.6), this case study
shows the potential for individual growth of personalized and supportive employee development
programs.
While Dachner et al emphasize the role of proactivity of employers for employee
development (Dachner et al, 2021, p. 4), the results of this study show how proactivity is a two-
way relationship between the employer and the employee. The study also highlights the value of
personalized and interconnected development methods, as employees consider personal
relationships and mentoring most useful for their individual growth.
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