ABSTRACT
The importance of managing employee development has gained increased attention in recent decades particularly following the writings of prominent researchers advocating that future competitiveness advantage can be tracked to the development of the creative human capital of the organization (Pfeffer, 1994; Hamel and Prahalad, 1996). The emphasis on the importance of nurturing and developing intangible and hitherto untapped human creative resources has prompted human resource development (HRD) specialists to rethink traditional training strategies. The perspective has shifted from ensuring that employees had the required skills and competencies to complete the role and tasks assigned to them toward a more holistic view of developing a wide range of employee competencies, particularly those which are unique and which differentiate the organization from competitor organizations.
