Understanding the impact of organizational power on evaluation outcomes

Hanbyul Kim*, Ronald M. Cervero

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

2 Scopus citations


The purpose of this study is to examine how power relations among stakeholders, especially between the human resource development (HRD) practitioners and others, affect evaluation outcomes. Using a qualitative case study design, a managerial leadership development programme in a Korean company is analysed. This study shows that the HRD practitioners' interests in securing their status within the organization governed shaping the evaluation outcomes. The evaluation report was produced and reported portraying mostly the positive aspects of the programme. However, while going through the evaluation, the HRD practitioners felt constrained, and considered themselves as the powerless in terms of the organizational strategic needs and expectations, both of which pertain to the characteristics of the organizational culture. Instead of attempting to alter the organizational culture, which was unfavourable to HRD functions, they are acquiesced to the culture.

Original languageEnglish
Pages (from-to)45-58
Number of pages14
JournalInternational Journal of Lifelong Education
Issue number1
StatePublished - Jan 2007
Externally publishedYes


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