Lau Wing Man. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2005. / Includes bibliographical references (leaves 47-57). / Abstract in English and Chinese. / ABSTRACT --- p.1 / 摘要 --- p.2 / ACKNOWLEDGEMENT --- p.3 / Chapter CHAPTER 1. --- INTRODUCTION --- p.6 / Management Development (MD) in Asia --- p.6 / Human Resources Management (HRM) and Organizational Performance --- p.7 / Management Development - A Key Component of HRM --- p.8 / The Concept of Management Development --- p.9 / Relationship between Management Development and Performance --- p.9 / The Importance of Aligning Human Resources Strategies with Business Strategies --- p.10 / The Role of Perception in Moderating the MD-Performance Linkage --- p.12 / Discrepancy in Perception between Human Resources Managers (HR) and Line Managers (LM) --- p.14 / Key MD Aspects: MD Ethos and MD Systems --- p.15 / The Hypothesized Model --- p.17 / Consistent vs Inconsistent Groups --- p.19 / Significance of the Present Study --- p.21 / Chapter CHAPTER 2. --- METHOD --- p.23 / Participants --- p.23 / Procedures --- p.23 / Measures --- p.24 / Data Analyses --- p.26 / Chapter CHAPTER 3. --- RESULTS --- p.29 / "Descriptive Statistics, T-test Statistics and Correlations between Key Variables" --- p.29 / Multisample Analysis of the Hypothesized Path Model --- p.32 / Chapter CHAPTER 4. --- DISCUSSION --- p.37 / Discussion on Key Findings --- p.37 / The Importance of Strategic Alignment --- p.37 / Discrepancy in Perception between HR and LM --- p.37 / "The Importance of Managers' Perception of MD Systems in Collectivistic, Tight Cultures" --- p.38 / Uniqueness of the HL Group --- p.41 / HL Group vs LH Group --- p.41 / HL Group vs HH Group --- p.42 / Theoretical and Practical Implications --- p.43 / Theoretical Implications --- p.43 / Practical Implications --- p.44 / Limitations and Further Studies --- p.45 / REFERENCES --- p.47 / APPENDIX A --- p.58