The problem for this study was to analyze the relationship between human resource development (HRD) manager empowerment and four organizational conditions. Three research questions guided the study. These were: (a) what was a viable starting point for an operational definition of HRD manager empowerment, (b) what was the dimensional nature of HRD manager empowerment, and (c) what was the relationship between HRD manager empowerment and organizational support, trust, communication, and collaboration? A review of the literature from management, education, and psychology was undertaken to answer the first research question. From this literature, HRD manager empowerment was initially operationally defined as (a) access and control over resources, (b) understanding of the business operations, (c) leadership that directs the operations of the HRD department to meet the needs of the company, (d) involvement, impact, and control in the company decision making process, (e) understanding and use of the company's political system for facilitation of company and HRD group goals, and (f) high organizational self-esteem. / Ph. D.