A study was conducted to determine what factors of human resource development (HRD) or other learning interventions impede or enhance improved performance. A review of the literature suggested theories of HRD effectiveness, where HRD effectiveness is perceived as the extent to which HRD goals and objectives are achieved. Various authors state that the outputs of HRD can be measured at several levels, such as learning, behavior, and results. The research also suggests that HRD must be aligned with strategic planning--although this may result in a top-down approach that will limit commitment from employees. A number of contextual characteristics exerting influence on HRD are noted, since the environment of the company influences the effectiveness of HRD. The study is based on data derived from a survey of 44 Dutch companies with more than 500 employees each. The data were collected in 1997, using four questionnaires sent to 767 representatives of the companies (44 HRD representatives, 357 HRD participants, 242 supervising managers, and 124 of the HRD participants' subordinates). Response rates ranged from 100 percent to 29 percent, depending on the category of participant. The study concluded that strategic HRD alignment has an impact on HRD effectiveness, but that factors such as problem situation, HRD climate, position of HRD department, and form of HRD intervention may have such impact only through their effect on Organization process. (Contains 29 references.) (KC)