...A CLOSE ALIGNMENT OF ORGANIZATION STRATEGY WITH HUMAN RESOURCE DEVELOPMENT (HRD), AS A WAY TO IMPROVE INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE There is increased need of human resources development to meet today’s organizations’ needs, which are ever changing due to globalization that has resulted into more competition in the global markets (Garavan, Heraty, & Barnicle, 2002). According to Hyland (2005), human resource development (HRD) refers to the process of enhancing human resource capability through strategies and development, organization development and career development in order to boost their performance, which in turn boosts an organization’s performance. Therefore, HRD functions can be described as a set of organized and systematic activities, which are planned to provide opportunities to an organization’s members to acquire skills necessary for meeting their present and future job requirements (Chien-Chi & Gary, 2008). In today’s competitive markets and ever changing external environmental factors, HRD has become of great importance since it ensures productive and successful management (Du Plessis, Nel, Struthers, Robins, & Williams, 2007). Many organizations have therefore adopted the strategy of integrating their organization’s strategy into their HRD functions (Schuler, 1992), in addressing the changing external environment. Hyland defines organizational strategy as a plan of activities that an organization needs to undertake in order to meet...
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...HR - Assignment I Case Study- Time of India SUBMITTED BY Sumit Harwani Roll No – 39451 Symbiosis Institute Of Business Management Pune [Constituent of SYMBIOSIS INTERNATIONAL UNIVERSITY - Accredited by NAAC with 'A' Grade] Established under section 3 of the UGC Act, 1956 vide notification No. F 9-12/2001-U 3 of Government of India] Symbiosis Institute Of Business Management Pune [Constituent of SYMBIOSIS INTERNATIONAL UNIVERSITY - Accredited by NAAC with 'A' Grade] Established under section 3 of the UGC Act, 1956 vide notification No. F 9-12/2001-U 3 of Government of India] Introduction The article unfolds the story of an icon – The Samir Jain, who played a pivotal role in transforming the fate of India’s biggest Publishing House- The Times of India Group. The article is full of anecdotes which depict the journey of evolution of the group under Samir Jain’s flagship. Samir with his unconventional ideas turned a publishing house into Marketing Organization and transformed the organization into country’s most profitable companies. This success story also has some pockets of failures in between, but still it managed to reap profits by a factor of 111000 %. Samir evolved as a true leader who helped the group analyze its challenges and help them come to terms with attitudinal shifts to respond to the environmental challenges. Real Leadership’ does not stop at just analysis and interpretation. It also provides valuable practical tools...
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...“Inevitably globalization is having a huge impact on the role, nature, and purpose of HRD in organizations of all sizes and sectors across the world” (2009). Obviously, facing the economical globalization, development of technology, the coming of information age and lowering of trade barriers, as a result firms have to think of new and effective ideas to compete with other competitors. Human capital is the most special asset of a company. It is special because people cannot be separated from their knowledge, skills, health, or values in the way they can be separated from their financial and physical assets (Becker, 2008). The result, organizations’ aim is to make their own human capital special that other organizations cannot copy. Competitive advantage is secured when organizations have skills and capabilities that are unique, difficult to replicate and imitate by competitors (Rainbird, 1995). HRD is a process of developing and unleashing human expertise through organization development, personnel training and development for the purpose of improving performance (Swanson & Holton, 2001). McCracken and Wallace have mentioned in their article that, organizations should ensure any investment which is made in human capital with the promotion of HRD strategy is clearly linked to the wider corporate strategy (2000). Strategic approach to HRD is a relative new concept in HRD and training and development fields. It is not a traditional training and developing view of interventions in response...
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...presents the research findings on the practice of Human Resource Development (HRD) in Australia. HRD can be defined as a set of systematic and planned activities design by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands. The paper also highlights the challenges in the development of the HRD in the country such as the alignment of training and development practice with the business strategy, the unfocused and not strategic training, and lower level of resource allocator in this field. The implication of HRD by the means of globalization also has been stated in this paper. The later section of this paper identifies the strategies that are capable of overcoming the stated challenges. Such strategies are engaging to national vocational education and training (VET) system, and developed specific roles that can help the HRD practitioners to develop HRD field. Involvement of HR professional’s association members will also be crucial. The Australian government also participates to develop strategies by introducing the Training Guarantee Administration Act 1990, principally to raise Australia’s international competiveness. Australian organizations also involve by improving generic skills needed by the workers to perform well in the workplaces of the future. 1.0 HUMAN RESOURCE DEVELOPMENT IN AUSTRALIA In recent years, the rise of Human Resource Development (HRD) in Australia, as in most other developed nations...
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...Advances in Developing Human Resources http://adh.sagepub.com/ National Human Resource Development: What in the World Is It? Gary N. McLean Advances in Developing Human Resources 2004 6: 269 DOI: 10.1177/1523422304266086 The online version of this article can be found at: http://adh.sagepub.com/content/6/3/269 Published by: http://www.sagepublications.com On behalf of: Academy of Human Resource Development Additional services and information for Advances in Developing Human Resources can be found at: Email Alerts: http://adh.sagepub.com/cgi/alerts Subscriptions: http://adh.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://adh.sagepub.com/content/6/3/269.refs.html >> Version of Record - Aug 1, 2004 What is This? Downloaded from adh.sagepub.com at Anglia Ruskin University on May 2, 2014 Issue Overview 10.1177/1523422304266086 Advances in Developing Human Resources McLean / INTRODUCTION TO NHRD National Human Resource Development: What in the World Is It? Gary N. McLean The problem and the solution. Recent exploratory research has affirmed the variations in understanding of the meaning of human resource development (HRD) from country to country based on a number of identifiable characteristics of the country. One area identified in the definitions of some countries, which was different from that found in the United States and in some other countries...
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...Will Human Resource Development Survive? Darren C. Short, John W. Bing, and Marijke Thamm Kehrhahn We, the authors, experience human resource development (HRD) as a paradox. This is a time when HRD appears to be at its strongest in terms of publications and research outputs and when the environment appears right for HRD to demonstrate clear value-added to key stakeholders. However, in other ways, HRD appears inner directed and without substantial impact: publications seem to preach to the converted; HRD research and, to some degree, practice appear divorced from real-time problems in organizations; HRD professionals see their work being completed by those from other professions; there is limited evidence that HRD has really moved far from the fad-ridden gutters of false short-term training panaceas; and practitioners are still measuring training person-hours rather than the relationship between learning and productivity. Every year, the members of the ASTD Research-to-Practice Committee are given an opportunity to write an editorial for HRDQ. Two years ago, Dilworth (2001) described the committee’s work in exploring the future of HRD. Last year, Short, Brandenburg, May, and Bierema (2002) summarized the main trends identified by that work, focusing on the implications for HRD of the increasing pressure for organizations to deliver shareholder value, the trend toward globalization, and the need for just-in-time products, services, and solutions. Since then the work has...
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...on an initiative aimed at redefining its major businesses in light of the objective demands. The bureau envisions bringing about radical change in its performance by applying Business Process Reengineering as a main tool. To this end, the existing Human Resources Development (HRD) core process has been identified to be an important candidate for the reengineering initiative. An existence of a HRD system which systematically coordinates the continuous human resource development, motivates civil servant to high level of performance, and ensures that they continue to maintain their commitment is essential to the successful achievement of the regional institutions mission and vision. However, because of traditional operational focuses, the existing HRD system of the bureau has for long been engulfed with a number of managerial and functional inefficiencies. In view of this, the bureau has assigned team consisting of four members to assess the basic features of the existing HRD system and redesign a new process that can contribute to the realization of the required change of region. Finally the HRD redesign team of SRS Capacity Building Bureau has identified major and detail activities of HRD,...
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...• " A STUDY OF THE IMPACT OF HUMAN RESOURCE PRACTICES IN REGIONAL RURAL BANK OF MP II (A) INTRODUCTION OF HRD According to Economic Theory, the factors of production are land, labour, capital, organization and enterprise to produce and distribute goods and services. These five factors can be further grouped into two broad categories, (i) land and capital and (ii) labour, organization and enterprise. The former category is passive in nature while the latter one is active. The inputs of this category may be largely termed as human resources working in the form of entrepreneurs, managers and workers. No amount of production of any good or service is possible in their absence. Even with the given factor - inputs (factors of production) of the first category, the magnitude of goods and services and their quality depend on the quality of such human resources. In the present day society, the need for well developed and qualified human resources is being felt very profoundly to successfully face cut-throat competition. This is because the modern commercial and industrial scenario is characterized by mega-sized organizations, global competitions, innovative and newer wide variety of goods and services and ever changing technology. In this situation, the development of human resources has assumed more significance so as to understand and use ever - changing technology and to do the job effectively and efficiently, eventually leading to...
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...Assignment on HRM Introduction Human resource management (HRM, or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives Objectives of HRM Whilst the precise HR objectives will vary from business to business and industry to industry, the following are commonly seen as important HR objectives: |Objective |HR Actions | |Ensure human resources are employed|Pay rates should be competitive but not excessive | |cost-effectively |Achieve acceptable staff utilisation | | |Minimise staff turnover | | |Measure returns on investment in training | |Make...
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...A GUEST LECTURE ON HRD AND PERSONNEL MANAGEMENT By P.B.S. KUMAR B.Sc.MA(PM),MA(Ind.Eco.),MBA(HR),BGL,DLL,PGDIRPM A BRIEF NOTES ON HRD IN INDIA STRATEGIC OVERVIEW Human resources can be viewed as the same of knowledge, skills, attitudes, commitment values and the like of people of an organization. Development is acquisition of capabilities that are needed to do the present job, or the future expected job. Human Resource Development is a positive concept in human resource management. The purpose of Human Resource Development is to enhance an employee’s capacity to successfully handle greater responsibilities, through formal or informal means. Any effective HRD programme must satisfy the needs of an organization. To this end, management must outline the needs of the organization and convert them into objectives with a view to formulate a workable programme. The purpose of this chapter is to help the student understand the basic concepts, principles and practices of HRD. INTRODUCTION; People are the real assets of an organization. If treated well, they can take organizations to commanding heights. Two plus two could be four or even ten. Organisation are generally, driven by a set of predetermined goals. They employ physical, financial and human resources in order to achieve the goals. These goals have no meaning unless people understand the underlying philosophy, translate them into concrete action plans and pur ktheir heart while realizing the targets. Organisation,...
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...1 Lesson: 2 HRM functions Contents: Elements of HRM functions Importance of HRM functions Personnel functions HRM vs. Personnel Functions HRD Instruments HRD Processes HRD Outcomes Appendix: 2 Articles on HRD Learning Objective this Unit By the end of this Unit, you should be able to: Give concise definition for HRM functions. Clearly articulate the difference between HRM and Personnel philosophy and functions. Describe the various instruments/functions of HRM. Know the processes resulting from the instruments and the final outcomes. 1. 2. 3. MS 22B - Eddie Corbin, Lecturer 2 2 Dear students, hope the first lesson gave you a fair idea of what the field of HRM holds for us. Today let us know a little bit more about the same. You all keep hearing about personnel management. You must be wondering what’s the difference between personnel management and HRM and what is HRD?? So in this lesson we are going to tackle the same question. Let us begin by having a systemic view of HRM .Let us understand this with the help of a slide: Stakeholder Interest •Shareholders •Management •Employees •Government •Community •Unions HRM Policy •Employee influence •HR flow •Reward systems •Work systems Situational Factors •Workforce Characteristics •Business strategy •Management philosophy •Labour market •Unions •Task environment •Laws/social values HR Outcomes •Commitment •Competence •Congruence •Costeffectiveness Long-Term Consequences •Individual well-being...
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...Birmingham Business School Student ID Number: 1258841 Programme: MSc Human Resource Management Module Title: Training and Development Assignment Title: The benifits and barriers of employers adopt strtegic approach to Human Resource Development. Module Leader: Helen Rainbird Deadline: 10/12/2012 Total words (except reference): 2137 Introduction: ‘The number of countries affected, the volume of trade, and the rate of growth are far greater than in any previous phase’ (Stark, 2005). ‘Inevitably globalization is having a huge impact on the role, nature, and purpose of HRD in organizations of all sizes and sectors across the world’ (2009, David Mankin), Globalization is the characteristic of New Economy, it provide a broader opportunities to new economy development. As an organization, employers must consider a strategic process to compete with other competitors and survive under globalization underground. Organisation need ever-improving performance to survive and prosper in today’s competitive world: individual and organisational performance improvements are the keys to competitive advantages. (Raymond J.Stone 2008). A formal planning procedure and a right position in the competitive arena have been seen as the main strategic concerns of the top management. (Mikko Luoma, 2000). With the time passed from the early days of strategic management, there are some evolution has taken place in strategy (Mikko Luoma, 2000). As David Mankin mentioned in his book...
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...Challenges in Human Resource Development Practitioner Preparation Organisational learning and skill formation initiatives are increasingly being seen as contributing to the achievement of organisational competitiveness in the contemporary economy. As a result, the development of employees has become a more prominent organisational practice. Since Human Resource Development (HRD) practitioners are primarily responsible for employee development there is a need for them to become more highly skilled to ensure that their practice meets the changing needs of organisations. Formal educational programs in the practice of HRD provide a way of assisting practitioners to acquire the skills they now need for effective practice. The design of such programs, however, is problematic given the emergent and cross-disciplinary nature of the ® eld. This paper surfaces some of the challenges associated with program design for the development of HRD practitioners, drawing from discussions in, and pro® ling research from, the HRD literature. The ® nal section of the paper proposes several key areas that need to be addressed in preparatory programs for HRD practitioners. edged, for the purposes of this paper those working in organisations with positional labels including enterprise trainer, training of® cer, trainer and developer, learning strategist or consultant, performance developer, organisational developer and staff development of® cer are being collapsed into one occupational category...
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...Mankin: Human Resource Development, Chapter 3 Answers to the end of chapter review questions 1. Explain the difference between vertical and horizontal alignment. Vertical strategic alignment (also termed vertical integration and external fit) is the process by which the HRD strategy, policies and plans are aligned with an organisation’s strategic goals and objectives. HRD interventions and initiatives are designed to support the organisation’s business strategy and strategic objectives. For instance, designing and implementing change management training to support a merger or acquisition strategy. In horizontal alignment (also termed horizontal integration or internal fit) the HRD function ensures that the HRD strategy, policies, plans and practices are consistent with the HRM strategy, policies, plans and practices. For instance, ensuring the set of competencies underpinning a management development programme is the same as that used for recruitment and selection. However, horizontal alignment goes beyond ensuring consistency between HRD and HRM. There is a need for a wider horizontal integration of organisational processes and activities: operational integration, intellectual integration, social integration and emotional integration (Ghosal & Gratton, 2005). 2. Summarise the key challenges facing the HRD practitioner in developing a strategic approach to HRD. Changing organisational culture is probably the biggest challenge confronting HRD practitioners. It is much more...
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...Human Resource Management (BA 202) The Human Resource Management Professionals Submitted to: Atty. Arturo V. Umbac Submitted by: Danial Hosseinzadeh December 19, 2010 I. The HRD specialist as change agent Human Resource Development plays the most critical role in the company as they are the main people who know the circulation structure of each organization within, events and employees credibility from the start. These people have a very sharp knowledge on their profession, as specialist of an institution, they have extensive skills and training to perform different task to be applied in the company’s reputation and success. They are called the change agent for they are authorized to implement what are new policies and procedures, in which both can benefit. There are two types of changes in an organization that HRD involved in, the macro and micro. A macro change intends to ultimately improve the effectiveness of the organization while micro is directed to individuals, small groups and teams. So the HRD professional may also be directly involved in carrying out the intervention strategy, such as facilitating a meeting of the employees responsible for planning and implementing the actual change process. II. The HRD Executive as strategic Manager The HRD executive/manager has primary responsibility for all HRD activities. HRD must integrate programs with the goals and strategies of the organization, and normally assumes a leadership role in the executive...
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