Essays on Training and Development as a Human Resource Practice, Academic Theory of HRM Literature review

Download full paperFile format: .doc, available for editing

The paper “ Training and Development as a Human Resource Practice, Academic Theory of HRM”   is a   spectacular example of a literature review on human resources. Human resource management (HRM) practices are strategies or tactics used by firms to effectively manage their human capital. To this end, HRM has been identified as a tool that can be used to give an organization or a firm a competitive advantage in the market place when used effectively (Guest 1999). HRM practices include selection and recruitment, training, employee motivation and retention, performance and appraisal systems, compensation, and payor employee services including benefits.

Delaney and Godard (2001) studied the impact of HRM practices on perceptions of organizational performance. They tested the hypothesis that progressive HRM practices-or HRM practices aimed at improving employee skills, compensation, and in general motivating them-are positively correlated with the perceptions of the organization’ s performance in terms of profitability. Their results find a statistically significant positive correlation between progressive HRM practices and the perceptions of the organization’ s performance. The direct implication of the result is that a greater scope and intensity of these progressive HRM practices generally improve an organization’ s profitability (Delaney & Godard 2001). In this paper, the focus shall be on training and development as an HRM practice.

This paper will explore training and development using the Academic theory of Human Resource Management. Through this theory, this paper will depict the factors that motivate employees and the skills required to manage a team. Moreover, through the example of existing firms, this paper will illustrate how training and development as an HRM practice can contribute to increased organizational performance and competitiveness. Academic theory of HRMResearch in human resource management has over the years contributed to the existing organizational practices of HRM.

Research findings show that there exists a link between HRM practices and employee motivation, performance, skills, and commitment to organizational goals.


Backer, B. & Gerhart, B.1996, The impact of human resource management on organizational performance: Progress and Prospects. Academy of management Journal, 39,779-801.

Barker, J., 1993, Tightening the iron cage: concertive control in self-managing teams, Administrative Science Quarterly, 38: 408–37.

Chang, L., & Chen, L. 2002, The effect of human resource on firm performance: empirical evidence from high-tech firms in Taiwan. International Journal of management, 19(4), 622.

Delaney, J. & Godard, J., 2001, An IR perspective on the high-performance paradigm, Human Resource Management Review, 11: 395–429.

Godard, J., 2001, Beyond the high performance paradigm. An analysis of managerial perceptions of reform program effectiveness. British Journal of Industrial relations, 38: 25-52.

Guest, D., 1999, Human resource management: the workers verdict. Human Resource management Journal. 9: 5-25.

Godard, J., 2004, Critical assessment of the high-performance paradigm. British Journal of Industrial Relations, pp. 349–378.

Guthrie, J., 2001, High –involvement work practices, turnover and productivity: evidence from New Zealand. Academy of management journal, 44, 180-192.

Montana, P. & Charnov, B., 2000, Training and Development Management. Barron's Educational Series. pp. 225.

Oguntimehin, A.,2001, Teacher effectiveness: some practical strategies for successful implementation of universal Basic education in Nigeria, African Journal of Educational management , Vol, 9, No 1 P. 151-161.

Pfeffer, J., 1994, Competitive advantage through people, Harvard Business School Press, UK.

Thomas, N., & Heraty, N. Et al, 1995, Training and Development: Concepts, Attitudes, and Issues, Training and Development in Ireland. Cengage Learning EMEA.

Download full paperFile format: .doc, available for editing
Contact Us