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.
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