Essays on Human Resources Development and Employee Empowerment Coursework

Download full paperFile format: .doc, available for editing

The paper "Human Resources Development and Employee Empowerment" is an outstanding example of human resources coursework.   The process of developing human resources in an organisation by rendering their knowledge contemporary; and upgrading their attitudes, perceptions and skills in order to address the ever-changing trends of the globalised economy and to exploit them for realising the goals of the organisation, constitutes HRD. The latter endeavours to help individuals to develop competencies that are essential for carrying out their allotted tasks in an efficient fashion and to ensure that the organisation benefits from the talents and skill of these individuals (Radhakrishna & Satya Raju, 2015).

As such, HRD is an indispensable process for the continuous growth of employees. This, in turn, ensures the development and growth of the organisation. The contemporary situation is one of liberalisation and globalisation, and this demands comprehension of the real value of individuals in an organisation. Consequently, it is insufficient to merely regard individuals as strategic assets of the organisation. Something more is required, namely that people have to be considered as the real and most important asset of the organisation (McCrie, 2015). As such, the encompass of human resources significantly exceeds HR development.

The HR field consists of creating the system, maintaining it, and improving it. HRD relates to improving the system and is comprised of individual development, career development and organisational development. The majority of the activities related to HR management (HRM) pertain to maintaining the system and include information systems, selection and staffing, compensation and benefits, labour relations, and employee assistance. On the other hand, creating the system entails activities, such as job and organisation design, planning and occasionally staffing (Bell, 2012). For understanding the positive effects of HRD, it is necessary to analyse the relationship between HRM and HRD.

HRM is a process that develops and applies expertise, via organisational development, personnel training and development for enhancing performance. It is founded upon the conviction that organisations are entities created by humans that depend upon human expertise for establishing and realising their goals (Sung & Choi, 2014). Moreover, a major idea projected by HRM is that its implementation through human resource practices in organisations contributes towards organisational and individual performances, including high performance, outstanding organisational and individual problem resolution, improved commitment towards the organisation, and enhanced retention in the organisation (Tandung, 2016).

Furthermore, HRD is based upon the belief that its professionals are advocates of groups and individuals, work processes and integrity of organisations. In addition, a wide range of practices has been specified by the different models of HRD. Upon being adopted, these hold out the promise of increasing human capital. This can be utilised by organisations to develop their competitive advantages (Hassan, 2007). As such, HRD is seized with enhancing the performance of the system in which it is employed.

In addition, the activities and interventions undertaken by HRD have to perforce improve the performance of the system at the mission, critical performance, process and individual levels (Holton, 2002). The following functions of HRD managers have been specified: first, the development of enabling competencies among individuals and the system. Second, integration between the development of people with the development of the organisation. Third, maximisation of learning opportunities of individuals in organisations, via several mechanisms, responsibility and autonomy.

Fourth, decentralisation shared responsibility and delegation. Fifth, arriving at a balance between adaptation and change. Sixth, developing reinforcement and feedback systems (Hassan, 2007). In addition, contemporary literature on leadership indicates that coaching is associated with effective management behaviours and provides managers with a procedure for implementing leadership theories (McCarthy & Milner, 2013). Upon realising that they have developed skills and developed, employees work with greater productivity. Such employees tend to remain with their organisation to a much greater extent than the other employees (Chatzimouratidisa, Theotokasb & Lagoudis, 2012). As a consequence, the organisation is benefitted immensely, on account of the consequent drastically diminished employee turnover (Rahman & Nas, 2013).


Baker, N. 2012. Employee feedback technologies in the human performance system. Human Resource Development International, 13(4): 477-485

Bell, G. 2012. Playing the HR field. Human Resource Management International Digest, 20(7): 39-41

Chatzimouratidisa, A., Theotokasb, I. & Lagoudis. 2012. Decision support systems for human resource training and development. International Journal of Human Resource Management, 23(4): 662-693

DENSO. 2016. Promoting human resource development,, accessed 23 April 2016

Fulmer, R. M. 2007. Strategic Leadership., accessed 24 April 2016.

Hassan, A. 2007. Human resource development and organizational values. Journal of European Industrial Training, 31(6): 435-448

Holton, E. F. 2002. Theoretical assumptions underlying the performance paradigm of human resource development. Human Resource Development International, 5(2): 199-215

Lemos, A. H., Dubeux, V.J.C. & Pinto, M.C.S. 2011. Employability of young managers: a meritocratic or aristocratic question? Brazilian Business Review. 8(1): 94-115

McCarthy, G. & Milner, J. 2013. Managerial coaching: challenges, opportunities and training. Journal of Management Development, 32(7): 768-779

McCrie, R. 2015. Security Operations Management. Oxford, UK: Butterworth-Heinemann.

Muda, I. & Rafiki, A. 2014. Human Resources Development and Performance of Government Provincial Employees: A Study in North Sumatera, Indonesia. Journal of Economics and Behavioral Studies, 6(2): 152-162

Radhakrishna, A. & Satya Raju, R. 2015. A Study on the Effect of Human Resource Development on Employment Relations. IUP Journal of Management Research, 14(3): 28-42

Rahman, W. & Nas, Z. 2013. Employee development and turnover intention: theory validation. European Journal of Training and Development, 37(6): 564-579

Rani, P. & Khan, M.S. 2014. Impact of Human Resource Development on Organisational Performance. Indian Journal of Applied Research, 4(12): 85-87

Shuck, B., Twyford, D., Reio, T.G. & Shuck, A. 2014. Human Resource Development Practices and Employee Engagement: Examining the Connection With Employee Turnover Intentions. Human Resources Development Quarterly, 25(2): 239-270

Sung, S. Y. & Choi, J. N. 2014. Multiple dimensions of human resource development and organizational performance. Journal of Organizational Behavior, 35(6): 851-870

Tandung, J. C. 2016. The Link between HR Attributions and Employees' Turnover Intentions. Gadjah Mada International Journal of Business, 18(1): 55-69

UN.2016. Human Resources Development., accessed 23 April 2016

Valentin, C. 2014. The extra mile deconstructed: a critical and discourse perspective on employee engagement and HRD. Human Resource Development International, 17(4): 475-490

Whatishumanresource. Human Resource Development., accessed 24 April 2016

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