The paper 'Human Resource Development at Adelaide Brighton Cement Ltd " is an outstanding example of a human resources case study. The HRD is a human resource management function that seeks to build up human capital (Werner& DeSimone, 2011). Human resource development aims to develop employee skills, capability, and knowledge in a given field. The HRD function entails learning and skill formation initiatives in the company. As noted by Knowles, Holton III & Swanson (2014); Swanson & Holton (2001), the HRD function provides a source of competitive advantage in the contemporary economy.
The organisation formulates differentiated HRD initiatives that seek to attract and retain experienced and skilled human resource as compared to its competitors (Werner& DeSimone, 2011). The selection and recruitment process is a very expensive exercise and thus reduction of employee turnover improves company profitability and competitiveness in the respective industry (Lombardozzi, 2007; Baruch, 2001). The essay will focus on challenges of HRD, well-used aspects of HRD and recommendation of how to improve HRD and its impact on the performance of HRD of Adelaide Brighton Cement (ABC) Ltd and its employees.
ABC Ltd operates in the manufacturing industry. The primary business entails manufacturing of cement and concrete. The employees who work with the company confessed that the working conditions are good and the employee turnover is low. Though, the company is actively trying to revolutionize its HRD. I look forward to working with the company in future. The ABC Ltd human resource department lacks an understanding of the drive that motivates them to develop and implement the HRD program. Various literature contradicts on who (business or employee) benefit from HRD practice. Additionally, the exact ascertainment of the value the HRD brings to employees versus that of the organisation.
According to Werner& DeSimone (2011), HRD entails the improvement of organisational performance through learning-based and thus put forth business goals as a primary driver of using HRD. Consequently, human resource theorist reiterates the same by explaining HRD value as a measure of contribution to the business as opposed to learning gained by the individual employee. Additionally, Swanson & Holton (2001) emphasises that HRD practice needs to provide a value-added outcome which is in line with the mission, strategic goals, and planning process of the company.
The conflicting perspective emphasises on the basis that HRD is learning a process which is employee-centric (Noe, Hollenbeck, Gerhart & Wright, 2006). The practise primarily focuses on the growth and development of the individual employee through learning (Kumar & Phrommathed, 2005). The HRD takes the humanistic approach as opposed to competency-based approach in the development of an employee, although both methods advocates for enhancement of individuals employee or groups of employees through learning, training or other forms of planned strategies.
The development involves empowering individuals to adapt to the changes in the business environment. The practice imparts them with knowledge and skills that improve their effectiveness as technology and occupational requirements changes (Noe, Hollenbeck, Gerhart & Wright, 2006). Those who propose that HRD benefits employee also supports that the organisation gains but a secondary beneficiary. ABC Ltd gets challenged in design HRD framework due to confusion on who benefits from it. Also, ABC Ltd employees do not depend on company’ s HRD initiatives since the majority believes that responsibility to develop career depends solely on personal initiative, and thus set HRD programs are overlooked.
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