The paper "Human Resource Development as a Powerful Vehicle to Empower Employees" is a perfect example of human resources coursework. The increased growth of knowledge requires firms to establish the flexible organisational potential to correspond to the shifting environments and uphold organisational competence. Augmenting flexibility in the labour market and within firms develops prospects for the mobility of employees, which is a major challenge to most organisations as most of these firms lose their best talents. The willingness of employees to work hard and demonstrate a high level of productivity depends on their level of development and empowerment.
In this view, Human Resource Development managers strive to retain their best talents through establishing strategies that empower individual employees. The HRD unit within a firm is essential and responsible for establishing favourable conditions for career development, employee involvement, employee recognition and performance, and employee satisfaction. This essay contends that Human Resource Development is a powerful vehicle to empower employees. Human resource development is essential as it promotes employees’ empowerment. HRD entails the combined utilisation of organisational development, career development and training efforts to enhance group, organisational and individual effectiveness.
Human Resource Department is a unit within an organisation that handles the development and training of employees. According to Roussel (2011), HRD is the procedure through which organisational management stimulate the motivation of employees to perform productively. Armstrong (2006) defines human resource development as a process concerned with the provision of training, learning and development prospects in order to enhance organisational, team and individual performance. In the human resource department, employees grow and prosper from learning to utilise the skills of inquiry, logic, problem-solving, decision-making and critical thinking.
Ferit (2015) asserts that HRD is a lifelong process and a procedure of helping and sharing that prompts employees’ satisfaction and competence. Human resource development facilitates self-discipline, self-direction, and decision-making, focus on immediate problems, employee participation and satisfaction, hence a good vehicle for employees’ empowerment. Employee empowerment, on the other hand, is giving workers a certain degree of responsibility and autonomy for decision-making concerning their specific organisational activities. It is the process of permitting employees to have control and input over their work as well as the capacity to share ideas and suggestions concerning their organisations and work.
According to Besterfield, Michna, Besterfield, Scacre and Urdhwareshe (2011), empowerment refers to an environment where people have the confidence, ability, commitment, autonomy and confidence to take the ownership and responsibility to enhance the process and initiate the required steps to attain organisational goals and values. Employee empowerment is the management strategy that gives workers the resources and tools needed to make confident decisions in the place of work devoid of supervision. There is a close relationship between human resource development and employee empowerment.
Employees view human resource development as a potential means of attaining personal growth. The training, learning and development prospects provided through human resource development promote the ability, skills, commitment and confidence of employees. According to Martell and Dougherty (1978), the benefits of training, learning and development take place on different levels for both the firm and individual. Effective training and learning can make an employee feel secure and confident in his or her abilities. In addition, effective training and learning lower dysfunctional incidents such as general dissatisfaction, lateness, turnover, boredom and absenteeism.
Empowerment alters the intrinsic motivation of employees (Priyadharshany and Sujatha 2015). Managers wishing to promote innovative, dynamic and creative involvement in the work environment should focus on developing human resources. Once employees sense an apparent managerial concern for their personal well-being and growth, they become more motivated towards attaining organisational goals and values. In this view, human resource development can be seen as a strategy or approach to attain integration amid employees and firms by establishing suitable mutual relationships. Empowerment should be applied with great awareness and skill of the management and not simply as an exhortation to retain satisfaction of employees or to gain a competitive edge.
Empowerment calls for front-line employees to be equipped with the abilities and knowledge besides HRD programs and policies that provide workers with the competence, attitudes and skills to perform their jobs independently. Empowerment can only take place where there is trust in the constructive side of human temperament, based on the conviction that human beings are capable of being well-meaning and noble. As one would expect, in most organisations particularly service industries, empowerment of employees is compelled by consumer satisfaction that requires employees to take a leadership role.
For instance, Federal Express established empowerment into its procedures and systems to attain customer satisfaction (Bose 2004). The company is kept at an exceptional level by empowering its staff to fix problems that may jeopardise customer service. Employee empowerment has to be an ongoing process that calls for constant investment in HRD to update the knowledge and skills of employees besides developing a culture of lifelong learning and constant development.
Therefore, human resource development is a powerful vehicle to empower employees.
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