The paper 'Human Resource Development and Performance Improvement " is a perfect example of management coursework. This paper is divided into two sections each having an essay and a topic of discussion. The first essay discusses HRD while the second essay discusses performance improvement as a continuous process of performance management. Part 1. Human Resource Development in the face of globalization Human resource development is an integral part of management. It is the arm of management deals with the people factor in an organization. It differs from human resource management in the fact that it gives weight to advancing what is already there while HRM simply implies running what is there.
The scope and depth of HRD vary as presented by different authors. Sofo (1999) says that HRD incorporates advancing the performance and skills of the people (e. g. suppliers and other stakeholders) and not their employees only. This paper will thus seek to show the connection of HRD and with HRM in the face of globalization in a social context. Through this discussion, the paper will inform business managers on the importance of including the people factor in organizational growth and development. Human resource development is closely tied to the performance and productivity of people in the workplace.
This entails both personal and organizational success (Swanson & Holton, 2001). While the definition of HRD seems to center on processes aimed at enhancing personal and organizational productivity, Swanson and Holton (2001, p. 4) offer a more comprehensive definition that “ HRD is a process of developing and unleashing expertise for the purpose of improving individual, team, work process and organizational system performance. ” While human resource development is understandable to many managers and business experts, the term development in HRD is relatively ambiguous (Sofo, 1999).
Joy-Mathews, Wilkinson and Surtees (2004) argue that political and social connotation of the term development has been a source of scepticism. However, they inform that the context of the term development in HRD is based on three principles of education, learning and training. From this point of view, they define HRD as “ an integrated and holistic, conscious and proactive approach to changing work-related knowledge and behavior, using a wide range of learning strategies and techniques” (Joy-Mathews, et al 2005, p.
6). They add that, a wide range of strategies and techniques aimed at increasing potential and capability in work and also enhance effectiveness in different capacities. Hewapitherana and Bowen (2004) quote Rothwell, Sullivan, and Mclean (1995, 31) who define HRD as “ organized learning experiences provided by employers within a specified period of time to bring about the possibility of performance improvement and/or personal growth. ” Simmonds and Pedersen (2006) say “ HRD is a combination of structured and unstructured learning and performance-based activities which develop individual and organizational competency, capability and capacity to cope with and successfully manage change. ” From an economic point of view, HRD boosts organizational performance and hence, organizations employing HRD strategies are posed to increase their profitability in the long run.
Joy-Mathews, et al (2004) introduce another perspective in the development aspect of HRD that views an organization as a single unit or even rather HR as a single unit undergoing growth or change for the better like living organisms
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