Essay on Human Resource Development

“Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labor market and the future HR environment that the organization will be operating in” (HR Council, n.d.). Human resource planning directly ties in to an organization’s strategic development and implementation by calculating company trends, resources, design, previous works and future expansion and ensuring that the impending requirements are met. This paper will further examine the role of human resource development

Stage 6 leaders generate short-term wins. Leaders should plan for visible performance improvements, enable them to happen and celebrate the employees who participated in the improvements. Major change can take some time, and a transformation effort will lose momentum if there are no short-term accomplishments that employees can recognise. A highly visible and successful short-term accomplishment will boost employees confidence and motivation towards process change. (Cengage Learning AUS,

In a time between 1492 and the 1700 the Spanish and the English started to colonize the New World with the Spaniards coming over first in 1492 after being approved by the Roman Catholic Church. The Spanish people started their colonization in present day Mexico, while the English colony of Massachusetts in 1630 by Puritans fleeing England due to persecution. It is in this context that there were two similarities and a differences from both European countries. The Spanish and New England colonies from 1492 to 1700 were significantly similar in terms of the economic base in which the colony was set upon, and considerably different in the role religion had on the colony and the control the government had

This artifact was a seminar paper written as a literature review to address topics, theories, issues, and trends in HRD in the course Seminar in Human Resource Development. This artifact considers strategic human resource management (SHRM) practices in terms of what human resource (HR) practitioners are doing and how it affects the organizations they are doing it in and the field of human resource development (HRD). Definitions of SHRM are represented as; a human resource system designed for the mandates of business strategy and a planned model of human resources activities to allow the organization to achieve its goals. It reports SHRM information found in literature and relates it to the study of HRD. I selected this artifact because it compares and contrasts SHRM approaches of HRD and analyzes each of their strengths and weaknesses. Additionally, the artifact evaluates and clarifies the importance of SHRM to HRD and its purpose and goal within an organization.

This paper will explain the managers’ role within a company and their responsibility when implementing a change within a company. It’s not just the planning and organizing talking about what plans need to be placed in order to create a change in a company, but the manager must know what to expect and how to completely deal with staff to make a positive outcome for the team. In the end this paper will provide and explain the change process; assessment, planning, implementation, and evaluation.

1. Ch 1, page 60-61, question 4: What is “evidence based HR”? Why might an HR department resist becoming evidenced based?

Human resource helps in recruiting the most efficient employees for organizations. They support the use of training and development to improve individual employees as well as the whole organization. They make sure that the training given to the employees is effective and they support any changes that are essential for the improvement of the workplace (McLagan and Suhadolnick 1987). Human resource development now has evolved from just training to development of the whole organization or individual (Chalofsky and Lincoln 1983; Gilley 1998; Harris and DeSimone 1994; Kenny 1982; Nadler and Nadler

2. Give some examples of ethical issues that you have experienced in jobs, and explain how HR did or did not help resolve them.

HR must enact its own strategies which can aid the organization in meeting its goals and mission. They are referred to as strategic human resource management (SHRM). SHRM is “a pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals” (Noe et al., 2002, 55). The following are examples in which HR strategies can positively impact an organization in meeting its desired outcomes.

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

The role of the human resources (HR) department can play a significant role in the success and achievements of an organization. The department, which has evolved from the

A manager must recognize the employees with knowledge and skills and encourage them to use their abilities. Organization and managers should recognize their successful business which this success depends on human capital and

Human Resource Management involves a wide array of functions that encompasses the time from when an employee enters an organization to the time the employee leaves the organization. The specific activities that are involved in HRM include job design and analysis, recruitment, orientation and placement, development and training of the personnel, employee remuneration, and performance appraisal (Aswathappa, 2007: 5). This paper shall focus on three main activities which are recruitment, training, and personnel development. When it comes to recruitment, it is incumbent upon the Human Resource Manager to bring into the workforce, employees that are both wiling and competent to accomplish specific tasks. The work of recruitment goes hand in

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.

HRD discipline in economic term has to justify its use of scarce resources and the value it adds both in terms of short term performance and long term growth of skills and expertise. Whereas system theory deals with the compound and active scenery of the association , its work processes and group/individual that can affect the performance of the overall organization and in this respect HRD profession need to identify how it connects with the rest of the organization and how it can help the organization in chaos and future to shape the organization. On the other hand psychological theory recognize the nature of humans as a broker of productivity with distinct culture and behavior. This branch of theory helps the HRD to clarify the goals of the organization, work and individual and to shape and harmonize the behaviors of all of them in order to contribute to the improved performance of the organization. All three of these theories play complementary, practical and robust role in laying foundational theory for HRD. On their own these theories gives inadequate results for the development of HRD discipline whereas their integrative "Whole" results in organizing concepts, codified knowledge, foundation theories, particular methodologies, and exclusive industrial terminology for HRD (Swanson, 2001). These foundational theories propose well-defined perspective on the HRD discipline. albeit it should be recognized that more large developmental efforts need to be made to fill the practice-theory void for the maturation of the HRD