The Relationship Between Human Resource Management and Human Resource Development

Dr. Ulrich goes on to support the need for HR in today’s business world. He feels that there are 5 critical challenges that businesses face: Globalization, profitability through growth, technology, intellectual capital, and change (Ulrich 126). Conversely, these things do not matter on a competitive scale. All businesses need these things to survive, but they can be attained and copied. The only competitive weapon left is organization (Ulrich 127). That is where Ulrich believes HR plays its most vital role. The differences between the leading businesses in their respective markets is their organization. Top-tier businesses are run efficiently with good HR relations. For businesses to take the next step towards maximizing their operations, they must change the culture surrounding HR and train their HR teams to become sufficient in promoting higher employee morale. Ulrich is convinced that senior operating managers must value the “soft” matters, define and hold HR accountable for its results, invest in innovative practices, and upgrade HR professionals (Ulrich

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,

Human Resources Management (HRM) has many applications in the business world. This paper will identify three key lessons learned about HRM. It will also outline how these concepts can be applied in the real world to enhance professional effectiveness. This paper will then tie together how these lessons relate to effective HRM concepts, practices and systems. Lastly, this paper will outline specific thinking and behavior changes as well as actions that will lead to successful implementation of these key lessons learned into daily management practices.

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an

This artifact gave me the opportunity to analysis and synthesis twenty years of literature relating to historical trends, research, and theories and apply them to current HRD practices. A knowledge of the field of HRD and its historical development is not enough. It is essential as a practitioner to see the relationships between practice guidelines and the strategies of HRD as they relate to organizational benefits. This artifact

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

It is important for HR Practitioners (HRPs) to have a deep understanding of business and a holistic view of HR and how it contributes to strategy & organisational development.

It used to be that human resource was only thought of as the department who hires employees and safe keeps the clerical part of the organization. Human Resource is much more involved in the entire structure of the organization then just the clerical part of it. Human Resource Management (HRM) is the term used to describe formal systems devised for the management of people within an organization. The HRM department is responsible for three major areas including staffing, employee compensation and benefits and defining and designing work. HRM works for the benefit of the organization through managing its greatest business asset which is the employees. The task of managing employees of an

Human resource management (HRM, or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will also serve as the company's primary liaison with the employees' representatives (usually a labor union).

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)

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

The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic

Human Resource Management (HR). This is the management of a business’s workforce or people. It is responsible for several things including the selection, training and assessment of employees, making sure that employment and labour laws are complied with and ensuring the leadership of the company overseen properly. In smaller companies the HR department may just be a few trained staff, but in larger organizations there will be a whole department focussed on HR.

As a child helping my father’s workplace by handing out employee handbooks or benefits packets I didn’t understand what Human Resources was or that I would, when grown, pursuing a career in this field. After switching my major I graduated back in 2011 with a degree in Business Management with a focus in Human Resources and Organizational Development. Immediately, upon graduation I joined the Human Resource field and I have been here ever since. When reviewing the positions I have held the past seven years against the ten HR Functions in the, Fundamentals of Human Resource Management – Sixth Edition (2016) by Noe, Hollenbeck, Gerhart and Wright, I found the majority of my work experience in human resources has fallen within three of the ten functions; employee relations, personnel policies, and employee data and information systems. I will focus on these three functions and illustrate through my personal work experiences relates directly to these HR functions.