Importance of human resource development (HRD) and its contribution to organizational strategy
Discuss about the International Handbook Of Entrepreneurship And Hrm.
Human resource development (HRD) is a part of human resource management. It refers to the training and development by organizations to increase the skills as well as the knowledge of the employees. The educational qualifications and the abilities are found to be developed appropriately through this process .HRD deals with the all-round development of an employee within an organization. The role of HRD plays a vital role towards its organization. The objective of any organization is to maximise return on shareholder investment. Therefore to achieve this objective the employee of that organization has to be efficient enough (Balakrishnan and Srividhya, 2007). Thus HRD helps in maximising the capabilities of an employee, induce innovation, produce high quality products and services. The goal of HRD is to develop the skills employees already have. The importances of HRD are as follows:
- To develop the skills of an employee different technique, trainings and development programmes are launched.
- HRD helps to get the career development opportunities through the development of skills and knowledge. It also develops personality required for the workplace(Mankin, 2010).
- Employees feel committed towards work and the organization if right training and development opportunities are provided which are provided by HRD.
- Well oriented and developed employee shows a high commitment to the organization which inspires the employees to gain their performance in an appropriate way.
- HRD manages organizations health, culture, and the environment by facilitating planning and management. It also manages conflicts between employees through labor-management relation(Haldar, 2010).
- HRD provides opportunities for employee’s development by matching training needs with the organization’s requirements.
- HRD improves performance of an employee by developing necessary skills and abilities required to perform organizational activities. Therefore, this leads to greater organizational effectiveness.
HRD plays a vital role in shaping the organization’s structure. Some of the activities of HRD that support organizational strategy are recruitment and selection, boosting performance appraisal and compensation, training and development and improving the quality of an organization. When HRD is strategic and involved with organizational performance, it is playing an vital role in the success of a business (DeCenzo, Robbins and Verhulst, 2013). Therefore, HRD plays a key role in the success of the business by different activities starting from recruiting skilled employees to developing the employees.
HR linked with the strategy of the organization- There are numerous model and approaches that are suggested for explaining the strategic approach to HR. This can be explained by a collection of coherent HR processes and their practices. These models highlighted some of the fundamental issues, also demonstrate the relevance of strategic approach. The focus is generally on the development of HR strategy. Their implicit assumption for HR strategy for the organization is that they can be autonomous for developing their strategy(Ivancevich and Konopaske, 2013). The survey shows that the HR strategies are generally similar to governmental strategies. They support the organizational changes. But in the public sector, the strategy by HR is not autonomous. It should consider within its structure the accountability of different stakeholders’ perspective in different levels also focusing at the same time at the national level and lower at the local level.
The results of HR strategies, study and analysis provide positive information on the national perspectives in general. It can be observed that the strategies of HR are People oriented strategies. They are formed as well as aligned with the government strategies. On the other hand, when various local administration are considered and when HR strategy formulated on the central level, it is found to be in different forms of HR processes and practices that are actually implemented for some company(Foot, Hook and Jenkins, 2016). It may be seen that on the more conceptual level the strategies of HR and strategies of government may be line up. But locally, these strategies are not developed automatically. The ability to develop a strategy appropriate for a local requirement is to be considered. HR may not be considered as the generator of changes.
Importance of human resource development (HRD) and its contribution to organizational evaluation of two learning activities
Human Resource influence on employee behavior- The performance of an organization is very important. The target of any company is to improve their performance. To create growth of any company, there are three key areas, located. They are employee development of the organization, (EDO), compensation management of an organization, (CMO) and organizational citizenship behavior (OCB).
Here, the main emphasis on the measure of the effect of compensation on organizational performance. Compensation plays a key role in company’s performance. The training and reward program for the employees, compensation have a positive effect on the performance of human resource management (Mondy, Noe and Gowan, 2005). This generally influences the satisfaction and performance of employees. Who are the key factors for any company’s performance? There are three main factors of HR, citizenship behavior, employees’ development and the management of compensation. Their combined effect reflects on the performance of any company.
The organizational citizenship behavior has a significant effect on the performance of any company. The OCB is not only defining the duties of the employees, but it is referred to the organizational functions, and duties, which are significant for improving the effectiveness and performance of any particular company. It had been explained the organizational citizenship behavior, creativity and adaptation are responsible for the organizational effectiveness and for the management which is work-related in the case of HRM.
The human resource department is one of the key departments of any organization that deals with the recruitment process to provide the organization efficient manpower. The strategy making of any organization is directly interlinked with the human resource management. It is impossible to develop a strategy without knowing the efficiency and capability and amount of manpower which is provided by the human resource management(Dickmann, Brewster and Sparrow, 2008). The change of strategy in human resource management can be helpful to ease the decision-making process, identifying pros and cons of the organizational culture and rectify the existing strategies.
The change of strategiesin human resource department can be incorporated by improving the delivery of the departmental services, need to attain all the departmental goals, the accomplishment of the entire organizational mission and achieving all the organization goals. The improvement of the delivery of the departmental services is helpful to deliver all the required elements to each department. It can be done through the effective use of human resource management. Moreover, it is helpful in identifying the communicationflaws and gives scopes to resolve the flaws. The overall success of the organization depends on the successful accomplishment of the all the departmental goals. The accomplishment and improvement of departmental goal affect the human resource department. It motivates the human resource department to hire candidates according to the departmental need and helps to make the recruitment procedure more authentic(Jones and Martain, 2013). The ultimate mission of an organization is the profitability. The organizational mission can be successful with the effective change in human resource department. It affects the human resource department to recruit the candidates according to the organizational need. Random selection often causes organizational misery and the organizations fail to achieve their desired goal.
The employee behavior is one of the valuable parts of the organization that is needed to be changed as per thegoals and needs. It includes the communicat5ion among employees, the communication between employee and the managerial and the exchange of ideas within the organization. In order to attain this human resource department should keep healthy relation with the employees and the employees should be given enough scopes to exchange their ideas(Salaman, 2006).
The improvement of the delivery of the departmental services can be improved-
- By hiring efficient and qualified humanresource managers having profound experience in the HR field
- The newly hired managers should recruit candidates according to their efficiency and capability proper training must be provided for the best result(Barrett and Mayson, 2010).
The attainment of all the organizational goals can be improved by
- Giving training to the human resource manager regarding the organizational targets and goals
- The human resource managers should be given extra time and reward to train the new trainees to make them understand the organizational goals
The accomplishment of the departmental goals can be attained through
- The humanresource department should arrange a mock critical situation for each organizationaldepartment in order to teach them the importance of accomplishing organizational goals. Moreover, the human resource department should assign staffs according to the departmental needs(Griffin et al., 2014).
- Therecruitment procedure should be based on academic qualification, experience on the respective field and the ability of the person to handle organizational pressure. In this case, short-term recruitment can be stated as the best option for the human resource departments(Analoui, 2007)
- The human resourcedepartment should hire the candidates having the profound technical knowledge and tech-savvy. Sothat they can handle the various techniques to connect other people of the organization
- The communication skill must be checked by the human resource department through arranging group discussion session(Lipczynski, 2008).
- The human resource department should consider a strategic vision for their organization for their organization. It would be helpful to provide an indication of where the organization is aiming at
- The human resource department must consider their demographics regarding the aging of the employee, efficiency of the employee and technical knowledge of the employee.
- The human resource department needs to be conscious of the high staffing cost. Thus, their aim must be on reducing staffing cost, training cost and staff retaining cost.
- The human resource department should be careful about ensuring knowledge among the employees. The HR managers should be easily accessible so that the employees can approach them whenever it is necessary(Ferrell, Hirt and Ferrell, 2013). Moreover, a free organizational environment should be created to give the employees scope to exchange ideas.
- The human resource department of the organizations needs to conduct a departmental survey to identify the performance based on department. Moreover, it would be helpful to measure and identify the pros and cons of each department on which retention and remove are dependent.
- The human resource department should be careful about the development of employee handbook. It would help for performance measurement
- The human resource managers should be careful about updating the job description through which they can fulfill the organizational requirement of each day.
- The human resource department should enforce the reward and recognition system to evaluate and appreciate the performance of the employee
- The human resource managers should connect the organizational management regularly to keep sustainability in the organizational communication(Connell and Teo, 2010).
References
Balakrishnan, L. and Srividhya, S. (2007). Human resource development. Mumbai: Himalaya Pub. House.
Barrett, R. and Mayson, S. (2010). International handbook of entrepreneurship and HRM. Cheltenham [u.a.]: Elgar.
Connell, J. and Teo, S. (2010). Strategic HRM.Prahran, Vic: Tilde University Press.
DeCenzo, D., Robbins, S. and Verhulst, S. (2013). Human resource management. Hoboken, NJ: Wiley.
Dickmann, M., Brewster, C. and Sparrow, P. (2008). International human resource management. London: Routledge.
Ferrell, O., Hirt, G. and Ferrell, L. (2013). Business. Boston: McGraw-Hill/Irwin.
Foot, M., Hook, C. and Jenkins, A. (2016). Introducing human resource management. Harlow: Pearson.
Griffin, R., Ebert, R., Starke, F., Dracopoulos, G. and Lang, M. (2014). Business. Toronto: Pearson Canada.
Haldar, U. (2010). Human resource development. New Delhi: Oxford University Press.
Ivancevich, J. and Konopaske, R. (2013). Human resource management. New York, NY: McGraw-Hill Irwin.
Jones, R. and Martain, S. (2013). HRM fundamentals.Nollamara, W.A.: HRVET.
Lipczynski, J. (2008). Business. Chicago: Chicago Review Press.
Mankin, D. (2010). Human resource development.. New Delhi: Oxford University Press.
Mondy, R., Noe, R. and Gowan, M. (2005). Human resource management. Upper Saddle River, N.J.: Pearson Prentice Hall.
Analoui, F. (2007). Strategic human resource management. London: Thomson.
Salaman, G. (2006). Strategic human resource management. Milton Keynes: Open Univ. Business School.
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