HRM Lecture (9)

HRM Lecture (9) - Chapter 10 Human Resource Development...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Jeffrey Gold CHAPTER OVERVIEW The chapter considers ideas and practices relating to human resource development (HRD) that move beyond a narrow conception of training and development. It will explore how the attention to learning throughout an organization is considered the only strategy to cope with change. Particular attention is given to the importance of establishing HRD at strategic levels of decision-making, implementation and the attraction of ideas such as the learning organization (LO), organization learning (OL) and knowledge management (KM) as moves towards finding ways to integrate work and learning. Chapter objectives After studying this chapter, you should be able to: 1. Discuss the place of HRD within human resource management (HRM) 2. Understand the connections between HRD and strategy 3. Discuss the effectiveness of a national infrastructure for HRD 4. Explain how HRD may be implemented 5. Explain key ideas of workplace learning 6. Understand developments in knowledge management and e-learning. Introduction HRD is an organization’s investment in the learning of its people and acts as a powerful signal of its intentions: By replacing the words ‘training cost’ with ‘investment’, there is an indication that a longer-term view is being taken, particularly with respect to the outcomes of HRD. HRD acts as a triggering mechanism for the progression of other HRM policies that are aimed at recruiting, retaining and rewarding employees who are recognized as the qualitative difference between organizations. [Type text] Chapter 10 Human Resource Development
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
HRD is crucial for organizations seeking to adopt a ‘high-road’ HRM strategy engendering the conditions whereby loyalty and commitment towards an organization’s aims can be encouraged. In recent years, HRD has moved beyond a narrow conception of training and development and many organizations now attempt to take a holistic view that embraces the idea of learning at individual and organizational levels as a crucial source of competitive advantage. Strategy and human resource development An organization’s HRD provision represents the pivotal component of the ‘bundle’ of HR practices required for a ‘high road’ HRM strategy. A key image is that of high- performance working with high-level skills and high discretion in the performance of work. Key implications include: employees are recruited for a skilled working role that will require learning and change line managers are fully involved in the development of their staff to such an extent that the differentiation between learning and working becomes virtually impossible to discern. Leadership is a key variable in linking strategy, culture and the commitment of employees. Using the ‘design school’ model of strategic work, HRD became a feature where senior
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

Page1 / 8

HRM Lecture (9) - Chapter 10 Human Resource Development...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online