Human Resource Development Implications for Organizations - Essay Example

?Running Head: annotated bibliography Human Resource Development of the of the of the Brown, L, Murphy, E & Wade, V. (2006). “Corporate eLearning: Human Resource Development Implications for Large and Small Organizations” Human Resource Development International, vol.9, no.3, pp.415-427. With eLearning fast replacing traditional modes of learning in organizations due to cost efficiency, responsiveness, enhanced accountability and better use and sharing of information; significant improvements are visible in employee retention, performance, workplace behavior, service and attitude. However, perceptions of employees and managers towards eLearning differ in small and large organizations. By taking on both large and small enterprises in Ireland from a number of sectors, the authors have conducted a research at how HR practitioners view eLearning, the level of awareness and results of eLearning in both the sectors. The authors found that eLearning has proved to be more beneficial in large organizations where greater awareness level is present. Moreover, use and knowledge of technology also determines the implications of eLearning on human resource development within organizations. Bullen, M.L & Eyler, K.A. (n.d). “Human resource accounting and international Developments: Implications for measurement of human capital” Journal of International Business and Cultural Studies. This article looks at how Human Resource Accounting (HRA) practice is undertaken in different countries like Greece, Canada, Germany, Portugal, etc. HRA considers investments made for developing intellectual capital as costs which reduce the profits of the firm. Lately, with the adoption of non-traditional modes of reporting and accounting, HRA finds relevance and place in this emerging trend as it helps managers in human resource decision making and strategy formulation. This article looks the adoption level and practice done in some major countries. Erasmus, B, Loedolff, V.P & Hammann, F. (2010). “Competencies for Human Resource Development Practitioners” International Business and Economics Research Journal, vol.9, no.8. This research paper identifies competencies- business, interpersonal and personal, required by HRD practitioners in attaining the desired level of success and satisfaction. The research was conducted on 1320 different sector South-African organizations to understand how well do these competencies apply to the HRD practitioners and how much are they satisfied with the current level of their skills and abilities. Hanna, D. (2010). “Organization Development and Human Resources Management” OD Practitioner, vol.42, no.4. Citing human resource development as the forces of stability within an organization, the author talks about the evolving role of HR from mere pay packages to caring and protecting employee rights. Human resource development adds value to the bottom line of the business and is the primary contributor to the overall organizational development. To achieve it, the author recommends steps for aligning HR and organizational development through team work, multitasking, staffing, empowerment, valuing diversity and carrying out a rotation plan for employees. Hassan, M & Yaqub, M.Z. (2010). “Strategic role of human resource development as boundary spanner” European Journal of Economics, Finance and Administrative Services, Issue. 19. This article underpins the theoretical foundations of human resource development with practical challenges and dilemmas of HR managers and practitioners in the ever increasing globalized and complex business environment. The authors emphasize on boundary spanning role of HRD by identifying its contributions to the areas of leadership, responsiveness, flexibility, decision making, networking, collaboration and other forms of informal and self-directed learning in the workplace. Keavany, T.J. (1983). “Developing and maintaining human resources” Training and Development Journal, July. This article discusses in detail the four phase process of training within an organization. Starting from needs analysis to development program, maintenance and finally evaluation, the author takes on a descriptive tone in elaborating what shape an effective and efficient training module should take place in an organization. Various impediments which HR managers face across different stages are also mentioned in the article like overlooking actual individual needs, failure to introduce challenging jobs for incumbents, defining training needs on the basis of position and status and absence of any feedback mechanism. Leibowitz, Z.B, Shore, J.E & Shuman, G.M (1992). “Managers can be developers too” Training and Development, March The article looks at what challenges do managers face while accomplishing the human resource development goals. The authors identify those challenges under the heads of information, decisional and interpersonal- leading to communication gaps, cultural asymmetries and self-development. To discover answer to these challenges, research on human resource development strategies of 10 organizations was undertaken as case studies and delved deep into with respect to developmental factors like rewards, feedback, accountability, empowerment and training. Matthews, J.J, Megginson, D & Surtees, M. (2004). Human resource development. London: Kogan Page. The book is a complete guide to human resource development with separate and comprehensive chapters on development ideas, learning, training, scope of HRD, different approaches to it, evolution of e-learning, evaluation and implications for the future. Every chapter is explained with the help of a relevant case study to clear the concepts and make them more understandable in real life settings. The book is a good source of information and content building on HRD for beginners and scholars. Ortigas, C.D. (1997). Human Resource Development: The Philippine Experience: Readings for the Practitioner. 2nd Ed. Philippines: Ateneo De Manila University Press. This book has been divided into three parts where first part talks about how employee development has evolved from traditional personnel management. The second part talks of essentials of empowerment, equality, entrepreneurship, place of women in the workplace and such other issues which have a bearing on employee development function. The last part deals with strategies and issues in the context of Philippines culture, organizations and contemporary business practice. The entire book draws literature from scholars and researchers of Philippines and practical case studies of Philippines’s organizations can be found everywhere in the book. Reid, M.A, Barrington, H & Brown, M. (2004). Human resource development: beyond training interventions. London: CIPD This book focuses primarily on learning part of human resource development functions than mere forma training sessions. First building upon the theoretical foundations of human resource development evolution, learning and organizational imperative to incorporate human resource development; the book proceeds with HR policy, budget formulation, roles and duties of specialists, significance of job analysis in human resource development function and measuring the success of the activity. Part 3 of the book emphasize specially on the development of incumbents in an organization while part 4 details the essentialities of organizational and national culture contribution in the establishment of a learning environment. Rohmetra, N. (2005). Human Resource Development: Challenges and opportunities. New Delhi: Anmol Publications This book is a compilation of valuable HR development insights from experts. Divided in 18 chapters, this book covers a host of human resource development ranging from cross-cultural issues, information technology, diversity management, gender equality, ethics and mass customization in developmental training, barriers to learning, employability, and expatriate management and how HR developers should cope up with the complex environment. The book revolves around challenges in majority and hence, provides several examples of internationalization in HR development like case of Chinese Business firm, Indian CEOs, Jammu and Kashmir Bank, Vocational Development of nurses in Germany, Slovenia case study, etc. This book is a valuable resource in aligning theoretical foundations with that of practical implications. Rowden, R.W. (1998). “A Practical Guide to Assessing the Value of Training in your Company” Employment Relations Today, Summer. As the title suggests, the article determines the value imparted by training in the success of an organization. Termed as an investment rather than a cost, the author computes the cost and profitability portions of training investment in the article by means of cost-benefit analysis. The benefits outweigh the investment as positive indicators of quality, information, services, environment, competitiveness, reduced risk, improved morale, creativity, reduced employee turnover, collaboration, team work and learning culture are established. Sims, R.R. (2006). Human resource development: today and tomorrow. USA: Information Age Publishing. As the name suggests, the book contrasts the progress and changes in need of human resource development that has taken place and about to change. Keeping such demands in mind, designing, assessment and implementation of development activity has been elaborated with the help of theoretical models and practices. HRD initiatives and their benefits ranging from employee to management development have been identified and covered with recommendations as to how gaps between traditional and modern development systems should be bridged. Singh, S.K. (2008). Human resource development. New Delhi: Atlantic Publishers The author in this book has taken human resource development in the context of industrial relations specially and as such, talks primarily of collective bargaining, conflicts, liberalizations, trade unions and labor laws. The book specifically makes use of various laws like grievance handling, industrial disputes and industrial employment in explaining the significance of human resource development in such settings. How training and appraisals should be carried out in HR-IR interface covers the end portions of this book. Sofo, F. (1999). Human resource development: Perspectives, roles and practice choices. Australia: Business and Professional Publishing. This book is written in Australian setting but draws its literature from multifarious perspectives and combines human resource management, human resource development and international relations theories to present a square view of the topic. External factors of globalization, technology, regulatory constraints, innovation, strategic choices, tax reforms etc are covered in this book which highlights the importance of changing need for human resource development. Specific to Australian market, issues of labor, tax, privatization, commercialization and deregulation in the context of employee development have been presented and suggested recommendations also. Song, J.H, Rhee, Y, Adams, C.R & Azevedo, R.E. (n.d). “Relating equity investment to human resource development for business benefits” The Business Renaissance Quarterly. The theme of the paper is how employee development results in risk reduction, greater employee support, commitment, alignment with strategic objectives and creation of an apt external business environment which helps organization to receive business benefits. If employees are made aware of equity investments made by the firm, they help the firm in the management of such stocks and equities, thereby extracting out effectiveness and fruitful investment results. Swart, J, Mann, C, Brown, S & Price, A. (2005). Human resource development: Strategy and tactics. Elsevier This book provides complete description of the foundations of employee development theories, its strategic significance in an organization, major aspects of development function and how managers should handle this activity in the organization. Emphasis is also given in elaborating upon the crucial element of learning within an organization, factors affecting it, role of learning and how learning is linked with training, motivation and other behavioral facets of human resources. End chapters throw some light on the evolution of e-learning practices and competencies required by HR practitioners to successfully accomplish the development task. Werner, J.M & DeSimone, R.L. (2009). Human resource development. USA: South-Western Cengage Learning. Segregated into three parts, the book offers valuable insights into behavioral aspects of human resource development. First part pertains to an introduction and how HRD influences employee behavior in terms of motivation, commitment and enhanced performance. Second part covers development needs, implementation, evaluation and overall framework design of HRD activity. Third and the last part discuss applications of HRD in business settings like knowledge management, change management, wellness and counseling, diversity management and overall performance management system. Wilson, J.P. (2005). Human resource development: learning and training for individuals and organizations. 2nd Ed. London: Kogan Page This book covers all the aspects of human resource development from scratch. Divided in multiple sections, the book discusses all the prominent theories and models covering learning and development. Section one elaborates on the need of development in organizations, its role and aspects taken from broader HR perspective. Section 2 describes how learning can prove to be a competitive strategy for an organization; section 3 deals with planning while section 4 is dedicated to the operational elements of HRD within a firm. Last sections discuss the evaluation techniques. The author has also mentioned about Total Quality Management and marketing components of HR development. The book is good for scholars to get 360 degree view of the topic. Yamao, S, Cieri, H.D & Hutchings, K. (2009). “Transferring subsidiary knowledge to global headquarters: Subsidiary senior executives’ perceptions of the role of HR configurations in the development of knowledge stocks” Human Resource Management, July-August, vol.8, no.4, pp. 531-554. How transferring subsidiary knowledge of human and social capital and knowledge stocks to global headquarters can lead to competitive advantage forms the essence of this research. Taking notes from 151 Australian HR executives of Multinational Companies (MNCs), the authors have tried to establish links between strategic disposition at the headquarters and effectiveness in managing subsidiary HR functions. Issues like encouraging team work, internal knowledge building, performance appraisals and training adopted at subsidiaries lead to higher retention of employees, thereby sustaining the human capital and knowledge stocks. Read More