An interview with a small firm about talent management to find the gap between academic and practitioners - Assignment Example

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HRD develops personal skills, knowledge, and other abilities. The human resource development focuses on developing a superior workforce can accomplish organizational goals…
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An interview with a small firm about talent management to find the gap between academic and practitioners
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Gaps in human resource development Insert Insert Insert Insert Human Resource Development (HRD) helps employees develop skillsimportant for the success of the company. HRD develops personal skills, knowledge, and other abilities. The human resource development focuses on developing a superior workforce can accomplish organizational goals and objectives. However, there are gaps between human resource research and actual practice in organizations. Bridging the gaps can be crucial for ensuring successful human resource development.
There is a gap in teamwork skills and abilities. In practice most organizational group individuals who have the best skills together believing they would offer the best for the organization. However, recent scientific research established that the generic teamwork skills are more than an individual’s personal skills and abilities. Another gap is in the approaches to composition of teams in organizations. Most organizations take the average of team members on a particular trait and treat the score as the teams mean composition. However, recent scientific research suggest that the most appropriate approach to measure team composition traits depend on many other circumstances. Scientific research therefore, suggest that the mean score is not the best approach for Human resource managers to use to evaluate team composition
Demographic diversity in teams also presents certain gaps between research in human resource development and actual practice of human resource development. Diversity in the workforce is changing over time with increased involvement of gender, age, and cultural diversity in the organization. There are also changes in management of a diverse workforce for organizations. In many firms, there is a perception that demographic diversity increases team performance. However, according to research, more demographic diversity does not always result in increased team performance. Other studies suggest that demographic diversity does not influence team performance especially on long term basis. (Hollenbeck, DeRue, & Guzzo, 2004)
To solve the gap in choosing the best people to form a team, it is important for organizations to develop a foundation of knowledge, skills, and abilities. The firm can examine a number of factors based on theoretical and methodological background. Organizations should develop teams depending on feedback, cooperation, team spirit, morale and adaptability of the employees. Choosing a team should not focus on individual skills. The choice should be comprehensive in nature
In order integrate between human resource practice and scientific research regarding the best method to use in determining team composition there is a need to use other methods. For instance, the group’s minimum score, maximum score or score variability are better methods to represent the team. According to Lepine, Hollenbeck, Ilgen and Hedlind (1997), the composition of the team depends on the additive effects of individual traits among the team members. Therefore, each member of the team contributes to team performance depending on individual abilities. Individual abilities represent a means score method for measuring team composition. This method is more appropriate in assessing team composition than mean score.
Organizations should measure performance in terms of the ability of the firm to grow revenue. Organizations should develop human resource strategies that enable teams to increase revenue for the organization. Increasing revenues will result in the success of the human resource department and thus success of the team. In terms of team performance, human resources managers should use team tenure to measure performance rather than use team diversity. There are many other gaps between research and practice in human resource development. Future research in human resources development should focus n closing the gap (Short, 2006).
List of references
Hollenbeck, J., DeRue, S., & Guzzo, R. (2004). Bridging the Gap between I/O Research and HR Practice: IMproving Team Composition, Team Training and Team Tack Design. Human Resource Management, Vol. 43, No. 4 , 353-366.
LePine, J., Hollenbeck, J., Ilgen, D., & Hedlnd, J. (1997). Effects of individual differences on the performance of hieriachial decision-making teams: Much more than g. Journal of Applied Psychology, Vol. 82 , 803-811.
Short, D. (2006). Closing the gap between research and practice in HRD. Human Resource Development Quartely, Vol. 17 , 343-350. Read More
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