Analysis of Articles about Human Resource Development - Annotated Bibliography Example

 Annotated Bibliography: Human Resource Development Brown, S., Mann, C. Price, A. & Brown, S. C. (2005). Human Resource Development: Strategy and Tactics. Oxford, England: Elsevier Butterworth-Heinemann. This text replicates real life organizational human resource development (HRD) events for business, team and individual learning. It has been developed as a text book that provides case studies with commentaries, activities and feedback reviews to provide additional information to support the materials presented in each chapter. It is a beneficial resource for students as it is written in an uncomplicated and direct manner with each pertinent point logically and clearly explained. Clardy, A. (2008). Policies for Managing the Training and Development Function: Lessons from the Federal Government. Public Personnel Management. Vol. 37 (1):. 27+. Retrieved 13 April, 2011 from Questia. Clardy (2008) undertook a literature review on the policies of human resource development and archival data in order to determine whether the framework used by the federal government workforce could be applicable to other employment environments. He found that while they cannot be considered as a means of solving all problems in the management of training functions, they can provide a scaffold from which training can be more effectively managed and how human resource development policies can better focus, shape, and guide a company’s human resource. De Meuse, K., Hostage, T., Eau, C. & O’Neill, K. (2007). A Longitudinal Evaluation of Senior Managers' Perceptions and Attitudes of a Workplace Diversity Training Program. Human Resource Planning. Vol.30 (2): 38. Retrieved 13 April, 2011 from Ebscohost. This study, a pilot study undertaken within a large manufacturing company aiming to implement a new program of diversity, aimed to find out whether the training would be effective. The pilot study involved 57 mangers and senior managers across 70 locations throughout North and South America. A survey was administered a week prior and after the training and gain 3 months later. The results proved positive in terms of increased scores both directly after and further after the training, which provides a number of positive implications for diversity training of senior management. Druskat, V., Sala, F. & Mount, G. (2006). Linking Emotional Intelligence and Performance at Work: Current Research Evidence with Individuals and Groups. Mahwah, New Jersey:Lawrence Erlbaum Associates. The primary aim of this book is to provide discussion on current and leading edge research into the link between emotional intelligence and workplace performance for future researchers and organizations and human resource departments. The main objective is to provide evidence and applied research for increasing knowledge and thus capabilities of improved workplace outcomes. Gray, R. (2007). Climate of Success: Creating the Right Organization Climate for High Performance. Amsterdam: Elsevier/Butterworth Heinemann. Gray (2007) explores the notion of organizational climate by using case studies to depict the causal links and effects of different climate issues and making recommendations on how to make improvements. He also shows how climate characteristics occur, how they impact on performance, and how managers can manipulate these characteristics and use their knowledge and understanding to benefit others as well as themselves. Grugulis, I. (2009). Skills, Training and Human Resource Development: A Response. Economic and Labour Relations Review. Vol.19 (2): 123+. Retrieved 13 April, 2011 from Questia. Grugulis’ (2009) article is a response to an earlier critique written by Ian Hampson (n.d) in relation to her book entitled ‘Skills, Training and Human Resource Development’. In her response Grugilis (2009) reiterates her motives for writing the book and thus the focus of her book, which was questioned by Hampson. She states that her book is intended to make academic research in human resource development (HRD) more accessible to students and to build a new area for skills and training to complement workplace practice. She also discusses Hampson’s concern that her book provides discussion on soft and social skills by stating that her focus on research set within a historical perspective provides evidence as to the impact that the change in requirements of soft and social skills has made, such as the fact that pure technical skills have been upstaged by social, communicative and customer service skills.. Kontoghiorghes, C. & Frangou, K. (2009). The Association between Talent Retention, Antecedent Factors and Consequent Organizational Performance. SAM Advanced Management Journal. Vol.74 (10) 29+. Retrieved 16 April, 2011 from http://www.wbiconpro.com/446-Constantine.pdf. Kontoghiorghes and Frangou (2009) undertook a survey of 197 employees working at a broadcasting company in Cyprus in order to determine the most important forecasters for retaining good employees (talent) and how retention compares with bottom-line performance. Results showed that usual forecasters, such as job satisfaction and commitment, of employee turnover are also forecasters of talent turnover. Stronger predictors such as change in organizational culture, selection and recruitment, fast operations and good supervision also predict retention. The findings also provide evidence of significant correlations between the retention of talent and bottom-line performance of the organization. Lall, M. (2009). Physiological Understanding of Human Emotions for Effective Management. Global Business and Management Research: An International Journal. Vol.1 (3-4): 117+. Retrieved 13 April, 2011 from http://www.thefreelibrary.com/Physiological+understanding+of+human+emotions+for+effective...-a0219656777. Lall (2009) conducted a literature study that discusses how emotional intelligence impacts on organizational change and human resource development (HRD) within organizations. He investigates the physiological aspects of human emotions and endeavors to determine what implications can be inferred on human resource development and effective management. He found that emotional intelligence has a significant impact on individual success and thus must be improved for professional effectiveness; he also found that validation is important for the improvement of emotions and when employees were not validated the negative effects were numerous and spilled over to affect other employees. His findings provide useful information for businesses in terms of how best to capitalize on staff by improving their emotional intelligence. Mackay, A. (2007). Motivation, Ability and Confidence Building in People. Amsterdam: Butterworth-Heinemann. Mackay (2007) sets out to clarify the basic principles of motivation, confidence building and ability as means of improving management of personnel. He provides a variety of stories and realistic examples, underpinned with theory, that aim to assist managers attain performance success via their human resources by way of mentoring and confidence building. Marquardt, M. & Loan, P. (2006). The Manager as Mentor. Westport, CT: Praeger. This book looks at current approaches and techniques in collaboration and mentoring in an attempt to assist managers to foster not only the best in themselves but also in the people they mentor. It investigates current trends and approaches that are emerging in human resource development (HRD) and provides numerous examples from broad research to prove that successful and outstanding mentoring skills are attainable. Marquardt and Loan provide a means by which managers can gain control, knowledge and awareness to develop and nurture dynamic and vital organizational ethos. Orser, B. & Dyke, L. (2009). The Influence of Gender and Occupational-Role on Entrepreneurs' and Corporate Managers' Success Criteria. Journal of Small Business and Entrepreneurship. Vol. 22 (3). 327+. This study looks at success in terms of gender and occupation by undertaking a ten page survey of 326 small and medium business owners for comparison with 545 corporate managers in Canada. They found that success was rated according to market acceptance, professional autonomy, work-life balance and traditional financial criteria. Important outcomes includes evidence that male business owners rate success more in terms of financial criteria with corporate males placing the highest rating on finance. Females rate professional autonomy high on their list while their male counterparts did not. They also found that success in terms organizational performance remained even between small business owners and corporate managers, male and female. Ramlall, S. & Sheppeck, M. (2006). Increasing the Relevance of the Graduate HR Curriculum. Human Resource Planning. Vol. 29.(2): 6+. Retrieved 14 April, 2011 from Questia. This paper, created from an extensive literature and website review, focuses on important issues encountered by students within human resource programs provided by American universities, and aims to show how such programs can be more relevant to the requirements of today’s human resource professionals in terms of competence and ethics. They claim that in order to make these programs more relevant the curriculum must be critically reviewed and not maintain focus on the more traditional human resource materials and to take account of the specific and changing requisites of the practice in today’s business world. Roosevelt, T. Jr. (2006). Building on the Promise of Diversity: How We Can Move to the Next Level in Our Workplaces, Our Communities, and Our Society. New York: AMACOM. Roosevelt (2006, provides a five-step process for more effective application of diversity management for improvement and growth within businesses and the objectives of communities. He explains why tension in diversity is both unavoidable and a necessity as a means of focusing and dealing with important issues. He further purports that America has always been concerned with diversity both in the workplace and outside, and that it will continue to do so in the future. Shea, G. & Haasen, A. (2006). The Older Worker Advantage: Making the Most of Our Aging Workforce. Westport, CT: Praeger. This text discusses the issues of an aging workforce and how it impacts on the very nature of organizations in term of economic, political and cultural factors. It considers the issue from both the perspective of the manager and the employee within an international arena, and dismisses myths and negative stereotypical assumptions about age. Shea and Haasen (2006) consider issues such as the impact of technology on the training of older workers and what motivates older workers. The bottom line is that older workers will be a much needed resource for any organization in the future. Song, J., Rhee, Y., Adams, C. & Azevedo, R. (2008). Relating Equity Investment to Human Resource Development for Business Benefits. Business Renaissance Quarterly. Vol.3 (3): Publication 59+. Retrieved 14 April, 2011 from Ebscohost. These authors propose that human resource departments should take the initiative to improve equity ownership because its development will provide important benefits to both employees and businesses. They purport that mechanisms exist that both favor and limit the growth of equity ownership and management practices that support participation by employees, and that the human resource development programs need to educate employees. Stewart, J. & Beaver, G. (2004). HRD in Small Organisations: Research and Practice. New York: Routledge. This text in an effort to further knowledge and understanding of human resource development (HRD) within small organizations, and focuses on the features and traits that make small organizations, research that provides further knowledge to HRD approaches, methods that are used, and discusses notions such as coaching and mentoring. The mixture of authors who have contributed to the book help to illustrate the diverse characteristics of research and literature on HRD in terms of small organizations and will prove invaluable to students, academics and policy makers alike. Tyson, S. (2006). Essentials of Human Resource Management. Oxford, England: Butterworth- Heinemann. Tyson (206) provides a thorough explanation of various techniques for human resource management and introduces concepts related to industrial relations. He offers a guide and case studies to support and provide examples to topics on organizational behavior, laws of employment, human resource management systems and policies. The book is particularly relevant to students and managers. Wallace, M. (2006). The Paradox and the Price: a Case Study of Female Academic Managers in an Australian Regional University. Advancing Women in Leadership. Vol. 21. This post-positivist, qualitative study undertaken within a regional university in Australia focused on how the practices of human resource development (HRD) and their experiences have prepared them for their current roles as senior lecturers and above. The study focused on issues pertaining to their leadership and managements styles, the culture of the workplace, their identity within the workplace, and the way in which the balance life and work. Comparisons were made between the findings of this study and of others in the literature. She found many paradoxes between other studies and her own, including the fact that the women were not prepared for their position and were excluded from informal networks; their management and leadership styles were transformative; recognition from supervisors and colleagues was considered important, and they were continually juggling their daily home life and work. Winters, L. & Yusef, S. (2007). Dancing with Giants: China, India, and the Global Economy. Washington, DC: World Bank. Winters and Yusef (2007) refer to current research to analyze the way in which the economies of China and India are growing fast and how they impact on other countries and the global economy. They consider a number of aspects such as foreign investment, international trade, capital flows and industrialization, as well as how both India and China have dealt with inequality and poverty, together with governmental concerns. Woodall, J., Lee, M. & Stewart, J. (2004). New Frontiers in Hrd. New York: Routledge. This book investigates the limits of human resource development (HRD) within today’s world of globalization and restructuring by looking at various approaches to human resource practice and theory. It purports that HRD is still a concept that is challenged and debated within the arena of management and organization theory and considers both the risks and the prospects as mediators for development of HRD in both field of practice and academia. Read More