Analysis of Articles about Human Resource Development - Annotated Bibliography Example

Running head: ANNOTATED BIBLIOGRAPHY Annotated Bibliography of Human Resource Development Submitted Bernardin, H. J. (2010). Human resource management: An experiential approach (5th ed.). Boston, MA: McGraw-Hill/Irwin. The book provides theoretical and experiential approaches to the study of human resource management. It begins with a discussion of strategic human resource management, planning and selection in an ever-changing environment. Human resource capability, the book explains, can be developed through performance appraisal, training, and career development. For students of human resource management (HRM), the book includes a number of experiential exercises that can enhance critical personal competencies in the field of HRM. Caligiuri, P., Lepak, D., & Bonache, J. (2010). Managing the global workforce. Hoboken, NJ: John Wiley & Sons, Ltd. The book offers a framework for understanding the challenges and addressing the issues of global workforce management. It discusses problems in leveraging, attracting, developing, and motivating the strategic capabilities human talent on a global level. The first part of the book deals with issues on global business strategy, comparative human resource (HR) systems, and cross-cultural differences. The second half, meanwhile, talks about planning the global workforce, managing competency, and managing attitude & behavior. It is concluded that effective management of human talent worldwide can help a firm implement its global business strategies. Canas, K. A., & Sondak, H. (Eds.). (2011). Opportunities and challenges of workplace diversity: Theory, cases, and exercises (2nd ed.). Upper Saddle River, NJ: Prentice Hall. The book discusses the importance of managing diversity in the workplace which enables people to become more effective and responsible in their organizations. The authors believe that effective diversity management leads to better organizational performance. The book lays the theoretical, pedagogical, and legal aspects of diversity. Different case studies on U.S. companies that deal with gender, race, and disabilities are included. Finally, the book offers exercises which students can answer to enhance their understanding of diversity in a personal and organizational level. Cascio, W. F., & Aguinis, H. (2011). Applied psychology in human resource management (7th ed.). Upper Saddle River, NJ: Prentice Hall. The book discusses the application of psychological research and theory to human resource management. It integrates psychological theories with tools and methods to show how theory can be effectively translated to practice. The book explains performance management, strategic workforce planning, recruitment, and training & development design. It concludes with a discussion of an organization’s responsibility and the ethical issues it confronts. Edwards, J. E., Scott, J. C., & Raju, N. S. (2007). Evaluating human resources programs: A 6-phase approach for optimizing performance. San Francisco, CA: Pfeiffer. The book explains the importance of evaluating human resource (HR) programs efficiency. The authors offer techniques and strategies for evaluating and improving HR programs. It lays the groundwork and develops milestones for effective HR program evaluation. The authors warn against potential pitfalls inherent in any program evaluation. Given the HR’s crucial role as a strategic leader in an organization, it is encouraged that evaluation results are implemented to enhance the effectiveness of HR programs. Farooq, M. A., & Safdar, M. (2010). Human resource development through adult literacy in Punjab under education for all. International Journal of Academic Research, 2(6), 462-465. The article reports on the progress of the Education For All (EFA) program in the most populous and far-flung area in Pakistan - Punjab. The study finds that adult literacy centers (ALC) achieve EFAs targets by providing education to the adult population of Punjab. It was also found that learners are enthusiastic about learning and are even willing to go extend the 7-month literacy period. The authors call for government financial support and media awareness campaigns. Glance, N. S., Hogg, T., & Huberman, B. A. (1997). Training and turnover in the evolution of organizations. Organization Science, 8(1), 84-96. This paper discusses the influence of training and turnover in firms that face organizational and employee-level dilemmas. The authors begin by establishing a model that both captures those dilemmas and incorporates the expectations of workers and organizations. Through mathematical modeling and computer simulation, the study was able to find a positive correlation between high productivity, low turnover, and enterprise size. Grugulis, I. (2007). Skills, training and human resource development: A critical text. New York, NY: Palgrave Macmillan. The book shares a critical understanding of skills development and training programs in the workplace. The realities of workplace life such as differences in employee-employer interests, conflicts in gender and race, and issues in work duties are explored. The book also tackles the effect of vocational education and training (VET) and the shift from manufacturing to service-based employment to skills development, supply, and demand. It concludes with a discussion of knowledge economies and its impact on the future of human resource development. Hafeez, K., & Abdelmeguid, H. (2003). Dynamics of human resource and knowledge management. The Journal of the Operational Research Society, 54(2), 153-164. This article illustrates the inter-relationship between recruitment, training, skill, and knowledge management in a causal loop form. It sheds light on formulating effective human resource or intellectual capital investment strategy. By conducting a time-based dynamic analysis of skill attrition, recruitment, and training programs, the authors were able develop a strategy for human resource management in the form of a systems dynamics model. The modeling exercise, the authors hope, would help organizations in devising effective medium to long-term human resource management strategies. Hassan, M., & Yaqub, M. Z. (2010). Strategic role of human resource development as boundary spanner. European Journal of Economics, Finance and Administrative Sciences, 7(19), 146-154. The article discusses the role of human resource development in creating boundary spanners - people who link the internal environment of an organization and the external environment where it operates. To make boundary spanning effective, the authors suggest developing a leadership that drives the creation of boundaries and manages the achievement of organizational boundaries. The authors conclude that a learning-conducive workplace results from a collaborative and collective effort of HRD. Hunt, J. M., & Weintraub, J. R. (Eds.). (2011). The coaching manager: Developing top talent in business (2nd ed.). Los Angeles, CA: SAGE Publications, Inc. The book discusses the process of developmental coaching and offers useful tips to coaching managers in harnessing the talent of their people. It is stated that effective coaching begins by creating a coaching-friendly environment, possessing a coaching mind-set, and establishing the right rapport with the learner. Since coaching is collaborative and follows a two-way exchange of ideas, the authors encourage constant feedback from learners. Proper developmental coaching, the book suggests, promotes career development. Ismail, W. K., Omar, R., & Bidmeshgipour (2010). The relation of strategic human resource practices with firm performance: Considering the mediating role of resource based view. Journal of Asia Pacific Studies, 1(3), 395-420. This article studies the relationship of strategic human resource management (SHRM) practices and firm performance by taking into account the role of resource based view (RBV) in a firm. Resource based view, the article defines, refers to the sustained competitive advantage derived by a firm from its resources which include tangible and non-tangible assets like management skills, processes, and routines. The authors were able to develop a framework that evaluates a firms innovation based on the influence of RBV. It is recommended that other firms utilize, explore, and improve this framework according to the desired degree of innovativeness. Kearns, P. (2010). HR strategy: Creating business strategy with human capital (2nd ed.). Burlington, MA: Butterworth-Heinemann. The book discusses the organizational benefits of maximizing the human capital. Considered a critical business strategy in itself, effective management of human resource translates to a high-performing organization. It outlines the purpose of HR-Business strategy, explains the rules and principles of structural and organizational design systems, and enumerates theories of human resources. To gauge the maturity of an organization, the author offers several indicators that can determine the readiness to adopt an HR-Business strategy. The book concludes with a discussion of the factors that influence the value of HR-Business strategy. Koch, M. J., & McGrath, R. G. (1996). Improving labor productivity: Human resource management policies do matter. Strategic Management Journal, 17(5), 335-354. This paper presents the results of a study about the relationship between human resource management practices and firm-level performance outcomes. From a resource-based perspective, the hypotheses were then tested using regression analysis. It was found that organizations which invested more in human resource planning, recruitment, and selection strategies achieved positive and significant effects on labor productivity. The authors conclude that investments in firm-assets like human resource are directly related to the competitiveness of firms. Law, K. S., Tse, D. K., & Zhou, N. (2003). Does human resource management matter in a transitional economy? China as an example. Journal of International Business Studies, 34(3), 255-265. The article examines the role of effective human resource management (HRM) in the performance of business organizations amidst a transitional economy. The authors surveyed a total of 180 firms located in nine cities in China. The study finds that the followers perception of top management and human resource management play vital roles in a firms financial and operational performance. It also reported that workers/employees place importance on the senior managements ability to lead in a transitional economy like China. Nafukho, F. M., Hairston, N. R., & Brooks, K. (2004). Human capital theory: Implications for human resource development. Human Resource Development International, 7(4), 545-551. The article examines the link between human capital and human resource development through an economic perspective. By studying leading economists and human resource development (HRD) scholars’ perspectives on human capital, the authors found the origin of capital in Human Capital Theory. The study finds that education and training devoted to the development of individuals, organizations, and communities are closely linked to Human Capital Theory and HRD. Noe, R. A. (2008). Employee training and development (4th ed.). New York, NY: McGraw-Hill/Irwin. The book discusses the basics of employee training and development, program design, methods, evaluation, and career management. The first few chapters explore the influences in learning and working, an overview of training practices, and the process of assessing organizational needs. The other half of the book deals with learning theories, training methods, and employee development. A discussion of career management and challenges are explored last. Taylor, S., Beechler, S., & Napier, N. (1996). Toward an integrative model of strategic international human resource management. The Academy of Management Review, 21(4), 959-985. The article develops a theoretical model of the determinants of strategic international human resource management (SIHRM) systems in multinational corporations. The model and propositions provide theoretical and empirical guidelines for researchers of SIHRM. The authors conclude that the field of IHRM is in its early stages of development. Valle, R., Martin, F., Romero, P. M., & Dolan, S. L. (2000). Business strategy, work processes and human resource training: Are they congruent? Journal of Organizational Behavior, 21(3), 283-297. The article presents the results of a study conducted among 65 Spanish organizations to determine the amount of influence exerted by human resource training strategies/policies on business strategy and work process. The study finds that, for non-routine work processes, companies tend to adopt training strategies that enhance a workers individual skill. For routine work processes, however, the study reports companies forego of skill-specific training strategies. It is concluded that business strategies are not always aligned with human resource training. Wheelan, S. A. (2010). Creating effective teams: A guide for members and leaders (3rd ed.). Los Angeles, CA: SAGE Publications, Inc. The book synthesizes knowledge about groups and teams into a user-friendly, practical, and straight-forward guideline that both team members and leaders can use. It serves as a useful guide for people who belong to a certain group in the workplace and for the people who manage those groups. The book differentiates groups from teams, outlines the stages of group development, and shows how high-performance team functions. The author, in conclusion, explains how a high-performance team is sustained. Read More