The Impacts of Human Resource Development in the UAE on Work Force both Men and Women - Essay Example

The Impacts of Human Resource Development in UAE on Work Force both Men and Women Table of contents The Impacts of Human Resource Development in UAE on Work Force both Men and Women 1 The Impacts of Human Resource Development in UAE on Work Force both Men and Women 9 1 Table of contents 2 LITERATURE REVIEW 3 2.1 Introduction 3 This section provides a detailed review of the literature which focuses on human resource development, employee training and development, organization culture, employee productivity and theories, and its probable impacts. 3 2.2 Human resource development 3 2.3 Employee training and development 4 There are four major resources that organizations should strive to manage in an effectual way .These includes aspects such as money, information, equipments and employees. Investing well in these issues can result into fast production process and reduction in waste. Training and development of employees helps in improving employees and organizational abilities. Once an organization directs more resources on improving the knowledge and skills of its employees it implies that the returns comes along inform of more production and effective employees. These development programs can be directed towards individuals or team performance. 4 Training and development needs that are identified by an analysis on training deficits should act like a basement for creation and implementation of training sessions. This procedure should be taken in such a way that the money and time invested in the program is connected to the mission and core business of an organization. 4 2.4 Organizational culture 4 2.4.1 Employee productivity 5 2.5. Theoretical Arguments 6 2.5.1 Learning theory 6 2.5.2 Performance improvement theory 6 2.5.3 Economic theory 7 Literature matrix 8 Title: The impacts of human resource development in UAE on work force both men and women 8 References 9 LITERATURE REVIEW 2.1 Introduction This section provides a detailed review of the literature which focuses on human resource development, employee training and development, organization culture, employee productivity and theories, and its probable impacts. 2.2 Human resource development Human resource is the department with an organization that is mandated to find, screen, recruit and train job applicants. They also administer employees benefit programs. On the other hand, Human resource development HRD refers to a framework that aids in employees development on personal and organizational knowledge, skills and capabilities. Opportunities such as employee training, career development, performance management among others are contained in HRD (Mankin, 2009). All aspects of human resource development are focused on developing a superior workforce that can enable individuals and the organization accomplishes their set goals and objectives effectively and in service to customers. Human resource development can take two perspectives, formal and informal. That is it can be undertaken through college and class room training or employee coaching by managers. 2.3 Employee training and development There are four major resources that organizations should strive to manage in an effectual way .These includes aspects such as money, information, equipments and employees. Investing well in these issues can result into fast production process and reduction in waste. Training and development of employees helps in improving employees and organizational abilities. Once an organization directs more resources on improving the knowledge and skills of its employees it implies that the returns comes along inform of more production and effective employees. These development programs can be directed towards individuals or team performance. Training and development needs that are identified by an analysis on training deficits should act like a basement for creation and implementation of training sessions. This procedure should be taken in such a way that the money and time invested in the program is connected to the mission and core business of an organization. 2.4 Organizational culture Gordon and Cummins (1989) refer to organizational culture as a drive that recognizes the contributions of the organizational members. On the other hand Hosted (1990) believes that organizational culture is a collective progression of the mind that distinguishes the members of one group from the other. Organizations today are predominantly dynamic an issue that poses large challenges and opportunities to the corporate practioners and strategist. According to Kotter and Heskett, 1992, organizational culture helps in providing a broad structure and opportunity for the human resource development of behavioral skills in an organization. This claim makes sense following the fact that good behavior is triggered by ethical values. The conduct of employees can be guided by an organization through embedding ethical values within its culture. The organizational superiority could be diverse following the fact that cultural qualities could be source of competitive advantage in the course of casual ambiguity. This culture adapts over a period of time in order to cope with the dynamic changes and attain the varying organization demands in its quest for gaining competitive advantage in all its operations. In addition, a supportive culture can be taken to be a motivational tool which upholds the organization while executing its activates smoothly (Witte, & Muijen, 1999). Therefore, from the above definition and explanation it can be deduced that organizational culture may possibly be the means of keeping employees in line and adapting them towards organizational goals. 2.4.1 Employee productivity Human resource is the greatest asset of any organization in ensuring the achievement of organizational goals and objectives. However, a large number of organizations neglect the development and management of this asset. Valuable Human resource management permit employees to contribute successfully and in a productive manner to the general company direction and the realization of the set goals and objects of an organization (Susan, 2012).Consequently, for an organization to maximize talent, ability, skills the human element should be given priorities because they automatically reflect on the company’s profit. Training and development of employees prevents them from becoming career obsolesce and ensure that acquire other modern skills. Challenges that result from lack of unskilled labor leads to high rate of deprived performance and poor product implementation. This is a move that eventually places a serious constraint on product expansion. 2.5. Theoretical Arguments Some theories have been developed on The Impacts of Human Resource Development on Work. Therefore, in this case theoretical literature can be reviewed using Learning theory, Performance improvement theory, and psychological theory. 2.5.1 Learning theory This theory mainly comes from the psychological theory. According to Passmore (1997) psychological theory is the mental procedures and behavioral science of humans and animals. This implies that learning must be encompassed as a portion of the psychological constituent. Learning has three approaches which include humanism, behaviorism, and cognitivism. Behaviorism, states that learning takes place mainly on the fortification of preferred response. Learning in this case is seen as a series of connections between the response and the stimulus. Cognitism view is concerned with the general perceptions that a person owns on his or her world together with the manner they decide their insights (Brache, & Rummler, 1995) The basis of this opinion is on the fact that knowledge accusation occurs through information acquaintance in a logical presentation. Finally, the humanism view focuses on human dignity, freedom and potential. Humanism view again stresses that all behavior is the result of application of consequences. 2.5.2 Performance improvement theory Learning must be tangled to the premeditated goals of an organization, as a performance development method (Rummler 1995).Numerous scholars have written on the performance theory, for instance extensive writing by Gilbert in 1978, on human capability. According to him human competence is a utility that is worth enactment. According to this theory there are various performance aspects that are direct in order to improve, group, individual, and organization performance. These factors include; values, motivations and rewards; performance standards among others. According to Swanson (1995) performance as the HRD means, assuming that performance takes place and needs to be evaluated at three stages: the organizational stage, procedural stage and the individual stage. In addition, this enactment is impacted by five factors that includes goals, expertise incentives, capacity, and environment, 2.5.3 Economic theory This is the other theory that is core to HRD. The main aim of any human resource development process is to provide monetary profits to an organization. The simple model in this case is that value of performance minus costs = organizational profits (Swanson and Gradous 1988). This model is provided as a forecast to HRD financial benefits. In addition, human capital is a major economic theory component which can be functional in HRD. According to Becker (1975) venturing in human resources are actions that control future financial and supernatural revenue by escalating the capital value in people. These reserves adopts numerous forms, however they all improve skills and knowledge. The human capital concept is that people are in possession of experience, skills and knowledge, and thus have fiscal worth to an organization. These aspects characterize capital due to their productivity enhancement that is a major focus for the HRD practice, Literature matrix Citation Objectives Design Major Conclusions Quality Study Implication Title: The impacts of human resource development in UAE on work force both men and women Authors: Swanson, R. A., & Gradous, D. 1988 Brache, A. P., & Rummler, G. A. 1995 Mankin, D. 2009 Witte, K. D., & Muijen, J. J. V. 1999 General: The overall objective of the study is to establish the impact of human resource development in the UAE in the workplace. To establish the importance of employee training in human resource development in the UAE To investigate whether human resource development contributes to employee productivity in the workforce To examine the impact of employee development as a result of human resource development To investigate the impact of human resource development to the organizational culture To examine the contribution of human resource development in managing change in the workforce. Research review Workplace is a communal system. Employees training and development has a close relationship to productivity Good Increased knowledge on the impacts of HRD on UAE organizations References Brache, A. P., & Rummler, G. A. 1995. Invited reaction: Performance improvement: A methodology for practitioners. Human Resource Development Quarterly. 6, 35-38. Mankin, D. 2009. Human resource development. New York, Oxford University Press. Swanson, R. A., & Gradous, D. 1988. Forecasting financial benefits of human resource development. San Francisco, Jossey-Bass Publisher Witte, K. D., & Muijen, J. J. V. 1999. Organizational culture. Hove, East Sussex, UK, Psychology Press. Read More

 

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