Hr

An organisation should consist of an equal balance mix of both HRM and HRD activities. HRM focuses more on making profits for the firm and thus it is considered to be a hard practice. On the other hand, HRD is referred to as soft, due to the fact that these activities focus more on the individual and his development. HRD could include activities such as project working, coaching development, distance learning and worker education. Organisations which follow HRD practices are considered as a learning organisation. A learning organisation is one where managers recognize that training and development are a vital part of their role, and fundamental for the success and progress of the firm's performance.
Training can be described as the development of knowledge, skills, and attitudes required to perform a certain task adequately. Being an HRD activity, its essential aim is to help the employee add to his value. Training involves learning, which can be done either on an individual's personal initiative, or it could also be provided by the firm to employees as an incentive. Such incentives need to be backed up by the employee's willingness to learn and apply the training he receives and also to accept the guidance and facilities offered by the firm.  
When workers are trained to follow pre-determined procedures, the working experience could lead to be a monotonous routine, which disables their capability of adapting to new situations. However, when the adequate training is given and proven to be effective, it minimises learning costs, it enhances individual, group and firm's performance regarding productivity and quality, and also increases worker flexibility due to multiskilling. Training helps workers obtain more job satisfaction, gain higher rewards and to progress further within the organisation. Training increases the motivation and participation provided by the employees and also increases overall employee commitment, since it helps employees to identify with the... [continues]

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