Topics: Human resource management, Management, Human resources Pages: 5 (1428 words) Published: May 22, 2013
Discuss why some companies view training as a valueadit activity where as other companies see it as an expensive.

DATE: 2012

AIM: The aim of this assignment is to explain the importance of human resources development in an organization and discuss why some companies view training as a value-added activity where as other companies see it as an expensive. Introduction:

The human resources function in an enterprise is concerned with ensuring that an organization is able to acquire, retain and use the human resources required by it effectively and efficiently. It is now recognized that the most effective way of doing this is to follow the human resources development (HRD) strategy. This strategy recognizes that human resources is an asset that is capable of appreciating over time as people gain more experience and gain better knowledge and skill by various means. Further HRD strategy just does not focuses on acquiring the right kind of people from outside the organization but also lays a great emphasis in developing the skills and capabilities of the persons employed by various means. This kind of development is aimed at individual effectiveness as well as group effectiveness. The HRD approach to human resources management improves the kind of human talents and capabilities available in the organization, improves the motivation of people, and provides an environment in which the people and groups are able to work more effectively. The better individual development and more harmonious group working also improves the job satisfaction of employees. In this way way HRM strategy also contributes to better retention of human resources in the organization.

Human resource development in the organization context is a process by which the employees of an organization are helped, in a continuous and planned way, to: 1. Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles. 2. Develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organizational development purpose. 3. Develop an organizational culture in which supervisor-subordinate relationships, teamwork, and collaborations among sub-units are strong and contribute to the professional well being, motivation, and pride of employees. This definition of HRD is limited to the organizational context. In the context of a state or nation it would differ.

HRD is a process, not merely a set of mechanisms and techniques. The mechanisms and techniques such as performance appraisal, counseling, training, and organization development interventions are used initiate, facilitate, and promote this process in a continues way. Because the process has no limit, the mechanisms may need to be examined periodically to see whether they are promoting or hindering the process. Organizations can facilitate this process of development by planning for it, by allocating organizational resources for the purpose, and by exemplifying an HRD philosophy that values human beings and promotes their development. HUMAN RESOURCE DEVELOPMENT.

A definition of HRD is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization" (1). HRD includes the areas of training and development, career development, and organization development. This is related to Human Resource Management -- a field which includes HR research and information systems, union/labor relations, employee assistance, compensation/benefits, selection and staffing, performance management systems, HR planning, and organization/job design (2). "THE TIMES THEY ARE A-CHANG'IN."

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