Human Resource Development
6. Few HRD professionals would disagree that practice plays an important role in learning and retention. Using your knowledge of the conditions of practice, what sort of practice do you think would be most effective for training mechanics in a new installation procedure for automobile air-conditioners? How about for training new managers to comply with a new Employee Assistant Programme Act.
Jon M. Werner and Randy L. DeSimone in their book Human Resource Management defined Human Resource Development as a set of systematic and planned activities designed by an organization to provide its members with the opportunity to learn necessary skills to meet current and future job demands. The business dictionary defines it as training an individual after he/she is first hired, providing opportunities to learn new skills, distributing resources that are beneficial for the employee 's tasks, and any other developmental activities.
In both definitions we see that learning was in some form mentioned as being part of human resource development, and from further understanding of HRD we see that learning is important in all aspects of HRD efforts. According to the text Human Resource Management by Jon M. Werner and Randy L. DeSimone they defined learning a relatively permanent change in behavior, cognition, or affect that occurs as a result of one’s interaction with the environment. There are three basic principles of learning contiguity, the law of effect and practice. Practice is stated to be repeating the event with the hope that it will increase the strength of what is being taught. For example in any sporting area practice is needed to strengthen the players and so to in the business environment. In understanding how practice works in order to maximize learning we look at the primary area of the training design under the categories of conditions of practice and retention of what is learned.
There are at least six issues that relate to practice and learning they are;
Jon M. Werner and Randy L. DeSimone in their book Human Resource Management defined Human Resource Development as a set of systematic and planned activities designed by an organization to provide its members with the opportunity to learn necessary skills to meet current and future job demands. The business dictionary defines it as training an individual after he/she is first hired, providing opportunities to learn new skills, distributing resources that are beneficial for the employee 's tasks, and any other developmental activities.
In both definitions we see that learning was in some form mentioned as being part of human resource development, and from further understanding of HRD we see that learning is important in all aspects of HRD efforts. According to the text Human Resource Management by Jon M. Werner and Randy L. DeSimone they defined learning a relatively permanent change in behavior, cognition, or affect that occurs as a result of one’s interaction with the environment. There are three basic principles of learning contiguity, the law of effect and practice. Practice is stated to be repeating the event with the hope that it will increase the strength of what is being taught. For example in any sporting area practice is needed to strengthen the players and so to in the business environment. In understanding how practice works in order to maximize learning we look at the primary area of the training design under the categories of conditions of practice and retention of what is learned.
There are at least six issues that relate to practice and learning they are;