Organizational Investment in Human Resource Training and Development: an Insight
Shikha Ahlawat Research Scholar Sai Nath University
Dr. Seema Dhawan Research Supervisor
Title of Research Paper
Organizational investment in human resource training and development: an insight INTRODUCTION: -
The success of any organization depends on ability to utilize its human resources and other resources to achieve organizational objectives.
In the field of human resource management, training and development is the field concerned with organizational activity aimed at enhancement of skills of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development.
Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing the individual, or that the individual may partake in the future, and is almost hard to evaluate in the present.
Objectives of Training and Development:
The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
The Concept of Human Resource
Dr. Seema Dhawan Research Supervisor
Title of Research Paper
Organizational investment in human resource training and development: an insight INTRODUCTION: -
The success of any organization depends on ability to utilize its human resources and other resources to achieve organizational objectives.
In the field of human resource management, training and development is the field concerned with organizational activity aimed at enhancement of skills of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development.
Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing the individual, or that the individual may partake in the future, and is almost hard to evaluate in the present.
Objectives of Training and Development:
The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
The Concept of Human Resource
Bibliography: - 1. Colarelli, S.M. and Montei, M.S. (1996) ‘Some Contextual Influences on Training Utilization’, Journal of Applied Behavioral Science, 32: 306–23. 2. Ferris, G.R., Hochwarter, W.A., Buckley, M.R., Harrell-Cook, G. and Frink, D.D. (1999) ‘Human Resources Management: Some New Directions’, Journal of Management, 25: 385–415. 3. Huselid M A. 1995 The impact of human resources management practices on turnover, productivity and corporate financial performance. Academy of Management Journal; 38: 2, 635-72. 4. Kirkpatrick D I. (1998) Evaluating Training Programs: The Four Level, San Francisco: Berrett- Kochler 5. Kalleberg, A.L. and Rognes, J. (2000) ‘Employment Relations in Norway: Some Dimensions and Correlates’, Journal of Organizational Behavior, 21: 315–35. 6. Shawn A. Smith and Rebecca A. Mazin (2004). "Training and Development". The HR Answer Book. AMACOM Div American Mgmt Assn. ISBN 0814472230. 7. Thomas N. Garavan, Pat Costine, and Noreen Heraty (1995). "Training and Development: Concepts, Attitudes, and Issues". Training and Development in Ireland. Cengage Learning EMEA. pp. 1.ISBN 1872853927.