Training and development
NAME: ROSEMARY OKAFOR
COURSE: HUMAN RESOURCES MANAGEMENT
LECTURER: JIM HENRY
CREATING A TRAINING
AND
DEVELOPMENT
STRATEGY
Human Resource Management
Humans are an organization 's greatest assets; without them, everyday business functions such as managing cash flow, making business transactions, communicating through all forms of media, and dealing with customers could not be completed.
"Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise" (Cherrington, 1995: 5). It has become a pervasive and influential approach to the management of employment in a wide range of market economies.
There is a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). You might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, for example, career development, training, organization development, etc.
The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.
Components or Functions of A HRM System
The Human Resources Management (HRM) function includes a variety of activities, and key amongst them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs in-house, recruiting and TRAINING the best
COURSE: HUMAN RESOURCES MANAGEMENT
LECTURER: JIM HENRY
CREATING A TRAINING
AND
DEVELOPMENT
STRATEGY
Human Resource Management
Humans are an organization 's greatest assets; without them, everyday business functions such as managing cash flow, making business transactions, communicating through all forms of media, and dealing with customers could not be completed.
"Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise" (Cherrington, 1995: 5). It has become a pervasive and influential approach to the management of employment in a wide range of market economies.
There is a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). You might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, for example, career development, training, organization development, etc.
The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.
Components or Functions of A HRM System
The Human Resources Management (HRM) function includes a variety of activities, and key amongst them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs in-house, recruiting and TRAINING the best
Bibliography: 5. Cherrington, David J. (1995). The Management of Human Resources. Englewood Cliffs, NJ: Prentice-Hall. 6. DeCenzo, D. A., and Robbins, S. P. (1998). Supervision Today: Upper Saddle River, NJ: Prentice-Hall, Inc. 7. Robinson, D. G., and Robinson, J. C. (1995). Performance Consulting: Moving Beyond Training: Berrett-Koehler Publishers. 8. Hackett, P 9. Mayo, A. (1998) Creating a Training and Development Strategy: Institute Of Personnel and Development 10. Harrison, R. (1995) Human Resource Management, Issue and Strategies: Addison-Wesley Publishing Company 11. Day A, Peters, J