UITM SHAH ALAM

FACULTY OF SPORT SCIENCE AND RECREATION

COURSE:

SMG549 -HUMAN RESOURCE MANAGEMENT IN RECREATION AND SPORTS

TOPIC:

PAIRING ASSIGNMENT

PREPARED BY:

NAME MATRIC NO CLASS

MUHAMMAD AMIRUL IZWAN BIN 2023168591 SR2414NC

AMRULNIZAM
SYED MUHAMMAD HAFIZ BIN 2023376605 SR2414NC
SYED AHMAD FAUZI

PREPARED FOR:

SIR MUHAMMAD FAIZAL BIN KUTIP

DATE OF SUBMISSION:

WEEK 7 (24 NOVEMBER 2023)

CONTENTS
INTRODUCTION.....................................................................................................................................1
HUMAN RESOURCES PRACTICE REGARDING TRAINING........................................................................2
HUMAN RESOURCES PRACTICE REGARDING DEVELOPMENT................................................................3
CONTENT OF THE ARTICLE (TRAINING)..................................................................................................4
CONTENT OF THE ARTICLE (DEVELOPMENT).........................................................................................6
Conclusion.............................................................................................................................................8
REFERENCES..........................................................................................................................................9
APPENDIX............................................................................................................................................10
INTRODUCTION

Two related concepts that are necessary for efficient human resource management
(HRM) are training and development. Although their common similarity, they each play
different roles in improving worker performance and organisational success. Employees
receive training with the aim of equipping them with the necessary skills and information to
carry out their existing work efficiently. It is a quick, reactive procedure that takes care of
urgent operational requirements and talent deficits. To train staff on new technology, new
tasks, or new rules, the standard methods include workshops, organised programmes, or on-
the-job training. Development, on the other hand, is concerned with the potential and long-
term progress of employees. It seeks to increase their general aptitude, widen their horizons,
and get them ready for opportunities in the workforce. Professional development conferences,
job rotation, mentoring programmes, and leadership training are a few examples of
development activities. Development and training have a complementary relationship.
Training lays the groundwork for quick skill acquisition, but development promotes
flexibility and long-term improvement. When taken as a whole, they make the workforce
more skilled, motivated, and prepared for the future.

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HUMAN RESOURCES PRACTICE REGARDING TRAINING

ARTICLES DISCUSSED TRAINING

The primary objective of this study is to assess how training impacts the performance of
human resources, within the Department of Education and Knowledge in the Emirate of Abu
Dhabi. Specifically, the study highlights the significance of human resource management
practices in this department. To gather data a questionnaire was. Distributed to a sample. The
research methodology employed for analysis was a descriptive approach with data analysis
and testing conducted using SPSS. The study reveals findings. Firstly, it indicates that human
resource management practices such as compensation and benefits, employment,
empowerment and human resources planning have an influence on innovation. Moreover
compensation, benefits, employment, training and development also contribute positively to
creativity. Additionally, the study confirms that effective human resource management
practices have an impact on training initiatives. To gain insights into how these practices
affect advantage attainment within the Department of Education and Knowledge, in Abu
Dhabi Emirate future studies regarding human resources management practices, creativity
enhancement strategies and fostering innovation are strongly recommended.
In this age of globalisation, human resources have become a strategic asset for gaining
long-term competitive advantages. Actually, it serves as every organization's skeleton and
primary resource. In the meantime, a company's human capital determines whether it is
excellent or not. One of the most important organisational activities that helps to consistently
raise employee performance and increase productivity is training. With the acquisition of
new abilities through training, individuals are better equipped to handle the changes
occurring within their particular segments. Given that they can explore a new area of
knowledge, the training activity is also seen as a positive incentive for the staff. The human
resources department bears the obligation of integrating a sustainable training programme
that can provide the organisation with a competitive edge. Since new academic modules are
often launched, having up-to-date training is crucial in the context of an education sector
supported by training. In the current study, two publications that address the value of training
in the human resources division of the Abu Dhabi school sector will be analysed and
critically assessed.

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HUMAN RESOURCES PRACTICE REGARDING DEVELOPMENT

ARTICLES DISCUSSED DEVELOPMENT

From the article, human resources development is a type of activities that focus on
behavioural changes and learning opportunity towards employees. In development, it carries
skills and resilience to certain companies for present and future demand (Haslinda, 2009).
Objective of HRD is to achieve the best performance from activities which includes training
and development, feedback and appraisal, career planning and development, and change
management.

Origins of HRD are widely contested in this globe. In United States, the Industrial
Revolution is recognized once again as an impulsion in the evolution of HRD. Improving the
efficiency of an operation by mitigating the negative impact of human resources like Henry
Ford, founder of the Ford Motor Company. The formation that was used was a production
process that utilized the most efficient movements and maximized employee ability (Goldratt
& Cox, 2012; Haslinda, 2009). Other than that in the mid of 1930s, the formal concept of
organizational development was invented and it is still being used towards employee training
and development opportunities (Haslinda, 2009; Stewart & Sambrook, 2012). As were in
World War 2 caused a rise in the requirement for employee training to build military
equipment and warships, something that workers had not previously been skilled at.
Psychology brought the human aspect to organisational development in the late 1950s
(Haslinda, 2009).

The existence of HRD is purposely to improve productivity and financially with

minimal consideration for the psychological problems that exist within an organisation
(Bunch, 2007). HRD initiatives are kept apart from the larger corporate principles and
objectives by the competing demands of employers and employees. A power imbalance
within an organisation results from this division, which also changes HRD from an
operational and humanistic approach to a strategic tool in an organization's competitive
struggle. Ignoring HRD could bring implications for organizational success and it is proven
by the largest impact on organizational performance. HRD has significant consequences for
organisational leaders that go well beyond an individual's boundaries or within the limits of

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their workplace. More specifically, the social implications of HRD are attracting more and
more attention. Researchers study how HRD affects the workplace, community, and
environment in order to comprehend its social meaning.

CONTENT OF THE ARTICLE (TRAINING)

The main purpose of the study is to analyse the effect of professional development on the
schools in Abu Dhabi. It is important to analyse lesson planning and classroom management
Analysing lesson design and classroom management is crucial. To determine how
instructional strategies affect student results, an analysis of the strategies is also conducted.
One of the biggest problems in Abu Dhabi's schools has been the presence of underqualified
instructors, particularly in the private sector where there is little to no oversight. The study
examines the value of professional development and how it affects teachers' performance at
cycle two and three private schools in Abu Dhabi, United Arab Emirates (UAE). The report
emphasises that the United Arab Emirates is now among the fastest-developing countries in
terms of both education.

The report emphasises that education and training are crucial for sustainability and that the
United Arab Emirates is now among the fastest developing countries. In a nutshell, the
economy of the country is thought to be knowledge-based, where participants must acquire
new abilities to survive in a cutthroat environment. The Abu Dhabi Educational Council
(ADEC) is in charge of establishing regulations in the United Arab Emirates pertaining to
professional education. Additionally, the organisation is in charge of keeping an eye on
educational policy. The goal of implementing the professional development component was
to raise professional teachers' key performance areas.

In situations where the ADEC is unable to undertake research, the study aids in the
analysis of instructors' performance. To guarantee the calibre of their work, the researchers
gathered insights from experts in education to gauge students' academic performance and
outcomes. The report also outlines potential changes and the direction that professional
development will take in UAE teaching units. The path of professional growth is also heavily
influenced by the educational advisors. Lessons that are selected for the learning assessment
are prepared and included in school manuals. The handbook also includes a record of the
instructional strategies that are employed as part of professional growth. The article also
discusses classroom management as an instructional component. As a result, it will be

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feasible to evaluate each teacher's effectiveness according on how well they can maintain
order in the classroom. It is also feasible to assess student-teacher interaction with the aid of
professional development.

The andragogy theory developed by Malcolm Knowles and used to corporate training is
discussed in this paper. This idea divides the art and science pedagogy of learning into five
categories. Variations in learning experiences may result from this presumption. The idea
also implies that adult-level learning requires adherence to a set of predetermined procedures.
For example, one must follow a set course consisting of experience-based learning and self-
motivated methods. Knowles' theory also highlights the necessity for adult learning models to
be flexible and self-directed in order to adapt to the demands and suggestions of educational
institutions. Making the decisions necessary to put changes into practise falls under the
purview of teaching duties. Professional development is an extra adult learning process that
may be included as a visible and quantifiable approach. It is focused on facilitating debates
and maintaining coherence and involves the presenting of lessons.

In total, following the analysis of the articles about the effects of training on educators, it
is clear that professional development for teachers and school administrators is crucial for the
UAE's ongoing educational advancement. One of the main cornerstones of a country's
economic success is a dynamic education system since it allows the country to integrate
Western European culture into its own. Nonetheless, the authors of both publications have
noted that societal limitations contribute to the lack of recognition of Parkinson's disease.
However, for ongoing development, higher education instructors must participate in training
programmes.

Increased engagement is also required, and social networks make it possible.

Additionally, PD is thought to be a comprehensive growth metric that might draw attention to
the shortcomings in the current educational system. Teachers and students also need to
interact with one other more. Both publications have acknowledged the value of these
interactive sessions and have emphasised the necessity of providing substantial community
backing, which is a crucial component of contemporary education. Teachers must interact
with society and the community on several levels in order to execute the same. Improving

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community connections is therefore linked to one of the primary modules in the PD training
programme. Increased networking among educators is necessary to enable them to obtain
ongoing input and updates.

CONTENT OF THE ARTICLE (DEVELOPMENT)

Human resource development (HRD) and human resource management (HRM) are
necessary for the existence of a high-performance organisation (HPO). Nevertheless, HRM
and HRD have not always paired well. From its beginnings in the transfer of human
knowledge, HRD has evolved into HRM and modern HRD activities. These activities
demonstrate how political, social, and environmental factors have increased the need for
organisations to prioritise employee development in the areas of flexibility, creativity, and
capability.
Introducing Human Resources Management (HRM) as a method of controlling human
resources to meet organisational goals. The process's impact on labour relations,
management, and other legalities like worker safety and health sets it against HRD.
Researchers conclude that the theory of HRM was started in England during the
1800s. HRD activities began to appear in the United States during the Industrial Revolution
(Sleight, 1993). The evolution of labour necessity, revolutions, and progress in thought can
be traced from the earliest transfers of knowledge and skills to modern HRD operations
through such literature.
In the article, the section on human development expresses that social movements
centred around civil rights, labour organisation, and religious freedom have consistently
demonstrated that training and development are not about organising ideas rather, they are
about the cyclical process of idea foundation, analysis, rationalisation, and implementation.
Individual aspirations and the drive for success have been at the forefront of human growth
and education (Callahan, 2013). Therefore, the organization's goal or direction stifles the
transfer of knowledge to new behaviours or ideas.
HRM and HRD are commonly misunderstood among managers and organizational
leaders (Nickson, 2007). In a view where HRD easily can be misinterpreted during learning
and training programs, narrow thinking will be taught only to seek information and specific

6
skills towards the employee. Actual HRD is about the natural learning process, driving
employees to adopt behaviours and develop mental and physical allocates. Lastly, the
existence of HRD is to connect training with the development of personnel proactively.
Psychological issues in organizations should be dismissed to improve productivity
and financial outcomes on the HRD side (Bunch, 2007). HRD initiatives are kept apart from
the larger corporate principles and objectives by the competing demands of both managers
and workers. This kind of division creates power imbalances within an organisation and turns
HRD from an operational, humanistic goal into a competitive tool rival organizations use
(MacKenzie, Garavan, & Carbery, 2012). Despite the case, HRD is now well-known in
contemporary organisational management and leadership. Therefore, to ignore HRD and its
effects on organisational success would be to ignore what is likely to be the greatest influence
on organisational performance in history.
HRD has broad implications for organisational leaders that go well beyond an
individual's boundaries or the confines of their workplace. More specifically, the social
implications of HRD are attracting more and more attention. Researchers study how HRD
affects the workplace, community, and environment to comprehend its social meaning (Baek
& Kim, 2014; Bunch, 2007; Sambrook, 2001). Through the previously described expanded
lens of organisational effect, leaders can assess the organization's societal impact with greater
clarity. In contrast to the limited structure of employee development, HRD thus concentrates
on a more thorough personal development.
Human resource in development is currently under risks because businesses are
focusing too much on single HRD projects, such as coaching and mentoring, and forgetting
other important but difficult HRD initiatives (Stewart and Sambrook 2012). From its modest
beginnings in the United States in the middle of the 20th century, HRD has grown to become
the worldwide context requiring a paradigm shift because of a variety of organisational,
psychological, and cultural factors. This change is essential for gaining a more complex
picture of human development in the global environment of today. Next, organisations are
becoming more global, and the range of stakeholders is growing. This adds complexity and
causes sudden changes in the objectives of HRM procedures and HRD initiatives. There is a
chance that the primary objective of HRD will be lost if competing priorities between
stakeholder interests and employee opinions grow. As a result, there has been a noticeable
surge in academic activity across the globe, with a large portion of the study challenging the
instrumental conception of personhood and humanist beliefs that HRD generally maintains.

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Conclusion

Training and development are considered as an approach for boom in each business
enterprise. Its miles followed by using the organization to fill the distance between talents
and destiny opportunities. these schooling programs actually enhance capabilities, improve
efficiency, and productiveness and boom opportunities for personnel. competencies, expertise
and attitudes are the basics for green strolling of an enterprise via the human sources of a
business enterprise. however, the impact of those fundamentals is regularly reduced by using
lack of powerful training software. funding in employees’ development manner growing the
value of the human sources. Event though, improving the competencies of personnel,
organizational abilities can also be advanced. In end result, the structure of employer end up
flatter, in which there will be fewer levels among the top and the bottom personnel. Many
groups offer training to their excessive-potential personnel to broaden their competencies in
creativity, wondering, innovation, imaginative and prescient, motivating others and
brainstorming. instead of placing the personnel into control and awaiting that they may
develop their understanding and abilities on their own, businesses can systematically increase
their competencies thru aggregate of education and development packages. To get higher
effects from education applications, executives have to consciousness on what occurs within
the place of work before and after personnel visit class.

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REFERENCES

Abdulkareem Abdullah Husin Alharthy, N.B.M. (no date) Training impact on the Human
Resources Performance, Journal of Southwest Jiaotong University. Available at:
http://www.jsju.org/index.php/journal/article/view/619 (Accessed: 07 November 2023).

Training and development - meaning, examples, importance (no date) Keka HR. Available at:
https://www.keka.com/glossary/training-and-development#:~:text=Training%20and
%20Development%20in%20Human,a%20particular%20job%20or%20task. (Accessed:
07 November 2023).

Richman, N. (2015, October 31). Human Resource Management and human resource
development: Evolution and contributions. Creighton Journal of Interdisciplinary
Leadership. https://eric.ed.gov/?id=EJ1152185

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APPENDIX

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