Human Resource Management (HRM)

Contemporary research and debates in Human Resource Management
(HRM) and Human Resource Development (HRD).

Human Resource Management (HRM)
Haslinda (2009) cites HRM as the “process of managing human talents to achieve
organization’s objective” Recruitment of talent, benefit
management, labor relations, and other legalities such as employee safety and health are all
encompassed in the process of HRM.
HRM as a process has a critical distinction from HRD.
Human Resource Development (HRD)

Converse to the process-based HRM, HRD is a series of activities that support behavioral
change and learning opportunities for employees (Haslinda, 2009). HRD activities aim to
develop employee skills and resilience to the current and future demands of the organization.
The overall objective of HRD activities is to achieve high performance.
Haslinda (2009) provides for specific examples of development activities to include training
and development, feedback and appraisal, career planning and development, and change
management.
What is international human resource management?
 Human resource management (HRM) is concerned with all aspects of how people are employed and
managed in organizations.
The capabilities and knowledge incorporated to organization’s human resources are key to
performance.
For international organizations , differing institutional constraints and multicultural assumptions

about the way people should be managed become important contributors to the chances of that
success.
HR mangers concentrate on the complexity of an international workforce in any organization for
different mindsets and different skills for practitioners. These skills are:
 Interpersonal skills( especially cultural empathy)
 Influencing and negotiating skills
 Analytical and conceptual abilities
 Strategic thinking
Why study international human resource management?
 Every organization has to recruit people, deploy, pay and motivate them and
eventually arrange for their departure. Although it looks like the same as local
recruitment but there is a doubt for international recruitment that things are done
differently in different countries: each country has its own institutional environment
with differently educated and skilled workforces, in different economic situations, with
different labor laws, trade union arrangements and government support and control.
The development of the HRM concept

The term HRM has largely taken over that of ‘personnel management’, which took
over that of ‘labour management’ in the 1940s, which took over that of ‘welfare’ in
the 1920s.
HRM largely replaced the human relations approach to managing people founded
by Elton Mayo (1933) who based his beliefs on the outcome of the research project
conducted in the 1920s known as the Hawthorne studies.
Good HRM: the characteristics of high performance work systems
(Introduced by USA in 1993)
 Careful and extensive systems for recruitment, selection and training

 Formal systems for sharing information with the individuals who work in the
organization
 Clear job descriptions
Local –level participation procedures
Monitoring of attitudes
Performance appraisal
Properly functioning grievance procedure
Promotion and compensation schemes that provide the recognition and financial
rewarding of high-performing members of the workforce.
HRM is the process of managing people of an organization with a human approach.

Human resources approach to manpower enables the manager to view the people as
an important resource.
It is the approach through which organization can utilize the manpower not only for
the benefits of the organization but for the growth, development and self satisfaction
of the concerned people.
Thus, HRM is a system that focuses on human resources development on one hand
and effective management of people on the other hand so that people will enjoy
human dignity in their employment.
HRM is involved in providing human dignity to the employees taking into account
their capacity, potentially, talents, achievement, motivation, skill, commitment, great
abilities, and so on. So, that their personalities are recognized as valuable human
beings.
Underpinning theories of HRM
Commitment theory
The significance in HRM theory of organizational commitment (the strength of an
individual’s identification with, and involvement in, a particular organization). Storey
(2001: 7) noted that the beliefs of HRM included the assumptions that it is the human
resource that gives competitive edge, that the aim should be to enhance employee
commitment, that HR decisions are of strategic importance and that the traditional
concept of organizational commitment resembles the more recent notion of
organizational engagement.
Motivation theory
Motivation theory explains the factors that affect goal-directed behaviour and
therefore influences the approaches used in HRM to enhance engagement (the
situation in which people are committed to their work and the organization and are
motivated to achieve high levels of performance).
The resource-based view
Resource-based theory expressed as ‘the resource based view’ states that competitive
advantage is achieved if a firm’s resources are valuable, rare and costly to imitate. It is
claimed that HRM can play a major part in ensuring that the firm’s human resources
meet these criteria.
Organizational behaviour theory
Organizational behaviour theory describes how people within their organizations act
individually or in groups and how organizations function in terms of their structure,
processes and culture. It therefore influences HRM approaches to organization design
and development and enhancing organizational capability (the capacity of an
organization to function effectively in order to achieve desired results).
Contingency theory
Contingency theory states that HRM practices are dependent on the organization’s
environment and circumstances. This means that, as Paauwe (2004: 36) explained:
‘The relationship between the relevant independent variables (eg HRM policies and
practices) and the dependent variable (performance) will vary according to the
influences such as company size, age and technology, capital intensity, degree of
unionization, industry/sector ownership and location.’
Institutional theory
Organizations conform to internal and external environmental pressures in order to
gain legitimacy and acceptance.
Human capital theory

Human capital theory is concerned with how people in an organization contribute
their knowledge, skills and abilities to enhancing organizational capability and the
significance of that contribution.
Resource dependence theory

Resource dependence theory states that groups and organizations gain power over
each other by controlling valued resources. HRM activities are assumed to reflect the
distribution of power in the system.
AMO theory
The ‘AMO’ formula as set out by Boxall and Purcell (2003) states that performance is a
function of Ability + Motivation + Opportunity to Participate. HRM practices therefore
impact on individual performance if they encourage discretionary effort, develop skills
and provide people with the opportunity to perform. The formula provides the basis
for developing HR systems that attend to employees’ interests, namely their skill
requirements, motivations and the quality of their job.
Social exchange theory

Employees will reciprocate their contribution to the organization if they perceive that
the organization has treated them well.
Transaction costs theory

Transaction costs economics assumes that businesses develop organizational
structures and systems that economize the costs of the transactions (interrelated
exchange activities) that take place during the course of their operations.
Agency theory
Agency theory states that the role of the managers of a business is to act on behalf of
the owners of the business as their agents. But there is a separation between the
owners (the principals) and the agents (the managers) and the principals may not have
complete control over their agents. The latter may therefore act in ways that are
against the interests of those principals. Agency theory indicates that it is desirable to
operate a system of incentives for agents, ie directors or managers, to motivate and
reward acceptable behaviour.
RECENT DEVELOPMENTS: HRM
Recent developments in the area of human resources management include treating
the employees as economic, social, psychological and spiritual men and women. The
important aspects of development of human resources management year wise is
shown below:
• In the year 1995, emphasis has been shifted to human resources development
(HRD).
• In the year 1998, emphasis on HRD, cultural diversity, teamwork and participative
management has been continuing. Further, the emerging areas are total quality in
management in HRM, empowering the employees and developing empowered teams
and integrating HRM with strategic management as the top management, realized that
HRM is the core of competencies of the 21st century corporations.
• In the year 1999, second National Commission on Labour was setup to study the
labour conditions.
• In the year 2001, emphasis has been on 'smart sizing of the organisations'.
• In the year 2002, emphasis has been shifted to positive attitude of the
candidate/employee rather than skill and knowledge.
• In the year 2003, shift from intelligence quotient (IQ) to emotional quotient (EQ).
• In the year 2004, shift from skilled workers to knowledge workers.
• In the year 2005, shift from hierarchical structure to flexible and virtual structures.
• In the year 2006, HRM has become the core of strategic management level.
• In the year 2007, the concept of HRM has been relegated to human capital
management.
• In the year 2008, emphasis has been on retention management and development of
own human resources by companies through alliances with universities/colleges. In
the same year, there was decline in business operations due to global economic
recession and crisis.
• In the year 2009, continuation of job cuts, pay costs and lay-offs due to prolonged
global recession and crisis.
• In the year 2014, emphasis is shifted to talent management and flexible human
resource policies and practices.
Nature of HRM
HRM is a management function that helps managers to recruit, select, train and
develop members for an organization. HRM is concerned with people’s dimension in
organizations. The following aspects constitute the core of HRM:
1. HRM Involves the Application of Management Functions and Principles. The

functions and principles are applied for acquiring, developing, maintaining and
providing remuneration to employees in organization.
2. Decision Relating to Employees must be integrated. Decisions on different aspects of
employees must be consistent with other human resource (HR) decisions.
3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an
organization will result in betterment of services to customers in the form of high
quality products supplied at reasonable costs.
4. HRM Functions are not confined to Business Establishments Only but applicable to
non-business organizations such as education, health care, recreation and like. HRM
refers to a set of programmes, functions and activities designed and carried out in
order to maximize both employee as well as organizational effectiveness
Objectives of HRM
The primary objective of HRM is to ensure the availability of competent and willing
workforce for an organization. Beyond this, there are other objectives too. Specifically,
HRM objectives are four fold: Societal, Organization, Functional and personal.
Personal objectives
Functional objectives
Organizational objectives
Societal objectives
Personal Objectives:
To assist Employees in achieving their personal goals, at least in so far as these goals
enhance the individual’s contribution to the organization. Personal objectives of
employees must be maintained, retained and motivated.
• Functional Objectives:
To maintain the contribution of department at an appropriate level organization
should fulfill the needs. Resources are wasted when HRM is either more or less
sophisticated to suit the organizations demands.
• Organizational Objectives:
To recognize the role of HRM in bringing about organizational effectiveness, HRM is
not an end in itself but it is only a mean to assist the organization with its primary
objectives organization.
• Societal Objectives:
To be ethically & socially responsible for the needs and challenges of society while
minimizing the negative impact of such demands upon the organization to use their
resources for society’s benefits in ethical ways may lead to restriction.
Other objectives:
Accomplish the basic organizational goals by creating and utilizing an able and
motivated workforce.
To establish and maintain organizational structure and desirable working
relationships among all the members of the organization.
Develop co-ordination among individual and group within organization to secure the
integration of organization.
 To create facilities and opportunities for individual or group development so as to
match it with the growth of the organization.
 To attain an effective utilization of human resources in the achievement of
organizational goals.
To identify and satisfy individual and group needs by providing adequate and
equitable wages, incentives, employee benefits and social security and measures for
challenging work, prestige, recognition, security, status.
To maintain high employees morale and human relations by sustaining and improving
the various conditions and facilities.
To strengthen and appreciate the human assets continuously by providing training
and development programs.
To consider and contribute to the minimization of socio-economic evils such as
unemployment, under employment, inequalities in the distribution of income and
wealth and to improve the welfare of the society by providing employment
opportunities to women and disadvantaged sections of the society.
To provide an opportunity for expression and voice management.
To provide fair, acceptable and efficient leadership.
To provide facilities and conditions of work and creation of favorable atmosphere for
maintaining stability of employment.
To create & utilize an able & motivated work force Establish & maintain sound
organizational structure Create facilities attain an effective utilization Identify &
satisfy individual & group needs.
Maintain high employee morale Training & development Opportunity for
expression Provide fair, acceptable and efficient leadership Facilities and
conditions.
Scope of HRM
Personnel Union/Labor
research and relations Compensation
information and benefits
system
Human
Employee
resource
assistance
planning Human resource
management
Design of the Organizational

organization Development
and job Training and
Selection and
staffing development
a) Human Resource Planning: The objective of HR Planning is to ensure that the
organization has the right types of persons at the right time at the right place. It
prepares human resources inventory with a view to assess present and future needs,
availability and possible shortages in human resource. Moreover, HR Planning forecast
demand and supplies and identify sources of selection. HR Planning develops
strategies both long-term and short-term, to meet the man-power requirement.
b) Design of Organization and Job: This is the task of laying down organization
structure, authority, relationship and responsibilities. This will also mean definition of
work contents for each position in the organization. This is done by :‘job description”.
Another important step is “Job specification”. Job specification identifies the attributes
of persons who will be most suitable for each job which is defined by job description.
c) Selection and Staffing: This is the process of recruitment and selection of staff. This
involves matching people and their expectations with which the job specifications and
career path available within the organization.
d) Training and Development: This involves an organized attempt to find out training
needs of individuals to meet the knowledge and skill which is needed not only to
perform current job but also to fulfill the future needs of the organization.
e) Organizational Development: This is an important aspect whereby “Synergetic

effect” is generated in an organization i.e. healthy interpersonal and inter-group
relationship within the organization.
f) Compensation and Benefits: This is the area of wages and salaries administration
where wages and compensations are fixed scientifically to meet fairness and equity
criteria. In addition labour welfare measures are involved which include benefits and
services.
g) Employee Assistance: Each employee is unique in character, personality, expectation

and temperament. By and large each one of them faces problems everyday. Some are
personal some are official. In their case he or she remains worried. Such worries must
be removed to make him or her more productive and happy.
h) Union-Labour Relations: Healthy Industrial and Labour relations are very important
for enhancing peace and productivity in an organization. This is one of the areas of
HRM.
i) Personnel Research and Information System: Knowledge on behavioral science and

industrial psychology throws better insight into the workers expectations, aspirations
and behavior. Advancement of technology of product and production methods have
created working environment which are much different from the past.
Current Classification of HR roles:
Administrative
Personnel practices
Legal compliance forms and paperwork
Operational Actions
Managing employee relationship issues
Employee advocate
Strategic HR
Organizational/business strategies
HR strategic planning
Evaluation of HR effectiveness
Importance of HRM
1. Social Significance: Proper management of personnel enhances their dignity by

satisfying their social needs. This is done by:
(i) maintaining a balance between the jobs available and the jobseekers, according
to the qualifications and needs;
(ii) (ii) Providing suitable and most productive employment, which might bring them
psychological satisfaction;
(iii) (iii) making maximum utilization of the resources in an effective manner and
paying the employee a reasonable compensation in proportion to the contribution
made by him;
(iv) (iv) eliminating waste or improper use of human resource, through conservation
of their normal energy and health; and (v) by helping people make their own
decisions, that are in their interests.
2. Professional Significance-. By providing healthy working environment it promotes
team work in the employees. This is done by:
(i) maintaining the dignity of the employee as a ‘human-being’; (ii) providing
maximum opportunity for personal development;
(ii) (ii) providing healthy relationship between different work groups so that work is
effectively performed; (iv) improving the employees’ working skill and capacity;
(v) correcting the errors of wrong postings and proper reallocation of work.
3. Significance for Individual Enterprise: It can help the organization in accomplishing

its goals by:
(i) creating right attitude among the employees through effective motivation;
(ii) utilizing effectively the available goals of the enterprise and fulfilling their own
social and other psychological needs of recognition, love, affection, belongingness,
esteem and self-actualization
Role of HR Manager
The Conscience Role: The conscience role is that of a humanitarian who reminds
the management of its morals and obligations to its employees.
The Counsellor. Employees who are dissatisfied with the present job approach
the HR manager for counselling. In addition, employees facing various problems
like marital, health, children education/marriage, mental, physical and career also
approach the HR managers. The HR Manager counsels and consults the
employees and offers suggestions to solve/overcome the problems.
 The Mediator. As a mediator, the HR manager plays the role of a peace-maker.

He settles the disputes between employees and the management. He acts as a
liaison and communication link between both of them.
The Spokesman: He is a frequent spokesman for or representative of the

company.
The Problem-solver: He acts as a problem solver with respect to the issues that
involve human resources management and overall long range organizational planning.
 The Change Agent: He acts as a change agent and introduces changes in various
existing programmes.
Concept of Human Recourse Development
Definitions of HRD
Nowadays, many authors used term Human resource development (HRD) to
indicate training and development, career development, and organization
development as an organization's investment in the learning of its people as part of an
HRM approach.
HRD is based on the beliefs that organizations are human-made entities that rely on
human expertise in order to establish and achieve their goals and that HRD
professionals are advocates of individual and group, work processes and organizational
integrity. HRD is the process of optimizing the production and utilization of the
workforce.
HRD is concerned with:
(a) Staffing issues: employment, mix and number of personnel, deployment by
region, by level of care, by type of establishment, by gender;
(b) (b) Education and training: coherence between competencies and needs of the
services, programs and curricula, learning strategies, availability of competent
teachers and trainers, of adequate infrastructures;
(c) Performance management: maintenance and improvement of the quality of
services, setting of standards, information and management systems,
management practices;
(d) Working conditions: recruitment and posting, job and workload definition,
promotions and career mobility, incentives, mode and level of remuneration,
other conditions of service, management of personnel and labor relations
Human resource development (HRD) is a process of developing and unleashing human

expertise through organization development (OD) and personnel training and
development (T&D) for the purpose of improving performance
Therefore, HRD is set of systematic tasks to enrichment employees by skills,
knowledge, and experiences to meet what are needs a current and the future to
achieve the goals.
HRM HRD
HRM is set of practices through know HRD is set of systematic activities to

What kind of HR we need? And how can enrichment employees by skills,
we get to them? knowledge, and experiences
(improve performance) to meet what are
What we do to them? To achieve goals. needs a current and the future to achieve
the goals.
Include: Include:
HR Planning Organizational Development
Recruitment & selection Career Development
Training Training and Development
Compensation
Development
Career development
Performance management
The purpose of HRD
The purpose of HRD is to enhance individual performance and improve organizational
effectiveness and productivity. HRD is considered as the key to higher productivity,
better relations and greater profitability for any organization. Appropriate HRD
provides unlimited benefits to the concerned organization. Some of the important
benefits are being given here:
HRD (Human Resource Development) makes people more competent. HRD develops
new skill, knowledge and attitude of the people in the concern organizations.
With appropriate HRD programme, people become more committed to their jobs.
People are assessed on the basis of their performance by having a acceptable
performance appraisal system.
An environment of trust and respect can be created with the help of human resource
development.
Acceptability toward change can be created with the help of HRD. Employees found
themselves better equipped with problem-solving capabilities.
There are special goals for human resource development in the organization. All
leaders obviously must participate in human resource development programs. The
results of human resource development are: to increase efficiency, advantages,
response to the market by access to organization and active workforce. The significant
goals of human resource development are as below:
1. Access to organization proficiency.
2. Increasing quality and efficiency.
3. Promotion in growth and individual development.
4. Integrating people into business. It is worthy noted that goals must be according to
organization's goals and missions.
Scope of Human Resource Development
After these details, we can identify three basic functions to HRD:
1) Organization development
2) Career development
3) Training and development
1) Organization development: involves organizational reflection, system

improvements, Planning and self analysis. To help adapt with any changes in the
Organization. organizational development consists of the processes and practices
through which an organization engages to link its employees with its mission. In its
broadest sense, organizational development means anything that we do in an
organization (i.e. a group of people and resources that form a unit) to promote
positive change or growth. Another author said (OD) involves long range in
perspective, should be supported by top managers, effects change, although not
exclusively, through education, change and learning, and emphasizes employee
participation in assessing the current and a positive future state, making free and
collaborative choices on how implementation should proceed, and empowering the
system to take responsibility for achieving and evaluating results.
So, (OD) is the process of developing the current reality of the Organization into the
better to fit with changes in the external environment and the working environment,
By solving current problems and reduce the gap between departments and employees
with improve cooperation, coordination and collective action, And to increase the
effectiveness of the Organization and the staff, and work into integrate the goals of
employees and the Organization.
OD important, why? It emphasizes both macro and micro organizational changes:

macro changes are intended to ultimately improve the effectiveness of the
organization as a whole, whereas micro changes are directed at individuals, small
groups, and teams. For example, many organizations have sought to improve
organizational effectiveness by introducing employee involvement programs that
require fundamental changes in work expectations, reward systems, and reporting
procedures.
2) Career development: is a general term used to describe a number of activities
aimed at enhancing both individual and organizational performance . CD is “an
ongoing process by which individual's progress through a series of stages, each of
which is characterized by a relatively unique set of issues, themes, and tasks.”
Career development involves two distinct processes: career planning and career
management.
CP involves activities performed by an individual, often with the assistance of

counselors and others, to assess his or her skills and abilities in order to establish a
realistic career plan.
CM involves; taking the necessary steps to achieve that plan, and generally focuses
more on what an organization can do to foster employee career development. There is
a strong relationship between career development and T&D activities.
Career plans can be implemented, at least in part, through an organization’s training
programs.
That means, it services meeting individual needs are referred to as career planning
(e.g., career planning workshops, teaching of advancement strategies), while those
related to organizational needs are termed career management (e.g., performance
appraisals, management succession and replacement planning).
After that, Agba & others (2010) said "Career development has both personal and
organizational dimensions". In additional that, Career development is a formal
approach used by the organization to ensure that people with the proper
qualifications and experiences are available when needed. Individual careers and
organizational needs are not separate and distinct. Organizations should assist
employees in career planning so the needs of both can be satisfied .
Thus, (CD) is a process to improve both HR and enterprise performance. There are
many strategies to do CD such as (promotion, transfer, demotion, or exit...).
On individuals level where used career planning. It is ongoing process in order to
achieve satisfaction and motivate the employees through know their live job in
sequential steps begin first career ladder until retirement age by self assessment (skills,
knowledge, and ability) and there are methods to do that (workshops, teaching..).
On the other hand, organization level, where used career management that takes into
account what the current needs to employees and what the future needs to
organization, and taking the necessary steps to achieve that career plan through
performance appraisals, management succession, job rotation, training and learning,
and consultation.
In sum CD is important, why? It is enhancing both individual and organizational
performance. It increases productivity that achieves organizational goals. So, CD does
to:
Assist employees in identifying options and opportunities, and explain to them its
expectations of performance required of them.
Helps employees to development their skills and abilities and to fill the gap between
their abilities and job requirements.
Identify qualified individuals to assume leadership positions, professional, and

management.
Urges to spread the spirit of happiness and satisfaction among employees.
There will be no problems in the organizational structure and functions or in

the system promotion.
3) Training and development: there is a mysterious difference between training and
development.
Training is the process of learning that is organized and carried out by an organization
to equip employees with the knowledge, skills and attitudes required to carry out their
jobs and to improve their current job performance.
Development can be viewed as the learning process to develop the employee in
general and not necessarily related to his current job. Here we note the development
focus on the future and training on current jobs.
Training Process whereby people acquire capabilities to perform jobs. Focus on
preparing for future work responsibilities while also increasing the capacities of
employees to perform their current jobs.
(T&D) as a process that aimed at the development and improvement of human

resources through continuing education to support them with core qualifications to
perform their functions effectively. Ongoing training and development aimed at
strengthening human resources capabilities to complete current and future tasks.
Dimensions Training Development

Goal Transfer of necessary skills to Development of general skills
the current for trainees.
trainees.
Focus Focus for current job tasks. Willingness to accept the
requirements of the new
tasks.
Influence On the current performance. On the Future performance.
time Short term: to focus on Long term: to enrich employee

specific deficiencies Skills and a variety of
tasks to address variables.
level Allocated to employees in Dedicated to management
administrative levels levels as a whole.
as a whole.
Requirements Depends on the shortage or Depends on personal ambition.
lack of skills.
Why Training and development is so important? Because:
Help in addressing employee weaknesses

Improvement in worker performance
Consistency in duty performance
Ensuring worker satisfaction
Increased productivity
Improved quality of service and products
 Reduced cost.
Reduction in supervision.
In sum, we can see what scope of HRD is? By following table
Organizational Development Career Development Training and Development

(OD) is the process of developing the current CD) is a process to improve both HR (T&D) as a process that aimed at the
reality of the Organization into the better to fit and enterprise performance. It used development and improvement of human
with changes in the external environment and career planning on individuals level resources through continuing education
the working environment through solving know their live job in sequential to support them with core
current problems and reduce the gap between steps begin first career ladder until qualifications to perform their functions
departments and employees with improve retirement age through self effectively. Training to current events.
cooperation, coordination and collective assessment (skills, knowledge, and Development to prepare for the future.
action, And to increase the effectiveness of the ability) and there are methods to do
Organization and the staff, and work into that (workshops, teaching..). career
integrate the goals of employees and the management on organization level,
organization that takes into account what the
current needs to employees and
what the future needs to
oganization, and taking the necessary
steps to achieve that career plan
through performance appraisals,
management succession, job
rotation, training and learning, and
consultation.
To (Enhanced Organizational Performance) To (Enhancing both individual and Improvement and Development
Through organizational performance). of human resources
Improve communication. Through Through
Building teams & groups. Promotion, transfer, demotion, or Continuing education to support
Change management. exit. them with core qualifications to
Encouragement to collaboration..... perform their functions
effectively.
Human Resource Development Process:
Phase 1: the HRD needs assessment
Diagnose the performance requirements of the organization that can be improved
through training and document the expertise required to perform in the workplace.
(1) Did the organization perform better?
(2) Did the work process perform better?
(3) Did the individuals (group) perform better?
Based on that, there are three analyses are important to answer these questions:
1) Organizational Analysis: Training needs can be diagnosed by analyzing

organizational outcomes and looking at future organizational needs. A part of planning
for training is the identification of the KSAs that will be needed now and in the future
as both jobs and the organization change. Both internal and external forces will
influence training and must be considered when doing organizational analysis.
2) Task analysis: A detailed study of a job to identify the specific skills required.
Understanding shortcomings in performance usually requires knowledge about the
tasks and work environment as well as the employee. To carry out the task analysis,
the HR professional looks at the conditions in which tasks are performed. These
conditions include the equipment and environment of the job, time constraints (for
example, deadlines), safety considerations, and performance standards.
3) Person Analysis: Person analysis helps to identify employees who need training,
that is, whether employees’ current performance or expected performance indicates a
need for training. Person analysis also helps determining employees’ readiness for
training. Readiness for training refers to whether
(1) employees have the personal characteristics (ability, attitudes, beliefs, and
motivation) necessary to learn program content and apply it on the job and
(2) (2) the work environment will facilitate learning and not interfere with
performance. This process includes evaluating person characteristics, input,
output, consequences, and feedback.
Phase 2: Design
The second phase of the training and HRD process involves designing the HRD
program or intervention. If the intervention involves some type of training or
development program.
The following activities are typically carried out during this phase:
Selecting the specific objectives of the program.

Developing an appropriate lesson plan for the program.
Developing or acquiring the appropriate materials.
Determining who will deliver the program.
Selecting the most appropriate method or methods to conduct the program.
Scheduling the program.
Phase 3: training / implementation
The goal of the assessment and design phases is to implement effective HRD programs
or interventions. This means that the program or intervention must be delivered or
implemented using the most appropriate means or methods. Delivering any HRD
program generally presents numerous challenges, such as executing the program as
planned; creating an environment that enhances learning, and resolving problems that
may arise (missing equipment, conflicts between participants, etc.).
On the other hand, there are two ways for the training methods by following:
Off-The-Job Training Methods; training which takes place in environment other than
actual workplace is called off-the job training. Off-the-job training is usually designed
to meet the shared learning needs of a group rather than a particular individual’s
needs. Lectures, computer-based training, games and simulations are the common
forms of off-the-job training methods. Lecture is best used to create a general
understanding of a topic or to influence attitudes through education about a topic.
Computer Based Training can be defined as any training that occurs through the use of
computer. Games and Simulation is designed to reproduce or simulate processes,
events, and circumstances that occur in the trainee’s job.
On-The-Job Training Methods; the purpose of the on-the-job training session is to
provide employee with task-specific knowledge and skills in work area.
The knowledge and skills presented during on-the-job are directly related to job
requirements. Job instruction technique, job rotation, coaching and apprenticeship
training are the common forms of on-the job training methods.
Job Instruction Training is a structured approach to training, which requires trainees to

proceed through a series of steps in sequential pattern. Job Rotation is the systematic
movement of employees from job to job or project to project within an organization,
as a way to achieve various different human resources objectives.
Coaching is the process of one-on-one guidance and instruction to improve

knowledge, skills and work performance. Apprenticeship is one of the oldest forms of
training which is designed to provide planned, practical instruction over a significant
time span.
Phase 4: evaluation
Finally, evaluation of HRD, that means the final outcome.
Do HRD is successful or not (opinions of partnership)?
Do persons benefit from the HRD process or not (extend of learning, changing of
behaviors)?
And do they achieve goals?
According to Phillips (1996), explain evaluation can serve a number of purposes within
the organization. Evaluation can help to do following:
Determine whether a HRD program is accomplishing its objectives;
 Identify its strengths and weaknesses;
 Determine its cost-benefit ratio;
Decide who should participate in future HRD programs;
Identify which participants benefited the most or leased from the program;
Reinforce major points to be made to the participants;
Gather data to assist in marketing future programs;
 Determine if the program was appropriate;
Establish a database to assist management in making decisions
In sum, we can explain HRD process by figure below:
HRD needs assessment

Organizational analysis, task analysis, and personal analysis.
Design
Develop goals, budget, and identify training methods.
Training / implementation
Training methods (On and off the job).
Evaluation
Opinions of Partnership, extend of learning, changing of
behaviors, and achieve goals.
Thank you
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Human Resource Management (HRM)

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Contemporary research and debates in Human Resource Management

(HRM) and Human Resource Development (HRD).

Human Resource Development (HRD)

For international organizations , differing institutional constraints and multicultural assumptions

The development of the HRM concept

 Careful and extensive systems for recruitment, selection and training

HRM is the process of managing people of an organization with a human approach.

Human capital theory

Resource dependence theory

Social exchange theory

Transaction costs theory

1. HRM Involves the Application of Management Functions and Principles. The

Design of the Organizational

e) Organizational Development: This is an important aspect whereby “Synergetic

g) Employee Assistance: Each employee is unique in character, personality, expectation

i) Personnel Research and Information System: Knowledge on behavioral science and

1. Social Significance: Proper management of personnel enhances their dignity by

3. Significance for Individual Enterprise: It can help the organization in accomplishing

 The Mediator. As a mediator, the HR manager plays the role of a peace-maker.

The Spokesman: He is a frequent spokesman for or representative of the

Human resource development (HRD) is a process of developing and unleashing human

HRM is set of practices through know HRD is set of systematic activities to

1. Access to organization proficiency.

2. Increasing quality and efficiency.

3. Promotion in growth and individual development.

1) Organization development: involves organizational reflection, system

OD important, why? It emphasizes both macro and micro organizational changes:

CP involves activities performed by an individual, often with the assistance of

Identify qualified individuals to assume leadership positions, professional, and

Urges to spread the spirit of happiness and satisfaction among employees.

There will be no problems in the organizational structure and functions or in

(T&D) as a process that aimed at the development and improvement of human

Dimensions Training Development

time Short term: to focus on Long term: to enrich employee

Help in addressing employee weaknesses

Organizational Development Career Development Training and Development

1) Organizational Analysis: Training needs can be diagnosed by analyzing

Selecting the specific objectives of the program.

Job Instruction Training is a structured approach to training, which requires trainees to

Coaching is the process of one-on-one guidance and instruction to improve

HRD needs assessment

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