HRD Activities Research Articles

Tantangan Kontemporer Pengembangan Sumber Daya Manusia Koperasi Industrial

In a competitive environment, employees of every organization are a key factor in business success. In various fields such as health, education, media, banking insurance, etc. Human resources play an important role in successful service delivery. Most service industries emphasize the absorption of human resources with the necessary qualifications, expertise, and practical basic training. However, the Cooperative does not have this privilege due to its current structure and functions. Cooperatives began to enter and develop in Indonesia. In Indonesia cooperatives were introduced by Patih R.Aria Wiria Atmaja in 1896. They have increasingly complex business mechanisms that require all modern management tools and techniques to succeed, but one of the obstacles to their growth is the lack of qualified personnel to manage business management in effective field. Recruiting, training, retaining the existing workforce and cultivating a culture of continuous learning are some of the challenges facing Cooperatives even today. Because the development of human resources (HR) is a key factor that determines the characteristics of a successful institution. Cooperatives also need to develop permanent members, management and especially employees. Therefore, in this study, an attempt was made to signal the need for HRD and identify contemporary challenges in the implementation of HRD activities in cooperatives.

How do HRD professionals and business managers interact in organizing HRD activities?

AbstractHuman resource development (HRD) has traditionally been seen as the main driver behind people‐centered developmental activities such as learning and development, organization development, and career development. However, the role of HRD professionals as the main stakeholder has been questioned as more and more people‐centered development activities have been integrated into a broad range of leadership and supervisory roles within the organization. The question arises: How do HRD professionals and business managers interact in organizing HRD activities? Building on structure and actor theories as a theoretical foundation, the study combines deductive and inductive data analysis of semi‐structured interviews to review the roles of HRD professionals and business managers involved in organizing HRD activities in six different organizations in the USA. Our findings show that while training does not appear in any of the HR‐related job titles, the term “training” is more common in business managers' titles describing their link to HRD activities. When organizing those activities, HRD professionals and business managers engage extensively in emergent partnering structures. While some HRD professionals are the main actors in some learning networks, business managers drive HRD activities in others. We discuss the commingling of actors and its impact on the learning network. The paper closes with a discussion of research limitations, future research, and implications for HRD practice.

Leveraging Human Resource Development Practice to Enhance Organizational Creativity: A Multilevel Conceptual Model

Developing creativity is a critical challenge for the survival and success of businesses. Using Amabile’s dynamic componential theory of creativity as a framework, we examined the underexplored potential of HRD practice to develop and foster creativity at the individual, group, and organizational levels. We bring together dispersed attempts in HRD literature to hypothesize the role of individual HRD activities under a conceptual model and indicate how the different activities influence specific component/s of organizational creativity identified in the theory. The model demonstrates the potential of HRD practice to exert a multilevel influence on organizational creativity and provides a theoretical grounding for the potential of HRD to develop creativity and augment the strategic capabilities of organizations. This article also contributes to organizational creativity literature by outlining specific relationships between key HRD practices and components of organizational creativity and to an underexplored area of creativity, namely developing the creative abilities of individuals and teams within organizational contexts.

Strateški razvoj ljudskih resursa - manevar za buduće kompetencije

The changing role and function of Human Resource Development professionals due to social, economic, political and technological alterations lead the way for strategic HRD practices in organizations. In this current world of industrialization, this term relates to the achievement of competitive benefits by aligning organizational goals and priorities with structured and future-oriented activities. A study on strategic HRD lends a hand to eliminate the hitches of an organization by rational planning and people development with a focus on predictability and consistency. This research not only enlightens the implication of strategic activities but also it strengthens individual creativity, knowledge management, career planning, and individual competencies amongst employees in industrial sectors. It highlights on the employee perception about these SHRD practices of companies, which is a fundamental factor for the employee contentment, performance, and for the necessity of socio-technical systems. Accordingly, the study is focused at Dubai, U.A.E., in the shape of "Strategic Human Resource Development - A manoeuvre for future competencies" with a sample size of 300 from various companies by quantitative and qualitative analysis. Accordingly, it has been statistically confirmed that four independent variables show a positive relationship with strategic HRD activities. Along with this, it identifies the extent to which the HRD and its related work-life factors are provided by the selected companies. The result of the survey generated a key model and a framework for SHRD by creating a valuable contribution to the organization in facing the future challenges.

The role of HRD in university – community partnership

Purpose This paper aims to identify ways by which the core functions of human resource development HRD can be used to enhance the university–community partnership (UCP) in lieu of the “town and gown” era. Furthermore, the paper addresses the need to extend HRD activities beyond the organization and leverage HRD to spearhead the community-development agenda through coalition building between organizations, local universities and the community. Design/methodology/approach Literature on UCP is reviewed and analyzed, and the need to extend HRD focus beyond the organization to include community development through coalition building is discussed. A single-case descriptive analysis to illustrate the critical role of human resource and leadership development in UCP is done. Findings HRD’s interest in the UCP drive is negligible. UCP presents a new frontier for HRD research and practice because there is both public and private funding that can be assessed through the right contacts and networks. Originality/value The need for UCP has been a subject of discussion among scholars for time immemorial. However, the collapse of the “town and gown” era has inspired greater interest in UCP. HRD scholars and practitioners can leverage the expertise in applying andragogy principles, the focus on the adult learner and community leadership development to play a crucial in the UCP drive.

근로자의 경력단절 경험에 따른 인적자원개발 프로그램 효과 비교

근로자의 경력단절 경험에 따른 인적자원개발 프로그램 효과 비교

Multilevel mediation effects of job satisfaction for HRD activity effectiveness

Multilevel mediation effects of job satisfaction for HRD activity effectiveness

Japan Nuclear Human Resource Development Network

The “Japan Nuclear Human Resource Development Network (JN-HRD Network)” was established in November 2010. It is a framework for nuclear HRD, consisting of the industry, the academia, and the government of Japan, to share information and to promote national HRD activities in a harmonized, integrated and strategic manner. 73 organizations are members of the JN-HRD Network at present. The HRD Roadmap was created by the JN-HRD Network in 2014, and the JN-HRD has performed various activities to achieve the common goal since its establishment.

Importance of Training and Development and its Impact on Employees’ of Hotels in Kolkata, India: An empirical study

Importance of Training and Development and its Impact on Employees’ of Hotels in Kolkata, India: An empirical study Krishnendu Hazra, Dr. Prosenjit Ghosh, Prof. (Dr.) Partha Pratim Sengupta Abstract Training and development are one of the important functions of the human resource (HR) department. Now a day this function is gradually getting more important because employee turnover is relatively high in the hospitality industry. As per the requirement of the hotel, specific training is required to be imparted. Training should be considered as an investment not cost. Training plays a significant role in the hospitality industry. Training is an important HRD activity which reinforces HRP in an organization. A part of the need for internal staffing, training enhances job-related skills and also facilitates acquiring new skills required for averting skills obsolescence in an organization. Training programmes increase employee satisfaction. Training and development are inter-related to a Hotel’s growth and success. Without training the employee will not fall to help a client the way they should, the client will be left unsatisfied by the Hotel’s service and at last, the employee will become frustrated by the company management and his or her service level will drop. For this analysis purpose, we used correlation and regression. This study investigated the importance of training and development and its impact on employees in Hotel industry in Kolkata, West Bengal. Full Text: PDF DOI: 10.15640/jthm.v5n2a3

The Evolution of Korean corporate HRD: launching, growing pains, and transforming

Enthusiasm and greater attention from the international HRD community to Korea has motivated us to conduct research on the evolution of Korean corporate HRD in order to explore where we are now and where we are heading. Research literature on the topic, however, was minimal. The purpose of this study was to examine the evolution of Korean corporate HRD through interviews with 18 HRD researchers and practitioners who have witnessed the field’s growth. In addition, we reviewed the literature and company archives of HRD activities. We identified three major historical milestones of Korean corporate HRD including: the launching period in the 1980s, the growing pains period in the 1990s, and the transforming period from the 2000s to the present. We addressed major trends and issues of Korean corporate HRD in an attempt to generate a future research agenda.

Strategic Role of HRD in Employee Skill Development: An Employer Perspective

Literature shows that an employee’s skill development is dependent on its HR Department, especially in today’s dynamic and uncertain environment, it is very important that HRD activities should be carried out in the organization while paving the way for future sustainability and to cope with the challenges / competition of global arena. In this regards, HRD role could be effective only if the employer is interested to invest on employee skill development. What exactly is employer’s perspective is the motive of this paper to be explored while focusing Pakistani Manufacturing Industry included in KSE-100 Index. The paper is based on presenting the employers’ perspective through secondary data of 20 manufacturing units of Pakistan from KSE-100 index; though, theoretical view has also been organized. Strategic role of HRD, employee skill development, employer perspective generally and then focusing Pakistani employers through literature insights are argued thoroughly. However, interconnection between HRD’s role and employee skill development and employer has been the focus of this paper while highlighting its importance and effect. Moreover, the behavior and attitude of Pakistani Employer has been discussed practically while showing the current behavior and needs for improvement on investing on employees. Additionally, Employer’s perspective hasn’t been discussed earlier in the literature, especially focusing Pakistani Industry which opens new horizon for researchers to focus, an emerging market of developing country.

Hard times for HRD, lean times for learning?

Purpose – This article aims to show how in times of austerity when formal HRD activity is curtailed and yet the need for learning is greatest, non‐formal learning methods such as workplace involvement and participation initiated by line managers can compensate by enabling the required learning and change.Design/methodology/approach – A qualitative cross‐sectional design using a photo‐elicitation interview method was used with middle‐manager respondents within two case‐study organisations. These organisations, UK local authorities, were selected on the basis of the severity of the austerity measures being imposed and the significance of the learning needed/changes required. Middle managers were the focus, being a managerial cadre with dual responsibilities for both implementing and initiating change.Findings – Managers' narratives of their managerial practices are analysed and show strong intentions to facilitate the learning of individuals through, for instance, enabling learning from experience and also ...

A Study on Impact of ATMA Model in Bihar

The ITD component of NATP was implemented with the financial support of World Bank in seven States, namely, Andhra Pradesh, Bihar, Himachal Pradesh, Jharkhand, Maharashtra, Orissa and Punjab from November, 1998 to June, 2005. In Bihar ATMA were started in Muzaffarpur (Yr-1999), Madhubani (Yr-2000), Munger (Yr-2001) and Patna (Yr-2002). The project focused on bottom-up planning process for technology assessment, refinement and dissemination in order to make the whole extension system demand-driven and farmer accountable. This has helped to strengthen research and extension capabilities, restructure public extension services and test new institutional arrangements for technology transfer with the involvement of all the stakeholders of Government and Non-Government agencies at the district level. The new institutional arrangements namely Technology Dissemination Management Committee (TDMC), Inter-Departmental Working Group (IDWG), State Agricultural Management and Extension Training Institute (SAMETI), Agricultural Technology Management Agency (ATMA), Farm Information and Advisory Centers (FIACs), Block Technology Team (BTTs), Farmer Advisory Committees (FACs) and Farmers’ Organizations were established, operationalized and pilot tested at national, state, district, block and village level. To operationalize this new concept in the state and to change the mindset of all the stakeholders, various HRD interventions through more than 70 workshops, seminars, trainings and exposure visits that were organized by MANAGE and state level SAMETI (BAMETI). Agricultural Technology Management Agency (ATMA) were registered as an autonomous institution and operationalized in four districts across the State. ATMA was managed by its GB headed by District Magistrate and its day to day activity by ATMA Managing Committee headed by Project Director drawn from the SAU (RAU, Bihar) and line department. Block level mechanism was set up through 69 block level Farm Information and Advisory Centers (FIACs). State Agriculture Management and Extension Training Institute (SAMETI), an autonomous institution was established and operationalized in the State. The technology validation/dissemination was made demand-driven, market-led and farmer accountable, through bottom-up, participatory planning procedures. First, PRA were carried out in each district, which resulted in Strategic Research Extension Plans (SREPs). Research-Extension-Farmer-Market linkages were strengthened in all the districts. To promote the use of IT, the line departments including KVK/ZRS at district level and FIACs at block level were equipped with computers, telephone and internet connectivity. The mass media played a very important role in creating the awareness about the reforms and replication of success stories to non project areas . For skill up gradation and capacity building of field functionaries and farmers interest groups, both HRD activities and field programs, which included demonstration of new technologies, farmers training and exposure visits, were undertaken on a massive scale by ATMAs through line departments in various fields of agriculture, horticulture, vegetables, floriculture, aromatic and medicinal plants, animal husbandry, fisheries and allied sectors, including bee keeping, vermi-compost, value added food products and market led activities. The institutional restructuring and operational reforms which included farmer participation in planning and implementation/bottom up planning process, broad based farming system approach, public-private-partnership, collaborations of different stakeholders, strengthening R-E-F linkages, mainstreaming gender concern, augmenting IT application in agriculture and extension have started addressing the identified constraints faced in technology dissemination, as envisaged in the project. Despite some hiccups and the lower than expected support from the state government the model worked due to its innovative approach i.e. autonomy and fund flow mechanism, and was able to win back the confidence of all the stakeholders including farmers, towards the system which they had lost over the years due to the general apathy of the successive government towards this sector. If this pattern of funding is changed or the state’ governments financial rule are applied the autonomy of ATMA would be compromised and then this would go the same way other similar projects have gone, downhill.

IMPLIKASIHUMAN RESOURCE INFORMATION SYSTEM PADA PT. TELEKOMUNIKASI INDONESIA, TBK

Fakultas Ekonomi Universitas Muhammadiyah MalangE-mail: dewayani62@yahoo.co.idABSTRACTHuman Resource Information System has been giving a lot of advantages for employees and company. PT.Telekomunikasi Indonesia applies HRIS as a mean to conduct efficiency and to communication improvementamong its employee, so that HRD staff can be more focus at more strategic HRD activity. Thisresearch uses holistic single case study to answer four research questions. First question is about HRISusage in company. The implications of applying HRIS for HRM practice, the implication for employeeempowerment, the implication for knowledge sharing. Data collection is conducted over various datasources such as observation, interview, documentation, archival record, triangulation, and evaluation.The result of this research has indicated that HRIS application has supported company’s goal. Though itwas not represented yet the ideal applications and still in improvement process, but the existent is supportemployee’s work. The HRIS can be classified as integrated, interactive, context-sensitive self-direct byweb access types. Applying HRIS gives a positive influence on employee empowerment in the company.Some methods and processes in HRM practice are online. Applying give the easiness to do the knowledgesharing so that all employees are able to access all knowledge they required any time.Keywords: Human Resource Information System, Human Resource Management practice, employeeempowerment, knowledge sharing.

Talent management practices in Italy – implications for human resource development

Many companies have implemented talent management systems in recent years, and the issue has lately been subject to the attention of scientific literature, from different theoretical perspectives. In particular, HRD literature advanced few critical perspectives on talent management, discussing its real impact on HRD practices. This article reports the results from case studies on four Italian companies, focusing the managerial practices they implemented for managing talent. The results show that, in the Italian context, talent is managed for very different organizational objectives, with the general aim to foster a segmented approach to the workforce and to commit top and line managers to HRD activities. The results are compared with existing literature, and both implications for HRD practice and HRD theory are highlighted.

The Effect of ‘Human Resource Development Professionals expertise’ on effectiveness of Management Development in the civil service of Kenya

Several studies identified lack of leadership and management skills as key factors slowing down implementation of reforms in the civil service. This to some extent could be attributed to the way the service develops its staff especially the managers. Management development as an integral component of Human Resource Development is premised on organizational performance improvement mediated through human expertise and human effort. Effectiveness is therefore a factor of the HRD expertise and how it interacts with managers to identify and address their needs for effective performance. This study sought to identify managers’ perceptions of HRD professionals’ expertise with regard to capacity to facilitate their effective development. The study used descriptive survey design targeting 205 managers drawn from all the 42 ministries in the civil service. Stratified random and simple random sampling was done using computer based methods. Data was collected using a questionnaire with open and Likert-scale questions and analyzed using the Statistical Package for Social Scientists (SPSS). Majority of the managers did not think the HRD professionals were very skilful in implementation of HRD activities. Only 26.6% thought they had effective communication skills, only 15.7% thought them very proficient in designing and conducting training needs assessments and only 27.2% thought them very good in planning training and development targeted at identified needs. 31.5% rated HRD professionals very good in planning activities to foster development for effective performance but majority said they did not frequently use work-based development strategies like networking, dialogue, career counseling and internal benchmarking. Inferential statistics revealed a positive linear relationship between Effectiveness of management development and HRD expertise ( Pearson’s coefficient .421 at p<.001, F=37.7at p<.001, t=6.139 at P<.001). The study concludes that managers had little confidence in the HRD professional’s capacity to help them develop effectively since they did not have the required skills and competences nor did they frequently use appropriate work based development strategies. The study recommends that the Government pay attention to recruitment and development of HRD professionals and the Professionals should pay attention to their personal development to enhance their capacity for facilitating management development in the civil service effectively.

Density and Intensity of India-ASEAN HRD Collaboration: How Do Cross National HRD Collaborations Surrogate Economics Cooperation?

HRD collaboration between India-ASEAN is as important as the economic, political, and diplomatic cooperation. All forms of economic and political cooperation policies are executed only through cross national HRD. At the same time, any bilateral cooperation does not engage HRD collaboration then that collaboration is meaningless. Study on HRD collaboration in the context of India and South East Asian Nation is meaningless. Since cross national HRD core theme in International HRD, hence a study is required, for it’s dearth of research. This paper appreciates density and intensity of India-ASEAN HRD collaboration, also examines how do cross national HRD collaboration surrogates economics cooperation. It is concluded that higher the economic cooperation, higher is engagement of HRD activities. The aims of bilateral collaboration will be fulfilled when HRD collaboration mechanism deployed prominently.

HRD Collaboration through Scientific and Cultural Diplomacy – A Review on India’s HRD Cooperation with Indonesia

This paper reviews the HRD Collaboration through Scientific and Cultural Diplomacy between India and Indonesia. As the case base review the paper attempts to highlight the on cross national and comparative HRD aspects in the context of the role of India in the development of Indonesia human resources. In addition, the paper explored on the HRD activities engaged in cross national context. The paper finally postulates that academic and scientific collaboration between India and Indonesia would work as the centre-stage of HR diplomacy.

India-Cambodia HRD Collaboration

India as the partner for development of Cambodia is appreciated elsewhere. As the collaboration of HRD of Cambodia, India's role is not less than other donor countries. India participates in the process of HRD of Cambodia through various projects by participating at multilateral, regional, sub-regional and bilateral levels, thus playing a significant role. But, till date there are no studies of India-Cambodia HRD Collaborations. This paper attempts to throw a light on this aspect of Cross National HRD activities in general and especially the state of HRDC and HRD diplomacy between India and Cambodia.

Discovering Social Entrepreneurship

Entrepreneurship has been considered as a factor of risk and reward. However, there are instances of entrepreneurship for social cause, where social well being takes a priority over profit motive. In the present study, the researcher analyses the findings from study of 9 pioneering social organization using semi-structured interviews and discussions. The findings from these studies are presented as propositions and as a model for social entrepreneurship. A model has been proposed which shows the growth and direction of social organizations. The ultimate stage in the growth has been identified as the stage of centre of excellence, where the organization works for promoting other organization, as a role model. It tries to focus on HRD and institution building activities for other organizations and institutions. Factors relating to social entrepreneur have also been studied.