Human Resource Development Activities Research Articles

The Human Capital Development in Buddhist Way for Preparing of ASEAN Community

The objectives of this study were 1) to study principle and Buddhist Dhamma that can apply the process for human resource development in globalization age, 2) to study strength, weakness, opportunity and threat (SWOT) for human resource development process through case study, 3) to study Buddhist integration for human resource development process and 4) to build the new model of the human capital development in Buddhist way for preparing of ASEAN community. The research design and methods applied the mixed research method to study samples consisting of administrators and staff in Siam Cement PLC., be total 242 persons. Data was collected by using a questionnaire with a confidence level of 0.96 and were valuable manner substance accuracy were between 0.50-1.00. Data analysis used the following statistics: percentage, average, standard deviation and stepwise multiple regression analysis. The researcher collected qualitative data using in-depth interviews and focus groups, chosen by the snowball sampling method and stepwise multiple regression analysis. The researcher collected qualitative data using in-depth interviews and focus groups with 20 executives, experts and knowledgeable people, chosen by the snowball sampling method. The research findings were as follows: 1) The principle and Buddhist Dhamma that can apply for human resource development process in globalization found that the development in body with Sila could control good behavior, Samadhi could be supported calm and determination in doing their jobs and Panya could be supported their knowledge, intelligence and creative. All of three things can develop human life by Buddhist way. 2) SWOT for human resource development process in case study found that the management should be set the work process for control minimum cost and maximum output for quality of human life and best service. 3) The Buddhist integration for human resource development process in globalization found that the development should be integrated between Trisikkha that were Sila, Samadhi, Panya and human resource development activities that were training, education and development. 4) The new model for the human capital development in Buddhist way for preparing of ASEAN community revealed that the development should include 1) human capital 2) organization capital and 3) social capital. The process consisted of adaptability, analysis thinking, business ethics, change leadership, working skills, communication skill, competition understanding, honesty and integrity, loyalty, personality, emotion control, personnel mastery, system thinking and visioning for based of the human capital development in Buddhist way for preparing of ASEAN community.

The Effect Of Organizational Culture On Employee Commitment: A Mediating Role Of Human Resource Development In Korean Firms

The purpose of this study is to examine the effect of organizational culture defined as communication, trust, and innovative production on employees’ organizational commitment. Furthermore, we explored the possibility the role of HRD (Human Resource Development) activities in mediating the aforementioned relationship. Using the national employer survey data conducted by Korean government in 2011, the results find that organizational culture, in particular, defined as better communication among superiors and subordinates, trust, and appreciation of innovation from superiors, is positively related to organizational commitment. In addition, firm’s investment in HRD or employee participation in HRD would play a mediating role in influencing the relationship between organizational culture and organizational commitment. Therefore, organizational culture is a critical factor to increase workers’ motivation through the participation in HRD training program, thereby increasing worker’s commitment. The results provide theoretical and practical implications in HRD and its link to organizational culture in organizations.

Human resource development in Brazil

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Globalization has inspired and created numerous questions, including many within the realms of human resource development (HRD). However, the focus of these questions tends to be from the point of view of developed nations and the effect on either their own HRD issues, and rarely consider what the effects are on developing nations and their HRD activities and policies. Yet, these questions should not be pushed to the back of the queue, as the extent to which HRD can progress effectively is dependent on both sides of the equation. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Pengembangan Model Logika Evaluasi Program Pengembangan Sdm Responsif Gender Bidang Esdm

Logic model is a tool for telling the program in order to facilitate the evaluation. In a simple way, this model consists of the interrelation among the input-activity-output-outcome elements. This research aims to analyse the development of logic model for evaluating the human resources develoment in energy and mineral resources sectors related to the gender mainstreaming issue. It is developed through left-toright approach or forward logic. The result of study is the initial model based on the model development iteratively to achieve such outcomes the closest to the real conditions in gender-responsive human resources development. Expected program outcomes with increasing women’s participation in the following human resource development activities such as training, technical assistance, and the communication forum are increasing competence and role of women in the management of energy and mineral resources sector. This model can be used to evaluation process and enhanced in accordance with the needs and inputs from the stakeholders.

Setting the stage for innovation: towards a conceptual model of the HR-innovation link

The article shows that human resource management (HRM) and human resource development (HRD) activities play a potentially important role in facilitating innovation in organisations. Based on previous research, a conceptual model is presented that displays how an organisation's human resource (HR) function can facilitate innovation by securing and developing the HR supply chain to ensure the healthy and continuous flow of personnel and competence into, within, and out of the organisation (i.e., by securing the appropriate competences for the job and the organisation, by developing and retaining existing competences, and by transferring competences from employees who are leaving to those who remain in the organisation). This article argues that HR practitioners can set the stage for innovations by actively and strategically implementing HR activities that support the creation of an expansive learning environment in which both adaptive and developmental learning can occur.

The Impact of Human Resource Development (HRD) Practices on Organizational Effectiveness: A Review

This paper attempted to review theoretically the HRD and its matrix and revealed to show the positive relationship between HRD and organizational effectiveness. In HRD shows the different variables (outcomes) such as HRD instruments, HRD processes & climate variables and organizational dimensions. HRD affects the organizational goals which may result from higher productivity, cost reduction, more profits, better image and more satisfied customers and stake holders considered as organization dimensions HRD activities, as such, do not reduce costs, improve quality or quantity, or benefit the enterprise in any way. It is the on-the- job applications of learning that ultimately can reduce costs, improve quality, and so forth. In the organizational context, therefore, HRD means a process which helps employees of an organization to improve their functional capabilities for their present and future roles, to develop their general capabilities, to harness their inner potentialities both for their self and organizational development and, to develop organizational culture to sustain harmonious superior-subordinate relationships, teamwork, motivation, quality and a sense of belongingness. The study also analyses the Kliman Model of HRM to show the path of mechanisms which could lead to competitive advantage. Today’s fast changing environment modern organizations are more careful to sustain in the competitive advantage relating to HRD our study has been developed to help the management students, academicians, and professionals to understand the subject properly and enhance their knowledge about HRD network within the organization for its effectiveness. Handle: http://hdl.handle.net/20.500.11903/abr.v6n3.2

Human Resource Management and Human Resource Development: Evolution and Contributions

<p>Research agrees that a high performance organization (HPO) cannot exist without an elevated value placed on human resource management (HRM) and human resource development (HRD). However, a complementary pairing of HRM and HRD has not always existed. The evolution of HRD from its roots in human knowledge transference to HRM and present day HRD activities reveals that environmental, social, and political influences have escalated the need for organizations to focus employee development in the areas of flexibility, innovation, and capability. The following review illustrates the importance of HRM and HRD to organizational leadership. Furthermore, the research examined builds a close association betwee HPO and the skills transferred through an effective collaboration of HRM and HRD activities.</p><div> </div>

Human Resource Development in SMEs: A Systematic Review of the Literature

Human Resource Development (HRD) in small and medium‐sized enterprises (SMEs) is a significant area of scholarship. However, the cumulativeness of research on HRD in SMEs remains relatively low when compared to HRD generally. This paper reports a systematic literature review (SLR) to synthesise research in this area. A disciplined screening process resulted in a final sample of 117 papers published in 31 journals from 1995 to 2014. The synthesis of these empirical and theoretical studies revealed that: (a) the literature utilises a narrow range of theoretical and conceptual perspectives; (b) HRD is being investigated across a variety of SME contexts, themes and units of analysis; (c) researchers define HRD in multiple ways and use a diverse set of measures of HRD activity; (d) there is significant potential for future research across the SME and HRD disciplines, SME settings and beyond existing theoretical perspectives. We offer suggestions for further advancing the development of this area of research in terms of theory, content and methodology.

Human Resource Development Activities in a Retail Franchise in Thailand: The Case of Coffee World

International franchising in a rapidly developing economy such as Thailand’s can offer a short cut to providing the newly-aspirant middle classes with the contemporary consumer goods brands they desire. The method also offers good opportunities for small scale investors and managers to obtain experience of managing high quality brands with full support from their international partners. However, they are likely to have to shoulder at least some of the burden of training their employees so that they are able to contribute to the overall service offering of the branch concerned. This paper uses a quantitative survey of 205 employees of the Coffee World franchise in Thailand to investigate the relationship between human resource development and organizational development in the businesses concerned. It is shown that the strengths of the relationships are limited and some ideas are provided for explaining why this might be.

Exploring a theoretical foundation for HRD in society: toward a model of stakeholder-based HRD

This article explores a theoretical foundation of human resource development (HRD) that can be adopted to explain the increasing use of HRD interventions and practices in the wider context of society and the world. While there has been growing interest in and literature about the societal meaning of HRD, previous research has focused mostly on HRD practices and lacked a theoretical framework that could explain and characterize the interactions between HRD and society. Based on a review of current approaches to the HRD–society nexus, we suggest that the nexus can be better understood when complex interactions between internal and external stakeholders of an organization are recognized, and we introduce the stakeholder-based HRD (SBHRD) model as a tool for identifying the interactions between HRD and society and the characteristics of the interactions with regard to plurality, interdependency, and legitimacy. The SBHRD model carries theoretical implications of possible changes in the epistemology of HRD, pushing forward well-being as the purpose of HRD, and enlarging HRD research topics. From a practical standpoint, the SBHRD model enhances the value of social responsibilities of corporations and ethical management, enlarges the scope and beneficiaries of HRD activities, increases the opportunities of collaboration with adult education, and points to different modes of communication in practice.

International Critical Perspectives

The Problem Critical perspectives on human resource development (HRD) have emerged, across Europe and America, hailed as the future of the field. However, we note the paucity of critical perspectives globally, the problematic dominance of critical HRD activities in Western sites of theory and practice, and the apparent dearth in non-Western sites. The Solution We analyze locations of critical HRD to advance understanding of critical perspectives in the international context, raising awareness of where critical HRD operates globally, celebrating its successes, and critically examining its struggles. We hope this encourages colleagues in underrepresented locations to experiment to effect improvements in the lives of otherwise oppressed, marginalized, voiceless workers/learners. The Stakeholders. Critical HRD encompasses attempts to critique and challenge the hegemony of dominant practices in research, education, and practice, around three stakeholders: researchers, educators, and practitioners. Moreover, the purpose of critical HRD is to emancipate workers/learners, the last but not least important stakeholders.

DeSimone, R. L., Werner, J. M., Human Resource Development (6th International Edition), South-Western, Cengage Learning, 2012

1 A Capsule Summary of the Book In its recent survey, the Society for Human Resource Management (SHRM) identified the shortage of a skilled workforce, including science, technology, engineering and mathematics (STEM) graduates, and demographic challenges such as the succession of a large number of retiring baby boomers among the top 10 trends for 2013 (SHRM 2013). In addition to the above issues, the authors of the textbook reviewed herein emphasize that organizations and human resource development (HRD) professionals are currently facing a number of further challenges related to global competition, the growing diversity of the workforce, the promotion of lifelong and organizational learning, and ethical issues. Throughout the textbook the authors seek to address these challenges by describing the essence of HRD practices with respect to various aspects of organizational life. In doing so, they underscore the interrelations between HRD and other fields of human resource management (HRM) and focus on real-life examples and practical caveats related to HRD work. For instance, in addition to detailed descriptions of principal human resource activities related to training and development or the emphasis on core HRD applications, the authors outline the possible suboptimal outcomes of recruiting practices (p. 304) and discuss practical topics and examples such as infringements of copyright (p. 160) and the ethical behavior of HRD professionals (p. 170). The practical relevance of the book is also underscored by the emphasis on involving trade unions as facilitators of HRD measures and programs such as technical training (pp. 281-283), counseling (p. 329), assistance (p. 334), or organizational development interventions (pp. 493-494). Thus, this book represents a truly comprehensive compendium of HRD issues, activities, and practices in modern organizations. 2 Objective and Target Audience The authors define the primary intended audience as undergraduate and graduate students on various courses related to business management and administration. In an effort to achieve this goal, the textbook successfully provides both an introduction to the field as well as a comprehensive summary of the major topics related to HRD, supported by multiple cases and exercises. However, it is also stated by the authors that the book can serve as a guide for HRD professionals, managers, and supervisors (p. xiv). Indeed, in addition to the practical relevance of the text described above, one of its specific strengths is its focus on return on investment or the effectiveness of the respective HRD programs and measures (an example on p. 191). In addition, important features of the book are detailed descriptions of academic studies on each of the presented topics, including analyses and critiques of the extant research and implications for further investigations in the respective fields. Thus, this textbook may also be equally interesting to junior scholars who are looking for a basic summary of research in one of the HRD topics. 3 Structure and Contents The book consists of three parts divided into 15 chapters. 3.1 Part I Part I (Chapters 1-3) is dedicated to the foundations of HRD and starts with an introduction to the field. Here, the authors present the historical development and current status of the discipline, show the relationship between HRD and HRM and its subfields, describe the specifics of the HRD profession, outline the current challenges faced by HRD professionals, and build the basic framework of the HRD process consisting of an assessment of HRD needs, the design of effective HRD programs, and the evaluation and implementation of HRD programs. The second chapter is dedicated to the topic of employee behavior and its influencing factors. It covers the major external aspects affecting employee behavior and presents the main theories of motivation along with further internal factors influencing employee behavior such as attitudes, knowledge, skills, and abilities. …

Exploring Human Resource Development and its Impact on Adult Learning Environments in the U.S. and UK

This paper considers the current provision of adult continuing education and lifelong learning in the United States and the United Kingdom. Twentieth century has witnessed the miracles of Human Resource Development (HRD) activities reflected through increase in GNP and overall productive activities. As such, an analysis of adult learning and education will be analyzed in conjunction with the human resource development issues, trends and policies so as to provide a highly in?uential approach to understanding the role of adult learning in wider economic, social, and political development, drawing on key reports and other recent literature. It concludes that there is a future for adult continuing education and lifelong learning in the United States and the United Kingdom, but more so one based on the current needs of the economy. The full text of the article can be found at 10.18275/fire201401031022

A Critical Review of the Science and Practice of Competency Modeling

As an alternative to traditional job analysis, the practice of competency modeling may be appealing to scholars and practitioners of human resource development (HRD) to serve as the foundation for many HRD activities. Among some of its advantages are a more explicit focus on performance and development that is aligned with organizational strategy, fuller integration with human resource systems, and a focus on broad work roles and functions instead of discrete jobs. Unfortunately, the use of competency models is often hindered as a result of conceptual ambiguity, a lack of methodological rigor in the development of such systems, and psychometric issues. The current integrative literature review seeks to clarify the practice of competency modeling within the context of HRD through a critical analysis of its foundations, conceptual and definitional issues, and potential barriers to use while providing the current state of the science and best practices.

Training and Capacity Building: An Essential Strategy for Development at an International Research Center

In order to be meaningful, agricultural research has to provide solutions to problems, especially in the international agricultural research system which is designed to contribute to enhanced food production and improved rural livelihoods in the lesser-developed world. Training and human resource development, whether at the technical support or research scientists/managerial level, is fundamental to an effective agricultural research and technology transfer system. By comparison with the developed world, the national agricultural research systems (NARS) in developing countries are weak, often with ineffective extension programs, as typified by the West Asia-North Africa (WANA) region, which is served by the International Center for Agricultural Research in the Dry Areas (ICARDA). Despite the potential benefits of enhancing human skills, training and human resource development activities are often under-valued and under-funded in international research centers that serve developing countries. By highlighting training at ICARDA and its mandate countries, we sought to give renewed focus on this important component of the mission of the Consultative Group on Agricultural Research (CGIAR). In this article, we considered ICARDA’s philosophy and concepts on training, collaborating institutions, educational materials, categories of training, development of training courses, significant outcomes of training, shifting paradigms, and future directions. ICARDA’s innovative collaborative approach is a model to be emulated not only by the Centers but by other international institutions involved in agricultural and rural development in the developing countries. At this crucial time of restructuring of the CGIAR, renewed emphasis on training has never been more urgent.

The importance of the human aspect in the supply function: Strategies for developing PSM proficiency

The rising percentage of purchasing volume and growing dependence on external suppliers has significantly broadened the responsibilities of the purchasing and supply management (PSM) function in recent years. Contrary to their administrative tasks in the past, PSM professionals now need to establish and foster long-term and strategic relationships with suppliers, while simultaneously reducing costs, managing supply risks and leveraging innovation capabilities. In order to contribute to the overall performance of a firm, research has emphasized that strong professional effectiveness is a vital prerequisite for achieving success in the function. Nevertheless, previous studies have not analysed how relevant skills can be developed. Building on qualitative data from four case studies, this article therefore extends previous work and explores the underlying strategies of skills development in the PSM function. By adapting a theoretical framework from human resource development (HRD) to the supply context, we analyse how various instruments influence the advancement of relevant skills and demonstrate how purchasing proficiency can be improved on four different performance levels. The article shows that PSM organisations have to carefully assess the strengths and weaknesses within their organisations before implementing any HRD activity and provides a useful means to better understand the development of the important human aspect in the function.

Rural Development Framework of an NGO

The study was undertaken to test the viability of the rural development framework of Gratia Plena Social Action Centre (SAC-GP) using the systems model of evaluation research. SAC-GP is an NGO working in the province of Nueva Ecija, Philippines. Income level, employment level, diversification of livelihood activities, social cohesion, Christian values, perceptions of life conditions and services were tested as viability indicators. The rural development framework components of SAC-GP (areas of concern) identified included: strengthening Christian values, people empowerment, livelihood project establishment, health and nutrition programme and environmental preservation. The overall viability tests revealed that SAC-GP rural development framework was highly viable, implying that improvements have been made on socio-economic conditions of damayan groups within the last five years. The study recommends that NGOs such as SAC-GP be provided more funds for continuous technical and or credit assistance and other human resource development activities to allow creation of self-employment opportunities and increased diversification of livelihood activities for the rural poor.

The role of a religious institution in HRD: the case of Wat (temple) Panyanantaram, Thailand

Buddhism is a pervasive feature of life in Thailand. How does Buddhism contribute to an understanding of human resource development (HRD) in Thailand? Wat Panyanantaram, the 2002 Outstanding Buddhist Temple, is presented here as a case study. Contributions of religious institutions to moral and human development through HRD activities by religious institutions are explored.

A note on export-platform Foreign Direct Investment, training and absorptive capacity

The empirical literature on FDI suggests that investment in training is the major source of human resource development activities undertaken by MNEs, particularly those with sophisticated technologies, and host countries' absorptive capacity plays an important role in attracting FDI. We develop a model of export-platform FDI that provides theoretical rationalisation of the role played by a host country's absorptive capacity in determining MNEs' location decisions as well as their level of investment and training–and, through this, the extent to which they contribute to human capital formation in the host country.

Leader‐member exchange (LMX) theory of leadership and HRD

PurposeThe purpose of this paper is to examine the relationship between leader‐member exchange (LMX) and human resource development (HRD) to gain a better understanding of the LMX‐performance relationship through connecting LMX and HRD theory.Design/methodology/approachDubin's framework is used for the purpose of linking LMX with HRD. Except that the last three steps (empirical indicators of key terms, hypotheses, testing) involved conducting empirical research, the authors employ steps 1 through 5 to build an HRD‐based LMX model, i.e. the first step specifies that the units of the theory be identified; the second step involves establishing the laws of interaction applicable to the units of the theory. The third and fourth steps define boundaries for an HRD‐based LMX model and suggest propositions for future empirical research. In addition, to lessen the likelihood of some redundancy the system states are included with the laws of interaction.FindingsLMX and HRD (as represented by identified outcomes) theories are linked by at least three key factors: trust, empowerment, and performance. A theoretical model linking LMX and HRD also describes the contributions of trust, empowerment, and performance to LMX theory of leadership with the help of two specific HRD interventions – trust building and empowerment facilitation.Research limitations/implicationsThe confirmation of the theoretical model through empirical research is still required.Practical implicationsIn the aspect of relational performance, this paper proposes a basis for designing and implementing strategic HRD activities and recommends the conceptual model as an intervention technique for organizational change.Originality/valueThis paper illuminates the base of LMX leadership theory and seeks to develop new practical insights of the theory. In so doing, it aims to contribute to reducing the tension between leadership theorists and leadership development practitioners, described as validity versus usefulness.