Human Resource Development Policy Research Articles

Learning patterns in organizations: towards a typology of workplace-learning configurations

To meet the need for continuous learning and development of their employees, organizations must set up a strategic human resources development (HRD) policy. However, it appears that, even before a systematic HRD policy is implemented, certain forms and modes of learning are already installed, and that classic top-down HRD policies cannot easily affect them. These already existing configurations of learning opportunities are conceptualized as ‘learning patterns’. The aim of this exploratory study is to elucidate the notion of ‘learning patterns’ and to present a provisional typology of learning patterns within organizations. A qualitative research approach with multiple case study design served as the methodological base. In total, 32 cases were investigated using 128 interviews. Findings result in a provisional typology of 5 basic learning patterns and 16 variations. In conclusion, the typology of learning patterns ‘under construction’ can serve as heuristic tool for further research into configurations of workplace-learning.

Mass Exodus of Workers: A Case of Strike in Power Loom Industry in Surat

Power loom industry in Surat, an industrial city in South Gujarat (Western India) was paralyzed due to the strike of power loom workers; most of them were the migrant workers. The workers were on strike demanded a rise in wages, which resulted in mass exodus of workers from the city to their hometowns. Due to the low wages, workers were also forced to live in inhumane conditions. The strike went on for a week and the industry lost Rs 720 crore. The paper describes the various events of the strike and the role and effects of various stakeholders. It also discusses the effect of strike on the industry. The findings contradict the belief that industrial relations is loosing importance. It also opposes the view that industry had started taking care of workers and workers are happy with the human resources development policies of the organizations. The strike is a testimony to the fact that the conditions of workers are not very good even in the most industrially developed places. Governments, executing bodies, trade unions and workers have to go a long way in improving the conditions of workers and ensuring that they live a decent life.

What Needs to Be Done by Top Leadership to Align Human Resource Capacity Development (HRCD) with The Development Vision of the Country? (In the Case of Ethiopia)

In the course of rapid economic globalization and a dynamic changing world, HR Capacity Development has become a vital need for Governments performance and country developments. It is noticeable that a well developed and motivated human resource is a fundamental factor for a country sustainable development. Human resource is the key resources that change other resources in to motion. Therefore, giving a due consideration for this critical resource is unquestionable. However, what is important here is, developing and equipping these resources and allocating them for the right place and for the right purpose. To do so, establishing accurate and feasible National Human Resource Capacity Development (HRCD) policies and strategies is critical.To develop the requisite human resources, countries must be clear on what human resources they need in terms of knowledge, skills, attitudes, networks and technological know-how. In other words, human resource development policies and strategies must be designed congruent with the vision of development in question. Therefore, this paper is intended to analyze what needs to be done by top leadership to align HRCD with the development vision of the country. This paper takes Ethiopia as its case.

게임 산업 육성을 위한 서비스모델 전략

Through the convergence of the games industry value creation is possible regions. It typically appears as a Serious Game. Education, medical, defense such as industry and convergence are creating greater added value. The government also identified the importance of the games industry, and the budget set, game development, support business, human resources development policy, along with business and industry to industry to solve the social problems of regulatory policy and operations are being announced. However, by accessing it from a different perspective on the continued growth of the industry`s problems is thought to act as. Thus, policymakers in government positions and in fact industry to conduct business in the private sector to reflect both the position of the design of a new development approach is needed. In this study examines the current game industry development policies, as well as activities at corporate level and industry level, the activities of national at the same time that the service should consider using a model with an integrated perspective of the games industry development policy is proposed.

Human Resource Development Policy of Ministry of Economy, Trade and Industry

Human Resource Development Policy of Ministry of Economy, Trade and Industry

Regional Human Resource Development Systems and Policies in the USA - Focus on the Workforce Investment Act -

양질의 인적자원은 지속적인 지역 성장과 발전의 원동력이 될 수 있으며 우수한 인적자원의 육성은 지역발전의 경쟁력을 제고 할 수 있다. 국내에서는 영국, 아일랜드, 싱가포르, 독일 중심의 해외 인적자원개발 정책에 대한 사례연구가 있었으나 미국의 지역차원에서 인적자원개발 시스템과 정책이 어떻게 추진되고 있는 지에 대한 연구는 미흡하였다. 따라서 본 연구의 목적은 지역사회의 발전과 경쟁력을 강화하기 위해 미국의 텍사스 주에서는 어떠한 지역인적자원개발 시스템과 정책들이 추진되고 있는 지 인력투자법(WIA)을 중심으로 분석하였다. 본 연구의 연구 방법은 국내외의 다양한 문헌고찰과 미국 현지의 관련기관 방문과 전문가 인터뷰를 실시하였다. 미국 지역인적자원개발의 시스템과 정책을 인력투자법(WIA) 중심으로 결론을 도출하였으며, 향후연구는 다음과 같다. 첫째, 지역인적자원개발은 개념과 범주, 인적자원에 대한 관점에 따라 차이가 있을 수 있으므로 미국의 지역인적자원개발은 사회문화적 측면, 경제적 측면 등을 고려한 다양한 측면에서의 연구가 필요하다. 둘째, 지역대학과 인적자원개발, 지역인적자원개발 프로그램의 성과평가, 지방 거버넌스와 인적자원개발 등 미국의 지역인적자원개발 정책을 보다 세분화하여 연구하면 글로벌 시대에 대비한 다양한 인적자원개발 정책과 프로그램이 개발되고 보다 효율적인 인적자원개발 추진체계를 구축할 수 있다.

Integrating Learning and Work in the Newspaper Industry: A Comparative Study of Greek and Swiss Journalists

This paper investigates comparatively the extent to whichGreek and Swiss newspaper firms have established a learning-oriented corporate culture and enacted human resource development policies facilitating lifelong both individual and organizational learning and advancement. The results suggest that although Swiss newspaper firms are closer to their transformation into learning organizations than Greek ones, both industries display organizational learning inhibiting deficiencies that need to be handled by newspaper managers.

China Attracting Global Talent: Central and Local Initiatives

Chinese leaders Deng Xiaoping, Jiang Zemin and Hu Jintao have stressed the importance of human talent in China's modernisation project. Over the years, China has gradually established a nationwide policy of human resources development (HRD). Recent research has documented the evolution of China's HRD policy. (1) milestone event was an Asia-Pacific Economic Cooperation (APEC) conference on human capacity building (Beijing Initiative) that Beijing hosted in 2001. Building on this momentum, China included a special chapter on HRD in the 10th Five-year Plan (2001-2005), the first time ever in a five-year plan. This in turn helped China take more pro-active measures to develop human resources through education, training and research and development (R&D). Against this backdrop, China has become much more open and outward-looking towards global talent, including overseas Chinese and foreigners of non-Chinese origin. Not only has the central government, but also local governments have shown great interest in attracting global talent. Indeed there has been growing competition among the large cities for top-notch talent from abroad. Another development is that the type of talent China is recruiting has changed over the years. While the central government continues to value top scientists and engineers for the purpose of national innovation and competitiveness, other types of talent--senior managing staff in multinational corporations and banks and technopreneurs who have developed their own patents or technology--are also targeted by various talent schemes. The current global financial crisis, while bad news for employment and economic growth, is helping China attract global top talent. The worst financial crisis in decades has resulted in a cutback in research programmes in some developed countries whereas China continues to increase spending on science and technology development. The global financial crisis is therefore serving as a push factor to the advantage of China. The Central Organisation Department of the Chinese Communist Party (CPC) launched the One Thousand Talents Scheme in December 2008. The scheme plans to recruit 2,000 talent of any nationality in the next five to ten years. It represents China's latest effort in a global hunt for top-notch talent. China's HRD Systems Traditionally, China's human resource functions have been divided among three agencies. The first agency is the Organisation Department of the CPC, extending from the central level down to the county level. It is responsible for leadership selection, evaluation, promotion and training. The Department plays a central role in allocating qualified individuals to leadership positions at various levels of Party and government agencies, as well as managerial positions in medium-to large-sized state owned enterprises (SOEs). The second agency is the Ministry of Personnel in the central government and Bureau of Personnel at the provincial, municipal and county levels. This system is in charge of human resource functions for professional employees in the state sector, including party and government agencies, public institutions such as schools and hospitals and SOEs. The third agency is the Ministry of Labour and Social Security in the central government and Bureau of Labour and Social Security in sub-national governments. This system is in charge of human resource functions for workers in the state sector. With the expansion of private employment, it also oversees functions such as unemployment insurance, labour relations and workplace safety for workers in the private sector. (2) In 2008, the Ministry of Personnel and Ministry of Labour and Social Security were merged and renamed the Ministry of Human Resources and Social Security. The new ministry is responsible for national labour policies, standards and regulations and managing the national social security system. Insofar as talent schemes are concerned, the Central Organisation Department plays a much more important role than the Ministry of Human Resources and Social Security or its predecessors. …

China Attracting Global Talent: Central and Local Initiatives

China Attracting Global TalentCentral and Local Initiatives Zhao Litao (bio) and Zhu Jinjing (bio) Chinese leaders Deng Xiaoping, Jiang Zemin and Hu Jintao have stressed the importance of human talent in China's modernisation project. Over the years, China has gradually established a nationwide policy of human resources development (HRD). Recent research has documented the evolution of China's HRD policy.1 One milestone event was an Asia-Pacific Economic Cooperation (APEC) conference on human capacity building (Beijing Initiative) that Beijing hosted in 2001. Building on this momentum, China included a special chapter on HRD in the 10th Five-year Plan (2001–2005), the first time ever in a five-year plan. This in turn helped China take more pro-active measures to develop human resources through education, training and research and development (R&D). Against this backdrop, China has become much more open and outward-looking towards global talent, including overseas Chinese and foreigners of non-Chinese origin. Not only has the central government, but also local governments have shown great interest in attracting global talent. Indeed there has been growing competition among the large cities for top-notch [End Page 323] talent from abroad. Another development is that the type of talent China is recruiting has changed over the years. While the central government continues to value top scientists and engineers for the purpose of national innovation and competitiveness, other types of talent — senior managing staff in multinational corporations and banks and technopreneurs who have developed their own patents or technology — are also targeted by various talent schemes. The current global financial crisis, while bad news for employment and economic growth, is helping China attract global top talent. The worst financial crisis in decades has resulted in a cutback in research programmes in some developed countries whereas China continues to increase spending on science and technology development. The global financial crisis is therefore serving as a push factor to the advantage of China. The Central Organisation Department of the Chinese Communist Party (CPC) launched the "One Thousand Talents Scheme" in December 2008. The scheme plans to recruit 2,000 talent of any nationality in the next five to ten years. It represents China's latest effort in a global hunt for top-notch talent. China's HRD Systems Traditionally, China's human resource functions have been divided among three agencies. The first agency is the Organisation Department of the CPC, extending from the central level down to the county level. It is responsible for leadership selection, evaluation, promotion and training. The Department plays a central role in allocating qualified individuals to leadership positions at various levels of Party and government agencies, as well as managerial positions in medium-to large-sized state owned enterprises (SOEs). The second agency is the Ministry of Personnel in the central government and Bureau of Personnel at the provincial, municipal and county levels. This system is in charge of human resource functions for professional employees in the state sector, including party and government agencies, public institutions such as schools and hospitals and SOEs. The third agency is the Ministry of Labour and Social Security in the central government and Bureau of Labour and Social Security in sub-national governments. This system is in charge of human resource functions for workers in the state sector. With the expansion of [End Page 324] private employment, it also oversees functions such as unemployment insurance, labour relations and workplace safety for workers in the private sector.2 In 2008, the Ministry of Personnel and Ministry of Labour and Social Security were merged and renamed the Ministry of Human Resources and Social Security. The new ministry is responsible for national labour policies, standards and regulations and managing the national social security system. Insofar as talent schemes are concerned, the Central Organisation Department plays a much more important role than the Ministry of Human Resources and Social Security or its predecessors. This is in line with the basic principle of "Party managing human talent" (dang guan rencai). In 2003, the Central Committee of the CPC and the State Council organised a national conference on human resources development, the first of its kind since the founding of the People...

Public sector managers and entrepreneurship in Islamic Republic of Iran

PurposeIn Iran the role of entrepreneurs in developing communities is considered to be a special issue by planners and policy‐makers; thus the aim of this paper is to explore and examine some of the main structural, behavioural and environmental barriers faced by entrepreneurs in Iranian public industrial corporations.Design/methodology/approachA survey (questionnaires and interviews), observation and available documentation formed the main methods (triangulation) for the generation of relevant data. Thirteen public organisations responsible for social affairs in the country's budget document were involved. Using an unlimited sampling formula and a categorised random sampling method 220 organisations were accessed, from which 169 questionnaires were received and analysed.FindingsThere is a direct relationship between managerial characteristics and organisational entrepreneurship. Also, there is a significant correlation between employees' characteristics and organisational entrepreneurship in public social cultural organisations. However, a host of constraints such as low income and a lack of research have caused a decrease in organisational entrepreneurship.Research limitations/implicationsThe survey is concerned with managers in public organisations. Future studies should include private‐sector organisations, which ought to provide a basis for comparative analysis.Practical implicationsThere is a need for sustained structural and managerial reform. To achieve this, realistic human resource development policies should be formulated which lead to changes of attitude and behaviour in managers.Originality/valueThis is a first attempt to study managers and their entrepreneurial tendencies in public sector organisations. It has policy implications for future development of the sector.

O202 大学地域連携によるPEGASUSを活用した人材育成と政策形成(セッション2:システム・政策,口頭発表)

O202 大学地域連携によるPEGASUSを活用した人材育成と政策形成(セッション2:システム・政策,口頭発表)

TRENDS ON THE TOURISM LABOUR MARKET

Tourism is an important sector in the Croatian economy. To retain its unique position in global markets, Croatian tourism has to compete with other world destinations and to attract travellers worldwide. This will not be possible without efficient human resource development policies and practices. The main problems in tourism are very similar across countries: low pay, very high demand for staff flexibility and mobility, high staff turnover, high share of informal employment arrangements and persistent skill shortages.

Development Economics: A Foundation for HRD Policy Studies in Developing Countries

The problem and the solution . Theoretical work in development economics has had a significant impact on the development process of nations, including national policies for human resource development (HRD) in developing countries.As an important component of an overall economic development system, HRD can benefit from the insights provided by development economics—especially in developing countries. At the national policy level, HRD should identify and pursue opportunities for economic development by engaging in policy analysis and comparative studies, as well as contributing to policy recommendations and implementation based on development economics.

Evaluating National Human Resources Development(NHRD) Policy Related to Education: A Formative Evaluation for the 2nd National Plan

Evaluating National Human Resources Development(NHRD) Policy Related to Education: A Formative Evaluation for the 2nd National Plan

Human capital formation and foreign direct

This article synthesises a selected literature on human capital formation and foreign direct investment (FDI) in developing countries. The aim is to take a bird’s eye view of the complex linkages between the activities of multinational enterprises (MNEs) and policies of host developing countries. In doing so, general trends, best practices and policy experiences are extracted to evaluate the current state of knowledge. The literature indicates that a high level of human capital is no doubt one of the key ingredients for attracting FDI, as well as for host countries to gain maximum benefits from their activities. Most developing countries, however, underinvest in human capital, and the investment that is actually taking place is unevenly distributed across countries and regions that have adopted different human resource development (HRD) policies. To improve human capital formation and thus to attract more FDI would therefore require a more coherent approach that takes host country constraints such as limited budgetary resources into account. One such approach is to provide strong incentives for MNEs and Investment Promotion Agencies (IPAs) to participate in formal education and vocational training even for workers employed by domestic firms. This allows HRD to be flexible and demanddriven. Another policy option is to facilitate human resource development (HRD) for small and medium-sized domestic enterprises which usually do not invest sufficiently in training of employees although these enterprises stand to gain most from education and training. In addition, FDI promotion policies can target high value-added MNEs that are more likely to bring new skills and knowledge to the economy that can be tapped by domestic enterprises. Lastly, it is important that key components of HRD policies, i.e. formal schooling and vocational education and training policies (post-formal schooling), are well coordinated so as to equip students with knowledge and skills that will later be complementary to training opportunities provided in the labour market.

Human resources policy for health in the Republic of Moldova

The human resource development policy is a key tool to ensure a good performance of the health system, in order to meet the population health needs, and have a direct impact on the functional efficacy of the health system, on the quality of services and on the satisfaction level of the patients. In the Republic of Moldova the provision with medical personnel with university and undergraduate education is below the European average levels. Another human resources problem is the misdistribution of the medical staff across the country, with a concentration of specialists in Chisinau and lack of health personnel in the rural areas. Keywords: human resources policy, HR planning, HR management and performance. Content available only in Romanian

Economics and Human Resource Development: A Rejoinder

This article focuses on the areas agreement between two recent and seemingly disparate Human Resource Development Review articles by Wang and Swanson (2008) and McLean, Lynham, Azevedo, Lawrence, and Nafukho (2008). The foundational roles of economics in human resource development theory and practice are highlighted as well as the need for comparative studies. A framework for conducting comparative human resource development policy studies is proposed.

Challenges in building the capacity of human resource development in decentralized local governments

PurposeThe purpose of this paper is to explore and try to understand the human side of public sector reform (PSR) in local government in Ghana in the context of the challenges facing human resource capacity building and development policies.Design/methodology/approachAdopting an exploratory case study design, the paper triangulates both secondary and primary sources of data. Primary data were generated from self‐completing questionnaire and interview schedule tools covering 105 local government employees selected from national, regional and district levels. Semi‐structured interviews also solicited views from 16 senior public officers and managers in nine public and quasi‐public organizations. These primary sources were complemented with relevant secondary documents from the organisations investigated.FindingsIt was found that Ghana's PSR has significantly influenced the strategic direction of human resource development policies of the decentralized local government service. Major challenges in human resource capacity manifest themselves as related to policy, task, skill and organisation issues and performance motivation.Practical implicationsAddressing the human resource capacity challenges has enormous strategic and financial resource implications for policy makers in transitional and developing economies, due to their over‐reliance on external donors for funding.Originality/valueUnlike previous studies, this paper did not explore HR capacity issues of elected officials; rather, it focused on the public servants (technocrats) implementing local political decisions. Of much value is that the results were derived from the experience of frontline local government staff, whose day‐to‐day inputs are critical for effective decentralization.

Reforming public sector

Purpose – This paper seeks to explore and understand the public sector reform (PSR) as it affects local governments in Ghana within the context of challenges facing human resource capacity building and development policies.Design/methodology/approach – Adopting an exploratory case study design, the research triangulated both secondary and primary sources of data. Primary data generated from self‐completing questionnaire and interview schedule tools covering 105 local government employees selected from national, regional and district levels. Semi‐structured interviews also solicited views from 16 senior public officers and managers in nine public and quasi‐public organizations. These primary sources were complemented with relevant secondary documents from the organizations investigated.Findings – Amongst others, it was found that Ghana's PSR has significantly influenced the strategic direction of human resource development policies of the decentralized local government service. Major human resource capacit...

Human resource development policy in the context of software exports

Software industry development is acknowledged as an important engine of economic growth for many less developed countries. The role of national policy has been identified by various researchers as a catalyst to software industry and software exports development. Software development is a service that is both labour and knowledge-intensive, and thus an important aspect of related policy is concerned with the provision of appropriately educated and trained human resources in sufficient quantity. This paper provides an analysis of the human resources issues facing policy makers in less developed countries engaged in software exports policy formulation. The complexities are highlighted through the case study of Costa Rica, where there is an ongoing national strategic planning effort to increase software exports.