...SHEET Surname Naidoo Krishan First Name/s Student Number 134412 HRD Subject 2 Assignment Number Philip De Kock Tutor’s Name Nelspruit Examination Venue Date Submitted 15/04/2016 x Submission (√) First Submission .resubmission PO Box 1014 Postal Address E-Mail Lydenburg 1120 Knaidoo6@oldmutual.com (Work) 013 759 1772 (Home) Contact Numbers Course/Intake (Cell) 076 728 7268 PGDBM January 2016 Intake Declaration: I hereby declare that the assignment submitted is an original piece of work produced by myself. Signature: K.Naidoo Date: 15/04/2016 3 Table of contents 1. Assignment questions 2. Answers 3. Bibliography 4 QUESTION 1 (50) Individuals and organisations are entering an era where adapting to a developing learning society and a knowledge economy forge the way for many organisations. In the case above, Finland has realised the benefits of a knowledge-based economy. Bearing this in mind: 1.1 Critically discuss how effective HRD practices and an effective HRD strategy in the workplace can provide the levers of control for the future of a growing knowledge-economy in countries like South Africa, Russia and the country in which you reside. (30) 1.2 Discuss the impact of linking HRD to the key strategic drivers of an organisation’s macro- and micro-environment in order to deliver the advantageous returns of HRD. (20) QUESTION 2 (50) In the case of South Africa, which is a developing...
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...far greater than in any previous phase’ (Stark, 2005). ‘Inevitably globalization is having a huge impact on the role, nature, and purpose of HRD in organizations of all sizes and sectors across the world’ (2009, David Mankin), Globalization is the characteristic of New Economy, it provide a broader opportunities to new economy development. As an organization, employers must consider a strategic process to compete with other competitors and survive under globalization underground. Organisation need ever-improving performance to survive and prosper in today’s competitive world: individual and organisational performance improvements are the keys to competitive advantages. (Raymond J.Stone 2008). A formal planning procedure and a right position in the competitive arena have been seen as the main strategic concerns of the top management. (Mikko Luoma, 2000). With the time passed from the early days of strategic management, there are some evolution has taken place in strategy (Mikko Luoma, 2000). As David Mankin mentioned in his book ‘strategy is often described as a process involving a series of steps or phases involving: analysis and planning, implementation; review. ‘(David Mankin 2009). As a central source of competitive advantage, HRD was defined as a set of intentional activities that increase a person’s skill, abilities, and/or knowledge, and direct them for a company’s benefit.(Luoma, 2000). A strategic approach to...
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...Importance of Human Resource Investment for Organizations and Economy: A Critical Analysis Jan Mohammed∗, Mitho Khan Bhatti∗∗, Ghulam Ali Jariko∗∗∗ & Abdul Wahid Zehri∗∗∗∗ Abstract Human resource is the most crucial asset of an organization. The successful performance of an organization, by and large depend upon the quality of its human resources. The quality of organization’s human resources depends upon the extent of knowledge through training and education they have received and their motivational level. Organizations want to utilize their manpower through human resources management. Human resource development (HRD) is one of the most important functions of human resource management. The aim of human resource development in an organization is to maximize the productivity and increase the return on investment of all the organizational stakeholders. HRD is a combination of organizational endeavors including education, training, development, career planning and development that ensure continual improvement and growth of both the individuals and organizations. The foray of workers entering into public and private sector organizations in Baluchistan from various disciplines has necessitated the need for appraising the Human Resource Development situations in Baluchistan. Therefore this article is an attempt to investigate the human resource situations in the province. Keywords: Human Resource Development, Human Resource Management, Training and Development...
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...2010 I. The HRD specialist as change agent Human Resource Development plays the most critical role in the company as they are the main people who know the circulation structure of each organization within, events and employees credibility from the start. These people have a very sharp knowledge on their profession, as specialist of an institution, they have extensive skills and training to perform different task to be applied in the company’s reputation and success. They are called the change agent for they are authorized to implement what are new policies and procedures, in which both can benefit. There are two types of changes in an organization that HRD involved in, the macro and micro. A macro change intends to ultimately improve the effectiveness of the organization while micro is directed to individuals, small groups and teams. So the HRD professional may also be directly involved in carrying out the intervention strategy, such as facilitating a meeting of the employees responsible for planning and implementing the actual change process. II. The HRD Executive as strategic Manager The HRD executive/manager has primary responsibility for all HRD activities. HRD must integrate programs with the goals and strategies of the organization, and normally assumes a leadership role in the executive development program, if one exists. If the organization has both an HRM and an HRD executive, the HRD executive must work closely with the HRM executive. The HRD executive often...
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...Implementation of the Human Resource Development Strategy for South Africa ANDREW WILLIE BARTLETT 21936048 Mini-dissertation submitted in partial fulfilment of the requirements for the Master’s degree in Development and Management at the Potchefstroom campus of the NorthWest University SUPERVISOR: MS LUNI VERMEULEN 2011 i ACKNOWLEDGEMENTS I wish to hereby express my sincere gratitude and appreciation towards the following persons for their support and assistance throughout this study: My Heavenly Father who blessed me with the opportunity, ability and strength to try to make a difference through this study. My wife, Elaine, without whose support, encouragement and assistance this study would not have been possible. My children, Elandre and Jade, for their support and understanding; may this achievement motivate you in your studies and development. My personal mentor and supervisor, Ms Luni Vermeulen, for her highly professional guidance, motivation, continuous support and patience. To all the respondents at the various institutions for their participation and valuable contributions. Thank you very much for your selfless assistance. ii ABSTRACT In 2001 the first Human Resource Development Strategy of South Africa (HRDSA) was implemented. The lack of institutional arrangements, structures, procedures, processes and capacity and the location of the HRDSA, 2001, at both the then Departments of Education...
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...Challenges in Human Resource Development Practitioner Preparation Organisational learning and skill formation initiatives are increasingly being seen as contributing to the achievement of organisational competitiveness in the contemporary economy. As a result, the development of employees has become a more prominent organisational practice. Since Human Resource Development (HRD) practitioners are primarily responsible for employee development there is a need for them to become more highly skilled to ensure that their practice meets the changing needs of organisations. Formal educational programs in the practice of HRD provide a way of assisting practitioners to acquire the skills they now need for effective practice. The design of such programs, however, is problematic given the emergent and cross-disciplinary nature of the ® eld. This paper surfaces some of the challenges associated with program design for the development of HRD practitioners, drawing from discussions in, and pro® ling research from, the HRD literature. The ® nal section of the paper proposes several key areas that need to be addressed in preparatory programs for HRD practitioners. edged, for the purposes of this paper those working in organisations with positional labels including enterprise trainer, training of® cer, trainer and developer, learning strategist or consultant, performance developer, organisational developer and staff development of® cer are being collapsed into one occupational category...
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...com/content/6/3/269.refs.html >> Version of Record - Aug 1, 2004 What is This? Downloaded from adh.sagepub.com at Anglia Ruskin University on May 2, 2014 Issue Overview 10.1177/1523422304266086 Advances in Developing Human Resources McLean / INTRODUCTION TO NHRD National Human Resource Development: What in the World Is It? Gary N. McLean The problem and the solution. Recent exploratory research has affirmed the variations in understanding of the meaning of human resource development (HRD) from country to country based on a number of identifiable characteristics of the country. One area identified in the definitions of some countries, which was different from that found in the United States and in some other countries, was a focus on HRD as national policy. The purpose of this issue of ADHR, then, is to explore how HRD is viewed as national policy around the world. Keywords: national HRD; global HRD; international HRD August 2004 Although a definition of human resource development (HRD) is controversial, it has traditionally been defined in the context of the individual, the work team, the...
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...Individual Assignment 4 - HRD Human Resource Development of professionals in an emerging economy You are an expatriate sent by SAP to one of the major construction companies in Tanzania. You have Debrah/Oforis article and USD 1 Mio to set up an “ideal” HRD-program for this company that should facilitate as a prime example in the whole industry. Draft your concept! Be as concrete as possible and mind your line of argumentation. It is usually the professional bodies that provide appropriate training and education to their members, which, however, mostly results in compartmentalisation, a very common and well-known problem in Tanzania and other developing countries. Therefore it may be more reasonable to rather establish systematic and coordinated training programs and a unified approach for each industry. Such a development of employees would ensure their ability to perform successfully in an international setting, enhance their productivity as well as competitiveness. Formerly, the Tanzanian government was expected to provide training and facilities. However in recent years the role of the private sector for financing and providing such training has more and more been acknowledged, since the sustainability of funding and with that the guarantee of a structured and continued training is essential and one of the biggest problems faced in HRD. Therefore it may be necessary to complement external funding with the development of domestic funding in order to secure and ensure...
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...1 Employability and talent management: challenges for HRD practices Staffan Nilsson Centre for Policy Studies in Higher Education and Training, Department of Educational Studies, University of British Columbia, Vancouver, Canada, and HELIX VINN Excellence Centre, ¨ Department of Behavioural Sciences and Learning, Linkoping University, ¨ Linkoping, Sweden, and 26 Received 14 May 2011 Revised 15 August 2011 Accepted 16 September 2011 ¨ Per-Erik Ellstrom HELIX VINN Excellence Centre, ¨ Department of Behavioural Sciences and Learning, Linkoping University, ¨ Linkoping, Sweden Abstract Purpose – The purpose of this conceptual paper is to illuminate the problems that are associated with defining and identifying talent and to discuss the development of talent as a contributor to employability. Design/methodology/approach – The world of work is characterised by new and rapidly changing demands. Talent management has recently been the target of increasing interest and is considered to be a method by which organisations can meet the demands that are associated with increased complexity. Previous studies have often focused on the management of talent, but the issue of what exactly should be managed has generally been neglected. In this paper, the authors focus on discussing the substance of talent and the problems associated with identifying talent by using the following closely related concepts: employability, knowledge, and competence. Findings – Employability is central to...
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...Knowledge Management A practical perspective HAN 13080004 Learning and knowledge management report Module title : Learning Knowledge and Effective Performance Module lecturer : Matthew Nobel Table of content Introduction...........................................................................................................................3 1. Learning knowledge : a brief overview............................................................................3 2. Training and learning of PSC1 : ........................................................................................3 a. Training Method :................................................................................................4 b. Information and communication technology (ICT) :..........................................5 3. Evaluation and recommendation :...................................................................................5 4. Conclusion :........................................................................................................................7 Introduction The purpose of this report is to evaluate an actual learning and knowledge management situation of a company named "Central Plant Protection Joint Stock Company no.1" (PSC1) to give a more in depth look on this subject. The information given in this report was partly research and was also conducted by a personal interview with a board members of the company, Mr. Long. The report is structured into four...
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...PROGRAMME STRUCTURE FOR ISBE (PG) |S No |Subject |Credit | |1. |Business Statistics |3 | |2. |Operations & Optimization Research |3 | |3. |Economics for Managerial Decision Making – II |2 | |4. |Management Information System & KM |2 | |5. |Human Resource Management |2 | |6. |Financial Management |2 | |7. |Executive Communication |6 | |8. |National Economic Planning – I (Presentation Only) |2 | |9. |National Economic Planning - II |2 | BUSINESS STATISTICS (As per University...
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...Will Human Resource Development Survive? Darren C. Short, John W. Bing, and Marijke Thamm Kehrhahn We, the authors, experience human resource development (HRD) as a paradox. This is a time when HRD appears to be at its strongest in terms of publications and research outputs and when the environment appears right for HRD to demonstrate clear value-added to key stakeholders. However, in other ways, HRD appears inner directed and without substantial impact: publications seem to preach to the converted; HRD research and, to some degree, practice appear divorced from real-time problems in organizations; HRD professionals see their work being completed by those from other professions; there is limited evidence that HRD has really moved far from the fad-ridden gutters of false short-term training panaceas; and practitioners are still measuring training person-hours rather than the relationship between learning and productivity. Every year, the members of the ASTD Research-to-Practice Committee are given an opportunity to write an editorial for HRDQ. Two years ago, Dilworth (2001) described the committee’s work in exploring the future of HRD. Last year, Short, Brandenburg, May, and Bierema (2002) summarized the main trends identified by that work, focusing on the implications for HRD of the increasing pressure for organizations to deliver shareholder value, the trend toward globalization, and the need for just-in-time products, services, and solutions. Since then the work has...
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...submit Table of Contents Task 1 3 1.1 Strategic HRD Definitions 3 1.2 Strategic goals for HRD 3 1.3 Vertical and Horizontal Fit 4 1.4 Analytical approaches to strategic HRD 4 1.5 Stages to the implementation of Strategic HRD 5 1.6 Advantages and Disadvantages of a strategic approach to HRD 5 Task 2 5 2.1 Definition of training needs analysis in terms of skills and knowledge and attributes 5 2.2 The justification of TNA 6 2.3 Discrimination issues in TNA 7 2.4 Approaches used for TNA at the organizational, team and individual levels 7 Guide to effective introduction of TNA 7 2.5 Links to Appraisal 8 4. References 9 Task 1 1.1 Strategic HRD Definitions Human resource development has now become a necessity rather than sheer mind-set. As the world economy is changing, it is crucial for organizations to proactively and strategically adopt HRD (Hollingshead, 2010). Not just that, it also requires the firms to shift their approach to HRD. This is the driving factor for strategic HRD. Some of the definitions to identify the scope of SHRD by different authors and perspectives are as below: * According to McCracken and Wallace (2000), SHRD can be defined as creating a learning culture that not only aligns with the corporate level strategy of the firm but also shapes it and influences it by opting for training, learning and development of the human resources. * One of the earlier definitions of HRD includes managing employment learning while taking...
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...in his book, “Inevitably globalization is having a huge impact on the role, nature, and purpose of HRD in organizations of all sizes and sectors across the world” (2009). Obviously, facing the economical globalization, development of technology, the coming of information age and lowering of trade barriers, as a result firms have to think of new and effective ideas to compete with other competitors. Human capital is the most special asset of a company. It is special because people cannot be separated from their knowledge, skills, health, or values in the way they can be separated from their financial and physical assets (Becker, 2008). The result, organizations’ aim is to make their own human capital special that other organizations cannot copy. Competitive advantage is secured when organizations have skills and capabilities that are unique, difficult to replicate and imitate by competitors (Rainbird, 1995). HRD is a process of developing and unleashing human expertise through organization development, personnel training and development for the purpose of improving performance (Swanson & Holton, 2001). McCracken and Wallace have mentioned in their article that, organizations should ensure any investment which is made in human capital with the promotion of HRD strategy is clearly linked to the wider corporate strategy (2000). Strategic approach to HRD is a relative new concept in HRD and training and development fields. It is not a traditional training and developing view of interventions...
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...HUMAN RESOURCE DEVELOPMENT IN PUBLIC SERVICE Executive Summary “Maldives has a young civil service and high number of employees is employed at lower categories. These employees require technical skills in most of the policy implementing areas. However, as technical training opportunities are less in Maldives and to train employees abroad is expensive, there is a high demand for training and retraining for employees in Public Service.” Civil Service Commission’s Final Draft, Report and Strategy, 2010, pg14. In order to improve the effectiveness and the productivity of the civil service of the Maldives, it is important to do training needs analysis and cater effective training programs that can be given in the Maldives to increase their capability. The report is based on the Human Resource Development in public / civil service of the Maldives. The report outlines the analysis of training needs of the public service employees, planning and designing of training programs and their evaluations and a research on the role of UK government in Human Resource Development. In order to effectively complete this report, I have gathered information from various internet sites and the references of those sites have been shown under the heading Bibliography and References in page: 21. To complete task 1 and 2, I have interviewed civil service employees of different levels working in the AA. Atoll Hospital, AA. Atoll Education Centre, Secretariat of the North Ari Atoll and the Ministry...
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