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Essay / Research Paper Abstract
This 4 page paper looks at how Human Resource Development (HRD) contributes to an organisation’s workforce capacity through development, adding value to individuals and the organisation, discussing the importance of building a strategic approach to training and developing staff. The bibliography cites 10 sources.
Page Count:
4 pages (~225 words per page)
File: TS14_TEHRDben.rtf
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Unformatted sample text from the term paper:
that human resource development may be seen not only as a term related to training to provide essential skills, but a process that may bee used strategically in order to
create an adaptable workplace. This is a characteristic in a workplace which may be argued as able to add value, especially in a dynamic commercial environment (Thompson, 2007).
The concept of human resource development covers a wide range of approaches and activities that involve increasing the skills and/or knowledge if the individual employees,
Garavan (1991) states that this should include the strategic management of training and development, the use of educational interventions such as professional or management training, with the aim of increasing
the skills and knowledge of the employee, with the long term objectives of the business in mind in the way that the planning for the development takes place.
Jackson and Schuler (1990), notes that for the planning to be effective it should be integrated with the long and short term business objectives
and plans of the organization. This long-term approach facilitates a proactive strategic orientation which was seen in personnel management (Jackson and Schuler, 1990). The development of employees skills may
also be seen as aligned to motivation models, such as Maslow and Hertzberg, where this helps to provide for social needs such as personal development, this may be considered a
further benefit of human resource development, but the real benefit is the increase in the underlying skills base of the workforce (Huczynski and Buchanan, 2007). Torroaco
and Swanson (1995) take an approach that is more proactive, where strategic human resource development is able to aid in influencing and shaping strategy as well as respond to it
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