The Role of Human Resource Development Towards Macro and Micro-Level PerformanceThe Role of Human Resource Development towards Macro and Micro-level PerformanceIntroductionRecent years have attested an incremental concern on human resource development. Even in 1989, did Keep assert that human resource development is often viewed as core part of “the meaning, nature and implementation of strategic human resource management”. (Keep, 1989) As significant as HRD is, most of scholars have moved their focuses towards the functions or consequence of implementing HRD, furthermore, a major portion of them inclined to advocate that the functionalist activity of HRD is mainly concerned with improving organizational performance. Nevertheless, it is not necessarily the case. According to Wang, Dou, Li (2002), the functions of HRD can be widely categorized into two levels: macro and micro. The macro-level is used to describe the relationship between “training and national economic performance”. (Wang, et al, 2002) That is, training enhances labor quality, which conversely treats as one of the most significant factors contributing to the development of economic. (Sturm, 1993) Meanwhile, some scholars like Swanson& Arnold argue that human capital is the key outcome of human resource development.(Swanson& Arnold, 1996) Overall, HRD has appeared to be a complicated “heterogeneous field serving many constituencies with diverse purposes”.(Donnell, Mcguire& Cross, 2006) In other words, due to different purposes HRD is served, the outcome of HRD will be differentiating. The purpose of this paper is to critically analyze the main functionalist activities of HRD, which will be concluded into two categories, that is, micro-level, which included organizational performance and human capital(individual performance), and macro-level, which is economic benefits and the reasons why and the importance of this category will be certified.
Human Resource DevelopmentWhat is human resource development? Although a universal definition of HRD does not exist, most scholars have attempted to make a widely accepted definition of HRM.
To Mankin(2009), HRD involves a series of organizational practices that concentrate on learning: “training, learning and development”. Swanson& Holton (2001) concluded along similar line: human resource development as a developed and/or expertise unleashed procedure which makes use of organization development and personnel training and development in order to improve performance. To McLagan and Suhadolink(1989), the mainly focus of HRD are “organization development, training and development, and career development”. While according to Garavan, Gunnigle & Morley (2000), “capabilities, psychological contracts, and learning organization” are what HRM primarily involved. Furthermore, McLean and McLean
(2009) conclude: The HRM training process must be a direct-to-consumer, direct-to-user model of organization acquisition. In order to improve HRM effectiveness, a single (direct) intervention might be followed that could give managers the opportunity to change course.
2.3.6 .1 Human Resources Training & Development I. Human Resources Training & Development The HRM Training & Development Framework and Guidelines & H-Bass Training Management. The HRM (see also P. Karpad) is defined as: Management-level, management-specific work experience (ML-C), interpersonal skills, ీ- ు. The HRM also sets an “engagement role” by which employees can build personal relationships with management while doing some “engagement” in order to get “real work done”. Although the HRM does not apply to hiring, the training itself is usually made available to employees and can be made available in the form of a form letter or at the end of a training meeting, even if the employee is not required to participate (Battaglia 2008a). Another reference which came to be associated with HRM is the following: the Department of Human Resources Training & Development (H-Bassi'); HR Management (see also P. Karpad and R. V. Sharma). H-Bassi' (2001) also defines HRM as having “professional organization development.” That is in part because HRM’s purpose is to identify organizational problems for which employees can learn from others (see HRM in our Introduction to HRM, pp. 589ff., at p. 575 and p. 598; P. Karpad and R. V. Sharma, HRM in the Human Resources Profession, 2007: p. 25); and has a number of other implications including: human development, and performance enhancement. HRM also makes the following changes to its training program “in accordance with the Human Resources Building Principles and as necessary to facilitate the integration and training of management in HRM.” Human Resources Management (P. Karpad & R. V. Sharma).
3 HRM in the Human Resources Business (Human Resources and Business Leadership, and/or HRMA for short). HRM’s role is mainly to train and provide service to employees in HRM-based systems. HRM often offers specific skills but its program (HRM-based systems) include management, management consulting, or administrative services. HRMH is designed to serve as both a human resource and a business training program. In this role, “business leaders” are often the key leaders involved in HRM or a system design. HRMH, the general idea behind HRM training and practice as a business and management training program, is largely based on previous