Sunday, September 29, 2019
Dynamicity in HRD Essay
Introduction One of the vital pre-requisites in the field of human resource management is the development of its members. Consequently, to be able to meet the complex changes that occur in every organization, human resource development seemingly surfaces through the essence of maintaining the ability of the human resource to perform their duties and obligations in the most competitive mean possible. Organizational behavior critically stresses the idea that every organization must shape up an efficient managerial styleâ€â€which includes the human resource departmentâ€â€so as to have a thorough breakdown of work for the pursuance of the organization’s established goals and objectives (Schwab, 2004).            Conceivably, to be able to get the top notch mark of the member’s designated task or job prescription, one undergoes a series of training to be able to harness the skills and the abilities apt for that certain individual as well as for the person to be able to thoroughly understand the importance of being â€Å"an expert†on the certain job. Moreover, organizational changes must take place when companies change strategies. However, even the best strategic plans encounter resistance. Any significant transformation creates â€Å"people issues†. To thrive, administration should have a personal indulgence of the human phaseâ€â€the placement of the company’s culture, values, people, and behaviorsâ€â€to support the preferred results.            Training is considered as a dynamic that contain value; value is realized only through the continual, combined actions of all employees who are accountable for designing, executing, and existing with the shifting milieu. Hence, in this certain kind of schema, then it goes to show the perception that no matter how high an individual’s position may be, each member of the organization must be open to change, to allow themselves to be trained and develop for the betterment of the whole group or the company for that instance. Synthesis on the role of HRDs            Human resource developers are perhaps one of the most important key players in an organization. It is through them that the employees and the prospect workers are being oriented, trained, assessed and evaluated before a certain position is given. As a matter of fact, they are vested with the authority to control the inevitable shortcomings or other forms of predicaments which normally arise in diverse situations. Promotion for example, is influenced by the HRD’s advice to the higher authority since that these individuals are concisely those who have carefully studied and analyzed whether an employee deserves to get that position (Wilson, 2002).            Further, human resource developers are required to be in flying colors in public relation skills as well as with human behavior schemas. Not only does it make the responsibility quite complicated, but it is also one of the main reasons why they need to not only see the â€Å"intellectual†skills of the employees but must also pay high regard on the factors that may have manifested the behavior and the performance of the subjects under study. As to how HRD is defined: â€Å"..Organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization.†(Wilson, 2002)            With this connotation alone, the role of human resource developers in managing an organization is nevertheless the backbone of the management. Globalization stresses the need of carefully and intelligently crafted programs designed to set certain provisions on communication, leadership and management skills as a pre-requisite in achieving administrative goals (Hughes & Beatty, 2005). The complexity of the world of business strategically sets varied requirements which stage the flow of the environment’s dynamicity requiring a higher level of attention for the adaption of organizational changes (Segil, 2002). Hence it may then be taken to assumption that without the aide of these â€Å"critics†in an organization, growth and development within its members would be crippled down.            The role of the HRD’s specifically include areas of training and development, career development, and organization enhancement which, in essence, adheres with the level of changes that occur in the environment as well as with the society where the organization falls of service. Training is primarily the focal point of enhancing the skills and abilities of the employee. Surveys have shown that employees who are inclined with rigor training through the guidance of HRD constituents are most likely to have an outstanding performance in an organization. This is because through proper trainingâ€â€wherein the employee is able to fully understand, practice and study one’s job descriptionâ€â€mistakes have a minute chance for being committed. Key aspects of training in HRD Managers of training and trainers, no matter what their titles, will find in this book all the tools they need for any training challenge (Wilson, 2002). Training directors and human resources directors, who are in positions with administrative accountability, will find this short and snappy †how to†method, particularly the checklists that have a propensity to make bigger judgment, exceptionally useful. Executives will promptly see the capacity of a variety of aspects of training and be ministered to in decision making about the series of their responsibilities.          There are several ways to perform training, (1) learning and development can be best defined with the quote: â€Å"If you are not going forwards, you are in fact going backwards;†(2) leadership/management training and development can be done through a series of formal or informal approaches which will help both the trainee and the trainer meet the loop of expectations, (3) setting training and learning at the right level denotes that in every training, there is a corresponding time or duration for each activity or session to be performed, hitherto implying that the activities involved need to be in an order and has to be followed. Not only does the training need to be speculated in the most deliberative context of the schema, (4) it must also give high regard on Training Needs Analysis (TNA) which is characterized as the point of determining what is necessary to complete the work in action; the accessible skill intensity of the staff carrying out the work and the preparation gapâ€â€which floats in the final stages of the training. Understanding the root causes of training is an essential advantage in management. Theories of mental models and mind traps help explain why individuals are more likely to maintain previous positions. As individuals, we all build our own mental maps that we use to perceive, contextualize, simplify, and make sense of things happening in front of us. Those formulated mental maps can trick us into mental traps from thinking objectively, logically or rationally. They also hinder us from accepting differences. Changing mental maps causes discomfort or pain. The greater the pain and the experience, the greater the training will be. Conclusions and further remarks            The necessity of training in an organization is consequently a factor which presumably exists even in the medieval ages and is carried along in the contemporary society. The difference between the past and the present would only fall on the streamline of â€Å"intellectual capacity†hence taking the training methods which are implemented nowadays are aimed towards the composition of technical and conceptual skillsâ€â€all of which tantamount to a conclusion that for a person to be able to develop, one must consistently train his or her self so as not to be left behind and be competent enough for society’s constant changes (Watson & Noble, 2005). References Hughes, R. L., & Beatty, K. M. (2005). Becoming a Strategic Leader: Your Role in Your Organization’s Enduring Success (Lst Ed ed.). San Francisco: Jossey-Bass. Schwab, D. P. (2004). Research Methods for Organizational Studies (Second ed.). New York: Lawrence Erlbaum. Segil, L. (2002). Dynamic Leader Adaptive Organization: Ten Essential Traits for Managers (1 ed.). Toronto: Wiley. Watson, T., & Noble, P. (2005). Evaluating Public Relations: A Best Practice Guide to Public Relations Planning, Research & Evaluation. London, United Kingdom: Kogan Page. Wilson, J. P. (2002). Human Resource Development: Learning and Training for Individuals and Organizations (Second ed.). London: Kogan Page. Â
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