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Human Resource Development
Chapter 20 of Human Resource Management in a Business Context
(3rd Edition 2007) by Alan Price - published by Cengage
Contents
Objectives
The purpose of this chapter is to:
- Outline the concept of human resource development
- Investigate and evaluate human resource development initiatives at national level
- Debate the need for distinctive management and gender-focused HRD programmes
- Introduce the concept of mentoring
Sections
- HRD strategies
- HRD at the national level
- The meritocratic ideal
- Education and training
- Vocational education and training
- Development programmes
- Management development
- Developing women
- Coaching and mentoring
Summary
Competitiveness demands a diverse workforce and up-to-date skills. The free market belief in 'buying-in'
skill has proven inadequate, even in times of high unemployment. HRD allows people
managers to be proactive, focusing on employees as investments for the organization.
One of the great strategic contributions of HRM lies in the planning of skill
availability in advance of need. Development programmes involve more than training and
may be focused on competences, gender and role. They require constant accurate assessment,
counselling and personal challenge. Development also involves socialization of employees
to fit the cultural requirements of the company.
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Human Resource Management in a Business Context, 3rd edition
Human Resource Management in a Business Context provides an international focus on the theory and practice
of people management. A thorough and comprehensive overview of all the key aspects of HRM, including articles from HRM Guide and other sources,
key concepts, review questions and case studies for discussion and analysis.
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