全球黑帮花名册,小明星大跟班,七色御伽草子
1.0 Introduction引言
随着知识经济的到来，人力资源已成为当代企业和组织维护和提高人力资源质量的最重要、最核心的资源，成为组织持续经营和发展的关键因素之一。在此背景下，人力资源开发的概念应运而生。人力资源开发出现在20世纪80年代，越来越受到世界的关注。人力资源开发是一系列旨在提高人力资源质量的管理战略和活动。人力资源开发作为一种新的发展战略，已成为世界各国政府、企业和组织提高竞争力的核心武器。对未来从事人力资源管理工作的人来说，有许多成熟的人力资源管理理论研究，了解人力资源管理理论，如何在具体实践中合理运用与人力资源管理有关的理论知识是非常现实的。本文首先介绍了人力资源开发的定义和意义，然后对人力资源开发的定义、目的和实践进行了批判分析。然后，以希尔瓦尔理事会为研究对象，从人力资源开发的角度，了解其现状和存在的问题，并结合相关文献对这些问题进行分析，提出解决方案。
With the advent of the knowledge economy, human resources has become the most important and the most core resources for contemporary enterprises and organizations to maintain and enhance the quality of human resources has become one of the key factors in continuing operations and development of an organization. In this context, the concept of human resource development (HRD) was born. HRD appeared in the 1980s and has been paid attention increasingly by the world. HRD is a series of management strategies and activities aiming to enhance the quality of human resources. As a new strategy of development, HRD has been taken as the core weapon by governments, enterprises and organizations around the world to enhance their competitiveness. There are lots of mature theoretical studies on HRD, for a person who is about to engage in HRM work in future, understanding HRD theory and how to make a reasonable use of theoretical knowledge related to HRD in specific practice is very realistic. This essay first of all introduces the definition and significance of HRD, followed by a critical analysis on the definition, purpose and practice of HRD. Then, it takes Hillvale Council as the object of a case study to understand its current situation and problems in terms of HRD, combined with relevant literature to analyze these issues and propose solutions.
1.1 Definition of HRD 人力资源部的定义
Leonard Nadler（1970）在1969年美国培训与发展学会年会上首次提出了人力资源开发的概念。麦克拉根（1989）将人力资源开发定义为在特定时间改变员工行为的有组织的活动行为。美国培训与发展协会（American Society for Training and Development）将人力资源开发定义为：人力资源开发是综合利用培训与发展、职业发展、组织发展等手段来提高个人、团体和组织的效率。这个定义将职业发展和组织发展介绍给了人力资源部。Torraco和Swanson（1995）认为，人力资源部正在组织和开展学习活动，以提高绩效或促进个人成长。戴维斯、诺顿和罗斯韦尔（2004）认为，人力资源开发是组织进行的任何有计划的培训、教育和发展活动，它们将组织战略目标的实现与满足个人需求和职业愿望相结合，不仅提高了劳动生产率，而且提高了个人满意度。工作要求。
Leonard Nadler (1970) first proposed the concept of human resource development (HRD) at the annual meeting of the American Society of Training and Development in 1969. McLagan (1989) defined HRD as an organized activity conduct to change employee behavior at a particular time. American Society for Training and Development defines HRD as that HRD is the comprehensive utilization of training and development, career development, organizational development, and other means to improve the efficiency of individuals, groups and organizations. This definition introduces career development and organizational development to HRD. Torraco and Swanson (1995) believe that HRD are learning activities organized and carried out to improve performance or to promote personal growth. Davis, Naughton and Rothwell (2004) believe that HRD are any planned training and education and development activities undertaken by organizations, they combine achievement of organizations’ strategic goals with meeting the needs of individuals and career aspirations, which not only improves labor productivity, but also improves personal satisfaction for work.
1.2 Effects of HRD 人力资源开发的影响
HRD is an effective means to improve economic efficiency and management performance of an enterprise, which is achieved through the following aspects.
1.2.1 Greater productivity and good quality products and services
To survive and develop requires enterprises to pay attention to HRD. Without HRD, the knowledge structure of enterprises is very easy to aging, thus companies need to constantly update knowledge, organizations need to continue to learn. These are achieved through employee training and internal knowledge management. By using HRD to find the potential of employees, so that a company's HR can play their most roles. On the one hand, it can directly improve the quality of producers, thereby improving labor productivity; on the other hand, it can create more technological invention to provide consumers good quality products and services in order to achieve more economic efficiency and competitiveness improvement (Harrison, 2009).
1.2.2 Lower labor turnover and absenteeism
HRD emphasizes training and career design. Training is an effective means of staff growth, career design is an important way to improve cohesion of an enterprise, as well as accelerate the growth of workers. Through HRD to provide staff training will enable them to change from accepting training passively into an active seeking their own progress and organizational development, it will not only make workers and enterprises to grow together, but also enhance the cohesion of enterprises to culture staff’s sense of belonging for enterprises (Luoma, 2000; Foster and Akdere, 2007).
1.2.3 More motivated staff
Harrison and Kessels (2004), Garavan (1997) point out that implementation of HRD takes respect of people as the starting point to establish good communication ways, as well as mutual respect, cooperation and mutual assistance team atmosphere. HRD emphasizes formation of team atmosphere and team cooperation, in the current situation when market competition is increasingly intense, mutual cooperation and support among employees become an important weapon for survival and development of an enterprise. HRD is through making a comprehensive use of salary, work environment, corporate culture, staff training, performance appraisal and other means to more effectively improve employee satisfaction and to improve employees’ enthusiasm and engagement. HRD pays attention to employee career design and takes to achieve win-win situation of organizations and individuals as the goal to help to fundamentally improve the employees’, especially knowledge employees’ enthusiasm at work (Luoma, (2000).
1.2.4 More flexibility
Enterprises are through HRD to pass on corporate values to staff to culture code of conduct of common work, so that employees can consciously work in accordance with established practice to form a good, harmonious working environment, which enhances employees’ job satisfaction and sense of accomplishment to lay the foundation for building a learning organization and ensuring the effective implementation of business for enterprises (Foster and Akdere, 2007; Burack, 1991). On the basis of respect for staff’s independence and individuality to implement HRD, actively train and develop staff's potential will help enterprises to take the advantages of staff’s potential to the largest extent. Enterprises provide more training and study opportunities for staff, employees will have a good career moral and strong operational capacity to establish a strong sense of responsibility and professionalism, so that they can voluntarily make their own contribution to accomplish business goals (Bratton and Gold, 2003).
1.2.5 Greater ability to deal with change
Luoma (2000) analyze the strategic role of HRD. Firstly, as a means for an organization to remain competitive advantage, HRD enhance the expertise of members of the organization to increase the likelihood of realization of the organization’s objectives to meet the needs of the organization’s current strategic performance through playing a strategic role, which is similar to traditional training. Secondly, they believe that the strategy formation more relies on the expertise and learning capacity of senior management of an organization, and therefore the training of HRD for improving learning ability of senior staff also plays a key role in forming organizational strategy and take full advantage of new strategic opportunities emerging in the external environment.
1.3 Critical analysis
1.3.1 Critical analysis on HRD theory
Above definitions for HRD show three types of views, the first is the emphasis on the role of training in HRD, such as what Swanson and Toracco (1995) proposes, they point out the importance of HRD, realizing that it should first of all develop people’s ability, then they can effectively process and produce products. However, HRD under the guidance of this view is not systematic and planned, which lacks long-term goals. The second is to emphasize the importance of education in HRD, such as what Naughton and Rothwell (2004) analyzes. This view is valuable in recognizing that it is not enough to only conduct technical training for employees, training of ethical aspects is also needed, in order to form and consolidate an organization’s corporate culture. It also reflects the systematic and planned staff development, its shortcomings lie in that organizations’ condescendingly instilling employees, ignoring staff initiative. The third point emphasizes the importance of learning in HRD, such as what Leonard Nadler (1970) defines. Valuable point of this view is to emphasize the importance of giving full play to staff initiative, encourage mutual learning and self-development among employees in the learning process. However, the learning view of HRD puts forward higher requirements for technology hardware and cultural software of an organization. |
