• Demonstrate an understanding of the conceptual models of HRD, and explain the associations between HRD and various other aspects of HRM and how HRD strategies can potentially contribute to achieving overall organisational goals in different national and organisational contexts.
• Analyse and critically assess the role and influence of power and politics in HRD policy and practice in a range of contexts, and how to work effectively and collaboratively with key partners and stakeholders. Demonstrate an ethical and professional approach to HRD with a commitment to equality of opportunity and diversity and to continuous professional development.
Threshold standards In order to pass the assessment you will need to:
• Develop and apply strategies and behaviours to increase influence on decision-makers and decision-making processes.
• Apply principles of reflective learning to continuous professional development activities.
• Individually report all research undertaken and presented and show your own understanding of the assignment and individual participation.
Gibbs reflective cycle is the theoretical model which often is used as the experiential learning. Description, feelings, evaluation, analysis, conclusion and action plan are six different stages. In this regard, the current report would focus on challenging the assumptions, exploring different ideas by following the stages of Gibb’s cycle. The promotion of the self-improvement will also be there. In this regard, several conceptual models of HRD will be discussed. Using Gibb’s reflective cycle, I have been assisted to acquire learning experience regarding human resource development.
It has been learnt from different conceptual models of HRD that the HRD is the way to effectively influence the individual behavior in respect to all human resource practice. McLagan’s model of HRD has suggested the competency models which can be implemented for developing individual development plans. This is the basic administrative model which has helped me to understand the contingency approach to understanding the personnel management during my personal experience on the HRD. Considering the opinion of McLagan, the indicators of the HRD are career development, organization development and training and development (Arthur and Boyles, 2007). I have been able to gather knowledge through demonstration of various conceptual models of HRD like McLagan that the main focus of HRD is to achieve the competitive business advantage (Asthana, 2012). This is done by being flexible to adapt several change processes. I have acquired the significance of HRD for the development of the management and leadership to develop the competencies. I have been able to gather the skill for designing and organizing the work progression at different organizational level. The models of HRD are required to adopt the high-level organization and recognition for the contribution.
The human resource management (HRM) is the broadly discussed approaches for managing the people within the organisations. The HRM also involves the policy, processes and procedures regarding the human resource of the companies. I have recognized this approach as the personnel management being the functional dimension of the HRM. On the other hand, the strategic nature of HRM is involved with various decisions and actions for the management of people. Considering the opinion of Gilley et al. (2008), the HRM is totally linked with the company performance along with individual which is holistic and strategic by nature. I have gathered knowledge on how the HRM is helpful for creating and sustaining the competitive advantage. The crucial reason behind this is the people management is directly related to the corporate strategy. To me, the functional integration of the HRM is evident with personnel function as the maximum organizations are decentralising the roles of the line managers. Considering the opinion of Holton and Yamkovenko (2008), like HRD, the HRM has also the wide agenda, including the strategy, vision, quality, integration, attitudes, values and flexibility. On the other hand, the HRD is associated with the organizational development. Thus, HRD is functional, strategic, process and practical oriented like the HRM. I have acquired that HRD also implies the major concerns with the culture, commitment and leadership. Hence, the HRD is directly associated through the strategic implications of HRM for the long-term survival of the organisations.
Effective organisations have the employees who are highly committed to make contribution for the organizational success. In this regard, there is the relationship between various strategic HRD practices and the organizational learning. By following Gibb’s model, I have found out the HRD is the process or activity to potentially develop the work-based knowledge, productivity, expertise and satisfaction. This ability helps the HR professionals for the continuous professional development activities. In different national and organizational context, the HRD is effective to develop and unleash the human expertise through the organization development, individual training and the purpose of improving the employee performance. On the other hand, Jacobs (2011) addressed that the HRD has the specific focus on the proactive change management approach. This helps the organisations to survive in the increasingly unstable, competition and the global environment (Kramar, 2013). Thus, the possibility of the general growth of individual and performance change can lead to the organization to achieve the overall organizational goal.
In the modern business organization, the power and politics play the vital role in the growth of the organizations in influencing the HRD practices. I have obtained the fact from the practical experience that the power and the politics are two major elements which can cause the success or downfall of any company. Considering the opinion of Kramar et al. (2012) the organisational power and politics involve the money, people, human resources, authority and time. The organisational management and the leadership practices are the vital part of the HRD policy. The power is usually established by the organisational culture, behaviour, social responsibilities and the management of teams. On the other hand, Lombardozzi (2007) argued that the politics are highly associated with the culture, personal values and managerial positions. The role of the power and politics is visible in developing the human resources for any organisation. I have realised from the practical learning that the positive power in any organisation encourages the productivity. This provides the employees the power for framing own decisions. On the other hand, the negative type of power hampers the quality of the work of the employees leading to higher turnover rates in any organisation.
Conclusion:
From this experience, my personal feelings are that the HRD policy are really vital for the organisational development by utilising the human resources. The impact of the power and politics in the negative way was really bad for the development of the organisation. Moreover, I can make sense of this experience that the ethical approach for HRD is highly essential to maintain equality and diversity in the organisational context. The professional and ethical approach of HRD has the importance of the commitment and motivation for the employees The professional approach of HRD also creates the strong public image in the market. The organisation’s culture is also shaped by the ethical approach of HRD policy with the commitment of equality and diversity (Kramar et al. 2012). When the ethical philosophy is there in the organisation, all the employees are treated with equal importance regardless of race, gender, ethnicity age and other factors.
The action-plan is vital for improving the performance in the specific situation.The current action plan includes the coaching on teh effective employee communication, regular meetings with the top management. For every plan of this action there would be the performance indicators nd specific deadlines. The continuous monitoring by the respective managers can give the employees a huge sense of collaboration for reaching the overall organisational goal.
References:
Arthur, J.B. and Boyles, T. (2007) ‘Validating the human resource system structure: A levels-based strategic HRM approach’, Human Resource Management Review, 17(1), pp. 77–92
Asthana, A.N. (2012) ‘Decentralisation, HRD and production efficiency of water utilities: Evidence from India’, Water Policy, 14(1), pp. 112-115
Gilley, J.W., Maycunich, A. and Quatro, S.A. (2008) ‘Comparing the roles, responsibilities, and activities of Transactional and Transformational HRD professionals’, Performance Improvement Quarterly, 15(4), pp. 23–44.
Holton, E.F. and Yamkovenko, B. (2008) ‘Strategic intellectual capital development: A defining paradigm for HRD?’, Human Resource Development Review, 7(3), pp. 270–291.
Jacobs, R.L. (2011) ‘HRD and management’, Human Resource Development Quarterly, 22(2), pp. 123–125.
Kramar, R. (2013) ‘Beyond strategic human resource management: Is sustainable human resource management the next approach?’, The International Journal of Human Resource Management, 25(8), pp. 1069–1089.
Kramar, R., Catholic, A., and Syed, J. (2012) Human resource management in a global context: A critical approach. New York, NY: Palgrave Macmillan.
Lombardozzi, C. (2007) ‘Avoiding malpractice in HRD . . .Five imperatives for HRD professionals in organizations’, Human Resource Development Review, 6(2), pp. 208–216.
Lorange, P. (2006) ‘A performance-based, minimalist human resource management approach in business schools’, Human Resource Management, 45(4), pp. 649–658.
Muller-Camen, M., Croucher, R. and Leigh, S.K. (2006) Human resource management: A case study approach. London: Chartered Institute of Personnel and Development.
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