Theories and Practices of Human
Resource Development
3 CREDIT hours
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to evaluate the basic concepts and
theories of human resource development
for career and organizations
development (C6)
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to analyze the process of training and
development, career development and
organization development (C4)
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to display professional commitment to
the practice of human resource
development (A5, EM)
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to analyze the practices of human
resource development in the workplace
rather than theory learned (CTPS)
Pengenalan kepada Pembangunan
Sumber Manusia
 Pengaruh terhadap tingkah laku
pekerja
 Teori pembelajaran dan
Pembangunan Sumber Manusia
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Latihan dan Pembangunan
 Bimbingan kaunseling dan pemajuan
kerjaya
 Kepimpinan
 Pembangunan dan Perubahan
Organisasi
 Penilaian program Pembangunan
Sumber Manusia
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Definisi
Evolusi
Manfaat
Objektif
Fungsi
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A set of systematic and planned
activities designed by an organization
to provide its members with the
necessary skills to meet current and
future job demands.
Early apprenticeship programs
 Early vocational education programs
 Early factory schools
 Early training for unskilled/semiskilled
 Human relations movement
 Establishment of training profession
 Emergence of HRD
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Artisans in 1700s
 Artisans had to train their own
workers
 Guild schools
 Yeomanries (early worker unions)
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Werner & DeSimone (2006)
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1809 – DeWitt Clinton’s manual school
1863 – President Lincoln signs the Land-Grant
Act promoting A&M colleges
1917 – Smith-Hughes Act provides funding for
vocational education at the state level
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Mass production
◦ Semiskilled and unskilled workers
◦ Production line – one task = one
worker
 World War I
◦ Retool & retrain
◦ “Show, Tell, Do, Check”
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 Productivity
 Internal
Mobility
 Job satisfaction
 Organization goal
 Employee – welfare
Skill
 Performance
 Motivation
 Guided & counseling
 Affectiveness
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Malaysia is at the transition stage of moving from
the P-economy to the K-economy.
To ensure that Malaysia retains its
competitiveness in the new global economy
government has initiated and implemented various
policy measures and projects
promoting the use of knowledge and technology to
spur further economic growth of the nation
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scope of discussions
system of remuneration,
training and development activities, and
the use of information and communication
technology (ICT) in the public service.
Dr. Malek Shah Bin Mohd. Yusoff (Director -- Research
and Planning Divison, Public Service Department,
Malaysia
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To be the leading agency in the development and
management of a world class workforce
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To grow and increase a workforce that is productive,
informative, discipline, caring and responsive to the
changing labor environment towards increasing the
economic growth and hence create more job
opportunities.
To encourage and maintain conducive and
harmonised industrial relationships between
employers, employees and trade unions for the
nation's economic development and wellness of
people.
To uphold social justice and ensure harmonious
industrial relations through solving industrial dispute
between employer and employee and awarding
collective agreement.
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To ensure trade unions practice democracy in an
orderly manner and is responsible to assist
achieving the objective of industrial harmony.
To be the leader in development of nation's human
resources.
To ensure safety and health of workforce is
assured.
To develop skilled, knowledgeable and competitive
workforce in a harmonious industrial relations with
social justice.
Factory system often abused workers
 “Human relations” movement promoted
better working conditions
 Start of business & management
education
 Tied to Maslow’s hierarchy of needs
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Employee needs extend beyond the
training classroom
 Includes coaching, group work, and
problem solving
 Need for basic employee development
 Need for structured career development
 ASTD changes its name to the
American Society for Training and
Development
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Human resource management (HRM)
encompasses many functions
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Human resource development (HRD) is
just one of the functions within HRM
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Human resource planning
 Equal employment opportunity
 Staffing (recruitment and selection)
 Compensation and benefits
 Employee and labor relations
 Health, safety, and security
 Human resource development
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Organization and job design
 Performance management/
performance appraisal systems
 Research and information systems
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Training and development
 Organization development
 Career development
 Humanware development
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Changing/ improving the knowledge, skills &
attitudes of individuals
Providing employees K & S
Increasing the capacities
Induction
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The process of enhancing the effectiveness of
an organization
Macro – improve the organization as a whole
Micro – focus on changes at individuals, small
group or teams.
Ongoing process by which individuals
progress through a series of stages –
set of issues – themes – tasks
 Career planning – activities performed
by the individuals
 Career management – takings the
necessary steps to achieve that plan
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approach, such as reinforcing -- the role of
knowledge creator and human relationship
creator to improve overall productivity, as
opposed -to the ‘software/hardware’, which would rather
focus on downsizing, restructuring, and
knowledge taker.
Motivation
 Internal factor
 Environment
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INFLUENCE OF EMPLOYEE BEHAVIOR
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Employee behavior Model
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Motivation and influence of the
environment on the behavior of employee
Influence of the employee behaviour
of other internal factors
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Forces that influence behavior:
◦ External to the employee:
 External environment
(economic conditions/ laws and regulations, etc.)
Work environment (supervision,
organization, coworkers,
outcomes of performance)
◦ Within the employee:
 Motivation, attitudes, knowledge/skills/abilities (KSAs)
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Economic conditions
Technological changes
Labor market conditions
Laws and regulations
Labor unions
Source: Heneman, Schwab, Fossum & Dyer (1989)
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Outcomes
Supervision and leadership
Organization
Coworkers
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Personal outcomes
Organizational outcomes
◦ Both expectancy theory and equity theory predict
that employee perceptions of the outcomes they
receive (or hope to receive) influences their
performance of that behavior.
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Leadership
Performance expectations
Evaluation of efforts
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Reward structure
Organizational culture
Job design
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Norms
Group dynamics
Teamwork
Control over outcomes
Theory of Human Resource Development
• Assumptions, Context, Definition, and Model of HRD
• Theoretical and Disciplinary Foundations of HRD
• Economic Theory Component of HRD
• Psychological Theory Component of HRD
• Systems Theory Foundation
• Ethics in HRD
 Psychological
theory
 Economic theory
 Systems theory
 captures
the core human aspects
of developing human resources as
well as the socio-technical
interplay of humans and systems.
captures the core issues of the
efficient and effective utilization of
resources to meet productive goals
in a competitive environment.
captures the complex and dynamic
interactions of environments,
organizations, work process, and
group/individual variables
operating at any point in time and
over time.
 Expectancy
theory
 Goal-setting theory
 Social learning theory
 Equity theory
Werner & DeSimone
(2006)
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2
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MacGregor’s Theory X and Theory Y
Herzberg’s Motivation–Hygiene Theory
Maslow’s Heirarchy of Needs
The Goal Setting Theory
Reinforcement Theory
Equity Theory
Expectancy Theory
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Classifies human nature into two categories
Motivational strategy is contingent upon
which category the person is classified in
Theory is flawed because most people fall
somewhere in between
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Negative view
Pessimist
Little ambition
Generally dislikes work
Avoids responsibility
Needs constant supervision
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Positive
Primarily optimistic
Enjoys working
Seeks out responsibility
Needs little supervision
High level of ambition
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2 factors influence individual motivation:
◦ Motivators:
 Increase job satisfaction
 Increase motivation
◦ Hygiene:
 Eliminate job dissatisfaction
 Fail to motivate
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Work itself
Recognitions
Responsibility
Achievement
Growth
Advancement
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Company policies and administration
Salary
Working conditions
Relationship with supervisors
Relationships with peers
Relationships with subordinates
Security
Status
People are motivated by need
 There are levels of needs that
motivate
 Once a level is satisfied, the level is
no longer a motivator
 Theory is flawed because once you
reach the top, there is nothing left
to act as a motivator
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The theory integration
proposition:
HRD must integrate its core
psychological,
economic, and systems
theories into a holistic HRD
theory and
model for practice.
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Increasing globalization
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Technological revolution -- internet
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Challenges ---
Responding to Multiple Stakeholders
 Measuring HRD’s Impact and Utility
 Orienting Toward the Future
 Focusing on Problems and Outcomes
 Achieving Status as a Profession
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(Bing, Kehrhahn & Short, 2003)
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Developing employee skills
Effectively using new technology
Developing new organizational structures
Building cultures – to force learning &
innovations
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HRD members?
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If the organization are going to make the
fundamental changes – they must be able
to learn, adapt, and CHANGE.
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increasing workforce diversity
competing in a global economy
eliminating the skills gap
meeting the need for lifelong individual
learning
facilitating organizational learning
addressing ethical issues and dilemmas in a
proactive and effective manner
 Ethnic
 Gender
 Racial
 Age
educating
 training
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-- to develop competent managers
in different cultures & in other
countries
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Educated workers
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Exposing in many skills – technical &
vocational
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Continue the learning process
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Ongoing investment in HRD
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Transition from traditional training programs –
to emphasizing three things:
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Learning principles and tactics
How learning relates to performance
Relationship between learning and
fundamental change
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Example
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Code and ethics – provides guidance to
individuals to be self-managed & work
place-learning and performance
professionals
By Permission: Naughton & Rothwell (2004)
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Strategic management and HRD
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The supervisor’s role in HRD
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Organizational structure of HRD
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Strategic management aims to ensure
organizational effectiveness for the foreseeable
future – e.g., maximizing profits in the next 3 to 5
years
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HRD aims to get managers and workers ready for
new products, procedures, and materials
Werner & DeSimone (2006)
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Implements HRD programs and procedures
On-the-job training (OJT)
Coaching/mentoring/counseling
Career and employee development
A “front-line participant” in HRD
Werner & DeSimone (2006)
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Depends on company size, industry and
maturity
No single structure used
Depends in large part on how well the HRD
manager becomes an institutional part of the
company – i.e., a revenue contributor, not just a
revenue user
Werner & DeSimone (2006)
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Werner & DeSimone (2006)
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Executive/Manager
HR Strategic Advisor
HR Systems Designer/Developer
Organization Change Agent
Organization Design Consultant
Learning Program Specialist
Werner & DeSimone (2006)
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Instructor/Facilitator
Individual Development and Career
Counselor
Performance Consultant (Coach)
Researcher
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Integrates HRD with organizational goals and
strategies
Promotes HRD as a profit enhancer
Tailors HRD to corporate needs and budget
Institutionalizes performance enhancement
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Consults with corporate strategic
thinkers
 Helps to articulate goals and strategies
 Develops HR plans
 Develops strategic planning education
and training programs
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Assists HR manager in the design
and development of HR systems
 Designs HR programs
 Develops intervention strategies
 Plans HR implementation actions
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Develops more efficient work
teams
 Improves quality management
 Implements intervention
strategies
 Develops change reports
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Designs work systems
 Develops effective alternative work
designs
 Implements changed systems
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Identifies needs of learners
 Develops and designs learning programs
 Prepares learning materials and learning
aids
 Develops program objectives, lesson
plans, and strategies
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Presents learning materials
 Leads and facilitates structured
learning experiences
 Selects appropriate instructional
methods and techniques
 Delivers instruction
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Assists individuals in career planning
 Develops individual assessments
 Facilitates career workshops
 Provides career guidance
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Advises line management on appropriate
interventions to improve individual and
group performance
 Provides intervention strategies
 Develops and provides coaching designs
 Implements coaching activities
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Assesses HRD practices and
programs
 Determines HRD program
effectiveness
 Develops requirements for changing
HRD programs to address current
and future problems
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 Question?
 Comments
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 Recommendations
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http://www.eadulteducation.org/adultlearning/what-is-human-resourcedevelopment/
Shirley Caruso