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Journal articles on the topic 'Human resource development (HRD)'

Author: Grafiati

Published: 4 June 2021

Last updated: 26 July 2025

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1

Ensour, Waed. "Human resource development in Arab writing." Problems and Perspectives in Management 16, no. 4 (2018): 408–16. http://dx.doi.org/10.21511/ppm.16(4).2018.34.

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This study is a systematic review of the existing Arab literature on human resource development (HRD). A review of Arab HRD’s theoretical and empirical articles during the period 1964–2016 in peer-reviewed journals was conducted. Content analysis was utilized to examine how HRD is conceptualized, what purposes are attached to HRD and what activities HRD encompasses in Arab literature.It was found that the basic construct of HRD is employee development, targeted toward “individuals” and encompassing training, education and learning. Arab HRD has a strong performance orientation, and tends to em

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N., Shobha. "HUMAN RESOURCES DEVELOPMENT (HRD)." Shanlax International Journal of Arts, Science and Humanities 6, S2 (2019): 51–58. https://doi.org/10.5281/zenodo.2566314.

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<em>Understanding and improvement of organizational development is very much essential in achieving strategic human resourcing outcome. From attraction and retention, to development and utilisation of human capital, Human Resource Development (HRD) is the centre of strategic focus in HRM. </em> <strong><em>Objectives:</em></strong><em> Motivation of an organisation focuses on individual learning needs and aligns them with the learning of organisations consistently. Learning and development is specified according to individual need, for instance, Total Quality Management (TQM) schemes is way of

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Sheehan, Maura, Thomas N. Garavan, and Ronan Carbery. "Innovation and human resource development (HRD)." European Journal of Training and Development 38, no. 1/2 (2014): 2–14. http://dx.doi.org/10.1108/ejtd-11-2013-0128.

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Richman, Nicole. "Human Resource Management and Human Resource Development: Evolution and Contributions." Creighton Journal of Interdisciplinary Leadership 1, no. 2 (2015): 120. http://dx.doi.org/10.17062/cjil.v1i2.19.

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<p>Research agrees that a high performance organization (HPO) cannot exist without an elevated value placed on human resource management (HRM) and human resource development (HRD). However, a complementary pairing of HRM and HRD has not always existed. The evolution of HRD from its roots in human knowledge transference to HRM and present day HRD activities reveals that environmental, social, and political influences have escalated the need for organizations to focus employee development in the areas of flexibility, innovation, and capability. The following review illustrates the importan

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Tirumala, Rao Guruvu. "Human Resource Development A Conceptual Exposition." International Journal of Trend in Scientific Research and Development 1, no. 6 (2017): 589–90. https://doi.org/10.31142/ijtsrd4614.

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Development of persons to their maximum potential and the conservation of talent is the Human Resource Development HRD concept. HRD has been defined as "the process of increasing the knowledge, skills and the people in society". But today, there is a little awareness of the fact that HRD is a contributing factor for the economic growth of the country. Without qualitative improvement of human resource the possibilities of an improvement in the standard of living of the masses are remote. An organization is known not by concrete and bricks but by the type of its human resource. It is c

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Mujtaba, Muhammad, Sadaf Jamal, and Yaseen Shaikh. "Development without Human Resource Development (HRD): Analysis of HRD Policy of Pakistan." Asian Themes in Social Sciences Research 2, no. 1 (2018): 9–15. http://dx.doi.org/10.33094/journal.139.2018.21.9.15.

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Raj Adhikari, Dev. "Human resource development (HRD) for performance management." International Journal of Productivity and Performance Management 59, no. 4 (2010): 306–24. http://dx.doi.org/10.1108/17410401011038883.

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Otoo, Frank Nana Kweku. "Human resource development and employee turnover intentions." International Journal of Business Ecosystem & Strategy (2687-2293) 4, no. 4 (2022): 01–12. http://dx.doi.org/10.36096/ijbes.v4i4.360.

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Highly engaged employees ensure organizational competitiveness and success. The study examined whether employee engagement mediates the relationship between human resource development and employee turnover intentions. A field study was conducted among six indigenously owned healthcare institutions and 14 internationally owned healthcare institutions. The data supported the hypothesized relationships. The results indicate a significant association between HRD and the levels of behavioral engagement. HRD and the levels of emotional engagement had an insignificant relationship. HRD and the levels

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Dr., Qurrat A. Hamdani. "Human Resource Development Climate in Health Care sector in Jammu & Kashmir." RESEARCH REVIEW International Journal of Multidisciplinary 03, no. 08 (2018): 64–71. https://doi.org/10.5281/zenodo.1341298.

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We are living in a world of dynamic competition. Organizations ever from their inception have been faced by changing external and internal environment. In such situations they continuously need to keep themselves updated. The analysis under the light of literature reveals that HRD is considered as an important component in every organization whether large or small. The organizations lagging or lacking HRD realize the importance of imbibing HRD in their organizations. Most of the organizations irrespective of their size, nature or business they deal in, practice HRD climate. Two hospitals SMHS

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Otoo, Frank Nana Kweku. "Human resource development (HRD) practices and banking industry effectiveness." European Journal of Training and Development 43, no. 3/4 (2019): 250–71. http://dx.doi.org/10.1108/ejtd-07-2018-0068.

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Purpose The purpose of this paper is to examine the mediating role of employee competencies in the relationship between human resource development (HRD) practices and organizational effectiveness. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 550 employees of the selected banks. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Fi

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Yoshimura, Masahito. "The issue of nuclear human resource development (HRD)." Journal of the Atomic Energy Society of Japan 66, no. 12 (2024): 623–26. https://doi.org/10.3327/jaesjb.66.12_623.

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van der Sluis, Lidewey E. C. "Umbrella for research into Human Resource Development (HRD)." Human Resource Development International 10, no. 1 (2007): 99–106. http://dx.doi.org/10.1080/13678860601170450.

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Kahfi, Fahrul. "The existence of Human resource development (HRD) on the development of employee creativity." Journal of Management and Administration Provision 2, no. 2 (2022): 51–57. http://dx.doi.org/10.55885/jmap.v2i2.178.

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Human Resource Development (HRD) is essential in encouraging originality among workers. Human resource development (HRD) efforts can help businesses create a workplace that values and rewards employees' unique contributions by instituting procedures for skill development, encouraging teamwork, and providing appropriate recognition and compensation. In addition, HRD can equip workers with the means they need to develop and implement their own innovative ideas. However, there are difficulties that must be surmounted before HRD can be implemented successfully and its impact on employees' inventiv

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Danial, Danial, Nur Sari Dewi, and Kafrawi Kafrawi. "The Development Model of Human Resources at Islamic Universities in Aceh." Jurnal Ilmiah Peuradeun 9, no. 1 (2021): 103. http://dx.doi.org/10.26811/peuradeun.v9i1.450.

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This study aimed to explain the development of the Human Resources model at IAIN Lhokseumawe in particular and Islamic Universities in general. The results showed that Human Resource Development at IAIN Lhokseumawe had focused on factors of trust, emotional ties, power relations, and career cycles. However, it had no discipline, did not have a platform that was designed and integrated, did not utilize the spirit of religion and culture as strong energy for the development of human resources. Therefore, IAIN Lhokseumawe is in a need of a comprehensive and futuristic human resource development m

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Khan, Erum, Ajab Lashari, and Nawaz Iqbal. "Stakeholders’ Development: A Paradigm Shift of Human Resource Development (HRD)." GMJACS 12, no. 2 (2022): 102–16. http://dx.doi.org/10.59263/gmjacs.12.02.2022.259.

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Development of a nation is dependent over the development of children, which is further dependent overtheir parents and schools. However, in developing countries like Pakistan, the focus in schools is on thecurriculum taught. But the development of a mother is generally ignored. The dire need is to identify thedimensions of mothers' development and its institutionalization so that the development of children andnation can be done systematically in the long run. The purpose of the research is to explore the factorsthat influence mothers’ development for further nurture of child and generation d

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Poell, Rob F., and Ferd Van Der Krogt. "Why is organizing human resource development so problematic?" Learning Organization 24, no. 4 (2017): 215–25. http://dx.doi.org/10.1108/tlo-12-2016-0094.

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Purpose Human resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation and added value. This study, which consists of two parts, aims to investigate the question of why this is the case. In this second part, two specific aspects of the learning-network theory are elaborated: multiple experiences in organizations forming the b

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Nguyen, Hong Thi Thuy. "Towards human resource development at Hanoi Open University." Asian Association of Open Universities Journal 13, no. 2 (2018): 223–35. http://dx.doi.org/10.1108/aaouj-12-2018-0031.

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Purpose The purpose of this paper is to investigate the roles of human resource development (HRD) in open universities. The study also intends to assess the current situation of HRD at Hanoi Open University (HOU) with an end view of proposing some suggested recommendations to enhance HRD to improve the training quality and effectiveness at HOU. Design/methodology/approach The study’s first two parts refer to HRD’s role in open universities. The third one summarizes the existing research literature on HRD used as theoretical base for the author to evaluate the current HRD at HOU in the fourth p

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Poell, Rob F., and Ferd van der Krogt. "Why is organizing human resource development so problematic?" Learning Organization 24, no. 3 (2017): 180–93. http://dx.doi.org/10.1108/tlo-12-2016-0093.

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Purpose Human resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation and added value. This study, which consists of two parts, aims to investigate the question of why this is the case. In this first part, the problem is stated and the backgrounds and basic tenets of learning-network theory are addressed. Design/methodology/

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Wang, Greg G., D. Harold Doty, and Shengbin Yang. "Re-examining the History of Human Resource Development Policy in China: From Local Indigenous Phenomena to Global Human Resource Development Knowledge." Advances in Developing Human Resources 24, no. 1 (2021): 26–48. http://dx.doi.org/10.1177/15234223211054457.

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Problem The NHRD conception claimed to be based on multiple country-cases through a constructive/interpretive process. However, four of cases focusing on HRD policy in China presented incomplete history of China’s HRD policies, which may have misled the NHRD conception. Solution We re-examine China’s history of HRD policy as indigenous phenomena in comparison to the four China-cases. Adopting a similar historical method, we fail to identify the policy pattern reported by the previous cases, thus challenge the NHRD’s constructivist embeddedness. We question the credibility and trustworthiness o

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Wang, Greg G., Jon M. Werner, Judy Y. Sun, Ann Gilley, and Jerry W. Gilley. "Means vs ends: theorizing a definition of human resource development." Personnel Review 46, no. 6 (2017): 1165–81. http://dx.doi.org/10.1108/pr-11-2015-0306.

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Purpose The purpose of this paper is to analyze the extant human resource development (HRD) definition research literature and theorizes a new definition of HRD. Design/methodology/approach The authors adopted keyword and content analyses to examine selected 32 HRD definitions in relation to different organizational and sociopolitical contexts base on theory development criteria and methodology for definition research. Findings From a theoretical perspective, the extant definitions were mostly empirical descriptions of HRD practice with conceptualization being absent. From a context perspectiv

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Sthapit, Arhan. "Organisational Manoeuvres to Manage Human Resource Development Strategically: A Review of Strategic HRD Factors." PYC Nepal Journal of Management 14, no. 1 (2021): 1–15. http://dx.doi.org/10.3126/pycnjm.v14i1.41023.

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In managing the rapidly changing environment context, human resources and talents are probably the only organisational resource that managers can resort to, in their pursuit of sustainably steering the organisation through the turbulent course, including the one of the COVID-19 pandemic now. Managers should push forward organisational manoeuvres to manage their human resource development (HRD) function by embodying strategic factors in a commensurate manner. It requires them to strategize the way they train and develop their human resources and talents; that is, the process of strategic HRD. T

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Obazuaye, Cyril O. "Defining human resource development: an integrative literature review." European Journal of Training and Development 48, no. 10 (2024): 102–18. http://dx.doi.org/10.1108/ejtd-07-2024-0088.

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Purpose Human resource development (HRD) poses complex challenges for scholars and practitioners due to its elusive nature in definition, scope, and boundaries. Driven by lived experiences, this integrative literature review aims to explore the complexities of HRD, focusing on its conceptualizations, boundaries, and trajectories from 1990 to 2023. Design/methodology/approach Using Callahan’s (2014) Six Ws, Page et al. (2020) Preferred Reporting Items for Systematic Reviews and Meta-Analyses search process, and Lester et al. (2020) thematic analysis, 26 peer-reviewed articles from leading HRD j

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Darman, Loso Judijanto, Iwan Harsono, and Alfa Santoso Budiwidjojo Putra. "Bibliometric Analysis of Human Resource Development: Trends, Research Focuses, and Recent Developments." West Science Journal Economic and Entrepreneurship 1, no. 11 (2023): 329–38. http://dx.doi.org/10.58812/wsjee.v1i11.373.

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This bibliometric analysis delves into the dynamic landscape of Human Resource Development (HRD) research, exploring trends, collaborative networks, and influential works. Utilizing VOSviewer, we conducted a temporal analysis, co-authorship network analysis, keyword co-occurrence analysis, and citation analysis on a comprehensive dataset from leading databases. Temporal trends reveal an increasing scholarly interest in HRD since the early 2000s. Co-authorship networks unveil collaborative clusters, showcasing influential authors and fostering a collective research agenda. Keyword co-occurrence

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Dr., Sangeetha .P. "An Analysis of the HRD Mechanisms Employed by the Submersible Pump Manufactures in Coimbatore City." International Journal of Engineering and Management Research 9, no. 2 (2019): 65–81. https://doi.org/10.31033/ijemr.9.2.9.

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Human Resource Development (HRD) is a continuous process of enabling and ensuring the development of employees in a systematic and planned way. No organization can grow and survive in the present day environment without growth and development of its people. Developing the human resource by upgrading their skills, extending their knowledge and competencies would lead to organizational development. Human Resource is the most important and valuable resource of every organization. Dynamic people can build dynamic organizations. Efficient employees can contribute to the effectiveness of an organiza

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Kim, Sehoon. "Working With Robots: Human Resource Development Considerations in Human–Robot Interaction." Human Resource Development Review 21, no. 1 (2022): 48–74. http://dx.doi.org/10.1177/15344843211068810.

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Advancements in robotic technology have accelerated the adoption of collaborative robots in the workplace. The role of humans is not reduced, but robotic technology requires different high-level responsibilities in human–robot interaction (HRI). Based on a human-centered perspective, this literature review is to explore current knowledge on HRI through the lens of HRD and propose the roles of HRD in this realm. The review identifies HRD considerations that help implement effective HRI in three human-centered domains: human capabilities, collaboration configuration, and attributes related to co

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Burke, Kenneth M. "Human Capital, Human Resource Development (HRD), and the Economics of Education." International Journal of Knowledge, Culture, and Change Management: Annual Review 8, no. 1 (2008): 87–96. http://dx.doi.org/10.18848/1447-9524/cgp/v08i01/50470.

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Garavan, Thomas N., Harris Neeliah, Raj Auckloo, and Raj Ragaven. "Human resource development in Mauritius: context, challenges and opportunities." European Journal of Training and Development 40, no. 4 (2016): 210–14. http://dx.doi.org/10.1108/ejtd-04-2016-0018.

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Purpose The purpose of this paper is to explore human resource development (HRD) in Mauritius and the challenges and opportunities faced by organisations in different sectors in adopting HRD practices. Findings This special issue presents four papers that explore dimensions of HRD in public sector, small- and medium-sized enterprises (SMEs) and tourism organisations. It also reports on human capital development in the Mauritian economy generally. Research limitations/implications There is a paucity of knowledge and understanding on HRD in Mauritian organisations. There is significant scope to

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Otoo, Frank Nana Kweku, Evelyn Akosua Otoo, Godfred Kwame Abledu, and Akash Bhardwaj. "Impact of human resource development (HRD) practices on pharmaceutical industry’s performance." European Journal of Training and Development 43, no. 1/2 (2019): 188–210. http://dx.doi.org/10.1108/ejtd-09-2018-0096.

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Purpose The purpose of this paper is to examine the mediating role of employee performance in the association between human resource development (HRD) practices and organizational performance. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 700 employees of the selected pharmaceutical industries. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory fac

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Otoo, Frank Nana Kweku, and Mridula Mishra. "Influence of human resource development (HRD) practices on hotel industry’s performance." European Journal of Training and Development 42, no. 7/8 (2018): 435–54. http://dx.doi.org/10.1108/ejtd-12-2017-0113.

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Purpose The purpose of this paper is to examine the mediating role of employee competencies in the association between human resource development (HRD) practices and organizational performance. Design/methodology/approach An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 600 employees of the selected hotels. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis. Find

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Farnia, Forouzan, and Fredrick Muyia Nafukho. "Emotional intelligence research within human resource development scholarship." European Journal of Training and Development 40, no. 2 (2016): 90–110. http://dx.doi.org/10.1108/ejtd-11-2014-0073.

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Purpose – The purpose of this study is to review and synthesize pertinent emotional intelligence (EI) research within the human resource development (HRD) scholarship. Design/methodology/approach – An integrative review of literature was conducted and multiple electronic databases were searched to find the relevant resources. Using the content analysis technique, the literature was reviewed and thematically organized. Findings – Seven major themes emerged through the process of content analysis on the body of the reviewed literature. The themes which described the presence of EI-related resear

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Smith, Ian. "Benchmarking human resource development: an emerging area of practice." Library Management 27, no. 6/7 (2006): 401–10. http://dx.doi.org/10.1108/01435120610702396.

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PurposeThe purpose of this paper is to examine the potential for the application of benchmarking to human resource development (HRD) practice in the LIS sector.Design/methodology/approachThis paper outlines the principles of benchmarking, examines dimensions which may be useful in benchmarking HRD and focuses in particular on the potential for the application of benchmarking principles to HRD activity in the library and information services (LIS) sector. Several examples of emergent HRD benchmarking practice in the LIS sector are used to illustrate the application of benchmarking principles an

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London, Manuel. "Team Learning and the Human Resource Development/Human Resource Management Interface." Human Resource Development Review 21, no. 1 (2021): 15–23. http://dx.doi.org/10.1177/15344843211062677.

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This editorial reviews my work on team learning published in HRDR, celebrating the 20th anniversary of the journal. The articles conceptualized the value and need for member expansiveness; team’s and individual members’ readiness to change; and the effects of environmental pressures for adaptive, generative, and transformative team learning. I conclude this review with directions for future research and practice in HRD and HRM to support changing conditions, collective self-awareness, and variations in team interactions using advancing technologies.

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Kapoor, Gitika. "Collaborative Advantage Framework for HRD: Need, Issues and Interventions." Vision: The Journal of Business Perspective 2, no. 2 (1998): 23–28. http://dx.doi.org/10.1177/09722629x98002002005.

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Human Resource Development (HRD) is critical for a state’s development. The level of prosperity and economic development of state is contingent upon the status of development of its human resources. However, developing human resources is a daunting task for which active collaboration beween State and organisations is needed. The states foster HRD through collaborative networking with organisations. The role of state is outlined through three factors - Harbinger, Booster and Extension. These factors create the infrastructure necessary for HRD - ranging from basic need fulfilment to competitive

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Mahapatra, Jyotirmaya, and Dinesh Kumar. "OCTAPACE Human Resource Development Culture Impact on Bank Performance." International Journal of Risk and Contingency Management 3, no. 3 (2014): 42–54. http://dx.doi.org/10.4018/ijrcm.2014070103.

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Initiation of economic reforms in India overwhelmed the large banks starting in 1991. Liberlaisation, privatisation, and globalisation, along with foreign direct investment exposed Indian banks to operational and credit risks. To overcome these risks, the banks have upgraded their financial, technological, and Human Resource Development (HRD) processes. The case study organization was one of the nationalized banks in India that lost its supremacy, slipping in rank from first to eighth. During the last decade, this bank adopted several HRD practices to create a strong OCTAPACE culture. As a res

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Siti Dena Zahar, Filika Millenia, Fitri Amanda Syahria, Muhammad Rizki Maulana, Siti Aisyah Binti Panatik, and Irmawati Binti Norazman. "The Role Of Human Resource Development (HRD) In The 5.0 Era." International Journal of Management Research and Economics 2, no. 1 (2023): 58–66. http://dx.doi.org/10.54066/ijmre-itb.v2i1.1221.

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Human resources can also be referred to as personnel, labor, workers, employees, human potential as the driving force of the organization in realizing its existence. Society 5.0 is considered a concept built on the basis of humans and technology. In this era, people will be faced with a life accompanied by technological sophistication. This study aims to analyze the role of human resource development in the 5.0 era. The role of human resources as one of the elements in the organization can be interpreted as humans who work in an organization. This research uses a qualitative descriptive method

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Yoo, Sangok, Kim Nimon, and Sanket Ramchandra Patole. "Artificial intelligence in human resource development: An umbrella review protocol." PLOS ONE 19, no. 9 (2024): e0310125. http://dx.doi.org/10.1371/journal.pone.0310125.

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The recent surge in artificial intelligence (AI) has significantly transformed work dynamics, particularly in human resource development (HRD) and related domains. Scholars, recognizing the significant potential of AI in HRD functions and processes, have contributed to the growing body of literature reviews on AI in HRD and related domains. Despite the valuable insights provided by these individual reviews, the challenge of collectively interpreting them within the HRD domain remains unresolved. This protocol outlines the methodology for an umbrella review aiming to systematically synthesize e

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Siddiqui, Dilnawaz A. "Human Resources Development." American Journal of Islam and Society 4, no. 2 (1987): 277–94. http://dx.doi.org/10.35632/ajis.v4i2.2863.

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IntroductionThis paper seeks to define human resources development (HRD) as anecessary, if not a sufficient, tool for bringing about societal change in lessdeveloped countries (LDC‘s), and reflects upon different concepts of ”development,” including the Islamic view of it. Then, it reviews the status of educationin the Muslim World and moves on to describe the TALIM model ofHRD. In the end, a few salient features of the mechanism of this model aresuggested. Also, an HRD policy plan that needs to be implemented by theMuslim Ummah is included as an appendix.Human Resources Development (HRD)It ca

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Saima, Manzoor, Parvez Ahmad Shah Dr., and MANZOOR RAIYEES. "A KEY FOUCUS ON HRD CLIMATE AND ITS IMPACT ON JOB SATISFACTION: A STUDY IN CEMENT INDUSTRY." International Journal of Human Resource & Industrial Research (IJHRIR) 1, no. 3 (2014): 05–15. https://doi.org/10.5281/zenodo.10686174.

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<em>The human factor is considered as one of the most crucial and critical factor in the development of any country. Development does not occur spontaneously as a natural consequence, it is the human resource which acts as an agent or catalyst in bringing the required pace of development in any country. Therefore, human resources are required to be well developed, nurtured and properly organised in order to bring about prosperity in any country. The utmost care is to be given to the human resource as they are the index of development. Similarly, it has been said and simultaneously proved that

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Hakiki, Ridwan, Adi Robith Setiana, and Asep Saeful Falah. "INNOVATION IN HUMAN RESOURCE DEVELOPMENT: CHALLENGES AND DETERMINING FACTORS." Multidisciplinary Indonesian Center Journal (MICJO) 2, no. 2 (2025): 1375–81. https://doi.org/10.62567/micjo.v2i2.638.

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Innovation in human resource development (HRD) is a key factor in enhancing organizational competitiveness in the digital era. This study discusses various trends in HRD innovation, key success factors, implementation challenges, and recommendations to improve the effectiveness of these innovations. The findings indicate that the utilization of digital technology, flexibility in workforce management, data-driven talent management, and gamification in training are the main trends in HRD innovation. The success of these innovations is influenced by management support, an innovative organizationa

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El-Fekey, Sherine Fathy, and Bassant Adel Mostafa. "Human Resource Development within the Sustainability Science Framework." European Journal of Sustainable Development 12, no. 1 (2023): 199. http://dx.doi.org/10.14207/ejsd.2023.v12n1p199.

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The United Nations 2030 17 Sustainable Development Goals are anticipated to make a significant contribution to humanity's well-being (SDGs). The agenda is founded on the triple bottom line (TBL) idea, according to which social inclusion and environmental sustainability are essential for continued economic development. In order to determine the crucial role that human resource development (HRD) plays in sustainability, this study will review relevant academic literature and update the TBL model to include and emphasize the HRD dimension and the dynamism and resilience of the sustainability fram

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Schmidtke, Carsten, and Peng Chen. "Component Theories for Human Resource Development in China." International Journal of Adult Vocational Education and Technology 7, no. 4 (2016): 35–53. http://dx.doi.org/10.4018/ijavet.2016100103.

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Chinese scholars have not yet achieved consensus on the specific theories that should be part of a Chinese HRD theory base. A review of the Chinese HRD literature has identified four theory domains frequently mentioned as a possible foundation for the discipline: management, economics, sociology, and psychology/learning. Considering Swanson and Holton's (2009) argument that theory is important for any emergent discipline, the purpose of this paper is to help ignite the discussion on a theoretical foundation by going beyond the level of domains and proposing an initial core of theories for HRD

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Bonson, Alemu Hambissa, and Mekonnen Tadesse Worku. "STRATEGIC HUMAN RESOURCE DEVELOPMENT PRACTICES IN ETHIOPIAN PUBLIC SECTOR: THE CASE OF SELECTED BUREAUS." Social Sciences and Education Research Review 11, no. 2 (2024): 146–62. https://doi.org/10.5281/zenodo.15258288.

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Every organization, whether it is public or private, operates with and through people. Public organizations in particular are judged on the basis of the performance of their human resources. Such competent human resources (employees and managers) become available only through the systematic and planned human resource development practices. Currently, public organizations are under continual pressure from the society to increase their effectiveness and quality with fewer resources while simultaneously being expected to demonstrate greater accountability and transparency in the processes. Hence,

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Dr.Kamaljeet, Bhatia. "Human Resource Development Techniques In Automobile Industries (A Case Study of Eicher Motors & Force Motors)." 'Journal of Research & Development' 15, no. 3 (2023): 44–51. https://doi.org/10.5281/zenodo.7701143.

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The role of Human resources management continues to change, technology has continued to evolve throughout the management practices. HRD programme needs the overall efforts of each and every employee in the form of its sub systems and processes. The study confirmed that the HRD subsystems like management policy on HRD, potential appraisal and Organizational Development (OD) in the top level management, goal setting, role analysis, performance appraisal, career planning and executive development for the middle level management. In the present study, qualitative study was an in-depth interview in

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N. Garavan, Thomas, and Ronan Carbery. "Advancing HRD theory." European Journal of Training and Development 38, no. 4 (2014): 262–64. http://dx.doi.org/10.1108/ejtd-03-2014-0028.

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Purpose – The purpose of this paper is to set the context for the five papers in this issue that propose new perspectives and/or address the current state of specific sub-fields within Human Resource Development (HRD). Design/methodology/approach – The approach consists of an overview of the development of the field from the perspective of research topics, theoretical perspectives and methodological approaches. Findings – HRD as an academic discipline continues to evolve and gain a foothold within the broader fields of Human Resource Management (HRM), Education and Organisation Behaviour. Orig

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Md., Bashir Uddin, Naher Kamrun, Bulbul Afroza, Aminul Ahmad Neser, and Mizanur Rahman Mohammad. "The Impact of Human Resource Development (HRD) Practices on Organizational Effectiveness: A Review." Asian Business Review 6, no. 3 (2016): 131–40. https://doi.org/10.18034/abr.v6i3.38.

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This paper attempted to review theoretically the HRD and its matrix and revealed to show the positive relationship between HRD and organizational effectiveness. In HRD shows the different variables (outcomes) such as HRD instruments, HRD processes & climate variables and organizational dimensions. HRD affects the organizational goals which may result from higher productivity, cost reduction, more profits, better image and more satisfied customers and stake holders considered as organization dimensions HRD activities, as such, do not reduce costs, improve quality or quantity, or benefit the

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Afroogh, Saleh, Seyyed Abbas Kazemi, Faegheh Hajhosseini, and Amin Alizadeh. "Moral Sensitive Human Resource Development: A Conceptual Model and Its Implementation." International Journal of Business and Management 16, no. 6 (2021): 1. http://dx.doi.org/10.5539/ijbm.v16n6p1.

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In this paper, we propose a conceptual model to improve moral sensitivity in human resource development (HRD) practices to assist human resource (HR) practitioners in contending with moral challenges in HRD. The literature on the relationship between ethics and HRD suggests that the organizational and employee development discipline deals with ethical issues at three different levels: Individual, organizational and &nbsp;and communal, and international levels. In section I, we elaborate on moral challenges facing HRD. In section II, we conceptualize moral sensitiveity in HRD, and propose a

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Choudhury, Anuva, and D. V. Giri. "Knowledge Management (KM) and Human Resource Development (HRD): The Linkage." Siddhant- A Journal of Decision Making 13, no. 4 (2013): 298. http://dx.doi.org/10.5958/j.2231-0657.13.4.031.

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Gnawali, Achyut. "Human Resource Development Practices: Empirical Evidence from Nepal Rastra Bank." Kathford Journal of Engineering and Management 1, no. 1 (2018): 57–63. http://dx.doi.org/10.3126/kjem.v1i1.22024.

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Human resource development (HRD) is the process of increasing knowledge, skills and capacities of employees. It is concerned with preparing employee to work effectively and efficiently in the organization. It is a complementary approach to other development strategies, particularly employment and reduction of inequalities. It also considers HRD as synonymous with human development, which encompasses education, training, health, nutrition, and fertility reduction. It ensures that organizations have adequate human resources with capabilities needed for achieving goals. This article has tried to

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Torraco, Richard J., and Henriette Lundgren. "What HRD Is Doing—What HRD Should be Doing: The Case for Transforming HRD." Human Resource Development Review 19, no. 1 (2019): 39–65. http://dx.doi.org/10.1177/1534484319877058.

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Human resource development (HRD) is no longer expected to be the primary agency for promoting learning and development among employees. Today, HRD is diffused and integrated into a broad range of leadership and supervisory roles. As more responsibility for learning and development is assumed by others, what is the role of HRD? Although HRD has largely adapted to sharing more of its traditional responsibility for learning and development, the field has also encountered challenges and criticisms. We juxtapose recent adaptations and advances in HRD with perspectives on the dilemmas, challenges, a

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ARORA, RITU. "Human Resource Development For Viable Improvement." Think India 22, no. 1 (2019): 60–69. http://dx.doi.org/10.26643/think-india.v22i1.8365.

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“Human resources are being transformed from a specialized, stand-alone function to a broad corporate competency in which human resources and line managers build partnerships to gain competitive advantage and achieve overall business goals.” Towers Perrin when organizations are able to harness effectively the talent, energy, and motivation of their employees, they will have an ideal competitive business edge. The competencies of the people, when sharpened and harnessed to their full potential, will greatly enhance the overall value and competitiveness of the organization. Thus, there lies the r

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