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Journal articles on the topic 'Human resource development pratitioners'

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Published: 4 June 2021
Last updated: 1 February 2022

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1

Adiwibowo, Trika Gunawan, and Paulina Harun. "ANALISIS EFEKTIVITAS TALENT DEVELOPMENT MELALUI COMPETENCY MAPPING DAN PENGARUHNYA TERHADAP CORPORATE PERFORMANCE." Jurnal Ilmu Manajemen & Ekonomika 7, no. 2 (2018): 131. http://dx.doi.org/10.35384/jime.v7i2.85.

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The concept of business integration putting Human Resource (HR) as major capital to support company’s competitive advantage ability. Therefore in the current practice, effectiveness of the talent development role is a major concern for HR practitioners. On the other hand, competency mapping plays a significant and positive effect on the implementation of talent development strategy. The effectiveness of talent development can be achieved if the company/ organization can implement competency mapping program in order to determine the composition and measurement estimation of the company's HR quality. Implications of the talent development has significant and comprehensively affect the escalation of employee’s competency and employee’s productivity respectively. In addition, the escalation of employee’s competency and employee’s productivity will eventually positive effect on corporate performance.In general, this research focusing on mining contractor company in Indonesia shows that the result in line with the explanation above. There is a significant and positive relation among competency mapping, talent development, employee competeny, employee productivity and corporate performance. The role of competency mapping and talent development is not just for employee development, but in wider point of view this is a strategic goal to achieved business integration based on HR approach. The main implications from this research is shows that talent development is the solution for the company’s expectation related with the HR/ manpower qualities.Finally, the effectiveness of the role of competency mapping and talent development can be achieved if the Company (through corporate management) is committed to support its implementation. Business integration requires participation from all organization member, including HR pratitioners, employees and corporate management in order to achieve a sustainable advantage and synergy.Keywords : human resources (HR), competency mapping, talent development, employee competency, employee productivity, corporate performance
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2

Bengtsson, Jarl. "Human resource development." Futures 23, no. 10 (1991): 1085–106. http://dx.doi.org/10.1016/0016-3287(91)90074-c.

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3

Ruona, Wendy E. A. "Evolving Human Resource Development." Advances in Developing Human Resources 18, no. 4 (2016): 551–65. http://dx.doi.org/10.1177/1523422316660968.

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4

Mabey, Christopher. "Reframing Human Resource Development." Human Resource Development Review 2, no. 4 (2003): 430–52. http://dx.doi.org/10.1177/1534484303258042.

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5

&, Leonard Nadler, Garland D. Wiggs, and STUART SMITH. "Managing Human Resource Development." R&D Management 18, no. 3 (1988): 289. http://dx.doi.org/10.1111/j.1467-9310.1988.tb00600.x.

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6

Koyama, Seiji. "Human resource development program." Journal of Global Tourism Research 5, no. 2 (2020): 113–16. http://dx.doi.org/10.37020/jgtr.5.2_113.

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7

McGoldrick, Jim, Jim Stewart, and Sandra Watson. "Theorizing human resource development." Human Resource Development International 4, no. 3 (2001): 343–56. http://dx.doi.org/10.1080/13678860126443.

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8

Trehan, Kiran, Clare Rigg, and Jim Stewart. "Critical Human Resource Development." International Journal of Training and Development 10, no. 1 (2006): 2–3. http://dx.doi.org/10.1111/j.1468-2419.2006.00238.x.

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9

Crandall, Sonia J. S. "Strategic Human Resource Development." Long Range Planning 22, no. 2 (1989): 128. http://dx.doi.org/10.1016/0024-6301(89)90133-7.

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10

Werner, Jon M., Valerie Anderson, and Kim Nimon. "Human Resource Development Quarterly and human resource development: Past, present, and future." Human Resource Development Quarterly 30, no. 1 (2019): 9–15. http://dx.doi.org/10.1002/hrdq.21340.

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11

Kim, Namhee. "Societal Development Through Human Resource Development." Advances in Developing Human Resources 14, no. 3 (2012): 239–50. http://dx.doi.org/10.1177/1523422312446054.

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12

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 importance of HRM and HRD to organizational leadership. Furthermore, the research examined builds a close association betwee HPO and the skills transferred through an effective collaboration of HRM and HRD activities.</p><div> </div>
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13

Werner, Jon M. "Human Resource Development ≠ Human Resource Management: So What Is It?" Human Resource Development Quarterly 25, no. 2 (2014): 127–39. http://dx.doi.org/10.1002/hrdq.21188.

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14

Srinivasa Prasad, M. "Human Resource Development in Welding." Indian Welding Journal 34, no. 2 (2001): 23. http://dx.doi.org/10.22486/iwj.v34i2.178593.

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15

Okechukwu, Dr Ololo Kennedy. "Leadership And Human Resource Development." IOSR Journal of Humanities and Social Science 22, no. 06 (2017): 64–68. http://dx.doi.org/10.9790/0837-2206076468.

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16

Austin, John, Horst Otterstetter, and Fred Rosensweig. "Institutional and human resource development." Waterlines 5, no. 4 (1987): 2–5. http://dx.doi.org/10.3362/0262-8104.1987.012.

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17

Dharmalingam, K. "Human Resource Development in Biotechnology." Current Science 110, no. 4 (2016): 533. http://dx.doi.org/10.18520/cs/v110/i4/533-534.

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18

Latham, G. P. "Human Resource Training and Development." Annual Review of Psychology 39, no. 1 (1988): 545–82. http://dx.doi.org/10.1146/annurev.ps.39.020188.002553.

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19

Ellinger, Andrea D., and Sewon Kim. "Coaching and Human Resource Development." Advances in Developing Human Resources 16, no. 2 (2014): 127–38. http://dx.doi.org/10.1177/1523422313520472.

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The Problem Coaching is a pervasive form of development that has garnered significant attention among scholars and practitioners. Although interest in coaching has grown considerably in recent years, coaching has been criticized as being opinion- and best-practice-based, as well as atheoretical. It has been critiqued as being an under-examined and researched concept. The Solution The contributions in this issue address existing concerns in the literature by providing an overview of the theoretical underpinnings of coaching, synthesizing existing literature on research and practice related to genres, types and approaches to coaching, specifically executive coaching, managerial coaching, and action learning coaching. Furthermore, to spur research on coaching, a comprehensive review of currently available measurement instruments is provided. The Stakeholders Researchers and scholarly practitioners in the human resource development (HRD) field, internal and external coaches, and line managers who are committed to improving the practice of and expanding empirical research on coaching will benefit from this special issue on coaching.
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20

Pfeiffer, J. William. "Perspectives on Human Resource Development." Simulation & Gaming 26, no. 2 (1995): 207–13. http://dx.doi.org/10.1177/1046878195262008.

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21

Wang, Greg G., and Judy Y. Sun. "Theorizing Comparative Human Resource Development." Human Resource Development Review 11, no. 3 (2012): 380–400. http://dx.doi.org/10.1177/1534484312445558.

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22

Joo, Baek-Kyoo (Brian), Gary N. McLean, and Baiyin Yang. "Creativity and Human Resource Development." Human Resource Development Review 12, no. 4 (2013): 390–421. http://dx.doi.org/10.1177/1534484313481462.

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23

Korte, Russell, and Zachary A. Mercurio. "Pragmatism and Human Resource Development." Human Resource Development Review 16, no. 1 (2017): 60–84. http://dx.doi.org/10.1177/1534484317691707.

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24

Mathur, Krishna Mohan. "Human Resource Development in Administration." Indian Journal of Public Administration 33, no. 2 (1987): 210–41. http://dx.doi.org/10.1177/0019556119870203.

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25

Van Wart, Montgomery, and N. Joseph Cayer. "Introduction: Human resource development symposium." International Journal of Public Administration 19, no. 5 (1996): 591–98. http://dx.doi.org/10.1080/01900699608525111.

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26

Reio, Thomas G. "Human Resource Development (third edition)." Human Resource Development Quarterly 13, no. 2 (2002): 231–35. http://dx.doi.org/10.1002/hrdq.1027.

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27

Short, Darren C., John W. Bing, and Marijke Thamm Kehrhahn. "Will human resource development survive?" Human Resource Development Quarterly 14, no. 3 (2003): 239–43. http://dx.doi.org/10.1002/hrdq.1064.

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28

Park, Sunyoung. "Handbook of Human Resource Development." Human Resource Development Quarterly 27, no. 1 (2015): 151–54. http://dx.doi.org/10.1002/hrdq.21224.

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29

Boverie, Patricia, Jeffrey F. Hoffman, Diane C. Klein, Marilyn McClelland, and Marlynn Oldknow. "Humor in human resource development." Human Resource Development Quarterly 5, no. 1 (1994): 75–91. http://dx.doi.org/10.1002/hrdq.3920050108.

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30

McLean, Gary N. "Partnering in human resource development." Human Resource Development Quarterly 6, no. 1 (1995): 1–4. http://dx.doi.org/10.1002/hrdq.3920060102.

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31

Budhathoki, Dhruba Kumar. "Human Resource Management: Career Development." Journal of Nepalese Business Studies 1, no. 1 (2006): 99–100. http://dx.doi.org/10.3126/jnbs.v1i1.45.

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This paper mainly emphasizes on career development which is gaining much importance in recent times in order to retain skilled, competent and result oriented people in the organization. This paper invites special attention in this area of organizations.
 
 Journal of Nepalese Business Studies Vol.1(1) 2004 pp.99-100
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32

Edwards, Alejandra Cox. "Human resource development and utilization." Economics of Education Review 15, no. 4 (1996): 446. http://dx.doi.org/10.1016/0272-7757(97)81259-9.

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33

Swanson, Austin D., and Zhang Zhian. "Human resource development in China." International Journal of Educational Development 7, no. 2 (1987): 113–18. http://dx.doi.org/10.1016/0738-0593(87)90043-5.

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34

Yamane, T., and M. Takei. "Human resource development and visualization." Journal of Visualization 12, no. 1 (2009): 1. http://dx.doi.org/10.1007/bf03181933.

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35

Reese, Anthony. "Career development: a human resource development perspective." Asia Pacific Business Review 24, no. 3 (2018): 417–18. http://dx.doi.org/10.1080/13602381.2018.1443575.

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36

강현주, Dae-Bong Kwon, 장은하, Choi Jisoo, Hyun, Young-Sup, and Hyun-Seok Shin. "Exploration of Human Resource Development Policies for Regional Human Resource Cultivation." Journal of Education & Culture 23, no. 5 (2017): 5–38. http://dx.doi.org/10.24159/joec.2017.23.5.5.

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37

Kuchinke, K. Peter. "Human development as a central goal for human resource development." Human Resource Development International 13, no. 5 (2010): 575–85. http://dx.doi.org/10.1080/13678868.2010.520482.

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38

Zarqan, Ince Ahmad. "Human Resource Development in the Era of Technology; Technology’s Implementation for Innovative Human Resource Development." Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management 10, no. 3 (2017): 217. http://dx.doi.org/10.20473/jmtt.v10i3.5967.

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Rapid changes in technology have affected businesses in an uncountable way, strength of a company can be measured based on the level of technology that implemented for the sake of efficiency, it posseses that the “technovation” (technology and innovation) is one of the key for improvement of human resource. Surely, it is a single important factor for a human resource management as an organization should be able to identify an improvement of its human resources. Thus, the primary purpose of the present paper is to analyze the current effects of technology on HR processes, consider the existing literature on the topic, and discuss the advantages and efficiency. In this scenario, there is a need to clearly identify a technology for an efficient management of human resources which is able to improve skills of the employees. A number of key areas of the impacts of technology on human resource development that are discussed in order to gain an innovative human resource development.Keyword : Human Resource, Development, Technology, Improvement
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39

Vredenburgh, Donald, and Rita Shea-VanFossen. "Human Nature, Organizational Politics, and Human Resource Development." Human Resource Development Review 9, no. 1 (2009): 26–47. http://dx.doi.org/10.1177/1534484309343094.

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40

Nafukho, Fredrick Muyia, Nancy Hairston, and Kit Brooks. "Human capital theory: implications for human resource development." Human Resource Development International 7, no. 4 (2004): 545–51. http://dx.doi.org/10.1080/1367886042000299843.

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41

NAGAI, Nobuaki. "Human Resource Development with Open Government." Journal of the Visualization Society of Japan 38, no. 150 (2018): 19–23. http://dx.doi.org/10.3154/jvs.38.150_19.

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42

Guruvu, Tirumala Rao. "Human Resource Development: A Conceptual Exposition." International Journal of Trend in Scientific Research and Development Volume-1, Issue-6 (2017): 589–90. http://dx.doi.org/10.31142/ijtsrd4614.

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43

KOYAMADA, Koji. "Human Resource Development for Supporting "Integration"." TRENDS IN THE SCIENCES 25, no. 7 (2020): 7_62–7_67. http://dx.doi.org/10.5363/tits.25.7_62.

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44

MURAKAMI, Takuya. "Human Resource Development of Wind Engineer." Wind Engineers, JAWE 44, no. 1 (2018): 1–2. http://dx.doi.org/10.5359/jawe.44.1.

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45

Neamat, Sevar. "Human Resource Management with Strategic Development." Journal of Civil Engineering Frontiers 1, no. 1 (2020): 16–19. http://dx.doi.org/10.38094/jocef117.

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The development in globalization helped a lot of countries to consider China as a noticeably improved state in its technical, substructure, industrial, and producing possessions with facilities. Despite these signs of progress, there is an area of investigation for undertaking a rough spreading of revenue that has produced dogmatic and socio-economic difficulties in the republic. The aim of research to determine the character of managing the human resources aptitude in carrying growth and creativity competencies in standing the market. This study concentrated on the qualitative analysis of researches concentrated on planned and humanoid reserve management. An investigation assessment discovered that these human-related organizations are a vital obligation in shaping the business competences. Though, as the business retains increasing, the performance and progress of workers want to save up the covering up of the international marketplace. Open-handed some direction, training, and exercise consider as one of the good savings in developed the competencies. Client faithfulness is a decisive issue of the presentation of the corporation.
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46

SUMITANI, Yasuo. "Human Resource Development in Rural Planning." JOURNAL OF RURAL PLANNING ASSOCIATION 33, no. 2 (2014): 149–50. http://dx.doi.org/10.2750/arp.33.149.

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47

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 real value contribution of the HRM professional – building the framework and environment for continuous competency development. Some of the important HRM administrative roles have now become a function of line supervision and management. What used to be employees’ problems and issues hurled to HRM, are now being handled effectively on the shop floor by the shift supervisors. The most important role of HRM now, in this case, is training these line supervisors and managers to be better at mentoring and motivating employees for performance and effective dispenser of HRM interventions in their areas of responsibility. Being competitive means having a human resource that is willing to learn new ways of doing business and being able to use them. Business survival is not only dependent on how good your product and services are, how excellent is your customer service, and how efficient your business processes are but on how competitive are your employees who carry out these performances. New technology, business strategies, complicated processes, and management systems are futile without a competent human resource behind them. HRM professionals can create real value within their respective organizations when they focus on developing the competencies and positive values of their employees. Competitive human performance, not alone machine and systems performance is the core of business performance. The HRD system comprising of HRD architecture, HRD culture and Employee behavior needs to shift focus from what people need to learn (training), to the contribution that they make (performance). The paper would aim at suggesting that how the HRM professional can create real value contribution by building the framework and environment for continuous competency development.
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48

Deslandes, C. S. "Human Resource Development in Aboriginal Schools." Aboriginal Child at School 13, no. 2 (1985): 21–26. http://dx.doi.org/10.1017/s0310582200013717.

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A Human Resource Development Program is badly needed for Aboriginal schools - a program that is going to - •cater for all groups of people connected with the school;•allow for real and consistent participant decision making about priorities and programs;•be developmental in its structure.I propose the following model as a program that can achieve more fully Human Resource Development than is currently happening.
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49

KISHIMOTO, Kikuo. "Human Resource Development in Research University." Proceedings of Mechanical Engineering Congress, Japan 2019 (2019): W25105. http://dx.doi.org/10.1299/jsmemecj.2019.w25105.

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50

Ruona, Wendy E. A. "Core Beliefs in Human Resource Development." Advances in Developing Human Resources 2, no. 3 (2000): 1–27. http://dx.doi.org/10.1177/152342230000200302.

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