96 Issues on Human Resource Development
Chapter 6.indd 96 3/11/09 7:56 PM
97The Notion of HRD: A Review
6THE NOTION OF HRD: A REVIEW
ROZIANA SHAARI ROSE ALINDA ALIAS
AZIZAH RAJAB
THEORETICAL FOUNDATION ON HRD
This section presents numerous insights and effort towards defining and developing a concept of HRD. These insights have contributed to the notion of HRD itself. One cannot discuss HRD without acknowledging the various disciplines from which it has borrowed (Brooks and Nafukho, 2006).
The HRD concept emerges from the classical approach in management principles (Taylorism – scientific management), productivity improvement (Howthorne studies – behaviorism) and teamwork and group dynamics (Tavistock Institute and T-groups). So many scholars from various fields (industrial psychology, organization behavior, management, industrial relations, engineering etc) have contributed in improving the performance of individuals, processes and organizations (Wimbiscus, 1995).
The term HRD provided by Nadler (1970) is a conceptual umbrella under which the field began to unify, using the three-fold notion of training, education, and development. Of late, HRD has its relation with organizational and performance change and also associate with a field of adult learning in the workplace Garavan et al. (1995) provides some definitions of HRD based on different notions of understanding (Table 1).
Chapter 6.indd 97 3/11/09 7:56 PM
98 Issues on Human Resource Development
Scholar NotionNadler & Nadler (1989) Organized learning experiences provided by
the employer, in a specified period of time for the purpose of increasing job performance and
providing growth for individualsASTD (1990) HRD includes: training and development,
organization development, and career development.
Harrison (1992) - Softer phrases such as “employee development” and “training and development”
- involves the alignment of training and development activities with the organization’s
mission and strategic goals so that through enhancing the skills, knowledge, learning ability and motivation of employees at all levels, there
will be continuous organizational as well as individual growth.
(Source: Garavan et al. (1995))
Table 1: Definition of HRD
The insights from many authors and researchers that contribute to the notion of HRD are summarized in Table 2.
Chapter 6.indd 98 3/11/09 7:56 PM
99The Notion of HRD: A ReviewA
utho
rs/S
chol
ars
Cita
tion
HR
D P
arad
igm
/Not
ion
Not
es
McL
agan
& B
edric
k (1
983)
- P
rovi
de H
R A
ctiv
ity
Whe
el a
nd c
ateg
oriz
e H
RD
co
mpo
nent
s int
o in
divi
dual
, ca
reer
, org
aniz
atio
n de
velo
pmen
t- r
eflec
ted
a sh
ift th
inki
ng in
H
RD
wor
k
- The
idea
has
refl
ecte
d a
shift
th
inki
ng in
HR
D w
ork
- Thi
s mod
el h
as b
een
argu
ed b
y W
imbi
scus
(199
5) th
at th
e w
heel
do
es n
ot se
rve
as u
nify
ing
mod
el o
f H
RD
dis
cipl
ine
- In
fact
, McL
agan
her
self
stat
ed
that
the
mod
el is
no
long
er re
leva
nt
(McL
ean,
200
2)- H
owev
er, t
he m
odel
serv
es a
s a
stro
ng b
asis
of u
nder
stan
ding
HR
D.
For e
xam
ples
, man
y lit
erat
ures
ar
e be
ing
indi
rect
ly d
iscu
ssed
H
RD
with
in th
ese
thre
e ar
eas o
r co
mpo
nent
s (W
imbi
scus
, 199
5;
Gar
avan
et a
l., 1
995,
199
9; P
ace
et a
l., 1
991;
) and
the
mod
el h
as
influ
ence
d in
cou
rse
deve
lopm
ent
prog
ram
me
in th
e U
S (M
cLea
n,
2002
)
Chapter 6.indd 99 3/11/09 7:56 PM
100 Issues on Human Resource DevelopmentSw
anso
n (2
001)
- Defi
ne H
RD
as a
pro
cess
of
deve
lopi
ng a
nd u
nlea
shin
g hu
man
exp
ertis
e th
roug
h or
gani
zatio
n de
velo
pmen
t (O
D) a
nd p
erso
nnel
trai
ning
an
d de
velo
pmen
t (T&
D) f
or
the
purp
ose
of im
prov
ing
perf
orm
ance
.- r
elat
e H
RD
func
tion
to
the
orga
niza
tiona
l/lar
ger
cont
ext (
i.e.,
atta
ch in
to th
e sy
stem
theo
ry –
whe
re th
e H
RD
resp
onsi
ble
to a
naly
ze
(inpu
t), p
ropo
se, c
reat
e an
d im
plem
ent (
proc
ess)
, and
ac
cess
(out
put).
- u
nder
lyin
g th
eorie
s of
HR
D: e
cono
mic
, sys
tem
&
psy
chol
ogic
al (3
-legg
ed
stoo
l)
- Ack
now
ledg
e th
e O
D a
nd T
&D
as
mec
hani
sm fo
r im
prov
ing
perf
orm
ance
Chapter 6.indd 100 3/11/09 7:56 PM
101The Notion of HRD: A Review
Swan
son
(200
1)- D
efine
HR
D a
s a p
roce
ss o
f de
velo
ping
and
unl
eash
ing
hum
an e
xper
tise
thro
ugh
orga
niza
tion
deve
lopm
ent
(OD
) and
per
sonn
el tr
aini
ng
and
deve
lopm
ent (
T&D
) for
th
e pu
rpos
e of
impr
ovin
g pe
rfor
man
ce.
- rel
ate
HR
D fu
nctio
n to
th
e or
gani
zatio
nal/l
arge
r co
ntex
t (i.e
., at
tach
into
the
syst
em th
eory
– w
here
the
HR
D re
spon
sibl
e to
ana
lyze
(in
put),
pro
pose
, cre
ate
and
impl
emen
t (pr
oces
s), a
nd
acce
ss (o
utpu
t).
- und
erly
ing
theo
ries o
f H
RD
: eco
nom
ic, s
yste
m
& p
sych
olog
ical
(3-le
gged
st
ool)
- Ack
now
ledg
e th
e O
D a
nd T
&D
as
mec
hani
sm fo
r im
prov
ing
perf
orm
ance
Wim
bisc
us (1
995)
Rum
ler &
Bra
che
(199
0), S
wan
son
(198
9, 1
994a
), Po
rter,
Nad
ler,
Tich
y, Ju
ran,
D
aven
port,
H
amm
er, L
awle
r, C
ampb
ell,
Arg
yris
- dev
elop
men
t of p
eopl
e,
proc
ess,
and
orga
niza
tion
- em
erge
nce
of H
RD
fr
om c
lass
ical
app
roac
h in
m
anag
emen
t prin
cipl
es.
- use
Rum
ler &
Bra
che
(199
0) 9
cel
l per
form
ance
va
riabl
es m
atrix
as a
te
mpl
ate
to id
entif
y, c
lass
ify
& d
escr
ibe
scho
lars
’ co
ntrib
utio
n to
HR
D- d
epen
ds o
n m
odel
of H
RD
by
Sw
anso
n (1
989,
199
4a) –
a
thre
e-le
gged
stoo
l
- Wim
bisc
us d
esig
n a
tem
plat
e of
3x
3 m
atrix
to id
entif
y, c
lass
ify, a
nd
desc
ribe
maj
or H
RD
scho
lars
- des
crib
e sp
ecifi
cally
eac
h of
the
scho
lars
’ con
tribu
tion
and
how
do
they
fit i
nto
the
cell.
- t
o im
prov
e or
com
plet
e th
e or
igin
al
mod
el b
y R
umle
r & B
rach
e.
- the
com
preh
ensi
ve m
odel
offe
rs
HR
D sc
hola
rs a
nd p
ract
ition
ers a
to
ol w
hich
they
may
synt
hesi
ze a
nd
inte
grat
e th
e w
ork
of sc
hola
rs fr
om
the
disc
iplin
es th
at su
ppor
t HR
D.
Chapter 6.indd 101 3/11/09 7:56 PM
102 Issues on Human Resource DevelopmentG
arav
an e
t al.,
(199
5)Po
rter (
1985
), H
arris
on (1
983,
19
92),
Bra
tton
(199
2), N
adle
r &
Nad
ler (
1989
), A
STD
(199
0),
Gue
st (1
999)
, G
arav
an e
t al.,
(1
995)
, Bee
r &
Spec
tor (
1989
), R
othw
ell &
K
azan
as (1
991)
, M
eggi
nson
&
Pedl
ar (1
992)
- Foc
us o
n th
e em
erge
nce
of
stra
tegi
c H
RD
(SH
RD
).- H
RD
rela
tes t
o Po
rter’s
no
tion
of c
ompe
titiv
e ad
vant
age,
hum
an re
sour
ces
and
stra
tegy
- Infl
uenc
ed b
y th
e su
cces
s of
Japa
nese
com
pani
es o
n a
high
ly tr
aine
d an
d de
velo
ped
wor
kfor
ce.
- Pre
sent
defi
nitio
n/no
tion
of H
RD
, SH
RD
, and
as
sum
ptio
n of
SH
RD
- the
idea
is c
onsi
sten
t to
the
HR
D’s
ro
le o
f cap
abili
ty-d
riven
(Luo
ma,
20
00)
Chapter 6.indd 102 3/11/09 7:56 PM
103The Notion of HRD: A Review
Gar
avan
et a
l., (1
995)
Porte
r (19
85),
Har
rison
(198
3,
1992
), B
ratto
n (1
992)
, Nad
ler &
N
adle
r (19
89),
AST
D (1
990)
, G
uest
(199
9),
Gar
avan
et a
l.,
(199
5), B
eer &
Sp
ecto
r (19
89),
Rot
hwel
l &
Kaz
anas
(199
1),
Meg
gins
on &
Pe
dlar
(199
2)
- Foc
us o
n th
e em
erge
nce
of
stra
tegi
c H
RD
(SH
RD
).- H
RD
rela
tes t
o Po
rter’s
no
tion
of c
ompe
titiv
e ad
vant
age,
hum
an re
sour
ces
and
stra
tegy
- Infl
uenc
ed b
y th
e su
cces
s of
Japa
nese
com
pani
es o
n a
high
ly tr
aine
d an
d de
velo
ped
wor
kfor
ce.
- Pre
sent
defi
nitio
n/no
tion
of H
RD
, SH
RD
, and
as
sum
ptio
n of
SH
RD
- the
idea
is c
onsi
sten
t to
the
HR
D’s
ro
le o
f cap
abili
ty-d
riven
(Luo
ma,
20
00)
Gar
avan
et a
l., (1
999)
Har
rison
(199
7),
Gar
avan
(199
1),
Stew
ard
&
McG
oldr
ick
(199
6)
Boy
dell
& L
eary
(1
996)
, Bra
tton
& G
old
(199
4),
Bris
tow
& S
carth
(1
980)
, Stu
art &
Lo
ng (1
985a
, b),
Slom
an (1
994)
, Sa
unde
rs &
H
olda
way
(199
2),
Mar
chin
gton
&
Wilk
inso
n (1
996)
, G
arav
an e
t al.,
(1
995)
, O’D
onne
ll &
Gar
avan
(199
7),
Mum
ford
(199
7),
Ham
mon
d&W
illie
(1
991)
- no
unifi
ed m
odel
, com
plex
, pr
oble
mat
ic, l
ead
to
conf
usio
n- p
rese
nt d
imen
sion
of H
RD
- mod
els o
f HR
D b
ased
on
3 m
ajor
stra
nds (
tradi
tiona
l/cl
assi
cal,
core
-com
pete
ncy,
st
rate
gic
HR
D)
- the
idea
is c
onsi
sten
t with
W
imbi
scus
(199
5), L
ynha
m (2
000)
, Sa
mbr
ook
(200
4), T
reha
n (2
004)
Chapter 6.indd 103 3/11/09 7:56 PM
104 Issues on Human Resource DevelopmentLy
nham
(200
0)C
halo
fsky
(1
996,
199
8),
Mar
sick
(199
0),
Swan
son
(199
7a)
Wei
nber
ger (
1998
), C
ampb
ell (
1990
), D
ubin
(197
6,
1978
), M
arsi
ck
(199
0), M
ott
(199
6, 1
998)
- lac
k of
a p
hilo
soph
ical
fr
amew
ork
to g
uide
theo
ry
and
prac
tice
in H
RD
. It
caus
es te
nsio
n be
twee
n th
e re
sear
cher
and
the
prac
titio
ner.
- HR
D is
a re
lativ
ely
youn
g pr
ofes
sion
- Con
sist
ent w
ith W
imbi
scus
(199
5),
Gar
avan
et a
l., (1
999)
, Sam
broo
k (2
004)
, Tre
han
(200
4)
Sam
broo
k (2
004)
Sam
broo
k (2
007)
Bla
ke (1
995,
p.2
), Sa
mbr
ook
(199
8,
2000
, 200
1),
McG
oldr
ick
et
al.,
(200
2, p
.396
), B
ates
et a
l.,
(200
1), M
cLea
n 91
998)
, Lee
(1
998)
, Sw
anso
n (1
999)
- unc
lear
con
cept
of H
RD
- rel
ates
to c
once
pt o
f m
anag
emen
t lea
rnin
g- s
ocia
l and
dis
curs
ive
cons
truct
ion
- und
erst
and
the
purp
ose
of
HR
D- f
ocus
on
wha
t HR
D
prac
titio
ners
do
(act
ion)
, and
ho
w th
ey ta
lk a
bout
wha
t th
ey d
o (a
ll ta
lk).
- crit
ical
HR
D
- the
idea
is C
onsi
sten
t with
W
imbi
scus
(199
5), G
arav
an e
t al.,
(1
999)
, Lyn
ham
(200
0), T
reha
n (2
004)
- thi
s ide
a is
con
sist
ent w
ith R
igg
et
al.,
2007
. The
aut
hors
hig
hlig
ht th
at
tradi
tiona
l HR
D is
mul
ti-di
scip
linar
y (i.
e., e
cono
mic
s, be
havi
oris
t ps
ycho
logy
and
soci
olog
y)
conc
erne
d an
d di
fficu
lt to
defi
ne. I
n ad
ditio
n th
e te
rm o
f HR
D e
volv
ed
acro
ss th
e w
orld
: adu
lt ed
ucat
ion
(Am
eric
a), w
ork-
base
d tra
inin
g (E
urop
e), o
rgan
izat
ion
deve
lopm
ent
Chapter 6.indd 104 3/11/09 7:56 PM
105The Notion of HRD: A Review
Lynh
am (2
000)
Cha
lofs
ky
(199
6, 1
998)
, M
arsi
ck (1
990)
, Sw
anso
n (1
997a
) W
einb
erge
r (19
98),
Cam
pbel
l (19
90),
Dub
in (1
976,
19
78),
Mar
sick
(1
990)
, Mot
t (1
996,
199
8)
- lac
k of
a p
hilo
soph
ical
fr
amew
ork
to g
uide
theo
ry
and
prac
tice
in H
RD
. It
caus
es te
nsio
n be
twee
n th
e re
sear
cher
and
the
prac
titio
ner.
- HR
D is
a re
lativ
ely
youn
g pr
ofes
sion
- Con
sist
ent w
ith W
imbi
scus
(199
5),
Gar
avan
et a
l., (1
999)
, Sam
broo
k (2
004)
, Tre
han
(200
4)
Sam
broo
k (2
004)
Sam
broo
k (2
007)
Bla
ke (1
995,
p.2
), Sa
mbr
ook
(199
8,
2000
, 200
1),
McG
oldr
ick
et
al.,
(200
2, p
.396
), B
ates
et a
l.,
(200
1), M
cLea
n 91
998)
, Lee
(1
998)
, Sw
anso
n (1
999)
- unc
lear
con
cept
of H
RD
- rel
ates
to c
once
pt o
f m
anag
emen
t lea
rnin
g- s
ocia
l and
dis
curs
ive
cons
truct
ion
- und
erst
and
the
purp
ose
of
HR
D- f
ocus
on
wha
t HR
D
prac
titio
ners
do
(act
ion)
, and
ho
w th
ey ta
lk a
bout
wha
t th
ey d
o (a
ll ta
lk).
- crit
ical
HR
D
- the
idea
is C
onsi
sten
t with
W
imbi
scus
(199
5), G
arav
an e
t al.,
(1
999)
, Lyn
ham
(200
0), T
reha
n (2
004)
- thi
s ide
a is
con
sist
ent w
ith R
igg
et
al.,
2007
. The
aut
hors
hig
hlig
ht th
at
tradi
tiona
l HR
D is
mul
ti-di
scip
linar
y (i.
e., e
cono
mic
s, be
havi
oris
t ps
ycho
logy
and
soci
olog
y)
conc
erne
d an
d di
fficu
lt to
defi
ne. I
n ad
ditio
n th
e te
rm o
f HR
D e
volv
ed
acro
ss th
e w
orld
: adu
lt ed
ucat
ion
(Am
eric
a), w
ork-
base
d tra
inin
g (E
urop
e), o
rgan
izat
ion
deve
lopm
ent
Treh
an (2
004)
Mc
Laga
n (1
983)
, St
ewar
d &
M
cGol
dric
k (1
996)
M
cGol
dric
k et
al.,
(2
001)
, Wal
ton
(199
9)
- ove
rlapp
ing
conc
ept
amon
g H
RD
, HR
M, a
nd
man
agem
ent l
earn
ing.
- H
RD
bey
ond
T&D
- enc
ompa
sses
lear
ning
fu
nctio
ns- o
ngoi
ng c
onte
ntio
n to
de
fine
HR
D
- the
idea
is c
onsi
sten
t with
W
imbi
scus
(199
5), G
arav
an e
t al.,
(1
999)
, Lyn
ham
(200
0), S
ambr
ook
(200
4)
Sim
mon
ds &
Ped
erse
n (2
006)
Swan
son
(200
1)- d
efine
HR
D b
eyon
d T&
D.
T&D
is c
omm
only
ass
ocia
ted
with
“ha
rd”
form
s of H
RD
.- H
RD
is a
com
bina
tion
of
stru
ctur
ed a
nd u
nstru
ctur
ed
lear
ning
and
per
form
ance
-ba
sed
activ
ities
(hol
istic
ap
proa
ch) w
hich
dev
elop
in
divi
dual
and
org
aniz
atio
nal
com
pete
ncy,
cap
abili
ty a
nd
capa
city
to c
ope
with
and
su
cces
sful
ly m
anag
e ch
ange
.
- the
idea
is c
onsi
sten
t with
Tre
han
(200
4)
- the
idea
is c
onsi
sten
t with
W
imbi
scus
(199
5) o
n th
e id
ea o
f co
mpe
titiv
e ad
vant
age
whi
ch h
as
a si
gnifi
cant
influ
ence
on
HR
D
form
atio
n.
Tabl
e 2:
A S
umm
ary
of H
RD
Par
adig
m
Chapter 6.indd 105 3/11/09 7:56 PM
106 Issues on Human Resource Development
Although the concepts, model and definition of HRD are still ongoing , continuous attempts to investigate HRD to provide better understanding and practice is very important (Sambrook, 2007). In addition, the contribution of HRD towards the development of people, process, and organization should not be ignored.
THE PRACTICES OF HRM/D
The term of “HRM” is considered in this section, due to the possibility of overlapping concepts and practices of both “HRM” and “HRD” (Trehan, 2004). The examples of HRM/D practices presented in this section serve as a guideline and support the limitation of HRD theories itself. At the same time, the practices will add value to the understanding of the HRD scope and its major role in organizations.
HRD Practices in Other Countries
Table 3 presents a comparison of HRD model typically found in small organizations with one typically engendered through the adoption of the Investors in People (IIP) standard. The IIP may be considered as the UK’s national standard for linking training and development activities within organizations to business strategy (Hill and Stewart, 2000). The model presented does not advocate that one model is “better” than the other, just that they differ from each other. The comparison of the two models is based on the process of HRD itself.
Chapter 6.indd 106 3/11/09 7:56 PM
107The Notion of HRD: A Review
HRD PROCESSS SME Model of HRD Requirements
IIP Model of HRD Requirement
PLANNING
HRD not seen as a core business
process with minimal planning and no apparent link to
organizational plans and goals
Lack of internal HRD expertise
Commitment to T&D is from the top of the company and is communicated to all and there is a written, flexible business
plan
T&D needs are planned and reviewed in line with business
plan and goals
Everyone in the organization understands their role and
contribution to business goals
Responsibility for T&D is identified and understood by all
T&D is planned at organizational, team and
individual levels
Open system – encourages link to external standards and
scrutinyInternal HRD expertise needed/
encouraged
Chapter 6.indd 107 3/11/09 7:56 PM
108 Issues on Human Resource Development
DOING
T&D activities are ad hoc, selective and aimed at the satisfaction of
immediate, job-related, problem-solving needs of
individuals
Preference for on-the-job training
with little emphasis on personal
development
Individualistic model influenced by the motivation and skills of the owner/manager
encouraging a closed system
Lack of internal HRD expertise
T&D activities apply to the whole workforce and take place
to meet organizational, team and individual needs
New employees and employees changing jobs receive induction
training
All employees are made aware of T&D opportunities within
the organization
Managers are effective in carrying out their T&D responsibilities and are
involved in helping employees meet their T&D needs
Employees are encouraging to identify and meet their job-
related T&D needsInternal HRD expertise needed/
encouraged
Chapter 6.indd 108 3/11/09 7:56 PM
109The Notion of HRD: A Review
EVALUATING
No apparent evaluation of T&D
activities carried out
Little awareness by owner/manager of
costs and benefits of T&D
Lack of internal HRD expertise
Impact of T&D activities on knowledge, skills, attitudes and
performance is assessed
Impact of the contribution of T&D in meeting business goals
is assessed
Top management understands the broad costs and benefits of
T&D
Improvement to T&D are identified and implemented
Top management continues to demonstrate its commitment to
T&D to all employeesInternal HRD expertise needed/
encouraged(source: Hill and Stewart, 2000)
The size and type of organization influence the practice of HRD itself. From the comparison shown in Table 3 above, it can be said that HRD department may not exists and not be formally established within the SME organization.
On the other hand, the best practices of HR also demonstrate HRD practices in organization. Based on the IPMA HR Benchmarking, two organizations were reviewed on their success in training and development (T&D) strategies (Table 4). Even though the best practices shown are in the training and development solely, however the practices contribute to how organizations can excel in exercising their T&D function.
Table 3: Comparison of the HRD models typically found in small organizations and Investors in People (IIP)
Chapter 6.indd 109 3/11/09 7:56 PM
110 Issues on Human Resource DevelopmentO
rgan
izat
ion
Cha
ract
eris
tics
that
Refl
ect
Bes
t Pra
ctic
es
T&D
Stra
tegi
c A
lignm
ent
Stru
ctur
e Fu
nctio
nA
sses
smen
t and
Tr
ansf
er o
f Lea
rnin
g
Bro
war
d C
ount
y,
Flor
ida
- alig
ns
train
ing
with
or
gani
zatio
nal
stra
tegy
- the
impa
ct
of T
&D
is
mea
sure
d by
ass
essi
ng
skill
s and
be
havi
ors
befo
re
and
afte
r co
mpl
etin
g th
e pr
ogra
ms
- sha
red
resp
onsi
bilit
y w
ith
man
ager
s, su
perv
isor
s, Em
ploy
ee
Dev
elop
men
t an
d H
Rs
- stra
tegi
c go
als s
et b
y th
e B
oard
of
Cou
nty
Com
mis
sion
ers
- a b
usin
ess
plan
to a
chie
ve
the
goal
s- a
dmin
istra
tive
man
date
s- e
mpl
oyee
pe
rfor
man
ce
impr
ovem
ent
and
train
ing
need
s- a
life
long
le
arni
ng
envi
ronm
ent
- cha
nges
in
the
wor
k en
viro
nmen
t, te
chno
logy
, and
in
nova
tion
- the
trai
ning
func
tion
is in
the
Empl
oyee
de
velo
pmen
t sec
tion
of
the
Hum
an R
esou
rces
D
ivis
ion
- offe
rs tr
aini
ng p
rogr
am
whi
ch is
con
duct
ed o
n co
unty
tim
e an
d pa
id fo
r by
the
coun
ty.
- cou
rsew
ork
incl
udes
jo
b, p
erso
nal o
r pr
ofes
sion
al sk
ill
deve
lopm
ent,
as w
ell
as te
chni
cal,
care
er a
nd
prom
otio
nal d
evel
opm
ent
- exa
mpl
es: g
ener
ic
train
ing,
man
dato
ry
train
ing,
ope
ratio
nal
train
ing,
wor
kfor
ce
deve
lopm
ent,
retu
rn
to sc
hool
initi
ativ
es,
educ
atio
nal l
eave
The
Empl
oyee
de
velo
pmen
t se
ctio
n’s
func
tions
incl
ude:
- org
aniz
atio
nal
lear
ning
- pro
cess
im
prov
emen
t- r
esou
rce
man
agem
ent
- int
erna
l co
nsul
ting
- fac
ilita
ting
chan
ge- m
anag
ing
liabi
lity
- rep
ortin
g-in
tern
al/e
xter
nal
par
tner
ing
- ass
essm
ent d
one
befo
re a
nd a
fter
prog
ram
s- e
mpl
oyee
de
velo
pmen
t and
HR
s ar
e re
spon
sibl
e fo
r the
tra
inin
g- l
inki
ng T
&D
to
orga
niza
tiona
l nee
ds
requ
ires f
orgi
ng
clos
e w
orki
ng
rela
tions
hips
with
ag
ency
lead
ersh
ip,
alig
ning
em
ploy
ee
perf
orm
ance
with
the
agen
cy’s
per
form
ance
an
d bu
sine
ss p
lan,
an
d lin
king
em
ploy
ee
impr
ovem
ent/
lear
ning
nee
ds w
ith
perf
orm
ance
.
Chapter 6.indd 110 3/11/09 7:56 PM
111The Notion of HRD: A Review
Org
aniz
atio
nC
hara
cter
istic
s th
at R
eflec
t B
est P
ract
ices
T&
D
Stra
tegi
c A
lignm
ent
Stru
ctur
e Fu
nctio
nA
sses
smen
t and
Tr
ansf
er o
f Lea
rnin
g
Bro
war
d C
ount
y,
Flor
ida
- alig
ns
train
ing
with
or
gani
zatio
nal
stra
tegy
- the
impa
ct
of T
&D
is
mea
sure
d by
ass
essi
ng
skill
s and
be
havi
ors
befo
re
and
afte
r co
mpl
etin
g th
e pr
ogra
ms
- sha
red
resp
onsi
bilit
y w
ith
man
ager
s, su
perv
isor
s, Em
ploy
ee
Dev
elop
men
t an
d H
Rs
- stra
tegi
c go
als s
et b
y th
e B
oard
of
Cou
nty
Com
mis
sion
ers
- a b
usin
ess
plan
to a
chie
ve
the
goal
s- a
dmin
istra
tive
man
date
s- e
mpl
oyee
pe
rfor
man
ce
impr
ovem
ent
and
train
ing
need
s- a
life
long
le
arni
ng
envi
ronm
ent
- cha
nges
in
the
wor
k en
viro
nmen
t, te
chno
logy
, and
in
nova
tion
- the
trai
ning
func
tion
is in
the
Empl
oyee
de
velo
pmen
t sec
tion
of
the
Hum
an R
esou
rces
D
ivis
ion
- offe
rs tr
aini
ng p
rogr
am
whi
ch is
con
duct
ed o
n co
unty
tim
e an
d pa
id fo
r by
the
coun
ty.
- cou
rsew
ork
incl
udes
jo
b, p
erso
nal o
r pr
ofes
sion
al sk
ill
deve
lopm
ent,
as w
ell
as te
chni
cal,
care
er a
nd
prom
otio
nal d
evel
opm
ent
- exa
mpl
es: g
ener
ic
train
ing,
man
dato
ry
train
ing,
ope
ratio
nal
train
ing,
wor
kfor
ce
deve
lopm
ent,
retu
rn
to sc
hool
initi
ativ
es,
educ
atio
nal l
eave
The
Empl
oyee
de
velo
pmen
t se
ctio
n’s
func
tions
incl
ude:
- org
aniz
atio
nal
lear
ning
- pro
cess
im
prov
emen
t- r
esou
rce
man
agem
ent
- int
erna
l co
nsul
ting
- fac
ilita
ting
chan
ge- m
anag
ing
liabi
lity
- rep
ortin
g-in
tern
al/e
xter
nal
par
tner
ing
- ass
essm
ent d
one
befo
re a
nd a
fter
prog
ram
s- e
mpl
oyee
de
velo
pmen
t and
HR
s ar
e re
spon
sibl
e fo
r the
tra
inin
g- l
inki
ng T
&D
to
orga
niza
tiona
l nee
ds
requ
ires f
orgi
ng
clos
e w
orki
ng
rela
tions
hips
with
ag
ency
lead
ersh
ip,
alig
ning
em
ploy
ee
perf
orm
ance
with
the
agen
cy’s
per
form
ance
an
d bu
sine
ss p
lan,
an
d lin
king
em
ploy
ee
impr
ovem
ent/
lear
ning
nee
ds w
ith
perf
orm
ance
.
Tabl
e 4:
Bes
t Pra
ctic
es o
f Tra
inin
g an
d D
evel
opm
ent
Hen
nepi
n C
ount
y,
Min
neso
ta
- T&
D a
re
linke
d to
the
stra
tegi
c pl
an- O
n go
ing
basi
s of
asse
ssm
ent
- Inv
olve
men
t of
the
Empl
oyee
de
velo
pmen
t an
d th
e Tr
aini
ng
Man
ager
- Stro
ng
emph
asis
on
tran
sfer
of
lear
ning
th
roug
h ac
tion
plan
s tha
t tra
ck b
ehav
ior
chan
ge a
nd
thro
ugh
peer
co
achi
ng
- ide
ntifi
ed
com
pete
ncie
s re
quire
d to
ac
hiev
e th
e co
unty
’s
stra
tegi
c pl
an- t
rain
ing
is a
ligne
d w
ith th
ose
com
pete
ncie
s- i
dent
ify
the
key
com
pete
ncie
s fo
r dire
ctor
s, m
anag
ers,
supe
rvis
ors,
and
all
empl
oyee
s- t
rain
ing
is a
ke
y re
tent
ion
stra
tegy
- T&
D re
ports
to
the
Offi
ce o
f HR
s an
d is
alig
ned
with
a
posi
tion
in C
ount
y A
dmin
istra
tion
calle
d Le
arni
ng C
omm
unity
M
anag
er (w
orki
ng o
n or
gani
zatio
nal c
hang
e to
m
ake
lear
ning
an
inte
gral
pa
rt of
cou
nty
wor
k)
The
mai
n fo
cuse
s of
T&
D a
re:
(1) m
anag
er
and
supe
rvis
or
train
ing,
supp
ort
staf
f tra
inin
g an
d (2
) tra
inin
g fo
r al
l em
ploy
ees
(incl
udin
g ca
reer
de
velo
pmen
t)
Spec
ific
appr
oach
es o
f as
sess
men
t inc
lude
s:- a
nnua
l dep
artm
ent
mee
tings
and
stra
tegi
c pl
an re
view
s- a
nnua
l cou
ntyw
ide
stra
tegi
c pl
anni
ng
proc
ess
- fee
dbac
k fr
om
train
ing
partn
ers
- cus
tom
er fe
edba
ck- a
naly
sis o
f pe
rfor
man
ce
Lear
ning
tran
sfer
oc
curs
thro
ugh
actio
n pl
anni
ng in
eac
h tra
inin
g se
ssio
n,
peer
coa
chin
g ci
rcle
s as
supp
ort f
or n
ew
supe
rvis
or tr
aini
ng,
job
aids
, and
em
ails
to
man
ager
s fro
m th
e tra
inin
g st
aff.
(sou
rce:
Bjo
nber
g, 2
002)
Chapter 6.indd 111 3/11/09 7:56 PM
112 Issues on Human Resource Development
In practice, the term “HRD” itself would not have been encountered by some industries. Moreover, some of them did not have a specific HRD department. Even if the companies did have the department, the activities covered were broader than learning and development, thus included recruitment and human resource planning (Weil and Woodall, 2005). As mentioned by Trehan (2004) these are overlapping concepts and practices between HRD, HRM, and management learning. In order to define the term, the firm’s description on activities that relate to HRD helps to express the definition (Table 5).
Chapter 6.indd 112 3/11/09 7:56 PM
113The Notion of HRD: A ReviewIn
dust
ryH
RD
Defi
nitio
nSp
ecifi
c H
RD
’s C
ontri
butio
n to
Cor
pora
te S
trate
gyN
otes
Elec
tricC
o- u
se th
e H
RD
term
an
d as
spec
ific
HR
D d
epar
tmen
t. (H
owev
er, d
efini
tion
is n
ot m
entio
ned
by
the
rese
arch
er)
- HR
act
iviti
es w
ere
impo
rtant
to re
aliz
e bu
sine
ss
obje
ctiv
e- t
he m
anag
emen
t of p
eopl
e w
as p
rese
nted
as t
he
key
to im
prov
ing
cust
omer
focu
s and
satis
fact
ion,
co
mpe
titiv
enes
s, le
ader
ship
, inn
ovat
ion,
and
the
impl
emen
tatio
n of
cha
nge.
- E
mpl
oyee
lear
ning
and
rela
ted
issu
es w
ere
ackn
owle
dged
as s
trate
gica
lly im
porta
nt b
y al
l or
gani
zatio
ns, a
nd o
ften
just
ifies
in re
latio
n to
lo
nger
term
wor
kfor
ce p
lann
ing
such
as i
ncre
asin
g em
ploy
ee jo
b sa
tisfa
ctio
n an
d m
otiv
atio
n.
- all
clai
med
that
hum
an
reso
urce
s wer
e at
the
hear
t of
thei
r cor
pora
te st
rate
gy
- per
ceiv
ed H
RD
func
tion
as su
ppor
ting
corp
orat
e st
rate
gy b
y pr
ovid
ing
train
ing
and
othe
r lea
rnin
g op
portu
nitie
s, an
d H
RD
w
as a
lso
incr
easi
ngly
seen
as
an
activ
ity th
at is
shar
ed
with
line
man
ager
s and
em
ploy
ees (
indi
cate
s a
mov
e to
war
ds b
ecom
ing
a st
rate
gic
partn
er)
- stro
ng re
sist
ance
to
outs
ourc
ing
HR
M in
gen
eral
an
d H
RD
in p
artic
ular
(n
one
of th
e or
gani
zatio
ns
expr
essi
ng a
ny in
tere
st in
th
is)
Com
mun
icat
ions
Co
“…C
ompe
tenc
ies
man
agem
ent,
job
man
agem
ent,
rem
uner
atio
n m
anag
emen
t and
tra
inin
g”.
- the
prio
rity
was
on
the
rede
ploy
men
t of s
taff
follo
win
g th
e pl
anne
d jo
b lo
sses
of 2
2,00
0 ov
er th
e fo
llow
ing
thre
e ye
ars.
- had
cre
ated
a n
ew in
tern
al tr
aini
ng re
spon
sibl
e fo
r a
mas
sive
com
pete
nce
deve
lopm
ent p
lan
invo
lvin
g co
nsid
erab
le u
se o
f e-le
arni
ng.
- has
effo
rt of
mov
es to
tran
sfor
m th
e H
RD
fu
nctio
n fr
om a
cos
t to
profi
t cen
tre.
- set
up
train
ing
cent
res i
n va
rious
bus
ines
s uni
ts
for t
he p
urpo
se o
f cen
traliz
ing
train
ing
polic
y an
d m
aint
aini
ng a
glo
bal v
iew
and
con
trol o
ver
inve
stm
ent i
n tra
inin
g
Chapter 6.indd 113 3/11/09 7:56 PM
114 Issues on Human Resource DevelopmentSe
mic
ondu
ctor
Co
“…re
crui
tmen
t, in
tegr
atio
n, tr
aini
ng
and
pers
onal
de
velo
pmen
t..”,
with
an
em
phas
is u
pon
recr
uitm
ent o
f hig
h po
tent
ial c
andi
date
s an
d co
ntin
uous
de
velo
pmen
t ba
sed
upon
the
use
of p
erso
nal
deve
lopm
ent p
lans
.
- em
phas
ized
on
alig
ning
all
HR
pol
icy
glob
ally
. H
as a
glo
bal c
aree
r man
agem
ent p
olic
y ba
cked
up
by a
glo
bal “
corp
orat
e un
iver
sity
”- s
et u
p tra
inin
g ce
ntre
s in
vario
us b
usin
ess u
nits
fo
r the
pur
pose
of c
entra
lizin
g tra
inin
g po
licy
and
mai
ntai
ning
a g
loba
l vie
w a
nd c
ontro
l ove
r in
vest
men
t in
train
ing
Chapter 6.indd 114 3/11/09 7:56 PM
115The Notion of HRD: A ReviewC
hem
iCo
“…in
duct
ion,
in
tegr
atio
n,
enco
urag
ing
mob
ility
and
job
chan
ge, m
anag
ing
care
ers o
n an
in
tern
atio
nal l
evel
s, im
prov
ing
indi
vidu
al
and
colle
ctiv
e ki
lls,
chan
ging
beh
avio
r, de
velo
ping
futu
re
team
s, m
otiv
atin
g an
d re
war
ding
staf
f”.
The
mai
n ac
tiviti
es
wer
e fo
cuse
d ar
ound
a p
roje
ct o
n st
aff m
otiv
atio
n,
indu
ctio
n ca
reer
m
anag
emen
t and
hu
man
reso
urce
pl
anni
ng.
- Em
ploy
ee le
arni
ng a
nd re
late
d is
sues
wer
e ac
know
ledg
ed a
s stra
tegi
cally
impo
rtant
by
all
orga
niza
tions
, and
ofte
n ju
stifi
es in
rela
tion
to
long
er te
rm w
orkf
orce
pla
nnin
g su
ch a
s cop
ing
with
an
agei
ng w
orkf
orce
, or i
ncre
asin
g jo
b sa
tisfa
ctio
n an
d m
otiv
atio
n.
- set
up
train
ing
cent
res i
n va
rious
bus
ines
s uni
ts
for t
he p
urpo
se o
f cen
traliz
ing
train
ing
polic
y an
d m
aint
aini
ng a
glo
bal v
iew
and
con
trol o
ver
inve
stm
ent i
n tra
inin
g
Chapter 6.indd 115 3/11/09 7:56 PM
116 Issues on Human Resource DevelopmentSp
ortC
o“…
indu
ctio
n an
d sk
ill d
evel
opm
ent,
hum
an re
sour
ce
plan
ning
, sta
ff m
obili
ty a
nd
depl
oym
ent a
nd
accr
edita
tion
of
lear
ning
at w
ork”
.
Empl
oyee
lear
ning
and
rela
ted
issu
es w
ere
ackn
owle
dged
as s
trate
gica
lly im
porta
nt b
y al
l or
gani
zatio
ns, a
nd o
ften
just
ifies
in re
latio
n to
lo
nger
term
wor
kfor
ce
Supe
rmar
ket
- use
the
HR
D te
rm
and
as sp
ecifi
c H
RD
de
partm
ent
“…ex
tern
al
recr
uitm
ent,
inte
rnal
pro
mot
ion,
re
depl
oym
ent,
pers
onal
de
velo
pmen
t pl
anni
ng, h
uman
re
sour
ce p
lann
ing,
an
d em
ploy
ee
attit
ude
surv
eys a
s w
ell a
s tra
inin
g”.
(not
stat
ed)
(sou
rce:
Wei
l and
Woo
dall,
200
5)
Tabl
e 5:
HR
D in
Fra
nce
Chapter 6.indd 116 3/11/09 7:56 PM
117The Notion of HRD: A Review
The Best Practices of HR in Malaysia
The researcher has summarized (Table 6) some of the best practices in HR being benchmarked by the National Productivity Corporation (NPC) 2003-2005. The practices are based on the descriptions of activities conducted in organizations.
Organization Human Resource Practices NotesAmerican International Assurance Company (AIG)
- has strong commitment in employee personal growth and development through the provision of high quality T&D services offered by the Regional Staff Training & Development department.- all the employees strive to acquire the leadership competencies as lined up by senior management (continuously learning environment) - some of the examples of enrich T&D programmes includes: regional training (sharing of best practices between region to promote culture of continuous learning), global e-learning, corporate intranet, training and education programmes, customized training and consultation, external/functional training, resource centre, education assisted prorammes, elevator talks, HR e-bulletin, weekly empowerment message, people building project, core employee development, management associate programme, individual development plan. - all the intervention at the organization level taken to promote continuous learning in order to prepare employees who will be able to adapt more readily to changing business environment and maintain their upward careers.
The practices are related to the concept of HRD as discussed before. It can be said that the key successful of HR practice for this firm is by using its HRD strategy to develop their human resources and become the best practices of HR. For example, the firm is emphasizing on continuous learning as their strategy in successfully managing HR
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118 Issues on Human Resource Development
Petronas - value for employees’ existence and their contribution. - based on employee engagement to motivate and retain employees, such as: exercise organization’s values and beliefs from top to down, challenging work opportunities (i.e. self-driven on career development, emphasized on capability driven), balanced work life (i.e. sports club, young professional club), communication (i.e. transparency and value employees’ opinion), reward and remuneration (i.e. total remuneration philosophy), performance driven (i.e. 360 degree feedback for development), competency-based (i.e., skills group development programme, multi-tasking program)
The strategy and best practice used are based on the combination of both HRM and HRD. In particular, the HRD strategy used is skill or competency development.
Matsushita or Panasonic
- has strong effort in creation of continuous learning culture.- activities includes:- mindset change through structural reform (i.e. active R&D needs employees to ready to take challenge), building corporate strength based on technology and intellectual properties (i.e. encourage all employees to be innovative and be creative and apply ‘adaptability’), accelerating strategic investments (i.e. provide more job opportunities and create learning opportunities for employee to learn about new technology), renewing corporate culture (i.e. to prepare employees for change), yearly corporate slogan (i.e. employees should prepare their mindset), education for employees)
The best strategy used in this firm is continuous learning and learning is one of the main responsibility of HRD
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119The Notion of HRD: A Review
Petronas - value for employees’ existence and their contribution. - based on employee engagement to motivate and retain employees, such as: exercise organization’s values and beliefs from top to down, challenging work opportunities (i.e. self-driven on career development, emphasized on capability driven), balanced work life (i.e. sports club, young professional club), communication (i.e. transparency and value employees’ opinion), reward and remuneration (i.e. total remuneration philosophy), performance driven (i.e. 360 degree feedback for development), competency-based (i.e., skills group development programme, multi-tasking program)
The strategy and best practice used are based on the combination of both HRM and HRD. In particular, the HRD strategy used is skill or competency development.
Matsushita or Panasonic
- has strong effort in creation of continuous learning culture.- activities includes:- mindset change through structural reform (i.e. active R&D needs employees to ready to take challenge), building corporate strength based on technology and intellectual properties (i.e. encourage all employees to be innovative and be creative and apply ‘adaptability’), accelerating strategic investments (i.e. provide more job opportunities and create learning opportunities for employee to learn about new technology), renewing corporate culture (i.e. to prepare employees for change), yearly corporate slogan (i.e. employees should prepare their mindset), education for employees)
The best strategy used in this firm is continuous learning and learning is one of the main responsibility of HRD
Nestle - activities include:- growing the young talent program, in order to improve the skills and competencies of employees
The strategy adopted is seen as similar to Matsushita and Petronas, where the secret success is underlying under the HRD strategy, i.e. continuous learning and competency development
IBM - activities include:- top talent program (identify its HR role to achieve the goals, i.e. capabilities building – talent, leadership, innovative climate, high performance, HR capability)
The strategy adopted is seen as similar to Matshushita and Petronas, where the secret success is underlying under the HRD strategy, i.e. continuous learning and competency development
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120 Issues on Human Resource Development
KPJ Healthcare Berhad
- leadership in nursing management, i.e. nursing career pathway program, monitoring systems on the success of the programs, strategic alliances and attachment program to give international exposure and experience, job rotation, on-the-job training, quality standards program
The strategy used in the firm is competency development, but it emphasizing more on the leadership or management development. The strategy is closely aligned to its main business, i.e., nursing.
The Ritz-Carlton, Kuala Lumpur
- activities include:- cross-functional teams, human resources policies and practices (i.e. employees’ involvement, effectiveness and productivity), cross-training and job rotation, job enlargement, quality education and training
The practices are related to the concept of HRD as discussed before. It can be said that the key successful of HR practice for this firm is by using its HRD strategy to develop their human resources and become the best practices of HR. In particular, the HRD strategies used are related to education, training and development.
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121The Notion of HRD: A Review
Telekom Malaysia (TM)
- has a framework of HR operating, which defines the roles of HR at group and operating companies. It also means to reduce operating costs, such as outsourcing HR supporting and administration activities
Has clear model of HR operating systems but the firm does not present detail examples of HRD practices
Samsung SDI(M) Bhd
- activities include:- improvement and efficiency by rationalization (i.e. system and corporate communication), stabilization of working rationalization (i.e. implementing employees benefits program, career development plan), learning organization (i.e. enhancing capacity to learn, adapt and change)
The strategy adopted is seen as similar to Matshushita and Petronas, where the secret success is underlying under the HRD strategy, i.e. continuous learning and competency development
Intel Malaysia
- set up an employee development system (EDS), technical competency, up-skilling the manufacturing employees engineering knowledge, management development (i.e. decision making workshop)
The strategy adopted is focusing on skill or competency development for employee and management.
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122 Issues on Human Resource Development
Infineon Technologies Malaysia
- activities include:- skills and KM initiatives (i.e. shared values: ‘never stop thinking’), self-managed team and small group activities to support KS, CoP (i.e. forum), reward system (i.e. knowledge and skills database).
Focus on developing knowledge workers with support of continuous improvement to become a learning organization. The HRD strategy and role used is closely related to facilitate learning
Motorola (M) Sdn Bhd
- the alignment of information management, performance measurement and operational indicator systems are achieved at every level of the personnel commitment process. - activities include: work system (i.e. employee education, training and development, employee motivation and well being), leadership supply and planning (i.e. performance management system – personal commitment), emphasized on people talent.
The practices are similar to Ritz-Carlton and the strategies used are associated with education, training and development.
To summarize, the HRD practices by most of the best practices firms in Malaysia is similarly related to the basic traditional model by Nadler (1970) which highlighted that HRD comprises of education, training and development. The development refers to both individual (including career development) and organizational level.
Table 6: Best Practices in Human Resources
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123The Notion of HRD: A Review
CONCLUSION
Various theoretical and practices on HRD presented reveal that there is no solid model or definition about what HRD is. However, based on the current HRD practices it can be concluded that most of the practices are greatly underlying on the well known model by Nadler and McLagan. Again, HRD is strongly related to training, education and development. Although McLagan stated that her model is no longer reliable, but the model has great influence on the HRD practices and are still being used by many researchers and authors. Thus, HRD is still seen as integrated model of training and development, career development and organization development to improve individual effectiveness.
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