Human resource development is the process of assisting employees in a certain organization to improve their personal and organizational skills, their abilities, and use of knowledge. This includes helping them through taking them for training, career development courses, organizational and performance management. The main aim of human resource development is to develop an advanced workforce that will enable the organization to achieve its goals and offer the best to its customers. Human resource development can be done from within the organization or from outside the organization. It can also be done formally such as a planned organizational change, offering classroom training to employees or taking them through a certain college course, or informally where a manager may decide to coach the employees on a particular issue. Human resource development in any organization is the role of human resource management. This deals with all the matters of the employees. This article, Continue reading
Human Resource Strategies
Adoption of Strategic Human Resource Development (SHRD) Practices in Organizations
Management requires that all organizations and businesses get the available resources together to enable them to accomplish their goals, objectives, and aims effectively and efficiently. This means that there must be the act of planning, staffing, controlling, and directing the organization’s manpower for the realization of these purposes as set by the organization. The act of developing human resources is cited as an opportunity through which the employees can develop their own personal skills and other organizational skills needed for the successful operation of the business. Strategic Human Resource Development (SHRD) is the linkage between the strategic goals and objects with the resources available in the organization. This is the trend that most companies are adopting in the recent past. Human resource development has become a strategic application of policies and practices that will ensure a company reaches the peak of its performance by utilizing what it has, for its Continue reading
Case Study: Google’s Recruitment and Selection Process
Google Inc., the world’s largest and most popular search engine company, is also one of the most sought after companies in the world. Due to the popularity of the company caused by its highly attractive compensation and benefits packages for its employees, millions of job applications are constantly received by Google on an annual basis. While other companies envy Google for attracting and acquiring such highly-talented and highly-skilled individuals from all over the world, the company finds it as a serious cause of dilemma. When Google Inc. topped the ranks for the most popular companies in the world, it could no longer contain the number of applications it receives from thousands of job hunters from all over the globe. And since the company aims to hire only the best employees that fit the organizational culture and standards of Google, the company started thinking of ways to better improve its recruitment Continue reading
Leader-Member Exchange Theory (LMX)
Several leadership theories including trait, behavioral, and contingency theories assume that the leader-member relations are consistent, with the leaders interacting with all subordinates homogeneously. But, Leader-Member Exchange Theory (LMX) asserts that leader-member relations are heterogeneous as leaders cannot distribute their limited resources and time to all the subordinates equally. Hence the leader develops unique dyadic relations with each member over a series of exchanges i.e. Vertical Dyadic Linkage Approach (VDL). Leader-Member Exchange Theory (LMX), also called the Vertical Dyad Linkage Theory developed by Graen and his colleagues suggests that leaders cultivate qualitatively different types of relations with different employees. The theory dictates that effective leadership processes takes place when leaders and followers develop mature partnerships and thus gain access to the mutual benefits of this relationship. Leader-Member Exchange Theory (LMX) suggests that the leader develops different types of exchange relationships with the subordinates. This phenomenon is called ‘LMX differentiation’. LMX Continue reading
De Bono’s Six Thinking Hats: A Creative and Critical Thinking Model
Creative thinking has always been one of the main aspects in the successful implementation of any business strategy. In the prospect of business growth and development, it is necessary to establish an effective decision-making approach, which will help to outline the company’s strengths and decrease the negative impact of weaknesses. The Six Thinking Hats technique is a framework for thinking and decision making introduced by a famous expert in the sphere of creative thinking, invented in the early 1980s – Dr. Edward de Bono, and is licensed by Advanced Practical Thinking (APTT), of Des Moines, Iowa. Organizations such as Prudential Insurance, IBM, Federal Express, British Airways, Polaroid, Pepsico, DuPont, and Nippon Telephone and Telegraph use the Six Thinking Hats method. The six different hats represent six different modes of thinking. This technique was introduced in order to help in the process of solving problems. The method promotes fuller input from Continue reading
Working Across Boundaries
During the last decade, the concept of working across boundaries has become a popular concept. The basic premise is that individuals and organizations need to traverse boundaries if they are to achieve their goals. Essentially earlier concepts of fixed organizational demarcation lines no longer apply in modern-day business concepts. Within the organizational framework, the concept of boundaries can become a reasonably complex issue. There still remains an active debate as to whether the definitions of boundaries are realistic, objective, or imagined. The concept has become more complex with the use of outsourcing and Public/Private partnerships in terms of lines of demarcation and authority. The concept of boundaries within organizations takes on different shapes and forms. Much of this has to do with social and knowledge boundaries. The explosion in technological and communication advances has simplified the concept of working across boundaries. Despite the fact that organizations still are challenged to Continue reading