Performance improvement and performance growth in HRD

Performance improvement and performance growth in HRD

Performance improvement and performance growth in HRD

Introduction

“HRD is organized learning experiences provided by employers, within a specified period of time, to bring about the possibility of performance improvement and personal growth.”

According to the definition given above it can be explained that HRD is a diversified field which is surrounded by different views given by researchers. HRD is linked with the performance of individual as well as the organization. In recent years, human resource management (HRM) practices have grown systematically to become firmly embedded within a business mindset yet by contrast; human resource development (HRD) activities have evolved to perch awkwardly between the more-established disciplines of business, education and social policy (Sambrook, 1999).

HRD and performance

Before entering into the new structural requirements for organizing HRD functions to manage performance, we first take a look at how HRM concepts and practices are evolving and how this affects the role of HRD professionals. Based on the research, this author assumes that HRM is the function of both the HR department and line managers and thus as the roles and responsibilities of HR department and line managers change, so will the prevailing HRD structure as well.

HR is becoming a “strategic partner” within many businesses and senior managers are asking HR professionals to define overall organizational architecture in terms of organizational culture, competencies, rewards, governance, work process and leadership. However, argue that success depends on the ability of an HR department to perform such a role effectively and the ability to influence others to accept this changed role for HR (Slotte, 2004). In such cases, HRD is responsible for creating a corporate learning environment. It should focus on action-learning and increased instances of executive-led dialogue about the business challenges facing the organization. It has to work as catalyst and facilitator to foster creativity across organizational boundaries, leadership development, and revenue enhancement by increased employee engagement.

HR as a learning experience

In the academic world, HRD specialists are 'struggling for their own space and freedom, distinguishing themselves from HRM or vocational education'). HRD professionals have long searched for credibility' and much has been written about the challenges HRD faces, primarily keeping the field relevant, adopting more strategic approaches, embracing technological changes and measuring its contribution to organisational performance. Its gradual evolution has both generated opportunities and created limitations for HRD research (Smith, 2007). In becoming wedged between mainstream academic disciplines, HRD can be perceived as fertile ground and an attractive place for applied study; on the other hand, this positioning can also be interpreted as being in the disciplinary wilderness, resulting in a lack of interest from purists on all sides and a diluting of the importance of HRD as a strategic area of interest.

In order to be successful the top management must support and should ensure that learning depends on the strategic agenda at the same time as permitting the addition of objectives in management performance criteria otherwise until 'people management' includes learning and development ...