Human Resource Development and Performance Improvement

2012 ◽  
Keyword(s):  
Human Resource Development ◽  
Performance Improvement ◽  
Human Resource ◽  
Resource Development ◽  
And Performance

Strategic Human Resource Development Alignment

2016 ◽  
pp. 85-100
Author(s):  
Ann Herd ◽  
Meera Alagaraja
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Critical Role ◽  
Resource Development ◽  
Future Research ◽  
Global Marketplace ◽  
Strategic Objectives ◽  
Organizational Learning Culture ◽  
Proposed Model ◽  
And Performance

The critical role of human resource development (HRD) in helping organizations identify and meet their strategic objectives in today's competitive and ever-changing global marketplace is increasingly being recognized by both scholars and practitioners. While many HRD scholars have examined the importance of HRD alignment with the organization's strategic objectives, there exist few conceptualizations of this alignment from the employee's perspective. Drawing on strategic HRD and management “line of sight” literature, the purpose of this chapter is to explore the theoretical conceptualization and a proposed model of employee perceptions of the strategic alignment of HRD in their organizations. Strategic HRD alignment from the employee's perspective is explored, and future research directions are discussed, in relation to strategic HRD, organizational learning culture, perceived investment in employee development, and performance-related outcomes for which HRD scholar-practitioners strive in their quest to facilitate organizational strategic objectives.

scholarly journals The Development Model of Human Resources at Islamic Universities in Aceh

2021 ◽  
Vol 9 (1) ◽  
pp. 103
Author(s):  
Danial Danial ◽  
Nur Sari Dewi ◽  
Kafrawi Kafrawi
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Individual Development ◽  
Development Model ◽  
Flexible Work ◽  
Work Arrangements ◽  
And Performance

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 model. This model was built based on HRD factors, HRD aspects, HRD methods, and HRD strategies/steps. HRD factors were emphasized on the platform designed, the work balance between employees, discipline, and the utilization of the potential of cultural plurality and Islamic spirit as an intrinsic power of human resource development. The development was carried out in an integrated and parallel way between individual development, career, organization, and performance management through flexible work arrangements, knowledge sharing, and the adoption of innovative technologies in a sustainable and strong leadership system.

scholarly journals Human Resource Development and Employee Engagement in Nepalese Commercial Banks

2019 ◽  
Vol 4 (2) ◽  
pp. 21-34
Author(s):  
Kishor Hakuduwal
Keyword(s):  
Career Development ◽  
Performance Management ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Human Resource ◽  
Commercial Banks ◽  
Resource Development ◽  
Training And Development ◽  
And Performance ◽  
The Impact

The objective of the present study is to analyse the impact of human resource development on employee engagement in Nepalese commercial banks by taking three human resource development components of training and development, career development and performance management as independent variables, and employee engagement as a dependent variable. Using the random sampling, 384 employees were selected, and a questionnaire survey was carried out to collect data. Using F-test and t-test, the study found that the training and development, career development and performance management have significant impact on employee engagement in Nepalese commercial banks. The study also revealed that male employees have more emphasis on performance management but female employees have more emphasis on training and development. Likewise, the employees up to the officer level have also more emphasis on performance management but the employees below officer level have more emphasis on training and development.

scholarly journals Human Resource Development Practices: Empirical Evidence from Nepal Rastra Bank

2018 ◽  
Vol 1 (1) ◽  
pp. 57-63
Author(s):  
Achyut Gnawali
Keyword(s):  
Human Resources ◽  
Human Development ◽  
Empirical Evidence ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Development Strategies ◽  
Fertility Reduction ◽  
Complementary Approach ◽  
And Performance

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 explore the practices and relation between HRD and performance of Nepal Rastra Bank.

Job Crafting and Performance: Literature Review and Implications for Human Resource Development

2018 ◽  
Vol 17 (3) ◽  
pp. 277-313 ◽  
Author(s):  
Jae Young Lee ◽  
Yunsoo Lee
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Empirical Studies ◽  
Resource Development ◽  
Theory And Practice ◽  
Work Design ◽  
Job Crafting ◽  
Future Research ◽  
And Performance ◽  
The Relationship

Although work design is a significant theoretical foundation of human resource development (HRD), it has garnered little attention from researchers in the HRD field. To help remedy this oversight, we review job crafting, which is one of the most recent and significant work design theories. After reviewing 28 empirical studies examining the relationship between job crafting and performance, we discuss future research possibilities and implications for HRD theory and practice. As job crafting has been shown to have a positive relationship with performance, we encourage HRD researchers and practitioners to extend their understanding and application of job crafting.

scholarly journals The Effect Of Human Resources Development And Work Environment Towards Employee Performance Improvement PDAM Surya Sembada City Of Surabaya

2018 ◽  
Vol 1 (1) ◽  
pp. 11-18
Author(s):  
Witta Anggraeni ◽  
Hermien Tridayanti ◽  
Mohammed Mustafa Hussein Al-Amrani
Keyword(s):  
Work Environment ◽  
Human Resource Development ◽  
Performance Improvement ◽  
Human Resource ◽  
Employee Performance ◽  
Linear Regression Analysis ◽  
Sampling Technique ◽  
Resource Development ◽  
Multiple Linear Regression Analysis ◽  
Environment Variables

This study aims to analyze the effect of Human Resource Development and Work Environment towards Employee Performance Improvement PDAM Surya Sembada City Of Surabaya (Study of the Corporate Secretary Sub-Directorate) partially and simultaneously. The authors used a saturated sampling technique or also called a census, where all members of the population are sampled, as many as 55 employees in all Sub-Directorate of Corporate Secretary PDAM Surya Sembada City Of Surabaya. Data collection techniques using questionnaires and interview. In calculating scoring, researchers used a Likert scale. Method data analysis used is multiple linear regression analysis. The results of this study show that the variable Human Resource Development (X1) and Work Environment (X2) have a significant effect on Employee Performance Improvement (Y) partially. Human Resource Development (X1) and Environment Variables Work (X2) also have a significant effect on Employee Performance Improvement (Y) simultaneously.

STRATEGI PENGEMBANGAN SUMBER DAYA MANUSIA DI PT. GAYA SUKSES MANDIRI KASEINDO ( SAFEWAY) SURABAYA

Develop ◽  
2019 ◽  
Vol 3 (2) ◽  
pp. 10
Author(s):  
Sri Susilowati ◽  
Ilya Farida
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Development Strategy ◽  
Career Planning ◽  
Performance Indicator ◽  
Employee Performance ◽  
Resource Development ◽  
Training And Development ◽  
And Performance ◽  
Rewards And Punishment

This research aims to know and understand strategy of human resource development at PT.  Gaya Sukses Mandiri Kaseindo (Safeway) Surabaya. The results of this research is a model of human resource development strategy that has been done by PT Gaya Sukses Mandiri Kaseindo (Safeway) Surabaya is as follows: 1.Selection of potential human resource. 2. Perform evaluation of human resource performance using KPI (Key Performance Indicator) 3. Giving an opportunity to employees to contribute ideas.  4. Appropriate career planning  5. Giving rewards and punishment 6. Conducting various Training and Human Resource Development :  Internal Training methode 1. 5C (Clear-out, Classify, Cleaning, Conformity, Custom) 2. Leadership Coaching Training and External Training methode : 1. Lean Management, 2. Negotiation Skill & Service Excellence Training. The company is responsible for improving work ability, the skills of its employees to be better. Human resource development strategy is a form of appreciation of a leader to employees in the form of humanis. Training and development is one solution to a number of problems decreasing the quality of the performance of organizations or institutions and agencies caused by decreased ability and obsolescence skills owned by employees. The purpose of training and development is to change attitudes, behavior, experience and performance of employee performance to be better.

scholarly journals Human Resource Development: Overview of the Performance Evaluation and Performance Appraisal viewpoints

2020 ◽  
Vol 1 (5) ◽  
pp. 15-19
Author(s):  
Navia Thuy ◽  
Elly Trinh
Keyword(s):  
Performance Evaluation ◽  
Performance Appraisal ◽  
Human Resource Development ◽  
Human Resource ◽  
Employee Performance ◽  
Performance Standards ◽  
Poor Performance ◽  
Resource Development ◽  
Performance Appraisals ◽  
And Performance

This article discusses Human Resource Development by reviewing Performance Evaluation and Performance Appraisals. Every organization must prepare a program that contains activities that can improve the capabilities and professionalism of HR so that the organization can survive and develop in accordance with the organizational environment. The appraisal process starts from setting employee performance standards. A manager must determine what achievements, skills or outputs will be evaluated. These performance standards should be included in the job analysis and job description. After the performance standards have been set, the next thing to do is communicate to each employee, so that the employees know what is expected by the company. Performance appraisals are used to tell employees how far they are performing and the rewards they will get. Performance appraisal also aims to evaluate and provide feedback to employees that will develop employees and also the effectiveness of the organization. Poor performance shows the need for training as well as good performance can reflect the great potential that must be developed.

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