Implications of the knowledge economy for Human Resource Development practice

2004 ◽  
Vol 7 (2) ◽  
pp. 275-280
Author(s):  
John S Walton
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Knowledge Economy ◽  
Resource Development ◽  
Development Practice

scholarly journals Human Resource Development Practice in Nepalese Business Organizations: A Case Study of Manufacturing Enterprises in Pokhara

2006 ◽  
Vol 1 (1) ◽  
pp. 58-68 ◽  
Author(s):  
Lal Bahadur Baniya
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Policy Framework ◽  
Main Concern ◽  
Business Organizations ◽  
Manufacturing Enterprises ◽  
Business Studies ◽  
Development Practice

Today's modern management regards human resource as the precious asset of an organization. How this important asset is treated and developed in the Nepalese business organizations is the main concern of this study. The study reveals that there is a lack of systematic approach towards human resource development in Nepalese business organizations. Most of the organizations neither have a personnel manager to look after human affairs nor allocate budget in their annual program for human resource development. This is a manifestation of low priority assigned to human resource in organizations. However, it is a good indication that some of the organizations have started to provide their employee the training though they lack clear policy framework. Journal of Nepalese Business Studies Vol.1(1) 2004 pp.58-68

Career Development Models and Human Resource Development Practice

2016 ◽  
pp. 66-84
Author(s):  
Catherine N. Kyeyune
Keyword(s):  
Career Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Development Models ◽  
Career Trajectories ◽  
Employee Relationship ◽  
The Impact ◽  
Development Practice

Various career development models and concepts have been developed over the years to explain career trajectories of employees in the workplace. The new employer-employee relationship in the workplace has resulted in more dynamic careers; boundaryless, protean, kaleidoscope, hybrid and multiple level careers. However, the impact of these relatively new career theories on human resource development (HRD) is still unclear. In this chapter, the author discusses the role of career development in human resource development and different models of career development. In addition, various organizational activities that can support career development are presented. The author then proposes a framework that links career models to specific organizational career development activities. This provides direction to organizational efforts geared towards employee development.

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