scholarly journals Pengembangan Sumberdaya Manusia Berbasis Kompetensi di Kantor Pemerintah Kota Bandar Lampung

2015 ◽  
Vol 31 (1) ◽  
pp. 1
Author(s):  
Nur Efendi
Keyword(s):  
Performance Appraisal ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Learning And Development ◽  
Culture Of Learning ◽  
Competency Based ◽  
Key Variables ◽  
Low Culture ◽  
The City

Competence is one of the key variables that determine the performance of an employee. This study aims to provide an overview of competency-based human resource development in the Office of the City of Bandar Lampung. The method used is descriptive with inductive approach. Data collection is done by observation, interviews, and documentation. The data were analyzed qualitatively namely through data reduction, data presentation, and conclusions. The results showed that the competency-based human resource development in the Office of the City of Bandar Lampung not achieve optimal results. This is shown by the results of performance appraisal that does not reflect the actual achievement of an employee. Factors that cause less successful efforts of competency-based human resource development is due to the low culture of learning and development practices that do not associate the results of planning activities, training, assessment, and job-oriented competence development 

scholarly journals What HRD Is Doing—What HRD Should be Doing: The Case for Transforming HRD

2019 ◽  
Vol 19 (1) ◽  
pp. 39-65 ◽  
Author(s):  
Richard J. Torraco ◽  
Henriette Lundgren
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Recent Literature ◽  
Resource Development ◽  
Learning And Development ◽  
Comprehensive Review ◽  
The Future ◽  
New Perspective

Human resource development (HRD) is no longer expected to be the primary agency for promoting learning and development among employees. Today, HRD is diffused and integrated into a broad range of leadership and supervisory roles. As more responsibility for learning and development is assumed by others, what is the role of HRD? Although HRD has largely adapted to sharing more of its traditional responsibility for learning and development, the field has also encountered challenges and criticisms. We juxtapose recent adaptations and advances in HRD with perspectives on the dilemmas, challenges, and criticisms of HRD as seen by those outside the field of HRD. Grounded in a comprehensive review of recent literature, the authors seek to provide a balanced perspective on HRD’s strengths and weaknesses and to conceptualize a new perspective on HRD and its transformation for the future.

Why is organizing human resource development so problematic?

2017 ◽  
Vol 24 (4) ◽  
pp. 215-225 ◽  
Author(s):  
Rob F. Poell ◽  
Ferd Van Der Krogt
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Added Value ◽  
Learning And Development ◽  
Line Managers ◽  
Content Type ◽  
Key Stakeholders ◽  
Important Field ◽  
Training Courses

Purpose Human resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation and added value. This study, which consists of two parts, aims to investigate the question of why this is the case. In this second part, two specific aspects of the learning-network theory are elaborated: multiple experiences in organizations forming the basis of employee learning and development, and different actor strategies for organizing HRD. Design/methodology/approach The paper presents a conceptual framework to argue that one of the main reasons why organizing HRD is problematic lies in the limited and one-sided conceptualization of organizing HRD that is often used. Findings Organizing HRD is mostly viewed as designing training courses and instruction sessions for employees; it is also predominantly understood as a tool of management. The paper proposes a network perspective on organizing HRD, which is better able to guide organizational actors than other approaches can, by taking into account a broader set of HRD practices and viewing employees (besides managers) as key stakeholders. Originality/value The study argues that organizing HRD needs to take into account learning experiences that employees can gain from participating in work and career development as well (besides formal training); moreover, that employees’ HRD strategies are at least as important as those used by line managers and HR practitioners.

Coaching, HRD, and Relational Richness

2014 ◽  
Vol 16 (2) ◽  
pp. 242-257 ◽  
Author(s):  
Toby Egan ◽  
Robert G. Hamlin
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Empirical Research ◽  
Action Learning ◽  
Resource Development ◽  
Special Issue ◽  
Learning And Development ◽  
Line Managers ◽  
Measurement Tools ◽  
Theoretical Foundations

The Problem Coaching is becoming a ubiquitous form of human resource development (HRD) that experiences regular annual gains in both interest and participation. Yet it lacks theoretical framing and has not been conceptually well developed. There is a need for further framing of coaching as a dyadic, or group-based phenomenon, occurring in a set of diverse, but often commonly utilized contexts. The Solution Contributors to this issue inform this growing HRD area by elaborating upon coaching in terms of conceptualization, theoretical foundations, and measurement tools. They provide perspectives on coaching in its many forms, including executive, managerial, and action learning coaching. These perspectives on coaching most often share a dyadic/one-on-one context, and elaborate on coaching practices in terms of interactional richness, learning, and development. The Stakeholders Researchers and scholarly practitioners in the HRD field, internal and external coaches, and line managers who are committed to improving the practice of and expanding empirical research on coaching will benefit from this special issue on coaching.

Learning and development practices in international context: conceptual introspection towards bringing the best work place strategies

2016 ◽  
Vol 15 (4) ◽  
pp. 180-186 ◽  
Author(s):  
Rabindra Kumar Pradhan ◽  
Lalatendu Kesari Jena ◽  
Nrusingh Prasad Panigrahy
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Cross Cultural ◽  
Learning And Development ◽  
Cultural Training ◽  
International Context ◽  
Content Type ◽  
Internal Customers ◽  
Cross Cultural Training

Purpose In today’s competitive environment, long-term viability and sustainability of a firm requires a combination of both specialized and knowledge-based resources. Earlier research findings have surfaced the fact that by leveraging knowledge, successful multinational companies in the Western world are able to create a position for capitalizing on market imperfections in the field of human resource development and correspondingly achieving higher returns on their investments. Therefore, the purpose of the paper is to examine the approaches of successful multinational enterprises (MNEs) from newer industrialized and developing economies, especially in the perspective of learning and development initiatives. Design/methodology/approach The focus of this study is to introspect on the causal that influences toward fostering a better human resource development climate in the international context. Findings The proposition explores a road map to strategize organizational policies and practices as to how best to serve its expatriate internal customers. Originality/value The findings of this study has confirmed the link between cross-cultural training and expatriate adjustment and performance, but still the scope lies in future research to carry out the specific context or conditions influencing the effectiveness of cross-cultural training programs by using quantitative statistical findings of country-wide successful MNE analysis in the learning and development domain and subsequently proposing the benchmarking practices for impersonation by the developing nations.

Human Resource Development

2021 ◽  
pp. 519-543
Author(s):  
Noreen Heraty
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Organizational Level ◽  
Learning And Development ◽  
Knowledge And Skills ◽  
Individual Level ◽  
Evaluation Strategies ◽  
Individual Knowledge ◽  
Level Of Analysis

This chapter provides an overview of global human resource development (HRD) and highlights some of the key contextual challenges driving increased emphasis on HRD investment. It adopts a multilevel and embedded stakeholder approach to consider explanations of HRD from a variety of perspectives. Definitional aspects of learning and development at the organizational level are first introduced, followed by a deeper consideration of who the different HRD stakeholders might be at each level and what their priorities might include. Trends in the macro context for HRD are then discussed before a review of the organizational-level context of HRD is presented. Drawing on data from successive rounds of the Cranet survey (2004/5, 2009/10, and 2014/15), HRD investment across the countries surveyed is presented, followed by a discussion on needs identification, targeted investment, and common evaluation strategies employed. Throughout, it is emphasized that the significance of HRD extends beyond any individual level of analysis and, increasingly, issues concerned with developing individual knowledge and skills are of global significance as organizations and nations strive to develop their competitive human capital base.

A Competency-Based Human Resource Development Strategy

2008 ◽  
Vol 19 (1) ◽  
pp. 127-139 ◽  
Author(s):  
Noordeen Gangani ◽  
Gary N. McLean ◽  
Richard A. Braden
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Development Strategy ◽  
Resource Development ◽  
Competency Based

Social Movement Learning and Human Resource Development: An Agenda for a Radical Future

2019 ◽  
Vol 21 (2) ◽  
pp. 175-192 ◽  
Author(s):  
Stephanie Sisco ◽  
Michael Valesano ◽  
Joshua C. Collins
Keyword(s):  
Social Movements ◽  
Social Movement ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Learning And Development ◽  
Social Activists ◽  
Holistic Understanding ◽  
Social Interests ◽  
Social Cause

The Problem Research concerning how social movements change power relations, policies, and structures in organizations remains unexplored within human resource development (HRD) literature. The Solution The purpose of this article is to explore the intersections of HRD and social movement learning (SML) by acknowledging how social movements invite organizations to recognize and learn about social interests and social injustice. A review of concepts concerning collective learning, power and politics, and spatial theory guided the assumptions and claims outlined throughout the article. Three leading suggestions emerged for future consideration: (a) social movements are self-directed and require support, and not direction; (b) HRD is equipped to provide a more holistic understanding of learning and development within and outside the workplace; and (c) organizations that support social movements should demonstrate a genuine interest in their social cause, and not use it merely as an opportunity to build social capital for the organization. The Stakeholders The value of social movement learning (SML) is discussed to draw attention to HRD scholars and practitioners, social activists, and employers who aspire to uplift individuals who are excluded and marginalized in society. Prospects to expand the application and scope of HRD are also discussed to reach a broader audience and appreciate the development and learning within social justice initiatives.

scholarly journals FORECASTING INFORMATION TECHNOLOGY HUMAN RESOURCE IN HOCHIMINH CITY FROM 2011 TO 2020

2011 ◽  
Vol 14 (2) ◽  
pp. 14-21 ◽  
Author(s):  
Thi Hao Cao ◽  
Phuong Ngoc Binh Nguyen ◽  
Hung Thanh Nguyen ◽  
Chuong Minh Truong ◽  
Hiep Van Ha
Keyword(s):  
Information Technology ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Ho Chi Minh City ◽  
Forecasting Model ◽  
Master Plan ◽  
It Infrastructure ◽  
Demand And Supply ◽  
The City

Information technology (IT) is a fast-growing field, particularly, in Ho Chi Minh City. The City Authorities have made much effort to improve IT infrastructure and to make a master plan for IT human resource development. The development of IT human resource depends on the demand of IT market and on the supply of IT human resource. In order to have a highly reliable plan for IT human resource development, a forecasting model involving factors of IT human resource demand and supply is in big need. This research aims to establish an IT human resource forecasting model and to apply this model to the forecasting of IT human resource in Ho Chi Minh City from 2011 to 2020.

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