scholarly journals Analysis of Human Resource Development Programs Through Talent Management in Padjadjaran University

2019 ◽  
Author(s):  
Leni Rohida ◽  
Idil Akbar
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Talent Management ◽  
Development Programs

scholarly journals The effectiveness of talent management strategies in the development of human resources teaching from the point of view of the leaders and members of the faculty of Taibah University

2019 ◽  
Vol 3 (15) ◽  
Author(s):  
Badrya Abdullah Al-Skran
Keyword(s):  
Professional Development ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Management Strategies ◽  
Resource Development ◽  
Talent Management ◽  
Point Of View ◽  
The University ◽  
Open Question

The study aimed to identify the effectiveness of talent management strategies in human resource development at the University of Taibah, And to develop the necessary scientific solutions and recommendations, which can contribute to enhancing the effectiveness of talent management strategies in human resource development. Using the descriptive approach, study sample consisted of 67 leader, the leader of the 95 representing the entire community of the original study, and88member of the faculty members out of 365. The study relied on questionnaire tool, included thirty-eight parts, distributed over four axes, polarization, the discovery, the professional development, and the retention. In addition to an open question. The study found a range of results, which are; The general grade of the effectiveness of talent management strategies in human resources development at the University of Taibah from the perspective of leaders and members of the faculty average, is a mean 3.13.The polarization strategy is the most effective in the talent management in the development of human resources at the University of Taibah, a mean 3.35. The second was professional development with an average (3.17) and third discovery with an average of (3.09) The retention strategy came to be the least strategy in the talent management effectiveness in human resource development at the University of Taibah, a mean 2.93.In light of the results , a number of recommendations and suggestions.

A Model for the Systemic Evaluation of Human Resource Development Programs

1980 ◽  
Vol 5 (3) ◽  
pp. 431 ◽  
Author(s):  
Robert A. Snyder ◽  
Charles S. Raben ◽  
James L. Farr
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Development Programs

scholarly journals Strategic programs of socio-economic development as the main element of effective formation of human potential

2020 ◽  
pp. 33-43
Author(s):  
Valeriy Nikiforenko
Keyword(s):  
Economic Development ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Human Potential ◽  
Development Programs ◽  
Social Production ◽  
Development Management ◽  
Socio Economic Development

The author’s interpretation of the development of human potential as a driving force of personal and social progress, which is a dynamic process of changes in the quantitative and qualitative characteristics of human resources, is proposed in the article. The purpose of this study is to determine a clearer relationship between the formation and development of human potential and socio-economic development with highlighting of methodological approaches to the formation of appropriate development programs. To achieve this goal, the author investigated the relationship between the concepts of «socio-economic development», «human potential» and «formation and development of human potential». The provisions on the meaningful interpretation of human resources and human potential as human abilities and capabilities, which become the basis for creating appropriate conditions in social production for dynamic human development, have been clarified. It is substantiated that in the methodological aspect, when forming programs of socio-economic development, it is advisable to distinguish between social development as a main goal of these programs, and economic development as a means of achieving this goal with the simultaneous mutual influence of these components. It is proposed to consider the systemic transformation of human resource development management as a main component of the prerequisites formation for human potential accumulation and social production development. The main components of the updated human resource development management system, namely the goals, principles and levels of development, the functions of managerial influence, have been determined. It has been substantiated that the main goal of socio-economic development programs should be the continuous development of a person as a carrier of human potential; and the use of innovation, complexity, knowledge orientation – as a principles of their construction on the basis of organizational, systemic and humanistic approaches.

Toward an “Ethics of Serendipity”: Disrupting Normative Ethical Discourses in Organizations

2018 ◽  
Vol 17 (4) ◽  
pp. 373-392 ◽  
Author(s):  
Pauline Fatien Diochon ◽  
Renaud Defiebre-Muller ◽  
Federico Viola
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
The Other ◽  
Power Dynamics ◽  
Development Programs ◽  
Top Down ◽  
Ongoing Dialogue

Although most ethics development programs favor cognitive, individual, and top-down approaches, our article discusses, using the illustrative example of Volvo Group’s CreaLab, the cohabitation of multiples ethical discourses in organizations and implications for human resource development (HRD). We introduce the concept of the ethics of serendipity resulting from the ongoing dialogue and confrontation between three ethical discourses that we came up with building on Levinas’ work: The Being I discourse, the Being with discourse, and the discourse of the Call of the Other. The ethics of serendipity, thus, appear as a compromise that results from dissatisfaction with the traditional power dynamics of the Being I discourse, the desire to do something together illustrated in the Being with discourse, and the irresistible Call of the Other. Overall, this article answers a call for more social and experiential approaches to ethics in HRD.

scholarly journals MANAJEMEN PUSAT KEGIATAN BELAJAR MASYARAKAT

2021 ◽  
Vol 2 (1) ◽  
pp. 6-14
Author(s):  
Jumrani ◽  
Hasbi Sjamsir
Keyword(s):  
Staff Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Parental Support ◽  
Program Planning ◽  
Development Program ◽  
Resource Development ◽  
Research Management ◽  
Research Approach ◽  
Development Programs

The purpose of this study is to obtain a complete and clear picture of PKBM Management in PKBM Salsabila, Pasir Belengkong District, which includes planning, organizing, implementing, monitoring, and evaluating. This research uses a qualitative research approach with a case study design, the main informants are managers including the Chairperson, Secretary, treasurer, technical resource persons and tutors. Data collection is done by interview, observation, and study documentationThe results of research, management and data analysis that have been done by researchers by describing relevant theories about PKBM management are: (1). Planning of human resource tutors and staff development programs is carried out at the beginning of the new school year through workshops. (2). Organizing the tutor and employee human resource development program is done by forming a committee and division of tasks and responsibilities towards the implementation of the program. (3). Implementation of the tutor's human resource development program and has been going according to plan. (4). Supervision in the implementation of resource development programs is carried out in the field or indirectly through reports at weekly meetings. (5). Source of Funds are: (1) Operational operational assistance fund (BOP). (2) Parents' participation funds, called Monthly Mandatory Fees (IWB). (3) Kepititian funds originating from the participation of parents of students (6) The form of giving Rewards in the form of incentives from the foundation paid every month. (7). Parental support in implementing PKBM management (8). Implementation of management, in principle, does not exist, but there is a component in the management function in the development of human resources that has experienced a few constraints, namely the implementation time of activities and financing support in ideal program planning is not yet maximal.

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