Career Management and Human Resource Development of a Global, Diverse Workforce

2016 ◽  
pp. 1627-1653
Author(s):  
Gyongyi Konyu-Fogel
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Global Economy ◽  
Core Competencies ◽  
Resource Development ◽  
Career Management ◽  
Diverse Workforce ◽  
Global Workforce ◽  
Recent Trends

Career management and human resource development that focus on developing long-term capabilities within the organization are crucial to build core competencies and competitive advantage in a global environment. This chapter examines career management and human resource development factors of global competencies in management and leadership. Recent trends and research indicate that successful career management systems utilize organizational practices, processes, and people with capabilities for proactive decision making, information sharing, analysis, critical thinking, problem solving, teamwork, and innovation. Career management in a fast-changing environment must include continuous learning, cross-cultural and social understanding, communication skills, ability to differentiate and integrate information, tolerance for uncertainty and ambiguity, positive attitude, and openness to learning new things. Human resource development in a global economy should include global understanding and competencies necessary for managing a global workforce. The author discusses trends and best practices of 21st century leadership for developing capabilities for competitive advantage through human resources.

Career Management and Human Resource Development of a Global, Diverse Workforce

2015 ◽  
pp. 80-104 ◽  
Author(s):  
Gyongyi Konyu-Fogel
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Global Economy ◽  
Core Competencies ◽  
Resource Development ◽  
Career Management ◽  
Diverse Workforce ◽  
Global Workforce ◽  
Recent Trends

Career management and human resource development that focus on developing long-term capabilities within the organization are crucial to build core competencies and competitive advantage in a global environment. This chapter examines career management and human resource development factors of global competencies in management and leadership. Recent trends and research indicate that successful career management systems utilize organizational practices, processes, and people with capabilities for proactive decision making, information sharing, analysis, critical thinking, problem solving, teamwork, and innovation. Career management in a fast-changing environment must include continuous learning, cross-cultural and social understanding, communication skills, ability to differentiate and integrate information, tolerance for uncertainty and ambiguity, positive attitude, and openness to learning new things. Human resource development in a global economy should include global understanding and competencies necessary for managing a global workforce. The author discusses trends and best practices of 21st century leadership for developing capabilities for competitive advantage through human resources.

People, Technology and Human Resource Development (HRD) Philosophy

2012 ◽  
pp. 759-770 ◽  
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Industrial Revolution ◽  
Resource Development ◽  
Corporate America ◽  
Hrd Professionals ◽  
Relationship Of ◽  
The Relationship

Technology and people are present in all organizations. How they are managed and developed is essential to the competitive advantage of organizations. Understanding the dynamics of this relationship is an area that needs to be better understood within the Human Resource Development (HRD) field. This chapter will explore the extent that HRD philosophy addresses the relationship of people and technology. Comparing people and technology has been a debate since the industrial revolution occurred in America (Swanson, 1982; Swanson, & Torraco, 1994). Man and machine are as essential to organizational prosperity as air and water is to living; yet, it is not often researched and published in HRD literature (Githens, Dirani, Gitonga, and Teng, 2008). Could this be why HRD professionals do not have a seat at the proverbial table in corporate America? Are HRD professionals and researchers denying that there is a relationship between people and technology in organizations? Are HRD professionals and researchers limited by their beliefs concerning the comparison of people to technology?

scholarly journals Integrating human resource development and knowledge management for sustainable botswana public sector performance

2021 ◽  
Vol 11 (2) ◽  
pp. 7-14
Author(s):  
THEOPHILUS TSHUKUDU
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Public Service ◽  
Resource Development ◽  
Sustainable Competitive Advantage ◽  
Public Sector Performance ◽  
Sector Performance

The aim of this paper investigate strategies that could be used for the effective integration of human resource development and knowledge management for sustainable public sector performance. With the calls for improved service delivery in the Botswana Public service sectors, there is need to adopt modern and effective way of managing change in the public sector part of which includes effective management of human resource development foreffectiveness competitive advantage. The only source of sustainable competitive advantage is to learn faster and more creatively than competing organizations. To the Botswana public service the foregoing affirmation remains challenges range from lack of quality leadership to the implementation of swift and effective HRD strategies combined with knowledge management. The methodology used for this paper is desktop research with emphasis on theoretical framework for improving public sector effectiveness. The results of emanating from the theoretical points to a number of strategies for integrating human resource development and knowledge management for sustainable public sector performance. This paper concludes with recommend implementation of relevant strategies are required for the effective human resource development and the management thereoffor a sustained public sector performance.

People, Technology, and Strategic Human Resource Development (SHRD)

2012 ◽  
pp. 146-158
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Industrial Revolution ◽  
Resource Development ◽  
Strategic Human Resource Development ◽  
The Relationship

Technology and people are present in all organizations. The struggle of comparing people to technology and respectfully integrating people and technology in the workplace has been a debate since the industrial revolution occurred in America (Swanson, 1982; Swanson & Torraco, 1994). Effectively managing and developing people and technology is essential to enhancing competitive advantage for organizations. Strategic Human Resource Development (SHRD) is a relatively new and evolving field. This chapter explores the extent to which SHRD has the potential to tackle the challenges of integrating and enhancing the relationship between people and technology in the workplace.

Sign in / Sign up

Export Citation Format

Share Document