scholarly journals RAZVOJ LJUDSKIH RESURSA KAO PREDUSLOV ORGANIZACIONE USPJEŠNOSTI / HUMAN RESOURCE DEVELOPMENT AS A CONDITION OF ORGANIZATIONAL SUCCESS

2016 ◽  
Vol 11 (1) ◽  
Author(s):  
Željko M. Radosavac
Keyword(s):  
Staff Development ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Development Strategy ◽  
Resource Development ◽  
Training And Development ◽  
Continuous Training ◽  
Use Of Resources ◽  
Wide Range

Contemporary business conditions do not impose only need for adjustment of the organization but also the need for adjustment of employees. Human resources, manifested through individual knowledge, skills, individual qualities and achievements, is the basis of competitive advantage of organizations and the main resource for the survival, the growth and development of modern organizations. Treating employees as a decisive factor for the success of organizations, it follows that their primary duty is to provide, maintain and develop the best people through the wide range of human resource activities. Thus, Human Resource Development, designated as a key activity for achieving the projected goals of the organization, can be defined as a set of systematic and planned activities appointed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands. Employees are increasingly accepting the reality that education becomes their responsibility in order to develop their full working potential and to ensure self employment opportunities. On the other hand, encouraging educational programs, organizations strive not only to meet the business needs for education of employees, but also their interests, creating and developing the climate of continuous learning and dissemination of knowledge in all areas. To what extent will the organization attach importance to certain practices that guide and encourage staff development depends on its current situation, activities, goals and adopted development strategy. Adequate choice, the assignment according to their abilities and affinities, continuous training and education, are generally accepted methods without which the development of employees is not possible. The American Society for Training and Development (ASTD) estimates that U.S. organizations spent $134.1 billion on employee learning and development in 2008, and $125.9 billion in 2009.Human resource managers in large organizations ranked training and development as the most important functional area they had to deal with because HRD programs must respond to job changes and integrate the long-term plans and strategies of the organization to ensure the efficient and effective use of resources. Combining different methods and approaches, and referring to all employees in the organization, training and human resources development become a tools for achieving change and the effects they produce are becoming a far-reaching and strategic.

scholarly journals Human Resources Development Policies and Strategies: The Efforts to Strengthen Institutions

2020 ◽  
Vol 20 (2) ◽  
pp. 137-150
Author(s):  
Neneng Hasanah ◽  
Lias Hasibuan ◽  
Kasful Anwar Us
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Development Strategy ◽  
Resource Development ◽  
Human Resources Development ◽  
Social Transformations ◽  
Library Research ◽  
Development Policies ◽  
Resources Development

Abstract: Human resources are one of the most fundamental parts in the development and renewal of a nation. The qualification of human resources will determine whether or not the goals of an institution or institution are achieved. The quality of human resources needs to be developed in order to be able to face competitive social transformations. This article aims to explain the concept of human resources, identification of the value of human resources and human resource development efforts. This article is a library research whose main source is literature on human resources, human resource development strategies and development and reform. Broadly speaking, it can be concluded that strategies are needed in developing human resources so that the quality can be transformed into a more up to date direction. One aspect that can support the process of developing human resources is the aspect of education. Keywords: human resources, development strategy, institutions.   Abstrak: Sumber daya manusia merupakan salah satu bagian yang sangat fundamental dalam pembangunan dan pembaharuan suatu bangsa. Kualifikasi sumber daya manusia sangat menentukan tercapai atau tidaknya tujuan suatu institusi ataupun lembaga. Kualitas sumber daya manusia tersebut perlu untuk dikembangkan, supaya mampu menghadapi transformasi sosial yang kompetitif. Artikel ini bertujuan untuk menjelaskan tentang konsep sumber daya manusia, identifikasi nilai sumber daya manusia dan upaya pengembangan sumber daya manusia. Artikel ini merupakan penelitian pustaka yang sumber utamanya adalah literature tentang sumber daya manusia, strategi pengembangan sumber daya manusia serta pembangunan dan pembahuaruan. Secara garis besar dapat disimpulkan bahwa sangat diperlukan strategi-strategi dalam pengembangan sumber daya manusia agar kualitasnya mampu bertransformasi ke arah yang lebih up to date. Salah satu aspek yang dapat menunjang proses pengembangan sumber daya manusia adalah aspek pendidikan. Kata-kata kunci: sumber daya manusia, strategi pengembangan, institusi.

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 Pengembangan SDM Iptek (peneliti dan perekayasa) sebagai kunci keberhasilan Riset dan Teknologi di Indonesia

2019 ◽  
Vol 22 (1) ◽  
pp. 103
Author(s):  
Asih Setiawati
Keyword(s):  
Human Resources ◽  
Research And Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Training And Development ◽  
Individual Development ◽  
Development Theory ◽  
Development Institutions ◽  
The Right

This study focuses on researcher human resources of government research and development institutions in Indonesia, who are facing the issues of low research and development outputs and minimum impacts to the market. Employing post-positivism paradigm,  qualitative data collection method, it aims to examine the ideal development of future researcher HRs. The findings indicate that the research and development institutions had good awareness of the concept of human resource development, giving opportunities for researchers to learn. However, it is also revealed that the institutions were not on the right track in developing human resources, which includes trainings and development, and career and organization development. This research recommends the establishment of leader (management), both as the head of the program/team that acts as a team of change and a framework of integrated human resource development, comprising individual development aspects, career, and organizations accurately implemented using particular stages from analysis, design, implementation and evaluation. The need to conduct needs analysis of training and development. It has been  identified that prior to the analysis of training and development, track records of researchers, businesses with their databases, and activities of development and evaluation are needed as feedback for the team of change in the available human resource development theory.

scholarly journals Management Development Program to Increase Employee Capacity and Responsibility during the Covid-19 Pandemic

2021 ◽  
Vol 2 (1) ◽  
pp. 54-59
Author(s):  
Rahis Rahman ◽  
Mehmood Faheem
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Development Strategy ◽  
Development Program ◽  
Management Development ◽  
Resource Development ◽  
Work Capacity ◽  
A Company

This article discusses the urgency of a management development program. A development principle that combines experiential learning, classroom learning and learning through others. The program development strategy can run well if it is accompanied by a well-planned human resource and capacity development program. So that it is expected to be able to help achieve the goals in producing high quality human resources. The human resource development strategy is a plan on how the quality of human resources can develop into a better direction and increase their work capacity. and have good loyalty to the company. Human resource development is needed for the continuity of a company so that it can develop more dynamically. because human resources are the most important element in a company.

scholarly journals INCREASED PRODUCTIVITY OF HUMAN RESOURCES BASED ON KEY PERFORMANCE INDICATOR AND TRAINING

2020 ◽  
Vol 1 (6) ◽  
pp. 904-910
Author(s):  
Kusnadi Kusnadi
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Development Strategy ◽  
Work Motivation ◽  
Performance Indicator ◽  
Work Productivity ◽  
Resource Development ◽  
Practical Experience ◽  
Better Than

This study aims to discuss methods in an effort to increase human resource productivity in a company based on Key Performance Indicators (KPI) and providing training. The concept of human resource development is a way that is carried out with the intention of making human resources a source of competitive advantage, based on practical experience that effective human resource development can increase work productivity, morale, and the potential in institutions, development programs. The assumption of work productivity can be seen as a mental attitude that always has the view that today's life must be better than yesterday and tomorrow must be better than today. Employees who have this attitude will be encouraged to be dynamic, creative, and open while remaining critical and responsive to new ideas and changes. This requires an appropriate human resource development strategy. Work productivity is the result of the interaction between work ability (ability) and motivation (motivation). Work motivation can be influenced by the physical condition, social conditions of the work environment, as well as the basic needs of employees. Productivity can be interpreted, among other things, from the aspect of individual appearance. Thus, employees who have the ability and high motivation in carrying out their duties will be able to support the organization by becoming a productive employee characterized by fulfilling job qualifications, positive job orientation, maturity, highly motivated, and able to get along effectively.

scholarly journals Human resource development strategy model: a case study on small and medium Laweyan Batik industry in Surakarta

2018 ◽  
Vol 21 (2) ◽  
Author(s):  
Agus Utomo ◽  
Yosephine Angelina Yulia
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Development Strategy ◽  
Small And Medium Enterprises ◽  
Resource Development ◽  
Soft System Methodology ◽  
Traditional Patterns ◽  
Medium Enterprises ◽  
System Methodology

Batik industry in Indonesia is generally small and medium enterprises (SMEs) become the livelihood of some people. In the History of Solo Batik describes the famous solo batik with traditional patterns and patterns of batik in the process of cap and in batik tulis. Kampung Batik Laweyan is the center of the township of batik entrepreneurs in Solo, which has tremendous appeal. The lack of regeneration of batik makers makes their numbers more and more decreasing. In order for batik existence to stay awake in the future, business managers must know how to develop human resources especially for batik crafters. The purpose of this research is to formulate human resource development strategy / method used this research is qualitative method with method soft system methodology (SSM) developed by Checkland and Poulter (2010), Checkland and Scholes (1990). The findings obtained after using the method of soft system methodology (SSM) is the formulation of human resources development strategy for medium and small industries in Laweyan, Surakarta.

The virtual human resource development (VHRD) approach: an integrative literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somaye Rahimi ◽  
Abasalt Khorasani ◽  
Morteza Rezaeizadeh ◽  
John WaterWorth
Keyword(s):  
Literature Review ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Organizational Context ◽  
Resource Development ◽  
Virtual Human ◽  
General View ◽  
Content Type ◽  
Wide Range

Purpose Given the growing popularity of virtual human resources development (VHRD) in organizations and among human resource development (HRD) professionals, it is highly essential to deeply examine the nature and scope of the affective dimensions of the VHRD approach. Over the past decade, VHRD has become an important part of the HRD process. Design/methodology/approach The present study used an integrative literature review to investigate the nature of VHRD in the literature, present a descriptive analysis of the literature and categorize the existing VHRD research. Findings The results indicated three major themes, namely, VHRD and socialization, VHRD and learning and VHRD and the psychological characteristics of the work environment. In addition, a new conceptual model was developed based on the findings. Research limitations/implications This study has reviewed the main concepts of VHRD. The potential actions which HRD researchers can take to address the identified challenges are discussed. Originality/value This integrative literature review could provide a roadmap for future research. Based on this model, the VHRD position is within the organizational context and different tools and processes in constant interaction are introduced. Finally, a general view of the VHRD approach was provided, which can help human resources experts deal with a wide range of technologies in the organization.

A Synthesis of New Perspectives on Virtual HRD

2014 ◽  
Vol 16 (3) ◽  
pp. 391-401 ◽  
Author(s):  
Rochell R. McWhorter
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Technology Development ◽  
Training And Development ◽  
Virtual Human ◽  
Special Issue ◽  
Organizational Mission ◽  
Hrd Professionals ◽  
Contemporary Technology

The Problem A number of new perspectives of virtual human resource development (VHRD) have been provided in this issue of Advances in Developing Human Resources ( ADHR) that warrant further discussion. As VHRD is still a nascent area of inquiry in HRD, professionals need more explanatory examples and solutions to consider for determining their own role in working with people and technology. The Solution This article offers a synthesis of key constructs of VHRD from the articles in this special issue. Also, it provides a discussion around two different modes of technology development (TD) needed by HRD professionals in the contemporary technology-enabled environment afforded by VHRD. And, the integration of TD in addition to career development, training and development, and organization development is essential to the future of HRD and is discussed herein. The Stakeholders This article targets primarily practitioners interested in VHRD interventions and processes. It encourages the reader to examine the commonalities across the articles in this issue of ADHR and also to consider the new skills required for HRD professionals when seeking to align organizational mission with all levels of the organization.

scholarly journals OPTIMALISASI PENGEMBANGAN SDM, IKLIM KERJA, DAN BERBAGI PENGETAHUAN DAN KREATIVITAS DI PT. GAS (GEMALINDO AIR SUPPORT) BATAM

2020 ◽  
Vol 3 (1) ◽  
pp. 28-39
Author(s):  
Andar Sri Sumantri ◽  
Nur Cholis Majid
Keyword(s):  
Human Resources ◽  
Knowledge Sharing ◽  
Human Resource Development ◽  
Human Resource ◽  
Secondary Data ◽  
Sampling Technique ◽  
Resource Development ◽  
Work Climate ◽  
Primary Data ◽  
Development Work

AbstrakPenelitian ini sendiri bertujuan untuk mengetahui seberapa jauh pengaruh pengembangan SDM, iklim kerja dan berbagi pengetahuan terhadap kreativitas SDM di PT. GAS (Gemalindo Air Support) Batam. Perumusan masalah, tujuan penelitian ini dan hipotesis pada penelitian ini adalah untuk menganalisis pengaruh yang positif dan signifikan secara individual antara variabel independen yaitu pengembangan SDM, iklimkerja dan berbagi pengetahuan terhadap variabel dependen yaitu kreativitas SDM di PT. GAS (Gemalindo Air Support) Batam. Pada penelitian ini objek yang diambil adalah karyawan GAS (Gemalindo Air Support) Batam. Sumber data meliputi data primer dan data sekunder. Sampel pada penelitian ini berjumlah 100 responden yang merupakan karyawan PT. GAS (Gemalindo Air Support) Batam melalui teknik nonprobability sampling yaitu dengan tidak menggunakan metode sampling. Teknik analisis datanya adalah teknik regresi linier berganda.Kata Kunci :  Optimalisasi Pengembangan SDMAbstractThis study itself aims to find out how far the influence of human resource development, work climate and knowledge sharing on the creativity of human resources in PT. GAS (Gemalindo Air Support) Batam. The formulation of the problem, the purpose of this study and the hypothesis in this study is to analyze the positive and significant influence individually between the independent variables of human resource development, work climate and knowledge sharing on the dependent variable that is the creativity of human resources in PT. GAS (Gemalindo Air Support) Batam. In this research object is taken employee GAS (Gemalindo Air Support) Batam. Data sources include primary data and secondary data. The sample in this study amounted to 100 respondents who are employees of PT. GAS (Gemalindo Air Support) Batam through nonprobability sampling technique is not by using the method of sampling. Data analysis technique is doubled linear regression technique.Keywords : Optimization of HR Development 

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.

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