DCE 3102

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DCE 3102

• Theories and Practices of Human Resource
  Development
• 3 CREDIT hours

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Learning outcomes

• to evaluate the basic concepts and theories of
  human resource development for career and
  organizations development (C6)
• to analyze the process of training and
  development, career development and organization
  development (C4)

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Learning outcomes

• to display professional commitment to the
  practice of human resource development (A5, EM)
• to analyze the practices of human resource
  development in the workplace rather than theory
  learned (CTPS)

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Outline

• Pengenalan kepada Pembangunan Sumber Manusia
• Pengaruh terhadap tingkah laku pekerja
• Teori pembelajaran dan Pembangunan Sumber Manusia

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Outline

• Latihan dan Pembangunan
• Bimbingan kaunseling dan pemajuan kerjaya
• Kepimpinan
• Pembangunan dan Perubahan Organisasi
• Penilaian program Pembangunan Sumber Manusia

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Pengenalan kepada Pembangunan Sumber Manusia

• Definisi
• Evolusi
• Manfaat
• Objektif
• Fungsi

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Definition

• A set of systematic and planned activities
  designed by an organization to provide its
  members with the necessary skills to meet current
  and future job demands.

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Evolution HRD

• Early apprenticeship programs
• Early vocational education programs
• Early factory schools
• Early training for unskilled/semiskilled
• Human relations movement
• Establishment of training profession
• Emergence of HRD

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Early Apprenticeship Programs

• Artisans in 1700s
• Artisans had to train their own workers
• Guild schools
• Yeomanries (early worker unions)

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Early Vocational Education Programs

• 1809 DeWitt Clintons manual school
• 1863 President Lincoln signs the Land-Grant Act
  promoting AM colleges
• 1917 Smith-Hughes Act provides funding for
  vocational education at the state level

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Early Training for Unskilled/Semiskilled Workers

• Mass production
• Semiskilled and unskilled workers
• Production line one task one worker
• World War I
• Retool retrain
• Show, Tell, Do, Check

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Benefit

• Productivity
• Internal Mobility
• Job satisfaction
• Organization goal
• Employee welfare

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Objectives

• Skill
• Performance
• Motivation
• Guided counseling
• Affectiveness

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in Malaysia

• Malaysia is at the transition stage of moving
  from the P-economy to the K-economy.
• To ensure that Malaysia retains its
  competitiveness in the new global economy
• government has initiated and implemented various
  policy measures and projects
• promoting the use of knowledge and technology to
  spur further economic growth of the nation

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• scope of discussions
• system of remuneration,
• training and development activities, and
• the use of information and communication
  technology (ICT) in the public service.
• Dr. Malek Shah Bin Mohd. Yusoff (Director --
  Research and Planning Divison, Public Service
  Department, Malaysia

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Ministry of Human Resources, Malaysia
(Kementerian Sumber Manusia),

• To be the leading agency in the development and
  management of a world class workforce

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Mission

• To grow and increase a workforce that is
  productive, informative, discipline, caring and
  responsive to the changing labor environment
  towards increasing the economic growth and hence
  create more job opportunities.
• To encourage and maintain conducive and
  harmonised industrial relationships between
  employers, employees and trade unions for the
  nation's economic development and wellness of
  people.
• To uphold social justice and ensure harmonious
  industrial relations through solving industrial
  dispute between employer and employee and
  awarding collective agreement.

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• To ensure trade unions practice democracy in an
  orderly manner and is responsible to assist
  achieving the objective of industrial harmony.
• To be the leader in development of nation's human
  resources.
• To ensure safety and health of workforce is
  assured.
• To develop skilled, knowledgeable and competitive
  workforce in a harmonious industrial relations
  with social justice.

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Human Relations Movement in hrd

• Factory system often abused workers
• Human relations movement promoted better
  working conditions
• Start of business management education
• Tied to Maslows hierarchy of needs

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Emergence of HRD

• Employee needs extend beyond the training
  classroom
• Includes coaching, group work, and problem
  solving
• Need for basic employee development
• Need for structured career development
• ASTD changes its name to the American Society for
  Training and Development

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Relationship Between HRM and HRD

• Human resource management (HRM) encompasses many
  functions
• Human resource development (HRD) is just one of
  the functions within HRM

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Primary Functions of HRM

• Human resource planning
• Equal employment opportunity
• Staffing (recruitment and selection)
• Compensation and benefits
• Employee and labor relations
• Health, safety, and security
• Human resource development

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Secondary HRM Functions

• Organization and job design
• Performance management/ performance appraisal
  systems
• Research and information systems

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Role responsibility of HRD

• Training and development
• Organization development
• Career development
• Humanware development

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Training and development

• Changing/ improving the knowledge, skills
  attitudes of individuals
• Providing employees K S
• Increasing the capacities
• Induction

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Organization development

• The process of enhancing the effectiveness of an
  organization
• Macro improve the organization as a whole
• Micro focus on changes at individuals, small
  group or teams.

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Career development

• Ongoing process by which individuals progress
  through a series of stages set of issues
  themes tasks
• Career planning activities performed by the
  individuals
• Career management takings the necessary steps
  to achieve that plan

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Humanware development

• approach, such as reinforcing -- the role of
  knowledge creator and human relationship creator
  to improve overall productivity, as opposed --
• to the software/hardware, which would rather
  focus on downsizing, restructuring, and knowledge
  taker.

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Pengaruh terhadap tingkah laku pekerja

• Motivation
• Internal factor
• Environment

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• INFLUENCE OF EMPLOYEE BEHAVIOR
• Employee behavior Model
• Motivation and influence of the environment on
  the behavior of employee
• Influence of the employee behaviour
• of other internal factors

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What factors?
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Model of Employee Behavior

• Forces that influence behavior
• External to the employee
• External environment
• (economic conditions/ laws and regulations, etc.)

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• Work environment (supervision,
• organization, coworkers,
• outcomes of performance)

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• Within the employee
• Motivation, attitudes, knowledge/skills/abilities
  (KSAs)

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The External Environment
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Factors in the External Environment

• Economic conditions
• Technological changes
• Labor market conditions
• Laws and regulations
• Labor unions
• Source Heneman, Schwab, Fossum Dyer (1989)

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Factors in the Work Environment

• Outcomes
• Supervision and leadership
• Organization
• Coworkers

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Outcomes Can Influence Employee Behavior

• Personal outcomes
• Organizational outcomes
• Both expectancy theory and equity theory predict
  that employee perceptions of the outcomes they
  receive (or hope to receive) influences their
  performance of that behavior.

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Supervisor Characteristics

• Leadership
• Performance expectations
• Evaluation of efforts

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Organizational Influences

• Reward structure
• Organizational culture
• Job design

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Coworker Influence

• Norms
• Group dynamics
• Teamwork
• Control over outcomes

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Theory of Human Resource Development
Assumptions, Context, Definition, and Model of
HRD Theoretical and Disciplinary Foundations of
HRD Economic Theory Component of HRD
Psychological Theory Component of HRD Systems
Theory Foundation Ethics in HRD
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Teori pembelajaran dan Pembangunan Sumber Manusia
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Basic theories

• Psychological theory
• Economic theory
• Systems theory

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Psychological theory

• captures the core human aspects of developing
  human resources as well as the socio-technical
  interplay of humans and systems.

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Economic theory

• captures the core issues of the efficient and
  effective utilization of resources to meet
  productive goals in a competitive environment.

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Systems theory

• captures the complex and dynamic interactions of
  environments, organizations, work process, and
  group/individual variables operating at any point
  in time and over time.

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Cognitive Theories

• Expectancy theory
• Goal-setting theory
• Social learning theory
• Equity theory

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Motivational Theories

• MacGregors Theory X and Theory Y
• Herzbergs MotivationHygiene Theory
• Maslows Heirarchy of Needs
• The Goal Setting Theory
• Reinforcement Theory
• Equity Theory
• Expectancy Theory

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MacGregors Theory X and Theory Y

• Classifies human nature into two categories
• Motivational strategy is contingent upon which
  category the person is classified in
• Theory is flawed because most people fall
  somewhere in between

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Theory X Personality

• Negative view
• Pessimist
• Little ambition
• Generally dislikes work
• Avoids responsibility
• Needs constant supervision

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Theory Y Personality

• Positive
• Primarily optimistic
• Enjoys working
• Seeks out responsibility
• Needs little supervision
• High level of ambition

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Herzbergs Motivation-Hygiene Theory

• 2 factors influence individual motivation
• Motivators
• Increase job satisfaction
• Increase motivation
• Hygiene
• Eliminate job dissatisfaction
• Fail to motivate

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Motivators

• Work itself
• Recognitions
• Responsibility
• Achievement
• Growth
• Advancement

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Hygiene Factors

• Company policies and administration
• Salary
• Working conditions
• Relationship with supervisors
• Relationships with peers
• Relationships with subordinates
• Security
• Status

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Maslows Heirarchy of Needs

• People are motivated by need
• There are levels of needs that motivate
• Once a level is satisfied, the level is no longer
  a motivator
• Theory is flawed because once you reach the top,
  there is nothing left to act as a motivator

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Figure 18-7Maslows Hierarchy of Needs
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The theory integration proposition HRD must
integrate its core psychological, economic, and
systems theories into a holistic HRD theory
and model for practice.
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Professional challenges

• Increasing globalization
• Technological revolution -- internet

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• Challenges ---
• Responding to Multiple Stakeholders
• Measuring HRDs Impact and Utility
• Orienting Toward the Future
• Focusing on Problems and Outcomes
• Achieving Status as a Profession
• (Bing, Kehrhahn Short, 2003)

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How to?

• Developing employee skills
• Effectively using new technology
• Developing new organizational structures
• Building cultures to force learning
  innovations

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by whom?

• HRD members?
• If the organization are going to make the
  fundamental changes they must be able to learn,
  adapt, and CHANGE.

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The challenges

• increasing workforce diversity
• competing in a global economy
• eliminating the skills gap
• meeting the need for lifelong individual learning
• facilitating organizational learning
• addressing ethical issues and dilemmas in a
  proactive and effective manner

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increasing workforce diversity

• Ethnic
• Gender
• Racial
• Age

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competing in a global economy

• educating
• training
• -- to develop competent managers in different
  cultures in other countries

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eliminating the skills gap

• Educated workers
• Exposing in many skills technical vocational

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meeting the need for lifelong individual learning

• Continue the learning process
• Ongoing investment in HRD

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facilitating organizational learning

• Transition from traditional training programs
  to emphasizing three things
• Learning principles and tactics
• How learning relates to performance
• Relationship between learning and fundamental
  change

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addressing ethical issues and dilemmas

• Example
• Code and ethics provides guidance to
  individuals to be self-managed work
  place-learning and performance professionals

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Learning Performance
By Permission Naughton Rothwell (2004)
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Critical HRD Issues

• Strategic management and HRD
• The supervisors role in HRD
• Organizational structure of HRD

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Strategic Management HRD

• Strategic management aims to ensure
  organizational effectiveness for the foreseeable
  future e.g., maximizing profits in the next 3
  to 5 years
• HRD aims to get managers and workers ready for
  new products, procedures, and materials

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Supervisors Role in HRD

• Implements HRD programs and procedures
• On-the-job training (OJT)
• Coaching/mentoring/counseling
• Career and employee development
• A front-line participant in HRD

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Organizational structure of HRD departments

• Depends on company size, industry and maturity
• No single structure used
• Depends in large part on how well the HRD manager
  becomes an institutional part of the company
  i.e., a revenue contributor, not just a revenue
  user

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HRD Organization in a Large Company

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Sample HRD Jobs/Roles

• Executive/Manager
• HR Strategic Advisor
• HR Systems Designer/Developer
• Organization Change Agent
• Organization Design Consultant
• Learning Program Specialist

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Sample HRD Jobs/Roles 2

• Instructor/Facilitator
• Individual Development and Career Counselor
• Performance Consultant (Coach)
• Researcher

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HR Manager Role

• Integrates HRD with organizational goals and
  strategies
• Promotes HRD as a profit enhancer
• Tailors HRD to corporate needs and budget
• Institutionalizes performance enhancement

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HR Strategic Advisor Role

• Consults with corporate strategic thinkers
• Helps to articulate goals and strategies
• Develops HR plans
• Develops strategic planning education and
  training programs

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HR Systems Designer/Developer

• Assists HR manager in the design and development
  of HR systems
• Designs HR programs
• Develops intervention strategies
• Plans HR implementation actions

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Organization Change Agent

• Develops more efficient work teams
• Improves quality management
• Implements intervention strategies
• Develops change reports

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Organization Design Consultant

• Designs work systems
• Develops effective alternative work designs
• Implements changed systems

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Learning Program Specialist

• Identifies needs of learners
• Develops and designs learning programs
• Prepares learning materials and learning aids
• Develops program objectives, lesson plans, and
  strategies

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Instructor/Facilitator

• Presents learning materials
• Leads and facilitates structured learning
  experiences
• Selects appropriate instructional methods and
  techniques
• Delivers instruction

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Individual Development and Career Counselor

• Assists individuals in career planning
• Develops individual assessments
• Facilitates career workshops
• Provides career guidance

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Performance Consultant (Coach)

• Advises line management on appropriate
  interventions to improve individual and group
  performance
• Provides intervention strategies
• Develops and provides coaching designs
• Implements coaching activities

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Researcher

• Assesses HRD practices and programs
• Determines HRD program effectiveness
• Develops requirements for changing HRD programs
  to address current and future problems

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• Question?
• Comments ---
• Recommendations ---

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• http//www.eadulteducation.org/adult-learning/what
  -is-human-resource-development/
• Shirley Caruso