INTRODUCTION
Commonly in organisations, Human Resource Development (HRD) is only identified as a stem under the Human Resource Management (HRM) and further differentiated into the Training and Development segment of HRM (Bowman 2006:30-3). This notion has changed over the years by the increasing trend of HRD and its importance in forming a company’s strategy or achieving the strategic goals. McLagan (1989a) presents a structural view of HRD influenced by system’s theory, she states that HRD is defined as the integrated use of training, organisation and career developments to advance the individual and group organisational performance or capability (Alaiga & Swanson 2002:2). David McGuire states that HRD has evolved from just being a theory …show more content…
Apart from all the efforts made to achieve these targets despite any hurdles and challenges faced is deceitful. Currently, although managers claim HR as firm’s most important asset, many realities do not reflect this belief (Barney & Wright, 1998). Firstly, the argument would be the massive amount of costs involved in attaining all the benefits from SHRD policies. Secondly, it’s always easier to hire new employees than spend the resources on training the old ones with low skills. Enough evidence hasn’t been proposed to support the argument of retaining and training old employees. Thirdly, the task to propose, implement and carry out these HRD policies by the HR specialists is not clear and as to whether they should adopt partner type roles or act individually (Garavan 2007). Many realities refuse to reflect the belief that HR is the firm’s most important asset (Barney & Wright, 1998).
CRITICALLY ANALYSING THE ROLE OF HR PRACTITIONERS
HR practitioners should include a wider frame of network for the policies and activities using strategic planning and include the internal and external contexts of implementing these policies (Garavan 2007:14). It is further their responsibility to make the top executives or management of the organisation aware of the training and development procedures and activities to be carried out at various
Commonly in organisations, Human Resource Development (HRD) is only identified as a stem under the Human Resource Management (HRM) and further differentiated into the Training and Development segment of HRM (Bowman 2006:30-3). This notion has changed over the years by the increasing trend of HRD and its importance in forming a company’s strategy or achieving the strategic goals. McLagan (1989a) presents a structural view of HRD influenced by system’s theory, she states that HRD is defined as the integrated use of training, organisation and career developments to advance the individual and group organisational performance or capability (Alaiga & Swanson 2002:2). David McGuire states that HRD has evolved from just being a theory …show more content…
Apart from all the efforts made to achieve these targets despite any hurdles and challenges faced is deceitful. Currently, although managers claim HR as firm’s most important asset, many realities do not reflect this belief (Barney & Wright, 1998). Firstly, the argument would be the massive amount of costs involved in attaining all the benefits from SHRD policies. Secondly, it’s always easier to hire new employees than spend the resources on training the old ones with low skills. Enough evidence hasn’t been proposed to support the argument of retaining and training old employees. Thirdly, the task to propose, implement and carry out these HRD policies by the HR specialists is not clear and as to whether they should adopt partner type roles or act individually (Garavan 2007). Many realities refuse to reflect the belief that HR is the firm’s most important asset (Barney & Wright, 1998).
CRITICALLY ANALYSING THE ROLE OF HR PRACTITIONERS
HR practitioners should include a wider frame of network for the policies and activities using strategic planning and include the internal and external contexts of implementing these policies (Garavan 2007:14). It is further their responsibility to make the top executives or management of the organisation aware of the training and development procedures and activities to be carried out at various