1. Theories and Practices of Human Resource Development 3 CREDIT hours
DCE 3102
Theories and Practices of Human Resource Development
3 CREDIT hours

2. 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)

3. 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)

4. Outline Pengenalan kepada Pembangunan Sumber Manusia
Pengaruh terhadap tingkah laku pekerja
Teori pembelajaran dan Pembangunan Sumber Manusia

5. Outline Latihan dan Pembangunan
Bimbingan kaunseling dan pemajuan kerjaya
Kepimpinan
Pembangunan dan Perubahan Organisasi
Penilaian program Pembangunan Sumber Manusia

6. Pengenalan kepada Pembangunan Sumber Manusia
Definisi
Evolusi
Manfaat
Objektif
Fungsi

7. 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.

8. 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

9. Early Apprenticeship Programs
11/8/2018
Early Apprenticeship Programs
Artisans in 1700s
Artisans had to train their own workers
Guild schools
Yeomanries (early worker unions)
Werner & DeSimone (2006)
THRD-160-2

10. Early Vocational Education Programs
11/8/2018
Early Vocational Education Programs
1809 – DeWitt Clinton’s manual school
1863 – President Lincoln signs the Land-Grant Act promoting A&M colleges
1917 – Smith-Hughes Act provides funding for vocational education at the state level
Werner & DeSimone (2006)
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11. Early Training for Unskilled/Semiskilled Workers
11/8/2018
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”
Werner & DeSimone (2006)
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12. Benefit Productivity Internal Mobility Job satisfaction
Organization goal
Employee – welfare

13. Objectives Skill Performance Motivation Guided & counseling
Affectiveness

14. 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

15. system of remuneration, training and development activities, and
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

16. Ministry of Human Resources, Malaysia (Kementerian Sumber Manusia),
To be the leading agency in the development and management of a world class workforce

17. 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.

18. 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.

19. Human Relations Movement in hrd
11/8/2018
Human Relations Movement in hrd
Factory system often abused workers
“Human relations” movement promoted better working conditions
Start of business & management education
Tied to Maslow’s hierarchy of needs
Werner & DeSimone (2006)
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20. Emergence of HRD Employee needs extend beyond the training classroom
11/8/2018
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
Werner & DeSimone (2006)
THRD-160-2

21. Relationship Between HRM and HRD
11/8/2018
Relationship Between HRM and HRD
Human resource management (HRM) encompasses many functions
Human resource development (HRD) is just one of the functions within HRM
Werner & DeSimone (2006)
THRD-160-2

22. Primary Functions of HRM
11/8/2018
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
Werner & DeSimone (2006)
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23. Secondary HRM Functions
11/8/2018
Secondary HRM Functions
Organization and job design
Performance management/ performance appraisal systems
Research and information systems
Werner & DeSimone (2006)
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24. Role & responsibility of HRD
Training and development
Organization development
Career development
Humanware development

25. Training and development
Changing/ improving the knowledge, skills & attitudes of individuals
Providing employees K & S
Increasing the capacities
Induction

26. 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.

27. 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

28. 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.

29. Pengaruh terhadap tingkah laku pekerja
Motivation
Internal factor
Environment

30. 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

31. What factors?

32. Model of Employee Behavior
Forces that influence behavior:
External to the employee:
External environment
(economic conditions/ laws and regulations, etc.)

33. Work environment (supervision,
organization, coworkers,
outcomes of performance)

34. Within the employee:
Motivation, attitudes, knowledge/skills/abilities (KSAs)

35. The External Environment

36. Factors in the External Environment
Economic conditions
Technological changes
Labor market conditions
Laws and regulations
Labor unions
Source: Heneman, Schwab, Fossum & Dyer (1989)

37. Factors in the Work Environment
Outcomes
Supervision and leadership
Organization
Coworkers

38. 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.

40. Supervisor Characteristics
Leadership
Performance expectations
Evaluation of efforts

41. Organizational Influences
Reward structure
Organizational culture
Job design

42. Coworker Influence
Norms
Group dynamics
Teamwork
Control over outcomes

43. 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

47. Teori pembelajaran dan Pembangunan Sumber Manusia

48. Basic theories
Psychological theory
Economic theory
Systems theory

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

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

51. 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.

52. Cognitive Theories Expectancy theory Goal-setting theory
Social learning theory
Equity theory
Werner & DeSimone (2006)

53. Motivational Theories
MacGregor’s Theory X and Theory Y
Herzberg’s Motivation–Hygiene Theory
Maslow’s Heirarchy of Needs
The Goal Setting Theory
Reinforcement Theory
Equity Theory
Expectancy Theory

54. MacGregor’s 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

55. Theory X Personality Negative view Pessimist Little ambition
Generally dislikes work
Avoids responsibility
Needs constant supervision

56. Theory Y Personality Positive Primarily optimistic Enjoys working
Seeks out responsibility
Needs little supervision
High level of ambition

57. Herzberg’s Motivation-Hygiene Theory
2 factors influence individual motivation:
Motivators:
Increase job satisfaction
Increase motivation
Hygiene:
Eliminate job dissatisfaction
Fail to motivate

58. Motivators Work itself Recognitions Responsibility Achievement Growth
Advancement

59. Hygiene Factors Company policies and administration Salary
Working conditions
Relationship with supervisors
Relationships with peers
Relationships with subordinates
Security
Status

60. Maslow’s 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

61. Figure 18-7 Maslow’s Hierarchy of Needs

63. The theory integration proposition:
HRD must integrate its core psychological,
economic, and systems theories into a holistic HRD theory and
model for practice.

64. Professional challenges
Increasing globalization
Technological revolution -- internet

65. Responding to Multiple Stakeholders Measuring HRD’s Impact and Utility
Challenges ---
Responding to Multiple Stakeholders
Measuring HRD’s Impact and Utility
Orienting Toward the Future
Focusing on Problems and Outcomes
Achieving Status as a Profession
(Bing, Kehrhahn & Short, 2003)

66. How to? Developing employee skills Effectively using new technology
Developing new organizational structures
Building cultures – to force learning & innovations

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

68. 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

69. increasing workforce diversity
Ethnic
Gender
Racial
Age

70. competing in a global economy
educating
training
-- to develop competent managers in different cultures & in other countries

71. eliminating the skills gap
Educated workers
Exposing in many skills – technical & vocational

72. meeting the need for lifelong individual learning
Continue the learning process
Ongoing investment in HRD

73. 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

74. addressing ethical issues and dilemmas
Example
Code and ethics – provides guidance to individuals to be self-managed & work place-learning and performance professionals

75. Learning & Performance
11/8/2018
Learning & Performance
By Permission: Naughton & Rothwell (2004)
Werner & DeSimone (2006)
THRD-160-2

76. Critical HRD Issues Strategic management and HRD
11/8/2018
Critical HRD Issues
Strategic management and HRD
The supervisor’s role in HRD
Organizational structure of HRD
Werner & DeSimone (2006)
THRD-160-2

77. Strategic Management & HRD
11/8/2018
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
Werner & DeSimone (2006)
THRD-160-2

78. Supervisor’s Role in HRD
11/8/2018
Supervisor’s 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
Werner & DeSimone (2006)
THRD-160-2

79. Organizational structure of HRD departments
11/8/2018
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
Werner & DeSimone (2006)
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80. HRD Organization in a Large Company
11/8/2018
HRD Organization in a Large Company
Werner & DeSimone (2006)
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81. Sample HRD Jobs/Roles Executive/Manager HR Strategic Advisor
11/8/2018
Sample HRD Jobs/Roles
Executive/Manager
HR Strategic Advisor
HR Systems Designer/Developer
Organization Change Agent
Organization Design Consultant
Learning Program Specialist
Werner & DeSimone (2006)
THRD-160-2

82. Sample HRD Jobs/Roles – 2
11/8/2018
Sample HRD Jobs/Roles – 2
Instructor/Facilitator
Individual Development and Career Counselor
Performance Consultant (Coach)
Researcher
Werner & DeSimone (2006)
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83. 11/8/2018
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
Werner & DeSimone (2006)
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84. HR Strategic Advisor Role
11/8/2018
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
Werner & DeSimone (2006)
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85. HR Systems Designer/Developer
11/8/2018
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
Werner & DeSimone (2006)
THRD-160-2

86. Organization Change Agent
11/8/2018
Organization Change Agent
Develops more efficient work teams
Improves quality management
Implements intervention strategies
Develops change reports
Werner & DeSimone (2006)
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87. Organization Design Consultant
11/8/2018
Organization Design Consultant
Designs work systems
Develops effective alternative work designs
Implements changed systems
Werner & DeSimone (2006)
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88. Learning Program Specialist
11/8/2018
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
Werner & DeSimone (2006)
THRD-160-2

89. Instructor/Facilitator
11/8/2018
Instructor/Facilitator
Presents learning materials
Leads and facilitates structured learning experiences
Selects appropriate instructional methods and techniques
Delivers instruction
Werner & DeSimone (2006)
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90. Individual Development and Career Counselor
11/8/2018
Individual Development and Career Counselor
Assists individuals in career planning
Develops individual assessments
Facilitates career workshops
Provides career guidance
Werner & DeSimone (2006)
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91. Performance Consultant (Coach)
11/8/2018
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
Werner & DeSimone (2006)
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92. Researcher Assesses HRD practices and programs
11/8/2018
Researcher
Assesses HRD practices and programs
Determines HRD program effectiveness
Develops requirements for changing HRD programs to address current and future problems
Werner & DeSimone (2006)
THRD-160-2

93. Question?
Comments ---
Recommendations ---

94. http://www. eadulteducation
learning/what-is-human-resource- development/
Shirley Caruso