MHR1013: THEORY & PHILOSOPHY

OF HUMAN RESOURCE
DEVELOPMENT
FARAH FADZLIA JALALUDIN MH101098
MATAHATI MAHBOL MH101097
NURUL HIDAYAH SALLEH MH101095

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 SCOPE
Introduction

Conclusion Definition

Current
Basic Process
issues

Compare &
Assumption
Contrast

Philosophies
 INTRODUCTION
Compare & Current
Introduction Definition Basic Process Contrast
Philosophies Assumption Conclusion
Issues

A part from Human Resource

Development (HRD)
HRD is the process to ensure that
all elements on it able to be done Important to
to achieve goals & objectiive understand SHRD
by knowing the
SHRD basically is the effective process theory and
towards T&D program in improving philosophies
the ability for perform job and related on it.
increasing productivity
 DEFINITION

• The planned learning and development of

Garavan, T. people as individuals and as groups to the
N., Costine, P. benefit of the business as well as themselves.
Heraty, N., (1995)

• System of strategically development and

Kazi N. H., Rezaul utilization the peoples working in the
K. and Ferdous. organization to cope with the environment
changes in business efficiently, competently
A., (2007) managing business challenges and to gain
competitive advantage.
BASIC PROCESS
 COMPARISON HRD & SHRD

• More information, power & knowledge at lower levels

• Technical changes in products process & information system
Technology

• Knowing how to deliver what the customer wants

• Top-quality programs requiring deeper understanding of international
Quality customer-supplier working

• Increasing number of acquisitions, mergers, takeovers and

diversifications.
Competitive • Changes in regulatory contexts such as
Arrangement privatization, deregulation, conversion to agency status
 COMPARISON HRD & SHRD

• “Globalization” of business markets;

• Redrawing of new economic groupings, e.g. single European
Internationalization market, Pacific Rim.
of business

• Reduced rules and formalization, product and national boundaries

within the organization
• Accelerated movement of small firms through start-up, maturity and
Flexible
decline stages.

• Educational provision unable to match organizational demand

• Long-term shift from a buyer’s to a seller’s labor market in specific
Supply of resource regions of the country
 CONTRAST HRD & SHRD

Traditional HRD Differences

Strategic HRD

Less response from the Response Get more response and attention
stakeholders because only use from stakeholder in preparing the
the simple training and training and development methods
development function

Provide individuals who are Role of Advocates that individual should

lacking in knowledge and skills experience anticipate knowledge and skills
with structured opportunities to needed in the future rather than
receive the fruits of deskilled react after problem become
organizational experience apparent.
 PHILOSOPHIES
Systems of belief and values which
training and development possess.
Most appropriate philosophy for HRD was to Strategic HRD
prepare employees to develop specific skills advocates that
necessary to perform effectively in their managers, supervisors
current jobs. and employees should
be evaluated on how
well they develop
There are alternative ways of finding these
themselves and
skills and the “where” and “how” of
contribute to the
obtaining these skills should be explicitly
development of others.
considered.
 PHILOSOPHIES
Multitude of possible relationships between strategic
plans, HR plans & HRD
Comprehensive HR plan
Top-down is necessary before
strategy can be
Have to link HRD plans
to plans of the human
resource department
approach formulated to guide the
HRD effort
and the organization.

Market- Approach: Classify

employees into distinct
Major problem: The
tendency of managers

driven groups, predict what

knowledge or skills
and employees to think
about learning needs on
employees need in the the basis of past
approach future, problems.
 PHILOSOPHIES

Career Way of looking at the

Establish individual
development programmed

planning relationship between

business plans, HR plans and
HRD interventions.
and identify learning
experiences that will
facilitate the achievement of
approach career objectives

Futuring Linked to strategic business

plans through the strategy
Training and development
interventions
approach formulation process
 PHILOSOPHIES

Performance To examine the

Approach is to project
future trends and
diagnosis organization’s internal
strengths and
visualize possible future
trends and their
weaknesses.
approach implications

Artificial Done in planning

processes using Designed to discover
experience scenarios to plan what
to do and how to do it
possible future learning
needs
approach under future conditions
 PHILOSOPHIES

Pulse-taking to collect information

about how well strategic
Small group activities
can be used to take the
plans are being pulse of the
approach implemented organization.

offer training on
Educational strategic planning are
more likely to become
involved in strategy
approach formulation than those
who do not.
 PHILOSOPHIES

Interpersonal based on the premises that

a substantial percentage of existing only in the minds
corporate strategy is of top managers
approach informal

advocates that HRD efforts

identify one or two
Riffle should be restricted to fill a
few strategic objectives of
problems lending
themselves to solutions
the organization and
approach demands a highly directed,
concentrated effort.
through an HRD
intervention.
 ASSUMPTION

We unable to
assess proposed
HR systems
Researchers may
regarding the
agree that a
extent to which
systems
they are
perspective is more
potentially
If all of the practices appropriate than a
deficient in terms
fit into a coherent perspective that
of missing key HR
system, the effect of focuses on the role
policies and
that system on of individual HR
practices .
performance should practices in
be greater than the isolation, adopting
Effectiveness of sum of the a systems
any practice individual effects perspective
depends on the from each practice introduces a host
other practices alone of issues and
in place problems.
 CURRENT ISSUES
What Are the Risks of Not Taking Why Isn’t It Happening in
a Strategic Approach? Practice?

Not adopt History

with the
strategic
approach

Fail to
Culture & take
It will give Added Existing expectati Capability
impact
toward HR value in approach
become as on strategic
performance HR? the barriers approach

Fail to adopt: Issues of

Have risk of power &
reacting to personalit
somebody y
else’s agenda
CONCLUSION