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DCE 3102

Theories and Practices of Human

Resource Development

3 CREDIT hours

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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)

Learnin outcomes

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to display professional commitment to

the practice of human resource

development (A5, E)

to analyze the practices of human

resource development in the !or"place

rather than theory learned (C#$%)

Learning outcomes

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Pengenalan kepada PembangunanSumber ManusiaPengaruh terhadap tingkah laku

pekerja Teori pembelajaran danPembangunan Sumber Manusia

Outline

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Latihan dan PembangunanBimbingan kaunseling dan pemajuankerjayaKepimpinanPembangunan dan PerubahanOrganisasi

Penilaian program PembangunanSumber Manusia

Outline

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DefnisiEolusi

Man!aat

Objekti! 

"ungsi

Pengenalan kepadaPembangunan SumberManusia

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 A set of systematic and planned activities

designed by an organization to provide its

members !ith the necessary s"ills to

meet current and future &ob demands'%atu set a"tiviti yang sistemati" dan terancang dire"a oleh

organisasi untu" menyedia"an ahliahlinya dengan

"emahiran yang diperlu"an untu" memenuhi permintaan

"er&a semasa dan masa depan

Defnition

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Early apprenticeship programs

Early vocational education programs

Early factory schools

Early training for uns"illedsemis"illed

*uman relations movement

Establishment of training profession

Emergence of *+

program perantisan a!alprogram pendidi"an vo"asional a!al

se"olah "ilang a!al

latihan a!al untu" tida" mahir separa mahir 

pergera"an hubungan manusia

$enubuhan profesion latihan

-emunculan *+

Evolution HRD

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.30 eitt Clinton7s manual school

.368 $resident 9incoln signs the 9and1rant

 Act promoting A: colleges../ %mith*ughes Act provides funding for

vocational education at the state level

#erner $ +

Early "ocational EducationPrograms

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Produ,tiity-nternal Mobility

 .ob satis!a,tionOrgani/ation goalEmployee 0 1el!are

(eneft

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SkillPer!orman,eMotiation2uided $ ,ounseling34e,tieness

Ob)ectives

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alaysia adalah di pering"at peralihan bergera"

dari $e"onomi "epada -e"onomi'

 ?agi memasti"an alaysia menge"al"an daya

saing dalam e"onomi global baru "era&aan telah memula"an dan mela"sana"an

pelbagai lang"ah dasar dan pro&e"pro&e"

 menggala""an penggunaan pengetahuan dan

te"nologi untu" memacu pertumbuhan e"onominegara

in Malaysia

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scope of discussionssystem of remuneration,training and development activities, andthe use of information and communication

technology (

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#o be the leading agency in the development and

management of a !orld class !or"force

@ntu" men&adi agensi utama dalam pembangunan

dan pengurusan tenaga "er&a bertaraf dunia

Ministry o$ Human Resources*

Malaysia +Kementerian SumberManusia,*

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@ntu" mengembang"an dan mening"at"an tenaga "er&a yangprodu"tif, berma"lumat, berdisiplin, penyayang dan responsif

"epada perse"itaran "er&a yang berubah "e arah mening"at"an

pertumbuhan e"onomi dan seterusnya me!u&ud"an lebih

banya" peluang pe"er&aan'

@ntu" menggala""an dan menge"al"an hubungan industri yang"ondusif dan harmoni di antara ma&i"an, pe"er&a dan "esatuan

se"er&a untu" pembangunan e"onomi negara dan "ese&ahteraan

ra"yat'

@ntu" menega""an "eadilan sosial dan memasti"an

perhubungan perusahaan yang harmoni melalui menyelesai"an

perti"aian di antara ma&i"an dan pe"er&a dan menganugerah"an

per&an&ian "ole"tif'

Mission

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@ntu" memasti"an "esatuan se"er&a mengamal"an demo"rasi

secara teratur dan bertanggung&a!ab untu" membantu

mencapai matlamat "eharmonian industri'

@ntu" men&adi penera&u dalam pembangunan sumber manusia

negara'

@ntu" memasti"an "eselamatan dan "esihatan pe"er&a ter&amin'

embangun"an tenaga "er&a mahir, berilmu dan berdaya saingdalam perhubungan perusahaan yang harmoni dengan "eadilan

sosial'

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sistem "ilang sering menganiayai pembantu

*ubungan anusia pergera"an menggala""an "eadaan

"er&a yang lebih bai"

$ermulaan pendidi"an perniagaan : pengurusan#eri"at "epada hierar"i "eperluan aslo!

#erner $ +

Human RelationsMovement in rd

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"eperluan pe"er&a melampaui "elas latihan#ermasu" bimbingan, "er&a "umpulan dan penyelesaianmasalah

$erlu untu" pembangunan pe"er&a asas

$erlu untu" pembangunan "er&aya berstru"tur 

 A%# menu"ar namanya "epada $ersatuan Ameri"a bagi9atihan dan $embangunan

#erner $ &

Emergence o$ HRD

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Brganization and &ob design$erformance management

performance appraisal systems+esearch and information systems

#erner $ &

Secondary HRM -unctions

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#raining and development

Brganization developmentCareer development*uman!are development

Role . responsibility o$

HRD

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Changing improving the "no!ledge, s"ills :

attitudes of individuals

$roviding employees - : %

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#he process of enhancing the effectiveness of

an organization

acro improve the organization as a !hole

icro focus on changes at individuals, small

group or teams'

Organi/ation development

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Bngoing process by !hich individuals

progress through a series of stages

set of issues themes tas"sCareer planning activities performed

by the individuals

Career management ta"ings thenecessary steps to achieve that plan

0areer development

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approach, such as reinforcing the role of

"no!ledge creator and human relationship

creator to improve overall productivity, as

opposed to the soft!arehard!are7, !hich !ould rather

focus on do!nsizing, restructuring, and

"no!ledge ta"er'

Human!are development

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Motiation

-nternal !a,torEnironment

Pengaru teradaptingka laku peker)a

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-;"L

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Model o$ Employee(eavior"or,es that in@uen,e behaiorA

◦ Eternal to the employeeA

Eternal enironment%e,onomi, ,onditionsC la1s and regulations9 et,5)

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#ork enironment %superision9

organi/ation9 ,o1orkers9

out,omes o! per!orman,e)

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◦ #ithin the employeeA

Motiation9 attitudes9 kno1ledgeCskillsCabilities

%KS3s)

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#e E2ternal Environment

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-actors in te 'orkEnvironment

Out,omesSuperision and leadershipOrgani/ation=o1orkers

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Outcomes 0an 3n4uence

Employee (eaviorPersonal out,omesOrgani/ational out,omes

◦ Both epe,tan,y theory and euity theory predi,tthat employee per,eptions o! the out,omes theyre,eie %or hope to re,eie) in@uen,es their

per!orman,e o! that behaior5

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Supervisor 0aracteristics

LeadershipPer!orman,e epe,tations

Ealuation o! e4orts

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Organi/ational 3n4uences

8e1ard stru,tureOrgani/ational ,ulture .ob design

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0o!orker 3n4uence

;orms2roup dynami,s Team1ork

=ontrol oer out,omes

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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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#eori pembela)aran dan

Pembangunan SumberManusia

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Psy,hologi,al theory

E,onomi, theorySystems theory

(asic teories

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,aptures the ,ore humanaspe,ts o! deeloping humanresour,es as 1ell as the so,io7te,hni,al interplay o! humans

and systems5

Psycological teory

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,aptures the ,ore issues o! theeF,ient and e4e,tie utili/ationo! resour,es to meet produ,tiegoals in a ,ompetitieenironment.

Economic teory

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,aptures the ,omple anddynami, intera,tions o!

enironments9 organi/ations9 1orkpro,ess9 and groupCindiidualariables operating at any point in

time and oer time5

Systems teory

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#erner $ DeSimone&''(

G&

0ognitive #eories

Epe,tan,y theory2oal7setting theorySo,ial learning theoryEuity theory

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Motivational #eories

Ma,2regorHs Theory I and Theory 6>er/bergHs Motiation0>ygiene Theory

Maslo1Hs >eirar,hy o! ;eeds The 2oal Setting Theory8ein!or,ement TheoryEuity TheoryEpe,tan,y Theory

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Mac5regor6s #eory 7

and #eory 8 =lassifes human nature into t1o

,ategories

Motiational strategy is ,ontingent upon1hi,h ,ategory the person is ,lassifed in

 Theory is @a1ed be,ause most people !allsome1here in bet1een

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#eory 7 Personality

;egatie ie1Pessimist

Little ambition2enerally dislikes 1ork3oids responsibility;eeds ,onstant superision

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#eory 8 Personality

PositiePrimarily optimisti,

Enjoys 1orkingSeeks out responsibility;eeds little superision

>igh leel o! ambition

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Her/berg6s Motivation9

Hygiene #eory& !a,tors in@uen,e indiidual motiationA

◦  MotiatorsA

-n,rease job satis!a,tion

-n,rease motiation

◦  >ygieneA

Eliminate job dissatis!a,tion

"ail to motiate

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Motivators

#ork itsel! 8e,ognitions

8esponsibility3,hieement2ro1th3dan,ement

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Hygiene -actors

=ompany poli,ies and administrationSalary#orking ,onditions

8elationship 1ith superisors8elationships 1ith peers8elationships 1ith subordinatesSe,urityStatus

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Maslo!6s Heirarcy o$

:eedsPeople are motiated by need There are leels o! needs that

motiateOn,e a leel is satisfed9 the leel isno longer a motiator Theory is @a1ed be,ause on,e yourea,h the top9 there is nothing le!tto a,t as a motiator

-i ;< =

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-igure ;

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The theory integration

 proposition:HRD must integrate its core psychological,

e,onomi,9 and systemstheories into a holisti, >8Dtheory and

model !or pra,ti,e5

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Challenes !!!

+esponding to ultiple %ta"eholderseasuring *+7s

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eveloping employee s"ills

Effectively using ne! technology

eveloping ne! organizational structures?uilding cultures to force learning :

innovations

Ho! to1

by !om1

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*+ members

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increasing !or"force diversity

competing in a global economy

eliminating the s"ills gap

meeting the need for lifelong individuallearning

facilitating organizational learning

addressing ethical issues and dilemmas in aproactive and effective manner 

#e callenges

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educatingtraining

to develop competent managers

in different cultures : in other

countries

competing in a global

economy

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Continue the learning process

Bngoing investment in *+

meeting te need $or

li$elong individual learning

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EGample

Code and ethics provides guidance toindividuals to be selfmanaged : !or"

placelearning and performance

professionals

addressing etical issuesand dilemmas

Learning . Per$ormance

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#erner $ J

Learning . Per$ormance

By PermissionA ;aughton $ 8oth1ell %&'')

0ritical HRD 3ssues

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%trategic management and *+

#he supervisor7s role in *+

Brganizational structure of *+

#erner $ J

0ritical HRD 3ssues

Strategic Management .

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%trategic management aims to ensure

organizational effectiveness for the foreseeable

future e'g', maGimizing profits in the neGt 8 to 5

years

*+ aims to get managers and !or"ers ready for

ne! products, procedures, and materials

#erner $ J

Strategic Management .HRD

Supervisor6s Role in HRD

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in *+

#erner $ J

Supervisor s Role in HRD

Organi/ational structure o$

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epends on company size, industry and

maturity

Fo single structure usedepends in large part on ho! !ell the *+

manager becomes an institutional part of the

company i'e', a revenue contributor, not &ust a

revenue user 

#erner $ J

Organi/ational structure o$HRD departments

HRD Organi/ation in a

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#erner $

HRD Organi/ation in aLarge 0ompany

Sample HRD >obs&Roles

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EGecutiveanager 

*+ %trategic Advisor 

*+ %ystems esignereveloper 

Brganization Change Agent

Brganization esign Consultant

9earning $rogram %pecialist

#erner $

Sample HRD >obs&Roles

Sample HRD >obs&Roles ? @

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Consults !ith corporate strategicthin"ers*elps to articulate goals and strategies

evelops *+ plansevelops strategic planning education

and training programs

#erner $

HR Strategic Advisor Role

HR Systems

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 Assists *+ manager in the design

and development of *+ systems

esigns *+ programsevelops intervention strategies$lans *+ implementation actions

#erner $

HR SystemsDesigner&Developer

Organi/ation 0ange

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evelops more efficient !or"

teams

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esigns !or" systemsevelops effective alternative !or"

designs

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$resents learning materials9eads and facilitates structured

learning eGperiences%elects appropriate instructional

methods and techniJues

elivers instruction

#erner $

3nstructor&-acilitator

3ndividual Development

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 Assists individuals in career planningevelops individual assessmentsDacilitates career !or"shops$rovides career guidance

#erner $ *

3ndividual Developmentand 0areer 0ounselor

Per$ormance 0onsultant

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 Advises line management on appropriateinterventions to improve individual and

group performance

$rovides intervention strategiesevelops and provides coaching designs

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 Assesses *+ practices andprogramsetermines *+ program

effectivenessevelops reJuirements for changing

*+ programs to address current

and future problems

#erner $ *

Researcer

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uestion

=omments 777

8e,ommendations 777

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httpACC1115eadultedu,ation5orgCadult7learn

ingC1hat7is7human7resour,e7deelopmentC

Shirley =aruso

http://www.eadulteducation.org/adult-learning/what-is-human-resource-development/http://www.eadulteducation.org/adult-learning/what-is-human-resource-development/http://www.eadulteducation.org/adult-learning/what-is-human-resource-development/http://www.eadulteducation.org/author/shirley-caruso/http://www.eadulteducation.org/author/shirley-caruso/http://www.eadulteducation.org/adult-learning/what-is-human-resource-development/http://www.eadulteducation.org/adult-learning/what-is-human-resource-development/http://www.eadulteducation.org/adult-learning/what-is-human-resource-development/