1. INTRODUCTION TO HUMAN
RESOURCE DEVELOPMENT
Werner & DeSimone (2006)
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Chapter 1

2. 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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3. SECONDARY HRM FUNCTIONS
Organization
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and job design
Performance management/
performance appraisal systems
Research and information
systems
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4. LIMITS OF AUTHORITY
HRM & HRD units have staff authority (Overhead
function)
 Line authority takes precedence
 Scope of authority – how far (how much) can you
authorize?
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5. HRD FUNCTIONS
 Training
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and development (T&D)
 Organizational development
 Career development
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6. TRAINING AND DEVELOPMENT (T&D)
– improving the knowledge, skills
and attitudes of employees for the shortterm, particular to a specific job or task –
e.g.,
 Training
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Employee orientation
 Skills & technical training
 Coaching
 Counseling

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7. TRAINING AND DEVELOPMENT (T&D)
– preparing for future
responsibilities, while increasing the
capacity to perform at a current job
 Development
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Management training
 Supervisor development

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8. ORGANIZATIONAL DEVELOPMENT
 The
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process of improving an organization’s
effectiveness and member’s well-being
through the application of behavioral
science concepts
 Focuses on both macro- and micro-levels
 HRD plays the role of a change agent
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9. CAREER DEVELOPMENT
 Ongoing

Career planning

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process by which individuals
progress through series of changes until
they achieve their personal level of
maximum achievement.
Career management
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10. THE HUMAN RESOURCE WHEEL
HRD
Training and
Development
HR Resrch
& Information
Systems
Labor
Relations
Organizational
Development
Career
Development
Human
Resource
Wheel
Employee
Assistance
Compensation/
Benefits
Organization/
Job Design
Human Resource
Planning
Selection and
Staffing
Performance
Management
Systems
HRD Related Areas

11. HRD is the integrated use of training and
development, organization development, and career
development, to improve individual, group and
organizational effectiveness. Those three areas use
development as their primary process.

12. CRITICAL HRD ISSUES
Strategic management and HRD
 The supervisor’s role in HRD
 Organizational structure of HRD
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13. 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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14. 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

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15. SUMMARY
HRD is too important to be left to amateurs
 HRD should be a revenue producer, not a revenue
user
 HRD should be a central part of company
 You need to be able to talk MONEY

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16. GROUP WORK
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Identify an organization with at least 7 employees, which you feel
does not have an existing HRD. Examples: Internet shop, Minirestaurants, Photocopy centers, Convenient stores
Interview employees/employer. Enumerate common feelings of
employees (rate satisfaction on the job, and factors which affect job
satisfaction)
List responses and from the point of view of a Human Resource
Analyst, discuss the responses with you groupmates and submit an
essay of your case study by using the following format: (short
bondpaper, 1.5 line spacing, Font Arial 12)
Introduction
 Problems encountered
 Possible causes to problems encountered
 Recommended solutions to problems


Spelling and grammar is important. Your grade will be lowered if your
English is poor. Write complete sentences and paragraphs.