1. Role of human resource development within organizations
Human resources development or HRD is one of the most widely discussed topics in human resources world today. Hence, the first section of the assignment will be talking about several aspects related to HRD.
1.1- Compare and contrast the definitions of human resource development
As Joy-Matthews et al (2004) explain the human resource development is “an integrated and holistic, conscious and proactive approach to changing work-related knowledge and behaviour, using a range of learning strategies and techniques”. The main concern of this definition is learning strategies and techniques.
Swanson (2008) has defined the human resource development as “a process for developing and unleashing human expertise through training and development and organizational development for the purpose of improving performance”. According to this definition, training and development and organization development are used as strategies and techniques for human resource development and that is the main distinction between Swanson’s (2008) definition and Joy-Mattews et al’s (2004) definition.
Werner and DeSimone (2012) put it as “a set of systematic and planed activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demand”. This definition is a more practical definition when compared to other definitions, which have been discussed above. According to this definition, a set of systematic and planed activities that are designed by an organization will be used as strategies and techniques for the human resources development.
1.2- Why human resource development is needed for organizations?
Human resources development (HRD) is playing a key role in today’s organizations. The main purpose of any human resources development programme is to develop the competencies of individuals. These developed competencies will ultimately help achieve organizational goals. Thus, human resources development is an essential part for any organization.
Since training and development is one of the major parts of HRD, it is needed HRD to develop the soft skills of the employees of modern organizations. For instance, new technology should be absorbed by modern organizations to gain the competitive advantage. To achieve this goal, organizations have to conduct series of training programmes to make familiarize the new technology for employees. In this connection, HRD is needed for modern organizations to fulfill the learning, development, training and education requirements of its employees (Werner and DeSimone, 2012).
The career advancement of employees of the organization will lead to the organizational growth. HRD is needed to fulfill these career advancement programmes of the organization. For instance, modern organizations are conducting career planning, succession planning, management development programme, etc for the career enhancement of its employees. To fulfill these career advancement activities, HRD is needed for modern organizations (Joy-Matthews et al, 2004).
Finally, the ultimate goal of any organization is to obtain superior profit or performance through its employees. The HRD is playing major role to achieve these ultimate goals of any organization.
1.3- What are the internal and external barriers to Learning and Development?
Werner and DeSimone (2012) introduced internal and external barriers to learning and development in any organization.
As summarized by Werner and DeSimone (2012) the main internal barrier for learning and development is the individuals’ reluctance. Many organizations spend considerable amount of money for learning and development activities of the organizations but most of these programmes are not successful because of the individuals’ reluctance for the programmes. According to Werner and DeSimone (2012), inappropriate budget for learning and development is another barrier for learning and development activities of the organization. Another internal barrier is the lack of enthusiasm of the top management for the learning and development activities of the organization.
Werner and DeSimone (2012) discussed key external barriers for the learning and development activities of the organization. The first barrier is the inadequate sources for learning and development. For instance, the company may need to train their employees for the latest computer networking technology but any outside organization may not facilitate for this purpose in the country.
2. Learning and development theory
In this section of the assignment, learning and development theories were taken into consideration. Learning and development theories, personal and organizational development, and also factors affecting tourists visit in a destination are taken into discussion in this section.
2.1- What are the learning and development theories?
Reid et al (2004) explains six (6) main theories of learning and development. Those are reinforcement theory, cybemetic, information theory, cognitive theory, problem-solving, experiential learning theory, learning to learn, and self-development theory, mental process theory. For the purpose of completing this task, three main theories will be selected out of above theories.
The basic concepts of reinforcement theory are conditioning or shaping. The process of controlling the consequences of behaviour can be identified as the process of reinforcement. According to this theory, rewards or punishments are used to reinforce the desired behaviour of individuals.
The next identified theory is cybemetic and information theory. This theory describes how information is received and monitored. According to this theory, human being receives information in different ways and monitored. These information are used by human beings to perform in different scenarios (Armstrong, 2001).
The next theory is the experiential learning theory. The process of experiential learning is learning from direct experience. These experiences can be obtained by different sources. According to this theory, human performances can be uplifted by gaining experiences from different sources (Armstrong, 2001).
2.2- Evaluate the concepts of Personal and Organization Development
As Nutley (2008) describes that personal development can be simply defined as the process of developing individuals of the organization to achieve organizational goals. This process is consisted with many activities and these personal development activities can be differ from one organization to another. For instance, Toyota uses training and development, performance management, career planning, succession planning, and many other competency development programmes for personal development of its employees. The main concept behind personal development is achieving organizational development by the development of its individuals (Nutley, 2008).
Mclean (2005) describes the organizational development as an intentionally planned effort to uplift the firm’s relevance and viability. According to this definition, the organizational development is considered in much broader view when compared with the personal development. For instance, “the Toyota way” describes continues improvements of the Toyota. This has been included to the corporate goals of the company and the future directions of the organization are planned accordingly. Also, the impact of organizational development is influenced to the all stakeholders of the organization and not only for individuals.
Thus, it can be determined that personal development and organizational development has clear distinction when compared with the process. But it is linked each other since no organization can achieve its development without the personal development of its employees.
2.3- Factors influencing tourist demand in a tourist destination area
Many scholars have explained the factors that influence tourist demand in a tourist destination area. After a close examination of those theories, it can be determined that there are four (4) main factors, which influence the tourist demand in Canterbury, United Kingdom.
Most of traveling decisions are made by travelers according to the tourism promotions of the respective destination (Page, 2006, p48). Canterbury, being a world heritage site has many in-house tourism promotions, which can attract many tourists. Most of the tourists make their traveling decision as per the promotions that are conducted by Canterbury.
The second factor is time and cost. Because of the global economic recession, many tourists pay their attention to travel with lowest cost.
Because of the recent global treat of terrorism, many visitors are more concern about health, safety and security. Canterbury is a peaceful historic city and it has been an influential factor for the increased tourist demand in Canterbury.
Seasonal variations are also one of the factor for the tourist attraction of Canterbury. Low level of rainfall throughout the year and noticeable weather conditions in winter months, have been influenced as seasonal variations for Canterbury visitors.
2.3- Theories or models relevant to understand and motivate the tourist
Scholars have introduced many theories and models that are relevant for tourist motivation. Page (2006) describes that Maslow’s hierarchy of needs theory is relevant to understand and motivate tourist demand. For example, visiting Canterbury in United Kingdom can be an esteem need of a tourist. Page (2006) has tried to justify his argument by applying all steps of the Maslow’s hierarchy of needs theory to the expectations of tourists.
Dann’s (1977) push factor and pull factor theory also can be applied for the same. According to this theory, in the one hand push factors are dealt with desire to travel. On the other hand pull factors are influenced for selecting the destination. If the desire of traveling is to visit a world heritage city, the traveler will select Canterbury. Since Canterbury has over 2000 year of history, most of travelers will select Canterbury as historic city and pull factor for traveling.
3. Organizational factors that influence learning and development.
In this section of the assignment, learning and development in an organization is again taken into discussion. The first discussion of the section focuses of the influence of leadership and organizational culture on learning and development. Then organizational environmental and organizational strategy influence is taken into further discussion.
3.1- Analyze the influence of organization leadership and culture on learning and development
Researchers have proved that many techniques are used by leaders to influence their followers. Since those influencing techniques are common to any area, leaders use these techniques to uplift the learning and development activities in modern organizations. Especially, learning and development activities can be developed by adapting learning and development as an essential part of the organization by the top management. When the top management is adopted the learning and development as essential part of the organization, followers have to adopt the same. Also, leaders can use rewards, benefits, favours, etc for influencing the learning and development activities of organizations. Rational persuasion is another argument, which can be used by leaders. According to this argument, leaders can give facts, data and logical arguments for influencing their followers. Thus rational persuasion can be an influence for the learning and development activities of the organization (Luthans, 1995).
Culture may have influence on the learning and development activities of the organization. For the development of learning and development activities, the organizational culture should accept the learning and development. In a multi cultural environment, the influence can be further increased. This mainly happens since training and development activities should be accepted by all multi cultural groups in the organization (Luthans, 1995).
3.2- Impact of an organization’s environment on human resource development
The organizational environment has two main areas. Those are internal environment and external environment. Those two environments have potential effect to the organization.
According to Snell (2010), the internal environment of the organization has a major impact on HRD. Snell (2010) explains the elements of internal environment as Management, employees and culture. Being an element of an internal environment the management has major impact for the HRD activities of the organization. Especially, the view of management on HRD is vital. HRD activities cannot be conducted if the management has negative perception of it. Also in today’s organizations, almost all HRD decisions are taken by the management. Employees can put same impact on HRD of the organization. Especially, the human resource development arises with the need of developing employee competencies. Since personal development is essential for the development of organization, employees have major impact on HRD. The organizational culture should accept all HRD activities of the organization. If the HRD activities fail to address cultural issues, the process will fail.
According to Daft (2006), customers, competitors, suppliers, labour market are elements of the external environment. Since these factors should be satisfied by the HRD activities of the organization, the external environment has major impact on HRD of the organization.
3.2- Impact of organization strategy on human resource development
Johnson (2011) defines the organization strategy as “the long-term direction of an organization”. Since organizational strategies are vital for the all areas of the organization, it has major impact on human resource development as well.
The strategic choice of the organization has major impact on human resource development. For instance, if the strategic choice of the organization is to enter to the international market, the human resource development activities of the organization should be aligned with international standards.
The organizational strategies are formed to gain the competitive advantage through available resources. Human resource is one of the critical resources that are available to gain this competitive advantage. Thus, corporate strategies have major impact on human resources development since its ultimate goal is to obtain superior profit or performance thorough gaining this competitive advantage (Johnson, 2011).
3.3- Impact of organization strategy on human resource development
Johnson (2011) defines the organization strategy as “the long-term direction of an organization”. Since organizational strategies are vital for the all areas of the organization, it has major impact on human resource development as well.
The strategic choice of the organization has major impact on human resource development. For instance, if the strategic choice of the organization is to enter to the international market, the human resource development activities of the organization should be aligned with international standards.
The organizational strategies are formed to gain the competitive advantage through available resources. Human resource is one of the critical resources that are available to gain this competitive advantage. Thus, corporate strategies has major impact on human resources development since its ultimate goal is to obtain superior profit or performance thorough gaining this competitive advantage.
4. Performance management programmes
Performance management is the concern of this section of the assignment. The first discussion is on the links between performance management and learning and development. The effective performance measures were taken into discussion. Finally, motivation theories were discussesd.
4.1- Nature of a performance management programme and its links with learning and development
Many scholars have discussed the nature of performance management. Daft (2010) defines the performance management as “a systematic process which involves with the employees of organization in improving organizational effectiveness”. Also, the performance management is involved with achieving organizational goals. Snell (2010) describes the goal of performance management as creating supportive environment for employees’ performance. The performance management has wide area, which consisted with objective setting, appraising employees, developing employees, performance based rewards, etc.
According to Snell (2010), performance management is an effective tool to identify the learning and development requirements of employees. In today’s world, many organizations are following effective performance management systems in their work places. Especially, at the performance measuring stage, these organizations identify the performance gaps of respective employees. Subsequently, these identified performance gaps are used to develop the learning and development activities of the organization. Thus, it can be determined that there is a close link between performance management programme and learning and development activities of the organization.
4.2- Effective performance measures
According to Leopod (2009) effective performance measures have three parts, namely behavioural methods, trait methods and result methods.
The behavioural methods can be used to identify the behaviour of employees when they perform the job. It is expected that employees should behave in proper manner when they perform their duties. For instance, employee discipline exhibits the behaviour of respective employee. According to the behavioural method, if employee has good record of discipline, it is determined that the respective employee has performed well.
The trait method measures the characteristics of employees. For instance, leadership is a personal trait of employees and the trait method used to leadership qualities of respective employees. Employees can show their leadership qualities in different ways within the organization. Employees can voluntarily take the leadership of the organizational activities and also, the management can assign respective employees as leaders for respective organizational activities. At the performance measuring stage, these leadership qualities can be measured using trait method.
4.3- Motivation theories
Abraham Maslow’s hierarchy of needs is one of the most widely used motivational theories. According to this theory, employees are motivated in five different stages, namely physiological needs, safety needs, belongingness needs, esteem needs and self-actualization needs (Leopod, 2009). This theory says that if an employee is satisfied with physiological needs, to motivate him/her further, safety need should be addressed. For instance, if an employee is satisfied with base salary, to motivate the respective employee further, his/her job security should be addressed. Accordingly, the organization has to address the motivation of employees step by step of the need hierarchy.
ERG theory was introduced by Clayton Alderfer and it further strengthens the hierarchy of needs theory. This theory introduced three areas of employee motivation namely relatedness needs, existence needs, and growth needs. The theory says that employees can be motivated by addressing these needs by the organization.
The two-factor theory of Frederick Herzberg is discussed about two factors, which involve with motivation namely hygiene factors and motivators. According to this theory, motivators are dealt with employee motivation and hygiene factors dealt with de-motivation.
5. Importance of Human Resource Development
The attention of this section of the assignment is the importance of HRD. HRD process is also discussed in detail.
5.1- Importance of human resource development in enhancing organization performance
Human resources development is one of the most widely discussed topics in the world of human resources today. Given that, as per the requirement of the assignment, it is important to take into account the increasing recognition of HRD in developing the performance of the organization.
As Matthives et al (2004) point out, there are of concepts, perspectives, and focuses of interest when it comes in to Human Resource Development. Some of them are individual, organizational, present needs, future challenges, different functions and occupations, etc. (DeSimone, 2012). Hence, it is clear that HRD is a concept which covers wider area of importance, which is crucial for the survival and development of the organization.
If a specific example is taken, as Matthives et al (2004) say, HRD contribute towards strategic capability of an organization. This allows organization to address the challenges at present and conditions are created for the new challenges in future (DeSimone, 2012). This shows that HRD addresses aspects that are important for organization. Therefore, many organizations that practice right kind of human resources activities increasingly use HRD in their human resource planning. They may not specifically use the term Human Resource Development, but still it is widely being practiced.
5.2- Processes of human resource development
Human resources development basically consist of four stages namely, need assessment, design, implementation and evaluation (DeSimone, 2012). Of all these stages, the implementation stage is the most important. The aim of the first two stages, i.e., is to implement the HRD plan effectively. In other words, the implementation of the HRD should be done using most appropriate means and methods.
Need assessment is involved with identifying human resources development needs of employees. This process is involved with the performance management programme of the organization. Once need assessment is completed, the design process is started. At this stage, human resource development programmes are developed. For instance, if the need is to develop the competencies of employees, the organization has to develop a competency framework for employees. The next and very important stage is implementation. At the implementation stage, the designed programme is applied to practical scenario. For instance, learning and development activities can be identified. The final process is evaluation. It is also involved with the performance management programme of the organization. At this stage, performance of respective employees is evaluated. If there is a gap, it again links to the need assessment and it creates a cycle.
6. Purposes, relevance and value of specific management development initiatives and programmes.
Management development initiatives and programmes are taken into consideration in this section. Various purposes, values, and relevance and also importance of the same is taken into discussion.
6.1- Importance of management development to organization performance
As Snell (2010) explains, management development is the skill, knowledge and attitude development of individuals for achieving organizational goals.
The first augment is that development of management is the development of organization. According to this argument, competency development of the management leads to gain competitive advantage and finally to obtain superior profit or performance. Joy-Matthews et al (2004) explain that training and development has major role for these competency development of management.
DeSimone (2012) explains that management development is an effective motivational tool to any organization and because of this motivation, organizations will perform well. Also, motivation will develop the loyalty of individuals and it finally lead to superior performance of the organization.
Snell (2010) explains that management development will lead to strengthen succession planning of the organization and it will pave the way for organizational performance. This basically happens because of the organizations ability to recruit within.
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