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Effective and Efficient Human Resource Training and Development Process

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There is a large cache of literature that a human resource manager can peruse in designing an effective and efficient human resource training and development process for his organization. For example, Hays (2007) integrates ancient wisdom such as Zen Buddhism, Confucianism, and Taoism into organizational wisdom and the lessons these disciples can impart for an effective organization and change development. Basically, Hays (2007) opines that “ [organizational] wisdom transcends organizational learning in its commitment to doing the right thing over doing things right” (p. 78). This design needs to take into account the different functional groups of the organization.

This recognizes that each function has different skill and knowledge demands. Furthermore, the design of the training and development course for middle managers would be fundamentally different from those of production employees, for example (Thompson, Purdy & Summers 2008). Wetzel and Buch’ s (2000) five-step process can be used during the “ diagnostic and intervention phases of organization development on structural elements of the organization” (p. 10). There is a large cache of literature that a human resource manager can peruse in designing an effective and efficient human resource training and development process for his organization.

For example, Hays (2007) integrates ancient wisdom such as Zen Buddhism, Confucianism, and Taoism into organizational wisdom and the lessons these disciples can impart for an effective organization and change development. Basically, Hays (2007) opines that “ [organizational] wisdom transcends organizational learning in its commitment to doing the right thing over doing things right” (p. 78). This design needs to take into account the different functional groups of the organization. This recognizes that each function has different skill and knowledge demands.

Furthermore, the design of the training and development course for middle managers would be fundamentally different from those of production employees, for example (Thompson, Purdy & Summers 2008). Wetzel and Buch’ s (2000) five-step process can be used during the “ diagnostic and intervention phases of organization development on structural elements of the organization” (p. 10). The organization’ s strategic choice and environmental factors also affect the direction of the firm’ s human resource training and development process. Truly, the strategic choices that a firm makes and the environmental determinism views of organizational adaptations are further proof that organizations do not operate in a vacuum and that more often than not; their actions are determined and significantly affected by external factors.

However, Gibbons (1992) emphasized that one of the key success factors in organizational change is “ the ability of the leader to identify and initiate change” (p. 18). Given a very dynamic business environment, an organization’ s ability to adapt to its environment determines whether the products and services it provides to its consumers will still be relevant tomorrow. Hence, successful change implementation is necessary and this ability has to be embedded to the entire human resource through the company’ s training and development strategies.

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