Global Perspectives on Human

Resource Development

Chapter 2
Mankin: Human Resource
Development
 Definitions (1)
Learning: the acquisition of new knowledge and how this
changes the individual in some way (psychological and
sociological perspectives).

Training: planned instruction in a particular skill or

practice intended to result in changed behaviour in the
workplace leading to improved performance.

Development: the enhancement of an individuals

personal portfolio of knowledge, skills and abilities or
competencies (long term focus; lifelong learning).
 Definitions (2)

Career development: a planned and

structured response to the career aspirations
of key employees.

Organisation development: a systematic

and methodical approach to the management
of change that is aimed at improving
organisational performance and
competitiveness.
 Salient features of HRD

The theory of HRD has its roots in a diverse range of

concepts and disciplines.
The practice of HRD has its roots in training and
human capital theory.
The theory and practice of HRD encompass strategic
and operational processes and practices.
The theory and practice of HRD focus on individual
and collective learning, career development and
organisation development.
 Human capital theory

Organisations derive economic value from

employees skills, competence, knowledge
and experience.

Human capital can be developed through

education and training.

(Shultz, 1961; Becker, 1964, 1975)

The components of HRD
Developing a model for HRD (1)
 Definitions (3)
Organisational learning: focuses on the actual
learning processes which explain how individuals and
groups learn (e.g. the individual acting as an agent of
the organisation; group members learning from each
other) and how that learning can become
institutionalised.

Organisational knowledge: the theoretical (explicit)

and practical (tacit) knowledge held by an
organisation (e.g. individuals, groups, databases,
documents, routines etc). Tacit knowledge is seen as
a source of competitive advantage.
The implications of the shift from
formal to informal learning
Developing a model for HRD (2)
Implications of the shift from psychological
to sociological perspectives on learning
Developing a model for HRD (3)
Implication of the shift to business
partner roles
Developing a model for HRD (4)
Implications of the shift from an emphasis
on human capital to intellectual capital
 Definitions (4)

vertical strategic alignment: the process by

which HRD strategy, policies and plans are
aligned with an organisations strategic goals
and objectives.

horizontal strategic alignment: the process

by which HRD strategy, policies, plans and
practices are aligned with an organisations
HRM strategy, policies, plans and practices.
Developing a model for HRD (5)
Developing a model for HRD (6)