Theory and Concept Submission for Human Resource Development

Running head: THEORY AND CONCEPT SUBMISSION 1
Theory and Concept Submission
Student Name
Institution Affiliation

THEORY AND CONCEPT SUBMISSION 2
Theory and Concept Submission
Introduction
Human resource development is a unit of human resource management that specializes
explicitly with training and developing staff within an organization. Pyne (2013) introduces the
concept of Human resource development cycle by mentioning that it includes training an
employee immediately they are hired into an organization, providing opportunities to employees
for learning new skills, distribution of resources that are beneficial to employees while at work
and many other development activities. As for Garavan, Shanahan, Carbery & Watson (2016),
human resource development is necessary for every company that desires to be vibrant and
growth-oriented. Dissimilar to other resources within an organization, human resource
development tend to have unlimited potential capabilities. The potential is applied by merely
providing an environment that can endlessly recognize, convey to surface, cultivate and utilize
the skills of employees. Human Resource Development (HRD) approach aims at providing such
an environment. Various HRD approaches have been developed to execute the above
undertaking based on correct principles.
In this submission, human resource development will be further explored by looking at
the theory of human resource development cycle. In addition, contributions that the dynamic
strategic human resource development function can make to an organization’s ability to
transform its capabilities that includes the capacity of its workforce will be discussed. Finally,
this submission will argue that that the HRD function may not have the potential to be
strategically aligned with all organizations.

THEORY AND CONCEPT SUBMISSION 3
Discussion
Change has become an inevitable part of today’s organizations. The demands placed in
organizations keep changing, for example, technological change, cutting down on operational
costs as well as reducing the number of human labor. On the other hand, customers are looking
up to organizations to increase the number of services and products. Employees are not lugging
behind as well, they expect and look forward to new job opportunities and increment in wages.
Thus, as the demands of the organization keep changing, it is vital for an organization to
incorporate training and development in their program (Pyne, 2013). Training and development
ensure that the staffs are regularly equipped with the necessary skill, knowledge, abilities and
other characteristics to take care of the changes. Specifically, training can be used to help
employees learn new job skills, enhance their performance as well as adjust their attitudes and
behavior towards their duties and organization at large (Garavan, 2007; McGuire, 2014). Pyne
adds that most of the time people possess the abilities and expertise to perform their jobs, but in
most cases, they lack the motivation to exhibit their talents (Pyne, 2013). Therefore, the need for
change is paramount for organizational-wide change.
For training to do flourish, there needs to be a systematic way to drive the process, and
understandable outcomes must be set. Therefore, Pyne (2013) had identified the following
procedure needs evaluation, developing training outcomes, and developing the curriculum as the
critical steps in any successful organizational training. Besides, Pyne mentions that lecturing,
case studies, role-playing, audiovisual and experiential exercises are some of the techniques of
nurturing human talent. However, according to Pyne (2013), a ‘leadership pipeline’ is one of the
most useful methods for managing human talent. Managing the provision of and demand for