UCD HRM3004S: Role of HRM in Training and Development Programs

This report examines the crucial role of Human Resource Management (HRM) in training and development programs within business organizations. It begins with an overview of HRM's responsibilities, including employee performance, motivation, and skill enhancement through training. The report defines key research objectives, such as understanding training and development concepts, analyzing influencing factors (industry and technological changes, performance improvement, human relations, and career opportunities), identifying challenges (geographic limitations, cost, language barriers), and providing recommendations for improvement. A comprehensive literature review explores the conceptual framework of HRM in training and development, the role of HRM for organizations, and its function as a strategic partner in career development and performance management. Furthermore, the report identifies and explains factors affecting training and development, including industry and technological changes, performance improvement, effective human relations, and better career opportunities. Finally, the report outlines two suitable data collection methods, including primary data collection process, sampling technique, survey questionnaire, and interview questionnaire.

Running head: ROLE OF HRM IN TRAINING AND DEVELOPMENT
Role of HRM in Training and Development
Name of the Student:
Name of the University:
Author’s Note:

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Table of Contents
1. Introduction..................................................................................................................................3
1.0 Overview................................................................................................................................3
1.1 Problem statement.................................................................................................................3
1.2 Research aim..........................................................................................................................3
1.3 Research objectives...............................................................................................................4
1.4 Research questions.................................................................................................................4
1.5 Research rationale..................................................................................................................4
1.6 Summary................................................................................................................................5
Literature review..............................................................................................................................6
2.0 Overview................................................................................................................................6
2.1 Conceptual framework...........................................................................................................6
2.2 Concept of human resource management..............................................................................7
2.3 Role of HRM for business organizations...............................................................................7
2.4 Human resource management as a strategic partner in training and development................8
2.5 Concept of training and development....................................................................................9
2.6 Factors affecting training and development........................................................................10
2.6.1 Industry changes...........................................................................................................10
2.6.2 Technological changes..................................................................................................11

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2.6.3 Performance improvement............................................................................................11
2.6.4 Effective human relation...............................................................................................12
2.6.5 Better career opportunities............................................................................................13
2.7 Types of training and development organized by human resource management................13
2.8 Benefits of training and development conducted by HRM.................................................16
2.9 Challenges encountered by HRM in conducting training....................................................16
2.10 Discussion..........................................................................................................................17
2.11 Conclusion.........................................................................................................................17
3. Identification of two suitable data collection methods..............................................................20
a. Primary data collection process.............................................................................................20
b. Sampling technique...............................................................................................................22
c. Survey questionnaire..............................................................................................................24
d. Interview questionnaire.........................................................................................................24
References......................................................................................................................................26

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1. Introduction
1.0 Overview
Human resource management department is a widely researched topic and is a significant
department for the business organizations. The HRM department is concerned about the staff of
the company in respect to performance, benefits, motivation, wellness and training thereby,
managing both the work culture and the people. If the responsibility of the HRM department is to
be considered, conducting regular training and development sessions is of utmost significance
(Noe et al. 2017). This is because attending training and development sessionsprovides
employees to learn new skills and improve the existing skill set that upgrades the demands of the
employees. Additionally, the improvement of individual employee results helps in performance
improvement of the overall organizations that have several advantages (Opatha and Arulrajah
2014).
1.1 Problem statement
The HRM department within business organizations is responsible for improving
employee as well as organizational performance by taking suitable measures but certain
restrictions prohibits the department in doing so. Though training and development is essential,
HRM department of business organizations encounter challenges in terms of geographic
limitations, increased costs, language barrier, virtual training needs and translation issues
(Armstrong and Taylor 2014).
1.2 Research aim
The purpose or aim of the research is to analyze the role of human resource management
in ensuring effective training and development programs within business organizations.

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1.3 Research objectives
The objectives of the research are:
 To understand the concept of training and development
 To critically analyze the factors affecting training and development conducted by HRM
 To identify the loopholes that human resource management encounters while conducting
training and development
 To provide suitable recommendations for improving training and development conducted
by HRM
1.4 Research questions
The questions of the research are:
 What do you mean by concept of training and development?
 What are the factors affecting training and development conducted by HRM?
 What are the loopholes that human resource management encounters while conducting
training and development?
 What are the suitable recommendations for improving training and development
conducted by HRM?
1.5 Research rationale
Undertaking the research is significant because this provides an opportunity to identify
the gap that exists in the HRM department within an organization that affects the training and
development programs. The significance of the research is also evident because this allows the
researcher to address the potential issues that HRM department within an organization
encounters that prohibits them to conduct training and development sessions at regular intervals

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(Albrecht et al. 2015). As a result, identifying the loopholes in HRM will provide opportunity to
develop suitable strategies those can be used for overcoming the issues encountered and conduct
training and development sessions effectively and efficiently (Cooke, Saini and Wang 2014).
1.6 Summary
Thus, in this chapter, it can be summarized that adequate and relevant information about
human resource management has been provided in this chapter that helped in providing suitable
background information based on which aim, objectives and questions of the research is
developed that is investigated in the consecutive chapters.

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HRM in training and development
Industry changes
Technological changes
Performance improvement
Effective human relation
Better career opportunities
Literature review
2.0 Overview
The literature review chapter is developed with the purpose of reviewing past researches
conducted in HRM and training and development. Considering the past information provides
opportunity for the researcher to take into account the opinions and perspectives of different
authors thereby, analyzing the views critically. As a result, the research helped in developing
better understanding and deeper in-sight about role of HRM in ensuring effective training and
development within organizations.
2.1 Conceptual framework
Figure 1: Conceptual framework
(Source: Created by the Author)

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2.2 Concept of human resource management
Human resource management is one of the significant departments a business
organization needs to have. According to Sparrow, Brewster and Chung (2016), human resource
management is defined as the strategic approach that focuses on managing the people of the
business organizations that help the business to gain competitive advantage. However, as argued
by Jackson, Schuler and Jiang (2014), the concept of human resource management highlights the
technique that is used for recruiting, selecting, inducting employees, providing orientation and
imparting the training and development programs at regular interval. Having an effective human
resource management department is necessary for the business organizations irrespective of the
business sector and industry.
2.3 Role of HRM for business organizations
The human resource management within business organizations have specialized
functions, roles and responsibilities. According to Paille et al. (2014), the principle responsibility
of human resource management are hiring, orienting and placing employees to suitable roles and
designations in such a way that both the employees and the organizations are benefitted
simultaneously. However, as argued by Kramar (2014), when the HRM department is not hiring,
the department looks into the level of satisfaction among the employees with their job and
productivity. As a result, the department is able to understand whether the company is operating
smoothly and efficiently without any major hindrances.
The HRM department of the business organizations is also indulged in improving the
performance of both the employees and the organizations. In doing so, the HRM is responsible
for ensuring that the company gains competitive advantage and sustains the fierce and tough
business environment (Berman et al. 2019). The human resource managment is continuously

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engaged in identifying the recent trends of the industry sector and arrange suitable training and
development sessions for the employees. Adequate training and development sessions are
advantageous for the organizations and the employees in terms of performance as well as
managing the employees efficiently thereby, developing positive and productive working
environment successfully (Sheehan 2014).
2.4 Human resource management as a strategic partner in training and development
In order to understand the role of human resource management as a strategic partner in
training and development followed by organizational development, it is necessary to develop a
fair understanding about high performance organization. According to Jackson, Schuler and
Jiang (2014), high performance organization is defined as the organization that possess the
ability to achieve the financial results that is better than the competitors in the industry sector by
adapting to the changes quickly and easily. Thus, the HRM helps in identifying the needs of the
current workforce and organizes and arranges program that can help them in enhancing their
skills and making their organization high performance organization. Human resource
management is considered to be as a strategic partner that aims towards organizational
development by improving the current workforce significantly. As a strategic partner, the human
resource department is involved in individual development that refers to the learning of new
knowledge and skills thereby, improving performance of the employees (Bratton and Gold
2017).
Training and development arranged by the human resource management also helps in
career development of the individual employees. The role of human resource management as a
strategic partner is highlighted when training and development is organized by the HRM thereby,
indicating the long-term approach and aim of the department (Jamali, El Dirani and Harwood

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2015). Training and development provides adequate opportunities for the employees to grow
individually as a person y focusing on exploring and evaluating the interest of the employees
along with their aptitudes. This helps in aligning the skills of the employees with the
organizational aim and objectives that is considered to be as the strategy for ensuring the
development of a high performance organization (Fox and Cowan 2015). Additionally, the
training and development provided also helps in resourcing of job and position growth thereby,
facilitating expansion and growth with the long-term aim of employee progression and
sustainment. Career development affects the formation and sustaining of high performance
organizations in several ways such as defining the ability of the firm to achieve objectives and
gaining competitive advantage subsequently.
The training and development organized by the human resource management is involved
in managing performance that justifies their role as a strategic partner. Training and development
helps in improving the existing skills and learning new skills thereby, up lifting the overall
performance significantly. The HRM is responsible for examining, analyzing and tracking all
information regarding the progress metrics of the employees that help in determining the ability
of the organization of being a high performance organization (Stone and Deadrick 2015). Thus,
the role of human resource management in accordance with the performance management in a
high performance organization acts as a guide for the individuals and the company to achieve
greater success by emphasizing on short-term results that is aligned to the core abilities of the
companies (Sheehan 2014).
2.5 Concept of training and development
Training and development is an integral and significant approach practiced by the
organizations that facilitates the process of continuous learning and progress. As mentioned by

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Sung and Choi (2014), training and development is defined as the sub system practiced by
business organizations that focus mainly on the enhancement of the performance of the
individuals or groups. It is said to be an educational process that includes skills sharpening,
changing attitudes and gaining more knowledge. However, as argued by Falola, Osibanjo and
Ojo (2014), the sole purpose of practicing training and development is to enhance the
effectiveness of the organizations as well as the employees thereby, being updated with the
current business and industry needs.
2.6 Factors affecting training and development
As known from the information provided in the above sections, it can be known that
training and development programs is significant for the business organizations and the HRM
department are highly active and engaged in arranging and conducting such sessions at regular
intervals for the benefit of the business organizations. The different factors affecting training and
development are industry changes, technological changes, performance improvement, effective
human relation and better career opportunities.
2.6.1 Industry changes
The only constant thing across different business sectors and industries is change. The
only way to adhere to the industry changes and survive is to accept the changes efficiently and
quickly. Therefore, in order to prepare the employees to embrace the industry changes, the HRM
needs to arrange and conduct training and development sessions regularly. As mentioned by
Zaitseva, Goncharova and Androsenko (2016), training and development arranged by the HRM
help the employees to be flexible towards learning and adapting to the changes. As a result, the
employees are able to learn new skills that are necessary adapting the changes in the industry as
well as improve the existing skills. However, as argued by Laguador (2015), training and

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development sessions allow adapting to the industry change, as the employees become more
confident about them and their ability thereby, becoming highly competent. As a result, the
HRM is able to provide competitive advantage to the organizations and sustaining the
competitive world.
2.6.2 Technological changes
Technological changes are another inevitable truth that business organizations have to
address due to the needs and changes in the business sectors and industries. The business
organizations are taking the help of high end technologies for operating the entities with the aim
of deriving better and efficient outcomes. However, using the technological advancements are
difficult until and unless the employees are made aware about the properties and their use. As
mentioned by Cummings and Worley (2014), once the HRM identifies the new technological
change in the industry, suitable training and development session needs to be organized without
any delay. This is because the employees would require time to understand the technological
change and implement it accordingly. However, as criticized by Gurdjian, Halbeisen and Lane
(2014), training and development also provides opportunity for the employees to get friendly
with the new technology and developing better understanding for handling it thereby, benefitting
the business organizations.
2.6.3 Performance improvement
The employees are the key internal stakeholders that business organizations count on and
the HRM is responsible for managing the employees effectively by fulfilling both their
professional and personal needs. As mentioned by Ronnestad and Mujika (2014), providing
necessary training to the employees is necessary in order to ensure uninterrupted and excellent
performance in their job. Adequate training and development allows the employees to develop

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better understanding of their roles and responsibilities and perform them with great confidence.
The confidence gained by the employees helps in improving the overall performance thereby,
ensuring benefit to the business entity. However, as argued by Keiner et al. (2014), apart from
developing individual performance, training and development helps in improving the overall
performance of the business organizations and gain competitive advantage in the industry that is
necessary according to the industry standards. Both the employees and the business
organizations become competent so that helps in securing an upper hand among the competitors
in specific sector and industry.
2.6.4 Effective human relation
Training and development organized and conducted by the HRM is necessary for
ensuring effective human relations within the business organizations. As commented by Stewart
and Brown (2019), the training and development programs organized by the HRM help in
creating a suitable relationship among the employees. Training and development allow the
employees to work together as a team and achieve better results for the organizations. In doing
so, conflicts become evident because of the distinctive perspectives and opinions of doing and
completing a specific task. The employees are able to develop the ability to handle situations and
conflicts that otherwise would have led to the development of negative working environment.
However, as criticized by Sikora and Ferris (2014), training and development organized by the
HRM of the business organizations also helps in developing supportive and co-operative
working environment that facilitates effective delegation. As employees are the key resources,
effective human relations that can be developed by training and development is helpful for the
business entities.

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2.6.5 Better career opportunities
Financial stability is not the only reason that influences individual employees to be
employed. The employees also seek better career opportunities that give them satisfaction and
appreciation in their professional life. As mentioned by Tahir et al. (2014), training and
development provides a opportunity for the employees to learn new skills according to the recent
industry trends. Being trained adequately ensures that the employees are well aware of the skills
and increases their demand. As the employees develop skills those in demand, it assures them
better career opportunities. However, as argued by Dhar (2015), training and development
sessions arranged by the HRM of the business entities helps in improving and sharpening the
existing skill sets that also ensures better career opportunities. Having improved skill sets ensures
performance improvement of the employees thereby, providing better career opportunities
professionally.
2.7 Types of training and development organized by human resource management
The human resource management is the one that identifies the need of improvement for
the existing workforce and arrange training and development sessions accordingly. Different
practices are followed in different business organizations and industries that is identified by the
human resource management by considering the requirements of the job profile of the
employees. The two different types of training and development programs are on-the-job training
and off-the-job training.

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Figure 2: Types of training and development programs
(Source: Chauhan et al. 2016)
On-the-job training programs are organized by the human resource management for the
employees to learn and develop skills their skills while performing their job roles and
responsibilities. The human resource management designs on-the-job training by giving job
instructions along with apprenticeship and coaching. According to Chauhan et al. (2016), this
provides practical knowledge and experience to the employees on how to apply the skill at work
and derive the best out of it. Additionally, the human resource management has included job
rotation as on-the-job training that allows the employees to learn to be flexible at various job
roles and responsibilities and derive the best outcome. However, as argued by Derwing et al.
(2014), not all the employees subjected have equal capabilities of learning and improving.
Therefore, the employees can find it challenging to improve and learn skills and perform roles
and responsibilities simultaneously.

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Apart from on-the-job training, the human resource management also uses off-the-job
training programs for the employees. The off-the-job training methods include role playing, case
study method, workshop, seminars, class room lectures and behavioral modeling. The off-the-job
training requires additional financial and human resources because the training and development
sessions need to be conducted by compromising the work time. This type of training is less
preferred by the human resource management because the practicality of the skills cannot be
learnt and the employees might face challenges while implementing the skills at work (Cheng
and Chen 2015). In order to conduct the training and development sessions successfully, the
HRM department needs to follow four stages that include assessing the training needs, designing
the training and development programs, application of the training program and evaluation of the
training and development program. Following the four stages assures the HRM to meet the
specific objectives that contribute to employee effectiveness that in turn ensures organizational
effectiveness suitably (Klentrou 2016).
Figure 3: Stages of training and development
(Source: Klentrou 2016)

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2.8 Benefits of training and development conducted by HRM
Training and development have several benefits one of which being long-term staffing
cost by reducing the rate of employee turnover. According to Bell et al. (2017), employees those
are well-trained and groomed are more confident and satisfied with their job roles and
designations thereby, lowering the rate of employee turnover. Additionally, as the organizations
have already trained employees, the cost of training and developing new employees every now
and then is saved. Training and development also improves productivity and satisfaction because
the employees are able to implement the newly learnt skills at work and feel confident about it.
However, as argued by Jaworski et al. (2018), training and development programs needs to be a
regular affair so that the employees can keep on learning and improving at regular interval.
2.9 Challenges encountered by HRM in conducting training
In spite of the advantages, training and development comes with their own set of
drawbacks. As mentioned by Kultalahti and Viitala (2015), conducting training and development
sessions at regular interval imposes additional costs on the HRM department each time.
Therefore, training costs never fade away and are also not budgeted properly. However, as
argued by Story et al. (2014), training and development can create resentment within the team
members. If an employee feels that the training given is inferior to another team member, it
affects the personal experience thereby, creating negativity at workplace. Additionally, improper
training results in improper results and additional expenses are imposed for correcting the
mistake that took place in the first place. Moreover, there are chances that after receiving
training, the employees might leave the organization and join the competitor organization
threatens the former one (Wilson 2014).

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2.10 Discussion
From the information presented in the previous section, it can be said that human
resource management is an integral part for all the business organizations irrespective of the
industry or the sector. The human resource department is actively engaged in managing people
or the current workforce in such a way that the organization is benefitted and sustains the
competitive world. However, if the past and the present scenario is compared, it can be seen that
human resource concept have undergone significant changes on how it is being viewed as a
capability in the modern industry. The changes have influenced the human resource department
to evolve from less production driven to more employees centric. As a result, it can be inferred
that the role of modern day human resource management has shifted in respect to utility thereby,
influencing the organizations in each aspect. Additionally, the aim of human resource have
shifted subsequently from the predominantly functional role of human capital management to
more of a strategic role for developing and maintaining a knowledgeable, dynamic and
progressive yet oriented employees by identifying and organizing training and development
programs. Thus, it can be said that human resource has evolved to human resource management
in the 20th century that indicates the evolvement from a simple administrative role to a strategic
approach. However, in understanding the evolvement of HR to HRD, it is necessary to
understand the development of organization in the 21st century.
2.11 Conclusion
Thus, in this chapter, it can be summarized that HRM is one of the significant
departments of the business organizations that is mainly concerned with the existing workforce
and their performance, benefits, motivation, wellness and training. Training and development is
necessary for the business organizations at regular interval, as it improves individual and

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organizational performance thereby, ensuring several benefits for the business entities as well as
the employees and it plays a vital role for the business organizations. The training and
development programs identified and organized by the human resource management at
workplace helps in updating the knowledge of the employees thereby, enhancing their existing
skills suitably. As a result, the existing workforce is able to avoid managerial obsolescence and
risks that business organizations encounter suddenly. With such training and development
programs arranged by the HRM, the management is able to analyze the job performance
followed by taking decisions accordingly such as rewards, compensation, employee welfare and
promotion. The training and development programs arranged by the HRM provide opportunity
for the in-line managers in appropriate planning, motivation and retention. As a result, the human
resource management is able to create and maintain employee efficiency and effectiveness
within the business organizations.
It can also be concluded that training and development improves the overall performance
of the business organizations in different ways. The human resource management emphasizes on
training and developing the employees in terms of soft skill development, problem solving
techniques, maintaining interpersonal relationships, quality improvement, time management and
goal setting and implementation of programs. The list is endless where training and development
plays a significant role and it provides opportunities for the employees for developing their
existing set of skills within the organization thereby, helping to maximize the value, earning
power and reputation of the business organizations. Additionally, the training and development
sessions organized by the human resource department also helps in molding the attitude of the
employees and influence them to achieve a better co-operation within the organization. It can
also be concluded that training and development programs arranged by the human resource

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management helps in enhancing the quality of work life by creating a highly supportive
workplace.

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3. Identification of two suitable data collection methods
a. Primary data collection process
The research methodology is developed with the purpose of shedding light on the
existing kind methodological tools. As a result, better understanding and meaningful in-sight can
be developed about the distinctive methodological tools those are used while conducting any
research. Each of the research methods are mentioned followed by defined and justified for being
selected for the current research.
For conducting the research in the future, the two data collection processes that can be
used are interview and survey which are both primary data collection process. As mentioned by
Kumar (2019), primary data collection process is defined as the method of collecting data from
the original sources directly rather than collecting data from already existing sources done by
others. On the other hand, primary data collection process enables the researcher to gather
information that is not collected ever before by any other individuals. As a result, it can be said
that primary data collection process helps in collecting recent and updated data that provides
better in-sight and quality of the research. However, the researcher needs to keep in mind
adequate time and resources need to be allocated for gathering the primary data whilst addressing
a research question, issue or problem that is sufficiently unique and important for the research
that is undertaken (Mackey and Gass 2015).
Primary data collection process will also be a suitable data collection process in the future
for understanding the role of HRM in training and development because the process allows
gathering data that is original in nature and is related to the identified issue or problem directly.
Primary data is collected by the researcher by various methods such as interviews, surveys and

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questionnaires. Primary data collection process for this research will be the most suitable due to
the advantages it has to offer when it is being applied. According to Taylor, Bogdan and DeVault
(2015), one of the major advantages of using primary data collection process is that the data
collected are authentic and highly relevant to the topic of the current research that is being
conducted. As a result, using primary data collection process for developing an understanding
about the role of human resource management department in training and development will
ensure higher degree of data accuracy thereby, enriching the quality of the work. However, as
argued by Flick (2015), the coverage area of primary data collection is limited. Therefore, a
specific population needs to be selected from where the primary data is collected. For example, if
interview is used as the primary data collection process, the coverage is limited as the researcher
will have to conduct the interview individually that is not effort, time and cost efficient. Thus, if
the researcher needs a wider coverage, more time and more researchers is required for collecting
the data suitably.
Primary data collection process will also be beneficial for understanding the role of HRM
in training and development because the primary data can be collected using a number of
methods such as focus groups, surveys, interviews and observation groups. Additionally, primary
data collection process facilitates collecting data across the border and nations thereby, not
allowing geographical location become a boundary. Posts and emails can be used as primary data
collection process for cross border collection Moreover, large population size along with wide
geographical coverage can be possible if primary data collection process will be used thereby,
making it suitable for undertaking the current research (Bresler and Stake 2017). However, on
the contrary, primary data collection process is time and effort consuming. Therefore, by the
time the data is collected, analyzed and interpreted in a report, the purpose of the research

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becomes outdated thereby, defeating the rationale of undertaking the research (Alvesson and
Skoldberg 2017).
Primary data collection process will be suitable for this research because this will allow
gathering current information about HRM and its roles in training and development thereby,
providing a current and realistic view to the researcher about the topic under consideration.
However, on the contrary, problems arise when designing the survey questionnaire while using
primary data collection process. For instance, if the survey questions for understanding the role
of HRM in training and development will be developed incorrectly, the ultimate purpose of
undertaking the research remains unfulfilled. Additionally, getting timely and authentic
responses in primary data collection process gives rise to challenges such as delays, fake
responses and answers those are not accepted socially (Ledford and Gast 2018).
Primary data collection process for understanding the role of HRM in training and
development will be suitable because the reliability rate of primary data collection process is
extremely high, as it is collected by the concerned researcher who is highly reliable. However,
the costing of primary data collection process is fairly high that reduces the importance of the
research significantly (Haahr, Norlyk and Hall 2014).
b. Sampling technique
As primary data collection process will be most suitable appropriate sampling technique
also needs to be used for fulfilling the overall purpose of the current research. In general, primary
data collection process is done on a specific population. As the population is extremely large,
particular sample is selected that can serve as a valid and reliable source of data. Sampling is
defined as the process in which a representative part of a specific population is selected for

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fulfilling the objectives of the research that will be undertaken. Taking a small sample size is
generally beneficial because this makes data collection easy and realistic. However, for
understanding the responsbility of HRM in training and development, sample will have to be
selected extremely carefully because the selected sample will have to represent the
characteristics of the entire population (Hammersley 2014). The two types of sampling
techniques that needs to be implemented, if primary data collection process will be used for
understanding the role of HRM in training and development are probability sampling and non-
probability sampling technique. From the name probability sampling technique, it can be
understood that the sampling technique gives equivalent chances for all the samples within the
selected population to participate in the data collection process. In such case, the researcher will
select the samples randomly and their opinion and view regarding the topic will be considered by
achieving the research aim and objectives (Jamshed 2014). However, on the contrary, non-
probability sampling technique is another sampling technique that can be used when primary
data collection process is used. If non-probability sampling technique will be applied for
understanding the function of HRM in training and development, the researcher will have to
select the sample within the selected population personally thereby, giving limited coverage
(Fletcher 2017).
If survey will be selected as the primary data collection process for understanding the role
of HRM in training and development, then probability sampling technique will have to used
whereas if interview will be selected as the primary data collection process for understanding the
rtole of HRM in training and development, then non-probability sampling technique will be
used. If survey will be used then the data will be analyzed using quantitative data analysis
technique whereas qualitative data analysis technique will be used if interview will be used as

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the primary data collection process for understanding the function of HRM in training and
development (Smith 2015).
c. Survey questionnaire
Collecting primary using survey questionnaire for understanding the function of HRM in
training and development will be beneficial. This is because survey questionnaires are set of
questions those are developed and prepared for asking to the samples in respect to the topic. The
questions can either be printed or can be developed using electronic medium that will be
answered by the selected samples of the specific population. Using survey questionnaire for this
particular research will be beneficial because appropriate data can be collected from the right
samples and understand their views on HRM and its role in training and development.
Additionally, survey questionnaire for this research topic will also be beneficial because the data
that is gathered will be comparable and changeable while analyzing it. On the other hand, using
survey questionnaire will also be recommended because this primary data collection process will
reduce biasness in formulating and asking relevant questions thereby, making the questions
varied and engaging (Walliman 2017).
d. Interview questionnaire
For understanding the function of HRM in training and development, interview method
can also be used, as using this primary data collection process can also provide opportunity in
gathering information from people who are less aware and have limited knowledge about the
roles and responsibilities of HRM. Additionally, using interview will also be justified because
this will help in mitigating the chances of non-response because in this case, the interviewer that
is the researcher will collect data from the samples personally. As a result, the primary data
collected will be highly reliable since the interviewer that is the researcher will collect relevant

25ROLE OF HRM IN TRAINING AND DEVELOPMENT
data across the selected samples tactfully. However, the potential challenges of using interview
for understanding the function of HRM in training and development needs to be considered. The
potential challenges include scope of biasness, time consuming, requires effort and chance of
pressuring the samples for sharing personal information that is not required generally in this form
of primary data collection process (Humphries 2017).

26ROLE OF HRM IN TRAINING AND DEVELOPMENT
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