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