Human Resource Development Report: Top Management and HRM Practices

This report provides a synthesis of two articles centered on Human Resource Development (HRD). The first article examines the influence of top management team characteristics on organizational performance, emphasizing the importance of effective leadership in shaping strategic decisions and fostering a collaborative environment. It highlights how the composition and experience of the top management team impact the interpretation of situations and subsequent choices, ultimately affecting HRD outcomes. The report recommends strategies such as employee surveys and engagement initiatives to enhance team productivity. The second article explores the relationship between employee engagement and HR practices, identifying key HRM practices that enhance employee engagement, such as creating an effective organizational climate, managing job demands, and fostering psychological safety. The study emphasizes the role of employee recognition and involvement in decision-making processes in boosting productivity and improving employee satisfaction. Recommendations include team outings and appraisal systems to promote collaboration and recognize employee contributions, thereby developing human resource management within the organization.

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Article 1: The influence of the top management team for human
resource development
Tulung, J. E., &Ramdani, D. (2016). The Influence of Top
Management Team Characteristics on BPD
Performance. International Research Journal of Business
Studies, 8(3), 155-166.
The trends that study founds addressedare the relations between
the management team composition and the BPD performances. This
study also finds out the executive’s experiences, values and
performances which greatly influences the interpretations of the
situations that they faces and in turn affect the choices
(Tulung&Ramdani, 2016). This study found out the importance of the
top management team for dealing with the teams. This study mainly
discuses about the issues related to the human resource development in
the organization.
This study summarizes the key information of the article that the
role of the top management team for developing the Human resource
development. As stated by Ramdani (2016), the upper echelons theory
that suggests the senior executives of the organization are responsible
for the strategic formation and the enactment. In viewing strategy,
interpreting the strategic possibilities the upper echelons will be able to
develop the human development. This study summarizes the fact that
there are various characteristics of top management team for influencing
the company’s performances towards the human resource
development(Tulung&Ramdani, 2016).
The top management of team is significant for developing of the
human resource management. Tulung (2016) argues that in the
organization the development of the top management team will help the
organization to achieve great success in the business market. As more
the team is managed well the business will found out the updated
amount of production thereby leading to business
success(Tulung&Ramdani, 2016). Not only this the effective

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management help the team to develop the effective bonding with the
team members. The more team is working in the collaborating manner
the human resource of the organization will be developed. As the
effective management of the team is only possible by the top
management of the teams by HR professionals(Tulung&Ramdani,
2016). The HR professionals are required to develop the healthy
relationship among the employees and the employer this is so because
the employment relationship is one of the key factors to develop the
human resource of the organization.
The recommendations that the HR managers is required to bring
success for the organization by building up collaboration among the
team members for enhancing the team productivity (Bratton & Gold,
2017). Thus it is recommended for the HR manager to introduce
employee survey system for identifying the problem that the business is
required to deal with the effective team members so that the business
will be able to bring improvements in the business operation
process(Kavanagh & Johnson, 2017).
This is also recommended that the HR professionals should
introduce the employee engagement strategies for increasing
collaborations among the team members thereby leading to development
of top management system in the business (Procknow & Rocco, 2016).
The HR professionals are required to different recreational program by
involving the organization’s employee thereby engaging the employees
along with the organization (Kavanagh & Johnson, 2017).
Article 2: Employee engagement and human resource management
practices
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., &
Saks, A. M. (2015). Employee engagement, human resource
management practices and competitive advantage: An integrated
approach. Journal of Organizational Effectiveness: People and
Performance, 2(1), 7-35.

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The issues that are addressed in the article is that the study shows
the importance of the four key HRM practices that mostly faces the
employee engagement that lead to the development of the effective
organizational climate, the job demands, the development of resources
and the psychological experiences of safety. The study analyzes that
employee engagement would help to develop the collaboration in the
team and thereby leading to great productivity for the team. The
employee recognition is the major factor towards the development of the
Human resource development.
This study summarizes the basic informations provided in the
article. Albrecht(2015) offers the organizations clear guidelines for how
HR practices can be used to facilitate and improve employee
engagement and result in positive outcomes that will help organizations
achieve a competitive advantage. Bakker(2015) provide useful new
insights for researchers and management professionals wishing to embed
engagement within the fabric of HRM policies and practices and
employee behavior, and organizational outcomes.
Employee management is considered the significant factors for the
human resource development.Bakker (2015) suggested that the
employee engagement is one of the beneficial steps for the human
resource management to develop employee collaboration and the
involvement of the employees within the organization. This also
increases the job satisfaction of employees towards the organization
thereby developing human resource management in the
organization(Bratton & Gold, 2017). The practice of human resource
development will be enhanced by the engagement of the employees in
the organization. Not only so this will also increase the productivity of
the organization thereby allowing the business to compete in the
business market (Bratton & Gold, 2017).
This study recommends that by allowing the employees to take
part in the decision making process the employers will be able to involve
the employees in the organization’s activity except their task (Lee &
Lee, 2018). The study also recommends to make team outings for

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increasing the team collaboration and relation among the team members
thereby leading to great team productivity. This also bring improvement
in the team production along with the enhancement of quality(Kavanagh
& Johnson, 2017).
This study also recommends to introduce the appraisal system for
the employees which will enhance employee recognition thereby leading
to the development of the human resource management in the
organization (Kavanagh & Johnson, 2017). The appraisal system will
maintain a healthy competition among the employees thereby leading to
increase in the production. The employee recognition improves the
business process as it makes the employee more motivated towards the
organization(Kavanagh & Johnson, 2017). Not only this the business
process will maintain healthy competitions among teams thereby
increasing collaboration among team members(Kavanagh & Johnson,
2017).

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References
Tulung, J. E., &Ramdani, D. (2016). The Influence of Top Management
Team Characteristics on BPD Performance. International Research
Journal of Business Studies, 8(3), 155-166.
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A.
M. (2015). Employee engagement, human resource management
practices and competitive advantage: An integrated approach. Journal of
Organizational Effectiveness: People and Performance, 2(1), 7-35.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M.
(2017). Human resource management: Gaining a competitive advantage.
New York, NY: McGraw-Hill Education.
Bratton, J., & Gold, J. (2017). Human resource management: theory and
practice. Palgrave.
Procknow, G., & Rocco, T. S. (2016). The unheard, unseen, and often
forgotten: An examination of disability in the human resource
development literature. Human Resource Development Review, 15(4),
379-403.
Lee, J. Y., & Lee, Y. (2018). Job crafting and performance: Literature
review and implications for human resource development. Human
Resource Development Review, 17(3), 277-313.
Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human resource
information systems: Basics, applications, and future directions. Sage
Publications.