ACU HRMG 201: Human Resource Development Needs Analysis and Assessment

This report provides a comprehensive analysis of human resource development (HRD) needs, drawing upon various theories, models, and concepts. It examines the purpose of HRD, focusing on performance management and the effective management of human resources to achieve positive outcomes. The report delves into relevant theories such as Tseng's detailed approach, the ADDIE model, Cognitive Gagne’s theory of learning, Bloom’s taxonomy of Learning, rational discourse theory, theory of knowledge creation, and Maslow’s hierarchy of needs. It explores the options, issues, and benefits of HRD, including career development, and the use of survey questionnaires. The report also addresses potential issues, such as lack of employee commitment, and recommends actions for implementing a successful HRD needs analysis, considering cultural diversity and flexible working conditions to enhance sustainable organizational performance.

Running head: HUMAN RESOURCE DEVELOPMENT
Human Resource Development
Name of student
Name of University
Author note

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Table of Contents
Purpose.......................................................................................................................................3
Theories, models and concepts related to the human resource development analysis...............3
Options, issues and benefits attained by the organisation for the development of human
resources.....................................................................................................................................5
Recommended set of actions to implement a human resource development needs analysis.....7
References..................................................................................................................................8

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Purpose
The main purpose of the assignment is to combine the various aspects of learning
from the materials provided and conduct the analysis of human resource development needs.
The management of human resources, as it can be seen from the other assignments provided,
focuses on the performance measurement and systems for managing the performances of the
human resources (Noe et al. 2017). The assignment is also prepared for the purpose of
assessing the various theories and concepts associated with the human resources
management, furthermore ensure proper management of business functioning to derive
positive outcomes.
Theories, models and concepts related to the human resource development analysis
The concept of detailed approach proposed by Tseng, C McLean G (2008) defined the
inputs provided as the strategic human resource development practices while the processes
are managed to facilitate organisational learning and derive positive outcomes. The inputs
include integrating the HRM practices with the vision, mission and goals, conducting
environmental scan process, implementing HRD policies and principles and managing
corporate culture to ensure successful management of processes such as the acquisitions of
knowledge, distribution too. These processes and inputs have helped in generating outcomes
related to the human resource development analysis through achievement of a good corporate
culture, good management leadership, facilitating of strategic partnerships (Armstrong and
Taylor 2014). IT has also enhanced the level of focus on enhanced productivity and
participation of employees and managers together in decision making process.
The ADDIE model was implemented to focus on the design, analysis development,
implement and evaluate, furthermore analyse the needs of human resource development

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along with management of skills and capabilities required to design the activities and
exercises, furthermore develop the prototype and conduct pilot sessions for implementing
necessary training and development facilities along with evaluating the knowledge
acquisition and awareness spread among people to influence behaviours effectively too
(Davis 2013). According to Jones (2014), this kind of model has also facilitated the strategic
training and learning, which can impact both the organisational performance as well as the
performances of employees by strengthening their skills, knowledge and expertise. This can
also facilitate the learning experience of individuals and ensure fostering of individual skills,
learning capabilities and ability to adapt to changes comprehensively.
Considering the previous assignments related to the performance management and
performance measurement processes related to the management of human resources within
organisations, there are multiple theories associated with the analysis of human resource
development needs such as the Cognitive Gagne’s theory of learning, Bloom’s taxonomy of
Learning, etc. As stated by Buscombe (2013), the Gagne’s theory of learning should be
applied in the business context, considering the fact that it could allow the business
organisation to prioritise on the things that people learn as well as the approaches needed to
learn those skills, knowledge and acquire information. It can enable the organisation to
understand how the performance management system will be essential, furthermore assist in
undertaking actions required to implement the PMS effectively within the organisation too
(Resnick 2017). This kind of theory should allow for learning about diversity management
and management of skills while implementing approaches such as training, coaching and
development sessions for making the workforce include people from diverse backgrounds,
furthermore provide feedbacks through performance monitoring too (Storey 2014).
Another cognitive theory related to the human resources development needs is the
Bloom’s taxonomy of learning theory that could enable the organisation to assess the needs

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of development of human resources management efficacy such as money, which can be
analysed with the help of this theory. This should be managed through various approaches
undertaken such as by influencing shareholders to make investments and raise the working
capital. This could fulfil the needs for the development of human resources, furthermore
strengthen the performance of workforce too (Jerome 2013).
The performance management and measurement related to the human resource
management at organizations is also based on the rational discourse theory and theory of
knowledge creation. These theories are related to the evaluation of position of the concerned
party and then understand the roles and responsibilities properly. The rationale discourse
theory application has also supported the employees within a workplace to gain equal scopes
and opportunities, furthermore remain open to the alternative views and opinions of own and
others too. It holds special importance in the field of communicative learning that can ensure
empowerment of individuals within the workplace, furthermore gain deeper learning of HRM
concepts and ability to focus on Total Quality management (Ozguner and Ozguner 2014).
With the strengthening of employees’ skills and knowledge, it could be much more
convenient to enhance the quality of business operations and even the productivity without
compromising on the quality of products and services delivered too.
A major theory related to the human resource management concerned with the
motivation and encouragement of employees is the Maslow’s hierarchy of needs theory that
defines the needs of people working at the organisation at various levels. For example, an
individual needs fulfilment of psychological needs such as getting air, food, water and
shelter, which is possible by getting paid for the tasks performed within the organisation
while safety and security needs are related to the job security of people. Based on this theory,
the managers need to provide the employees with proper benefits and facilities and even
praise their performance while monetary and non-monetary rewards could be provided for

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keeping them motivated and encouraged all throughout (Taormina and Gao 2013). This
should be convenient for meeting the self-esteem, belongingness and self-actualisation needs
too, thereby, help in enhancing their performance and finally result in greater organisational
efficiency and overall production level too. By providing relevant training and development
sessions, their skills and knowledge would strengthen, furthermore create positive mind sets
among them and encourage them to perform to their potential as well (Blustein 2013).
The use of survey questionnaires could be a an effective option for drawing
information about the development needs of employees, which incurs very lesser cost to
manage administration while the respondents only take part and fill the questionnaire, thereby
collecting the data and select the right option to attain sustained organisational performance.
Few issues are there as well, as it could be seen from the learning materials provided,
including the lack of accurate data, return rate cannot be controlled along with the conditions
and behaviours of responses provided by the individuals engaged during the survey process
(Patton and McMahon 2014).
Options, issues and benefits attained by the organisation for the development of human
resources
There are multiple options, issues and benefits related to the human resource
development at the organisation and with the analysis of needs, the organisation will be able
to achieve the desired sustainable performance with ease and efficiency. The development of
human resources would be possible with the help of career development and HRD concepts.
The organisations should prioritise on the career development aspects as a major option to the
development of human resources. The career development prospects should allow
identification of skills and knowledge along with development and retention of employees
who possess the relevant skills, knowledge and expertise to contribute to the workforce

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efficiency (Lent and Brown 2013). The organisations could make investments and even
influence the shareholders or investors to make expenditures for facilitating the learning and
development opportunities of the employees. It could foster better learning experience as well
as arrange training sessions for better knowledge acquisition, better sharing and exchange of
information too. The applicants of the job at the organisations could even select their career
option while working at the organisation at the same time.
Few major issues that can be experienced while managing the performance and its
measurement include lack of employees, poor level of commitment of the employees due to
shortage of skills and knowledge along with inappropriate delegation of roles and
responsibilities. This directly affects the business performance through lowering down of
employee performance and constant reduction in the pool of talent. This kind of issue not
only hampers the overall business performance, but also creates lack of motivation, lower
level of morale and feeling of not being valued by the organisation (Lakshman 2013). All
these issues contribute to high turnover of staffs as well, furthermore, raise the chances of
risks and decline the business performance.
To focus on the development of human resources, the career development models and
theories play a major role too such as the prioritisation on areas of valence, motivation, self-
concept, self-awareness and influences. To facilitate the development of career while at the
same time work at the organisation, the employees aim to gain an increase in salary while
remaining committed to the business goals. Based on the model of career development, the
exploration stages includes the evaluation of interests and needs of employees and determine
ways by which their skills could be strengthen to fit between work life balance and self-
actions (Bratton and Gold 2017). The establishment stage should allow for gaining job
security by contributing to the organisation while the maintenance stage enabled participation
in training and developmental sessions and through policy making techniques.

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The other options for human resource development at the organisation could be the
career counselling, which should enable aligning the career growth prospects with the
performance management goals. The employees would be provided with scopes and
opportunities where they could learn and at the same time, understand their own values and
beliefs to influence career development and organisational performance (Mello 2014). For
example, at Johnson & Johnson, career development programs are arranged to manage
leadership training and facilitate online learning to acquire knowledge, skills and expertise
(Aswathappa 2013). Another major option for the organisation of human resource
development is to develop a good corporate culture and manage cultural diversity by
determining the cultural dimensions associated with the design of training and development
program. The individualism could allow for establishing a good corporate culture, hereby,
focus on enhancing the level of participation while the uncertainty avoidance should prevent
impromptu style. Based on the cultural dimension of masculinity, valuing the female
members of the organisation could be essential for women empowerment, furthermore assist
in developing a good work culture where male and female members should be treated equally
(McDermott et al. 2013). The power distance dimension represents the ability and skills of
the employer or trainer to follow the authoritarian leadership style and control the various
activities related to the management of human resources effectively.
Another major activity that can benefit the organisation related to the human resource
development is the management of cultural diversity within the workplace. Based on the cost
perspective, the organisations need to maintain diversity at workplace, which can incur a
huge amount of cost related to the integration of workers. The organisation would be able to
maintain a diverse workforce with the recruitment and selection of candidates who possess
necessary skills, knowledge and expertise though without any discrimination or biasness. The
marketing efforts put by the company further should help in gaining a bigger market share

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and at the same time, allow the employees from different backgrounds and cultures to share
their individual ideas, views and opinions that should assist the business to attain competitive
advantage too (Al Zefeiti 2017). With the heterogeneity and different ideas and opinions
arising from the employees’ perspectives, it would be easier and much convenient for the
organisation to make decisions effectively and implement problem solving techniques
required to overcome the issues experienced. Lastly, the management of cultural diversity
should benefit the organisation by creating flexible working conditions, furthermore,
maintain better adaptability to the changing market conditions and implement changes all
throughout (Carley and Christie 2017). There could though be few issues associated with the
management of cultural diversity at the workplace such as the emergence of conflict,
misunderstandings dysfunction among the team members, furthermore, might result in poor
business performance and lower contribution by the staffs too.
According to the Kirkpatrick model, the organization’s employees should be
influenced and thus reactions should be prioritised on with the proper understanding of the
need for training and even assess the educator of training and quality of training. The amount
of information to be acquired has been measured with the help of this model, which can also
influence the behaviours of employees and finally analyse what impact the training has
created on them as well as on the organisational performance. From the learning materials, it
is understood that though it can indirectly place some importance on the organisational
performance but it mainly focuses on the development of learning for the individual rather
than developing a group (Lent and Brown 2013). This kind of model might not be effective
for some learning programs such as for leadership development program, which can be a
major limitation for the development of human resources at the company.
For supporting the sustainable performance of the organisation, strategic leadership
plays a major role in designing the culture and the way human resources can be managed

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through allocation of financial resources, ac as coach or mentor and embed the culture with
the goals and objectives to be achieved. These strategic leadership aspects are related to the
transformation of organization with the manager or leader playing a major role in promoting
communication, engaging employees in various business processes and aligning the business
processes with the goals. The cross cultural leadership, on the other hand, could be
meaningful considering the context of human resource development needs through setting
pathway or direction to the employees, developing their capabilities and even encouraging
others to perform to their potential and attain the sustained level of organisation performance
with convenience (Al Zefeiti 2017). All these aspects would facilitate the performance
management as well as improve the workforce efficiency within quick time as well.
Recommended set of actions to implement a human resource development needs
analysis
 For the analysis of needs for human resource development, it is recommended to
enhance the leadership capability through extensive leadership training programs and
improve the ability to achieve success in business
 It is recommended top conduct a training Needs Analysis or TNA for analysing the
performances of employees and then assessing their needs for development within the
workplace of the organisation
 The incorporation of self management could also help in managing the human
resource development needs within quick time and with much lesser effort
 Based on the Kirkpatrick model, importance should be placed on measuring the rate
of return on investments made by the shareholders or investors to acquire information
and improve the efficiency of decisions makers in business

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 The training and developmental programs arranged for the employees of the
organisation must prioritize on the strategic planning and most importantly,
interpersonal skills for encouraging the consistency of conducting projects and bring
innovation within the workplace
 It is always very much important to prevent any form of discrimination within the
workplace based on race, religion, colour, creed, etc. and maintain cultural diversity,
moreover promote women empowerment by offering equal scopes and opportunities
to the female workers just like the male members of the organisation
 The conducting of stakeholders meetings along with the involvement of HRD staffs
and managers is recommended for planning the growth and development of human
resources efficiently too
 It is also recommended for the organisation to choose democratic or transformative
leadership style to benefit the organisation as well as its employees through proper
guidance, support and motivation required to accomplish the business goals

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