Human Resource Development in Solar Turbines Incorporated Case

This case study examines the Human Resource Development (HRD) practices within Solar Turbines Incorporated, a subsidiary of Caterpillar, focusing on how HRD supports the company's mission and business principles. The report is structured into three sections, beginning with an overview of HRD theories, concepts, and models, including learning theory, systems theory, and economic theory. It emphasizes the importance of HRD in enhancing employee skills, knowledge, and abilities to drive organizational efficiency and competitive advantage. The second section discusses the options, issues, and benefits of HRD, particularly the role of needs analysis and assessment in aligning employee capabilities with organizational goals. It highlights the importance of addressing workplace issues, employee remuneration, and industrial relations to foster productivity and cost-effectiveness. The final section offers recommendations for improving working conditions through action plans, feedback mechanisms, and salary structure adjustments. The case study underscores HRD's critical role in bridging the gap between employee talents and organizational objectives, ultimately contributing to sustainable performance and business development. Desklib provides access to this and other solved assignments.

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HRD IN SOLAR TURBINES INCORPORATED
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HRD IN SOLAR TURBINES INCORPORATED
Executive summary
The following report is on the Solar Turbines Incorporated and has the complete information on
what is the human resource development, its role in the organization’s development. It starts with
the basic introduction where it discusses about what the outline of the whole report. It tells the
main aim of report and what are the following insights that would be available in the report
ahead. The report has been written in the three sections, where the first section deals with the
theories, concepts and models of the Human resource development. It puts forward the question
to provide clarification to why an organization utterly needs the HRD to manipulate its
operations. The section 2 discussed about the options, issues and benefits of the inputs talked
upon in the previous section. The implementation of the need analysis and assessment of the
human resource department in an organization. As an important topic, lastly in the section 3 the
recommendations for the actions to be taken by the organization had been described.

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Table of Contents
Introduction......................................................................................................................................3
Section 1..........................................................................................................................................3
Theories.......................................................................................................................................4
Concepts......................................................................................................................................5
Models.........................................................................................................................................6
Section 2..........................................................................................................................................7
Section 3..........................................................................................................................................8
Recommendations........................................................................................................................8
Reference.......................................................................................................................................10

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Introduction
Human Resources development is the part of the Human Resources management that
works for the employees in an organization. It deals with the employee and industrial
relationships (Guest 2017). The HRD is an important section in HR management that is much
needed in organizations today. The need of HRD is that it looks after the employee
competencies, it plans for the training and development of the employees which is the
development of organization as a whole. It considers motivating the employees who are regarded
as the assets of any organization. Practicing human resource development is the best way to
achieve efficiency, high productivity and identification of core competitive advantage. Human
Resource Development is the concept to support the employees in improving their personal and
professional skills, knowledge about the interpersonal skills and abilities to manage within the
organizational culture (Biswas, Suganthan and Amaratunga 2017). Human resource development
includes developing the career scopes of employees, their performance management, planning of
succession, key performance index of employees, job enlargement etc. It provides attention
towards the welfare of the organization as well as the employees. The Human Resource
Development is the backbone of any organization as it always thinks in favor to boost it up in the
market. It looks after the talent management of an organization in order to fetch the best talents
from every corner to train them and make them work as per the organizational norms and culture
(Kavanagh and Johnson 2017).
Section 1.
Human Resource Development needs analysis and assessment is the way through which a
particular organization’s HRD needs are assessed and identified (Biswas, Suganthan and

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Amaratunga 2017). This is the beginning stage of the organization’s need for HRD and other
training processes of the employees including learning and development. The needs analysis and
assessment can signify the following aspects:
 It protects the organization’s structure in order to keep the relationship balance between
the employee and the employer (Jekiel 2016).
 It protects the effectiveness of the organization by increasing the efficiency of the
employees.
 It protects the organization’s objectives and to increase productivity.
 It protects the rights of the employees by identifying the learning gaps and the potential
skills employees have.
 It considers the stability of the work performance of the employees.
 It develops a clear structure for the development of the employees in order to train them
(Nankervis et al. 2016).
Theories
The theory that is related to HRD which is a particular domain of an organization bridges
the gap between employees and skills of work, employees and employer and the employee and
the organization (Bratton and Gold 2017). These theories are directed towards the manpower and
development of the organization to achieve the best performance, to work within the systematic
timeline that deals with the organizational groups and the ability to change in the given
environment. These are the few theories identified about the human resource development of an
organization:
 Learning theory

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This theory of Human Resource Development associated with the learning elements provided to
the employees (Brewster et al. 2016). It has the value chain analysis where the employees are
trained based on every aspects without leaving a single gap so that none of the chain shall miss
out to retain the value in the process. It uses learning curve theory to analyze the levels of the
experience of employees.
 Systems theory
The systems theory explain about the main system that works in the organizational structure and
the other sub systems followed by the primary system. This requires or depends on the individual
variety of systems available in many organizations. The system approach or the theory best
works in the organizational hierarchy and in open organization system where there is channel of
flow of information is there and that has to be carried on from one level to the other ( Cascio
2015).
 Economic theory
The Economic theory is that approach which directly links with the company’s economic
conditions and financial standards. The HRD under the economic theory introduces the concept
of economies of scale. This concept explains in a very simple manner that if a producer produces
the products in large volumes, he can reduce the manufacturing cost involvement per unit
(Furnham,and Gunter 2015). This theory also shows another economical path to organizations
that is with minimum input larger outputs can be expected and derived. Maximum organizations
these days are based on this extensively popular phenomena for huge profits.
Concepts
Human resource development of a company like solar turbines incorporated focuses on
developing the skills, knowledge, talents and abilities of the workers. It is the improved system

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to train the employees in order to increase their effectiveness in the organization (Nolan and
Garavan 2016). The concept of human resource development is a proactive measure taken by the
organization as it is an effective step towards identifying the competitive advantage of both the
individual employees and the organization as a whole. This particular concept is very essential as
every other aspect of the organization depends on the efficiency and competency of employees.
This involves the maximum utilization of the abilities of employees with the organizational
framework (Kavanagh and Johnson 2017). This concept manipulates the limitless human brain
and enables it to perform the toughest task to have a sustainable performance. It also has an
important role in encouraging the most important concept of entrepreneurial skills and abilities
of the employees. It helps the employees to learn about the new policies and strategies of the
current company they are working for and therefore creates effective interpersonal relationships
within the organization and enhances harmonious relations for growth and development. It
makes sure that the company has the most desired and fresh talents to retain its competency in
the market and thereby achieving goals and objectives. It organizes certain training arrangements
to effectively train employees about the values, culture and principles to get them connected with
the systems of organization. It basically creates a line of attachment between the employees and
the organization where they are employed as it would result in higher productivity, lower
conflicts, higher understanding of the company vision and mission statements, connectivity of
thought process, autonomy of taking effective decisions in absence of supervisors and reaching
the company targets (Furnham and Gunter 2015).
Models
These models helps to understand the functions of HRD in an organization.
 Standard casual HRD model

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 8 box model of Paul Boselie
 The value chain of HRD (Guest 2017)
 The Advanced value chain model
 The Harvard Framework model
Section 2.
The matter discussed above in the section 1 has informed us of what is the concept of
human resource development in an organisation (Biswas, Suganthan and Amaratunga 2017).
What role it has in managing the employees along with the organisation itself. It has the utmost
authority to deal with all the aspects related to the workforce of a company. In fact the whole of
the business depends on the human resource dynamics as it is a great governing body of the
company’s manpower. It has the major portion of the company’s role that has to manage the
people in the organization which is everything. If the problem is caused to any of the employee
the company has to suffer for that. In case of any accidental or workplace health issues have
arrived then the company has to compensate the loss for that employee and also suffers on the
scales of production an employee is responsible for. Therefore all the companies have options of
HRD in their premises inevitably to avoid such discrepancies. It is the department democratically
works for the Sake of the employees. These are the few options available that the HRD
organisation can go through the performance of their actions (Stone and Deadrick 2015). Any
workplace issue involving the employee and the employer falls under the category of human
resource development. It is also responsible for the industrial relations to make sure that
everything is aligned within the organisation that would result in the better productivity in a cost
effective way. These are the few basic issues being taken care of by this department. Apart from
this issue regarding employee remuneration from the bottom till the top levels of organizational

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structure. Even the hierarchy of the organization is framed and assisted by the HRD (Moehrle et
al. 2018). Apart from this, the strategy making and the business policies that the company is
working on would be decided and framed by the Human Resource Managers. These are the few
major benefits that have been identified from the organisation point of view. The need analysis
and the assessment for the inclusion of human resource development immensely affects the
sustainable performance of the employees as this bridges the gap between the employees
superficial talents and the latent skills (Neubert et al. 2015). It believes that once if the chance is
given then the potentiality and extremity can be analysed.
The potential option for implementing the needs assessment can be the shuffling of work
in the various department from many other department. Precisely, if the work assigned
particularly to the HRD shall be distributed among the other in individual department then there
would be an assessment of those tasks with accuracy must be conducted (Nankervis et al. 2016).
This can be the best option for needs analysis. The assessment of the human resource department
can be done through the yearly tasks performed and also by taking feedbacks from the employee
of that organization.
The needs assessment will support the sustainable performance because the employees
will be handled by the different staffs of different department when the work will be distributed
among the multiple employees (Stone and Deadrick 2015). The motivation level will increase as
they would other managers to work under even though for few days.
Section 3.
Recommendations
 The company in order to improve its working conditions can implement various action
plans for the needs analysis and assessment of the human resource development.

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 The company can sent for the employees to write their feedback, problems or suggestions
in the departmental suggestion boxes respectively (Grant 2016).
 The company can forward the questionnaires for the employees in their different
departmental managers.
 The company can arrange feedback sessions to listen to its employees.
 The assessment of the human resource development can also be seen from the hike of the
salary structure of employees from various departments (Nolan and Garavan 2016).
 The company can conduct outsourced training sessions to assess the formal learning and
informal learning, in-house and outside training experience.
 The company can identify the need analysis of the human resources development by
implementing a new project for the employees only with the consultation of the corporate
managers (Stewart and Brown 2019).
 The company can implement new laws and orders for its employees that can assess the
best need for the human resource development.
 The company can go for corporate tie-ups with other companies that requires the role of
the human resource development department for approaching to other companies. The
need can be analyzed this way (Kavanagh and Johnson 2017).
 The company can start taking initiatives for the Corporate Social Responsibility, which is
a new venture these days with the good foundations of profit. This will effectively allow
the company for carrying our need analysis and assessment of the HRD (Bailey et al.
2018).

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Reference
Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource
management. Oxford University Press.
Biswas, P.P., Suganthan, P.N. and Amaratunga, G.A., 2017. Optimal power flow solutions
incorporating stochastic wind and solar power. Energy Conversion and Management, 148,
pp.1194-1207.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C., Vernon, G., Sparrow, P. and Houldsworth, E., 2016. International human resource
management. Kogan Page Publishers.
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Furnham, A. and Gunter, B., 2015. Corporate Assessment (Routledge Revivals): Auditing a
Company's Personality. Routledge.
Grant, R.M., 2016. Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.
Guest, D.E., 2017. Human resource management and employee well‐being: Towards a new
analytic framework. Human Resource Management Journal, 27(1), pp.22-38.
Jekiel, C.M., 2016. Lean human resources: redesigning HR processes for a culture of
continuous improvement. Productivity Press.
Kavanagh, M.J. and Johnson, R.D. eds., 2017. Human resource information systems: Basics,
applications, and future directions. Sage Publications.
Moehrle, F., Narcus, A.R., Carella, J. and Sainte-Claire, J.M.M., Siemens Energy Inc,
2018. Turbine seals. U.S. Patent 9,945,484.
Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2016. Human resource management:
strategy and practice. Cengage AU.

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Neubert, J.C., Mainert, J., Kretzschmar, A. and Greiff, S., 2015. The assessment of 21st century
skills in industrial and organizational psychology: Complex and collaborative problem
solving. Industrial and Organizational Psychology, 8(2), pp.238-268.
Nolan, C.T. and Garavan, T.N., 2016. Human resource development in SMEs: a systematic
review of the literature. International Journal of Management Reviews, 18(1), pp.85-107.
Stewart, G.L. and Brown, K.G., 2019. Human resource management. Wiley.
Stone, D.L. and Deadrick, D.L., 2015. Challenges and opportunities affecting the future of
human resource management. Human Resource Management Review, 25(2), pp.139-145.