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Part Three: Management and Development of Human Resources
However, many experts distinguish between training and development, being that training tends to be more closely focused and adapted towards short-term performance concerns, while development tends to be adapted more towards expanding an individual’s skills for future responsibilities (Snell and Bohlander 2007)....
Thompson () is also concerned with the current state of HR research and more broadly with the legitimacy of HRM. Whilst acknowledging the potential importance of some of the principles of CMS for a critique of HRM (such as challenging the taken-for-granted, scholarly reflexivity, focusing on the symbolic dimensions of HR), he critiques a conventional CMS approach to evaluating HRM as inter alia misplaced and ill-attuned to the realities of contemporary workplaces. Thompson believes that a political economy approach is better attuned to the contemporary realities of organisations as it locates ‘HR troubles' ‘within the constraints of the accumulation regimes of financialized capitalism' (Thompson , p. 355). According to Thompson, any critical agenda must acknowledge the context of financialised capitalism where the contemporary regime for the extraction and realisation of value is now ‘driven by the requirements of capital markets, subordinating conventional product market competition' (Thompson , p. 361). Rather than construct a critical HRM (or, by extension an ethical HRM), Thompson ends by raising the question of whether an appropriate conclusion to discussion of the crisis of HRM is to abandon the very idea of HRM as a distinctive approach to managing people at work altogether.
Results of the evaluation are used What is training and development?
Organizations have developed diverse mechanisms of delivering knowledge to the human capital, in the business context, earlier organizations; competition was based on low costs of operations and in organizations gaining specific skills or resources. In the modern context, competition is based on efficient knowledge management and possessing of knowledge (Sinclair, 2008 p. 66). Organizations in the modern era are directing resources at developing knowledge among the human capital. The resources identify with information, money, energy and time among others. Gaining knowledge in organizations has led to permanent systems of training and developing employees.
Healthy organizations believe in Human Resource Development and cover all of these bases. One option that is recommended, in preference to many other ways in which organizations develop employees, is to provide internal training either with internal staff or a paid facilitator or consultant.
Training is a very important aspect in today’s human resource world.
The key to the success of the training sessions is that the time together, the discussion, the shared training topics, the new information, and the shared reading both educate and . With the to the language and , these sessions provide an effective approach to learning and employee development.
Additionally, learning comes in bites small enough to practice and participants are not overwhelmed with information. They also have the chance to discuss what worked for them of the lessons they applied in the workplace at the next training session.
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Jackson, C. J (2006). Organization Development: The Human and Social Dynamics of Organizational Change. Lanham, Maryland: University Press of America. 23-125.
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