The Impact of Human Resource Development – Báo cáo thực tập tiếng anh

The Impact of Human Resource Development – Báo cáo thực tập tiếng anh

Đề tài: The Impact of Human Resource Development on Employee Performance and Organizational Effectiveness

Abstract

The area of employment is changing dramatically, technology and globalization are impacting practices and experiences, and societies are becoming more global and multicultural. With the rise of globalization and the rapid changes in the business environment, employability is becoming one of the main goals for any organization. The organizational effectiveness lies in human resources quality and human resources development practices have the potential to improve employee competences. This study aims to examine the impact of human resource development practices on the employees’ performance and organizational effectiveness at a sample of public universities in Iraq. A descriptive-analytical method based on one regression model was employed for data analyzing. The result indicates that HRD practices are significantly related to employee performance in the enhancement of organizational effectiveness. Also, the results show that there is a statistically significant relationship between employee performance and organizational effectiveness. Furthermore, this study recommends that the decision-makers of universities should strive to develop HRD strategies which will enable them to improve employee competency and enhance the capability of the employees to achieve desired goals and objectives of the organization. This article contributes to human resource development, employee performance and organizational effectiveness literature. Also, this study provides key theoretical and practical implications which are discussed in detail. The Impact of Human Resource Development – Báo cáo thực tập tiếng anh

Introduction

More and more organizations are investing in human resource as a means to increase their competitiveness (Jones, 2002). Human resources development plays a vital role in achieve sustainable competitive advantage and enhance organizational effectiveness. Human resource development is a systematic process aimed at improving competences of the individual and group through training and development, career development, and organizational development practices to achieve superior performance (Garavan, 2007;

Nadler, 2012). According to Simonds and Pederson (2006), HRD is a set of structured and unstructured learning and performance-based activities which improve individual and organizational competencies to address the changes in the business environment.
Alagaraja (2013) argues that the linkage between HRD and HRM contributes to organizational learning and improving HR orientation, in turn, enhance organizational performance. Katou (2009) states that primary theory of HRD influences organizational performance through enhancing employee commitment as well as knowledge, skills and, abilities. Asfaw, Argaw, and Bayissa (2015) describe that the basic purpose of HRD is by improving and developing the employee competencies so that able organizations to maximize the quality of their human resource. The organizations have to implement different human resource development strategies to develop their workforce competence that makes the organization work effectively (Potnuru & Sahoo, 2016). Lyons (2016) argues that SHRD positively influences organizational performance. Tseng and McLean (2008) argue that SHRD has a key responsibility to provide strategies, training and development, organizational development and career development opportunities to enhance organizations and their employees to achieve their business goals. The Impact of Human Resource Development – Báo cáo thực tập tiếng anh
Amin, Ismail, Rasid, and Selemani (2014) emphasize that if the universities want to achieve superior performance, they should emphasis more on HRD practices such as training and development, employee participation and organizational development. There is still a gap in the empirical researches on HRD area according to Garavan and Morley (2000); there is no clear model to examine how HRD practices can improve organizational effeteness by means of employee performance. There are limited empirical studies investigating the association between HRD practices and organizational performance (Bartlett, 2001; Torraco, 1999). Particularly, in Iraq there are no researches or studies have specifically dealt with examining how employee performance is developed by HRD strategies, and its relationship with the enhancement of the OE. This gap led us to propose the research questions: (1) Are HRD constructs (training and development, organizational development, and career development) positively related to employee performance in the enhancement of organizational effectiveness? (2) Does employee performance positively related to organizational effectiveness? Thus, the study aims to examine the impact of human resource development (HRD) on organizational effectiveness (OE) utilizing employee performance. On the basis, the current study has been planned to study the relationship between HRD, employee performance and organizational effectiveness in the universities/institutes of Iraq.

Human resource development

Human resource development (HRD) is a relatively novel field of functional practice and academic study. In last two decades, human resource development was the fastest growing area of management development, due to the great interest of organizations in the face of intense competition and changes in the business environment (Kareem, 2017). HRD has progressed from the narrow concept of training into a more complex approach to learning and developing knowledge at the individual and organizational level (Mittal, 2013). The term HRD was introduced by Leonard Nadler (2012), he described it as a set of related processes which are aimed at behavioral change. HRD can be defined as the systematic process of developing and improving employee competencies through organization development and personnel training and development to improve organizational performance (Swanson, 2001). McLagan and Suhadolnik (1989) define HRD as the integration of related practices such as training and development, career development, and organizational development to improve the individual and group knowledge, skills and abilities in order to enhance organizational outcomes. Rao (1985) defines HRD as an ongoing process of improving skills, abilities, and knowledge of employees to proactively enable them to acquire the required competencies to meet the present and future job requirements within the organization. The Impact of Human Resource Development – Báo cáo thực tập tiếng anh

Organizations have used HRD as an important strategic objective to stimulate positive behavior in individuals and impact their knowledge, skills, and attitudes in order to enable the organizations to increase their productivity and performance (Clardy, 2008). HRD supports organizational superior perform, enhances organizational competitiveness in today’s rapidly changing environment. Furthermore, an effective HRD practices emphasis the lean organization, capability and flexibility of the workforce, at the right time (Mittal, 2013).

The previous studies have demonstrated HRD practices are positivity related to high performing business organizations. But, there is a lack in empirical studies on HRD in higher education. Due to the shifts and rapidly changing in the environment and global challenges the higher education organizations need to implement HRD strategies to improve their employee competences in order to address the environment turbulences. However, some scholars (Allui & Sahni, 2016; Al-Twal, Rowlands, & Cook, 2018; Dauda Singh 2017; Rudzka, 2018) have investigated this issue, and they conclude that HRM and HRD practices have a significant impact on the performance of higher education organizations. Nguyen (2018) argues that HRD practices in higher education play a key role in improving the quality of academic staff, facilitating innovation, and enhancing organizational outcomes. But, this study argues that HRD practices have a potential impact on employee performance and organizational effectiveness in the Iraqi universities context. In order to better understanding the relationship between the HRD practices and employee performance and organizational effectiveness, the authors have developed hypothesis which are discussed below. The Impact of Human Resource Development – Báo cáo thực tập tiếng anh

Training and development and employee performance

Since HRD is developing long-term, work-related learning patterns, knowledge and outcomes at the individual, group, and organizational levels, to accomplish this task, HRD requires a strong investment in the functions of training and development (Marsick & Watkins, 1990). Swanson and Holton (2001) define TD as a systematic process of developing employees’ job knowledge, abilities, and skills for improving performance. Jacobs and Washington (2003) state training and development refer to an integrated set of planned programs are designed by the organization provided over some time, to help assure that all individuals have the necessary competencies to perform their fullest potential in support of the organization’s goals. Zumrah, Boyle, and Fein (2003) argue that employees who participated in training and development programs apply the new skills, knowledge, and abilities in their work that leads to a better attitude and competencies in performing their job. Ford, Baldwin, and Prasad (2017) state that the investment in training and development and transferring the outcomes to the job practices lead to significant changes in employee performance. Likewise, Sung and Choi (2014) argue that corporate investment in the training, education and organizational learning have potential to enhance the innovative performance Based on the above discussion, the first hypothesis can be derived as follows:

Career development and employee performance

Gray and Herr (1998) state that career development in a particular organization is shaped by organizational goals, employee needs, profit margins, or resources available to be committed to career services. Torrington and Hall (2007) state that career development is a continuous process of work-life enables organizations to develop and place employees in positions compatible with their employee career interests, needs, and goals. This promotes employee satisfaction and optimal use of employee potential. Niles and Bowlsbey (2002) argue that career development helps in building a healthy relationship between the organization and its employees, enhancing their knowledge, skills, and abilities and demonstrate better capabilities and competencies in performing their job. McGraw (2014) states that the effective implementation of employee career development processes significantly enriching employee’s competency and improve their performance. Kakui and Gachunga (2016) argue that career development affects employee performance through counseling and supports employees and helps them to develop their approach and solving problems. Based on the above contributions, the third hypothesis can be derived as follows:

H3: career development has a positive influence on employee

Conclusion and discussion

The higher education sector differs from other sectors in two senses. The higher education organizations provide services and their core activity is education. The success of this service depends primarily on the quality of its employees. The effective implementation of HRD practices for the employees will enhance university performance. But, there is a huge gap in empirical studies on HRD in the higher education context. Therefore, our study sought to investigate the impact of human resources development constructs i.e. (training and development, organizational development, and career development) on employee performance in the enhancement of organizational effectiveness. The results are verified hypothesis H1, H2, and H3 by showing that there is a significant and positive relationship between HRD constructs i.e. (training and development, organizational development, and career development) and employee performance. Therefore, our result has validated the assumptions provided by the researchers (El Mansour & Dean, 2016; Potnuru & Sahoo, 2016; Sabrina, 2015). Also, the results of hypothesis H4 confirms that employee performance has a positive and significant impact on organizational effectiveness. Which supports opinions of (Asfaw et al., 2015; Gupta, 2016). The study recommends the decision-makers of universities and institutes should strive to develop HRD strategies which will enable them to improve employee performance and enhance the capability of the employees to achieve desired goals and objectives of the organization. The Impact of Human Resource Development – Báo cáo thực tập tiếng anh

Theoretical contributions of the study

This article provides several contributions to human resource development, employee performance, and organizational effectiveness literature. First, this study strives to address the gap and funds to the emerging knowledge in this area. second, this study provides a better understanding of the ingratiated relationships between HRD practices, employee performance and organizational effectiveness and empirically validates them. Finally, this study developed a model to investigate the relationship between HRD, employee performance, and organizational effectiveness. The results have confirmed all the hypothesized relations. The findings show that HRD practices significantly impact on employee performance. Also, employee performance has a positive significant impact on organizational effectiveness.

Managerial implications of the study

This study provides significant implications for the university’s managers willing to develop HRD practices in order to improve employee performance, in turn, increase organizational effectiveness. The present study provides significant insight for university’s leadership through demonstrates a good understanding of the integration of three important managerial processes which are HRD practices, employee performance, and organizational effectiveness. The study suggests that managers should develop specific and focused HRD practices to improve employee skills, knowledge, and abilities, in turn, enhance organizational effectiveness. Since the well-being of the university depends on its academic staff competences therefore, the universities need to recruit and retain talents and utilize them to achieve sustainable competitive advantage. The Impact of Human Resource Development – Báo cáo thực tập tiếng anh

Limitations and future research

Despite, this study has key contributions but, it has some limitations that need to be addressed. First, the findings of this study are limited to the selected Iraqi public universities context, which may not be generalized to other universities or another sector. Therefore, future research may be conducted in other sectors. Second, this study has a cross-sectional data, which prevents the researcher to examine the causality of the relationships between variables over time. Third, this study focusses on three dimensions of HRD that gives insight into future research to investigate other potential HRD practices.

References

1. Asfaw, A.M., Argaw, M.D., & Bayissa, L. (2015). The Impact of Training and Development on Employee Performance and Effectiveness: A Case Study of District Five Administration Office, Bole Sub-City, Addis Ababa, Ethiopia. Journal of Human Resource and Sustainability Studies, 3(4), 188-202. doi:10.4236/jhrss.2015.34025.
2. Amin, M., Ismail, W.K.W., Rasid, S.Z.A., & Selemani, R.D.A. (2014). The impact of human resource management practices on performance Evidence from a Public University. The TQM Journal, 26(2), 125-142. doi: 10.1108/TQM-10-2011-0062.
3. Alagaraja, M. (2013). HRD and HRM Perspectives on Organizational Performance: A Review of Literature. Human Resource Development Review, 12(2) 117–143. doi: 10.1177/1534484312450868.
4. Allui, A., & Sahni, J. (2016). Strategic Human Resource Management in Higher Education Institutions: Empirical Evidence from Saudi. Procedia – Social and Behavioral Sciences, 235 , 361–371. doi: 10.1016/j.sbspro.2016.11.044.
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15. The Impact of Human Resource Development – Báo cáo thực tập tiếng anh

Appendix 1

Training and development

5. The university\institute provides training and development programs enable to improve skills, knowledge, attitude change, new capability of the employee.
6. The activities of training programs provided meet the needs of the employees.
7. The activities of training programs provided help to increase job satisfaction and work efficiency.
8. The university\institute uses modern training and development methods and tools.
9. Evaluate the trainees’ overall satisfaction with the training program.

Organizational Development

3. The university\institute ’s mission, values, and objectives are clearly and widely owned and understood by all staff in the authority and service areas.
4. The university\institute has a well-developed framework of clear performance measurement and targets to drive what we do.
5. The top management makes efforts to identify and utilize the potential of the employees
6. Encouraging problem-solving culture.
7. The top management believes that human resources are an extremely important resource for organizational survival and success.

Career development

5. The university\institute gives the training to help develop employees career.
6. Management gives work which has developed skills, knowledge, attitude change, new capability of the employee.
7. The university\institute has effective communication system facilitates the information exchange among the employees.
8. The university\Institute has good career planning and development.
9. The university\institute works to develop the skills, experiences, and knowledge of the employees, which enable them to cope with changes and technological developments related to their field of specialization.

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