This module aims to provide an introduction to Human Resource Development (HRD; including individual and organizational learning, training and development, etc.).
The module takes a broad view of ‘learning’ as encompassing both individual and organizational (i.e. collective) processes, and explores these issues from a variety of perspectives through the use of examples from academic research and business and organisational practice.
The position adopted in this module is that:
- learning is an important source of competitive advantage for business organizations;
- the quantitative and qualitative benefits of HRD for individuals, organisations, and wider society can be significant;
- being able to manage the processes of individual and organizational learning and development is key business capability in the information age and the knowledge economy;
he assessment strategy is:
The assignments provide an opportunity for students to expand their knowledge by more detailed research of models and theories and the application of these to particular situations. There is a particular emphasis upon the strategic nature of HRD and its application in organizational contexts.
The examination consists of three questions. All students are required to answer question one which will focus upon their ability to apply their knowledge and understanding to a hypothetical example. The other questions will explore the other competencies. This means that students must have a sound understanding of a range of topics within the module syllabus. All questions require the discussion of theories or concepts. Students should use theoretical models AND examples from the literature and examples of organizational practice when answering questions
- what HRD is and how it relates to other organisational processes and systems such as learning, HRM, labour, strategy, etc.;
- how HRD can be planned and implemented effectively;
- how HRD`s impact on individual employees and on organizations can be assessed;
- the significance of HRD for individual, organisational and economic development, change and transformation;
- some of the emerging and problematic issues in HRD.
| Explain the context within which HRD operates. |
K |
| 2 |
Explain the relationship between HRD and HRM. |
K |
| 3 |
Explain the role of Strategic HRD in organisational change and development. |
K |
| 4 |
Explain and critically appraise learning theories and describe their application in HRD. |
K |
| 5 |
Describe and explain the HRD cycle (identifying needs, planning interventions, implementation and evaluation). |
K |
| 6 |
Describe, explain and critically appraise the application of a range of HRD methods. |
K |
| 7 |
Describe, explain and critically appraise approaches to and methods of evaluating HRD. |
K |
| 8 |
Integrate their understanding of HRD with issues of organizational context in order to be able to apply HRD as a strategic and operational tool. |
C |
| 9 |
Describe, explain and critically appraise the processes of learning and development in order to apply them to enhance individual and organizational performance. |
C |
| 10 |
Integrate learning theories and models of HRD in order to maximize organisational effectiveness. |
C |
| 11 |
Design a framework for the identification of learning needs and establish how to design an evaluation process that will determine if the needs are being met. |
C |
| 12 |
Apply learning theory and HRD in order to improve individual and organizational performance. |
P |
| 13 |
Apply learning theory and HRD in order to design realistic training and development plans. |
P |
| 14 |
Design evaluation systems for HRD which will assess the effectiveness of HRD at a variety of levels. |
P |
| 15 |
Design training and development |
T |
| 16 |
Undertake training and development |
T |
| 17 |
Plan and manage Self-development |
T |
