Need someone to respond to these  Discussion posts Discussion responses needed Question  Views of Human Resource Development In the textbook, two main views of human resource development are examined.  Discuss the similarities and differences between the views of performance-based and developmental HRD.  Answer the questions:  Which view do you believe is more relevant to your organization.  Why? Use this week’s lecture as a basis for your post. Reference and cite the textbook in your original post. Respond to at least two of your classmates’ posts. Respond to Rosa Hernandez post below Hello Class, The views observed in the organization I am in are mostly in developmental Human Resources Development. Our text indicates that performance-based human resources development is related to human capital theory, in which looks at the organization's profit and competitive advantages as the measures of success, it examines each and every individual within an organization to its bottom line in alignment to the business metrics logics (Kopp, 2014). The similarities in performance-based and human resources development (HRD) that both require the cost of training, investing in the individuals in an organization that will help in the growth of productivity and measurements of intangible assets (Kopp, 2014). The differences are that performance-based focuses mostly on the profitability of the organization in contrast to the interest of the employees instead viewed as dehumanizing the individuals from the organization. HRD focuses in developing the employees in training the employees, in which are considered the assets of the organization by providing on the job training (OJT) in the workplace so they can perform their jobs effectively (Kopp, 2014). HRD is more relevant to my organization because employees still meet their goals and work less under a stressful environment of performance-based management in which the company gets to keep their employees and continue providing them refresher training and actualize them with newer information. Performance-based, the company will keep losing employees after spending thousands of dollars in training because perhaps they didn’t have a good quarter or end of month attainability. HRD is more humane to employees and it shows as the company cares for the employees. Also, employees would want to work more for a company whose less frictional in performance-based that all they talk about is numbers and there is no personable approach from their leadership. Reference:  Kopp, D. M. (2014). Human resource development: Performance improvement through learning [Electronic version]. Retrieved from https://ashford.content.edu Respond to Lisa Puffenbarger post below The resemblances among the opinions of performance-based and developmental human resources are the education and growth of workers.  Workers that achieve well are typically the outcome of improvement and expansion.  Performance-based personnel is just ...

1. Need someone to respond to these Discussion posts
Discussion responses needed
Question
Views of Human Resource Development
In the textbook, two main views of human resource development
are examined. Discuss the similarities and differences between
the views of performance-based and developmental HRD.
Answer the questions: Which view do you believe is more
relevant to your organization. Why?
Use this week’s lecture as a basis for your post. Reference and
cite the textbook in your original post.
Respond to at least two of your classmates’ posts.
Respond to Rosa Hernandez post below
Hello Class,
The views observed in the organization I am in are mostly in
developmental Human Resources Development. Our text
indicates that performance-based human resources development
is related to human capital theory, in which looks at the
organization's profit and competitive advantages as the
measures of success, it examines each and every individual
within an organization to its bottom line in alignment to the
business metrics logics (Kopp, 2014). The similarities in
performance-based and human resources development (HRD)
that both require the cost of training, investing in the
individuals in an organization that will help in the growth of

2. productivity and measurements of intangible assets (Kopp,
2014). The differences are that performance-based focuses
mostly on the profitability of the organization in contrast to the
interest of the employees instead viewed as dehumanizing the
individuals from the organization. HRD focuses in developing
the employees in training the employees, in which are
considered the assets of the organization by providing on the
job training (OJT) in the workplace so they can perform their
jobs effectively (Kopp, 2014).
HRD is more relevant to my organization because employees
still meet their goals and work less under a stressful
environment of performance-based management in which the
company gets to keep their employees and continue providing
them refresher training and actualize them with newer
information. Performance-based, the company will keep losing
employees after spending thousands of dollars in training
because perhaps they didn’t have a good quarter or end of
month attainability. HRD is more humane to employees and it
shows as the company cares for the employees. Also, employees
would want to work more for a company whose less frictional in
performance-based that all they talk about is numbers and there
is no personable approach from their leadership.
Reference:
Kopp, D. M. (2014). Human resource development: Performance
improvement through learning [Electronic version]. Retrieved
from https://ashford.content.edu
Respond to Lisa Puffenbarger post below
The resemblances among the opinions of performance-based and
developmental human resources are the education and growth of
workers. Workers that achieve well are typically the outcome

3. of improvement and expansion. Performance-based personnel is
just that, grounded workers of a higher value to their group
because they can have produced superior income by a
performance at a higher level. Developmental HRD is
comparable because of the improved way of the learning, the
higher chance of achievement. Performance-based and
developmental Human Resource Development (HRD) vary in
that performance-based emphases on revenue or the group,
while developmental HRD geared in the direction of knowing
that the team have a sense of contentment from what they
understand of and how they have advanced. It is more
individual than just professional.
Performance-based is more pertinent to my society. That is,
“the primary focuses I having a well-trained employee is to
increase their value to the organization along with their
workplace productivity” (Kopp, 2014). While they have some
anxiety for workers feeling poised and well-informed, their
precedence is to guarantee the output remains elevated and that
each month their quota is met.
Reference
Kopp, D., M. (2014). Human resource development:
Performance improvement through learning [Electronic
version]. Retrieved from https://content.ashford.edu/
Discussion 2 responses needed
Question
Explicit, Implicit and Tacit Knowledge
There are three types of knowledge discussed in the textbook:

4. explicit, implicit, and tacit. Describe the three types of
knowledge. Give an example of each of the three types of
knowledge based on your position in your organization. Which
of the three types of knowledge is the most difficult for a
trainer to teach?
Respond to Dana Conley response below
I am an HR Manager for my organization and have been acting
in this capacity for about four years. Explicit knowledge is
knowledge, “which can be and has been articulated”, implicit
knowledge is, “knowledge that can be articulated but has not
been”, and tacit knowledge is knowledge, “that cannot be
articulated” (Kopp, 2014). An example of explicit knowledge
based on my position within my organization is our employee
handbook that lists all our HR policies. The information has
been articulated and is available for the employees to review so
long as they have access to our organizations intranet site. An
example of implicit knowledge would be the process by which
employees fill out automated paid time off and time adjustment
requests. The features are there but unless someone tells you
how to complete this new process you would not know. An
example of tacit knowledge would be when I try to describe
how I breakdown our organizations personnel complaints into
trend reports for executive presentations to identify our areas of
opportunity. The task was assigned to me almost three years ago
and since I took the task from a predecessor and manipulated
the data according to what I wanted to see I have a lot of
trouble explaining to someone what steps I take to manipulate it
because I just do it. This is one of my areas of opportunity
because as an HR Manager, I need to be able to disseminate
responsibilities like this to other trusted HR personnel but
because I am in a remote office and I cannot show anyone how I
do it I have to keep this task until we hire an HR Admin onsite.

5. Reference
Kopp, D. M. (2014). Human Resource Development:
Performance Through Learning. San Diego, CA: Bridgepoint
Education, Inc.
Respond to Kelly Adkins response below
Job knowledge is something that is communicated to the trainee
mainly through the trainer. There are three types of knowledge:
“Explicit knowledge is that which can be and has been
articulated” (Kopp, 2014). An example of this within my work
place is our Team Member Hand Book and Business Conduct
Guide. I am a human resource specialist and during each Target
Welcome I go over handbook highlights with our new hires as a
way to train them on the most important topics of discussion.
“Implicit knowledge is knowledge that can be articulated but
has not been (at least, not yet)” (Kopp, 2014). Within this
knowledge there are three areas of approach which are
productive, neutral or counter productive. Recently I trained
and on boarded my peer. To benefit her and the rest of the team
I tried to train her on as much as I could in the beginning.
Sometimes though with HR you cannot possible train on
everything; but rather you may have to wait until a scenario
comes up on its own. This could be seen as implicit knowledge.
My hope with this is that I’ve given her the tools and resources
she would need to approach the problem with a clear solution.
“Tacit knowledge is that which cannot be articulated; tacit
knowledge can be described as "learned by doing."” (Kopp,

6. 2014). I think of this type of knowledge as the information you
gain on the job, it’s hard to put into words. In HR we do this
all the time without knowing. For example, dealing with
uncomfortable situations at work like team member / operation
manager issues. I used to be very uncomfortable taking
complaints from team members so I’d pass then off to my
leader. But over the years I’ve gained confidence in myself and
my I’ve developed an approach that enlists trust from our
employees knowing that I’ll handle each situation accordingly.
I think this type of knowledge is the hardest for anyone to
teach, let it be a trainer or even my leader. Sometimes
repetition and experiences difficulty is the best way to push us
forward there fore it cannot be taught, but rather experienced.
Bibliography
Kopp, D. M. (2014). Human Resource Development:
Performance Improvement through Learning. [Electronic
version]. Retrieved from https://ashford.content.edu.