The document discusses the theory and philosophy of Human Resource Development (HRD), highlighting the importance of strategic HRD for organizational success. It compares traditional HRD with strategic HRD, emphasizing the need for a comprehensive plan linking HRD to business objectives. Key issues, philosophies, and processes related to HRD are outlined, along with the risks of not adopting a strategic approach.

1. MHR1013: THEORY & PHILOSOPHY
OF HUMAN RESOURCE
DEVELOPMENT
FARAH FADZLIA JALALUDIN MH101098
MATAHATI MAHBOL MH101097
NURUL HIDAYAH SALLEH MH101095
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2. SCOPE
Introduction
Conclusion Definition
Current
Basic Process
issues
Compare &
Assumption
Contrast
Philosophies

3. INTRODUCTION
Compare & Current
Introduction Definition Basic Process Contrast
Philosophies Assumption Conclusion
Issues
A part from Human Resource
Development (HRD)
HRD is the process to ensure that
all elements on it able to be done Important to
to achieve goals & objectiive understand SHRD
by knowing the
SHRD basically is the effective process theory and
towards T&D program in improving philosophies
the ability for perform job and related on it.
increasing productivity

4. DEFINITION
• The planned learning and development of
Garavan, T. people as individuals and as groups to the
N., Costine, P. benefit of the business as well as themselves.
Heraty, N., (1995)
• System of strategically development and
Kazi N. H., Rezaul utilization the peoples working in the
K. and Ferdous. organization to cope with the environment
changes in business efficiently, competently
A., (2007) managing business challenges and to gain
competitive advantage.

5. BASIC PROCESS

6. COMPARISON HRD & SHRD
• More information, power & knowledge at lower levels
• Technical changes in products process & information system
Technology
• Knowing how to deliver what the customer wants
• Top-quality programs requiring deeper understanding of international
Quality customer-supplier working
• Increasing number of acquisitions, mergers, takeovers and
diversifications.
Competitive • Changes in regulatory contexts such as
Arrangement privatization, deregulation, conversion to agency status

7. COMPARISON HRD & SHRD
• “Globalization” of business markets;
• Redrawing of new economic groupings, e.g. single European
Internationalization market, Pacific Rim.
of business
• Reduced rules and formalization, product and national boundaries
within the organization
• Accelerated movement of small firms through start-up, maturity and
Flexible
decline stages.
• Educational provision unable to match organizational demand
• Long-term shift from a buyer’s to a seller’s labor market in specific
Supply of resource regions of the country

8. CONTRAST HRD & SHRD
Traditional HRD Differences
Strategic HRD
Less response from the Response Get more response and attention
stakeholders because only use from stakeholder in preparing the
the simple training and training and development methods
development function
Provide individuals who are Role of Advocates that individual should
lacking in knowledge and skills experience anticipate knowledge and skills
with structured opportunities to needed in the future rather than
receive the fruits of deskilled react after problem become
organizational experience apparent.

9. PHILOSOPHIES
Systems of belief and values which
training and development possess.
Most appropriate philosophy for HRD was to Strategic HRD
prepare employees to develop specific skills advocates that
necessary to perform effectively in their managers, supervisors
current jobs. and employees should
be evaluated on how
well they develop
There are alternative ways of finding these
themselves and
skills and the “where” and “how” of
contribute to the
obtaining these skills should be explicitly
development of others.
considered.

10. PHILOSOPHIES
Multitude of possible relationships between strategic
plans, HR plans & HRD
Comprehensive HR plan
Top-down is necessary before
strategy can be
Have to link HRD plans
to plans of the human
resource department
approach formulated to guide the
HRD effort
and the organization.
Market- Approach: Classify
employees into distinct
Major problem: The
tendency of managers
driven groups, predict what
knowledge or skills
and employees to think
about learning needs on
employees need in the the basis of past
approach future, problems.

11. PHILOSOPHIES
Career Way of looking at the
Establish individual
development programmed
planning relationship between
business plans, HR plans and
HRD interventions.
and identify learning
experiences that will
facilitate the achievement of
approach career objectives
Futuring Linked to strategic business
plans through the strategy
Training and development
interventions
approach formulation process

12. PHILOSOPHIES
Performance To examine the
Approach is to project
future trends and
diagnosis organization’s internal
strengths and
visualize possible future
trends and their
weaknesses.
approach implications
Artificial Done in planning
processes using Designed to discover
experience scenarios to plan what
to do and how to do it
possible future learning
needs
approach under future conditions

13. PHILOSOPHIES
Pulse-taking to collect information
about how well strategic
Small group activities
can be used to take the
plans are being pulse of the
approach implemented organization.
offer training on
Educational strategic planning are
more likely to become
involved in strategy
approach formulation than those
who do not.

14. PHILOSOPHIES
Interpersonal based on the premises that
a substantial percentage of existing only in the minds
corporate strategy is of top managers
approach informal
advocates that HRD efforts
identify one or two
Riffle should be restricted to fill a
few strategic objectives of
problems lending
themselves to solutions
the organization and
approach demands a highly directed,
concentrated effort.
through an HRD
intervention.

15. ASSUMPTION
We unable to
assess proposed
HR systems
Researchers may
regarding the
agree that a
extent to which
systems
they are
perspective is more
potentially
If all of the practices appropriate than a
deficient in terms
fit into a coherent perspective that
of missing key HR
system, the effect of focuses on the role
policies and
that system on of individual HR
practices .
performance should practices in
be greater than the isolation, adopting
Effectiveness of sum of the a systems
any practice individual effects perspective
depends on the from each practice introduces a host
other practices alone of issues and
in place problems.

16. CURRENT ISSUES
What Are the Risks of Not Taking Why Isn’t It Happening in
a Strategic Approach? Practice?
Not adopt History
with the
strategic
approach
Fail to
Culture & take
It will give Added Existing expectati Capability
impact
toward HR value in approach
become as on strategic
performance HR? the barriers approach
Fail to adopt: Issues of
Have risk of power &
reacting to personalit
somebody y
else’s agenda

17. CONCLUSION