Human resource management is an important element in the optimal productivity of a company, especially about managing the labor force. This analytical treatise attempts to explicitly review the role of training in an organization’s development. Besides, the treatise presents different employee development methods and their benefits.
The paper then reviews the relationship between employee development and organizational development. Moreover, the treatise explains the role of human resource management in career development and provides a personal reflection in career development.
Role of training in an organization’s development
Self-evaluation skills on individual concentration level during training encompass actual and expected outcome. Through designing relevant program training model, concentration evaluation will remain active in developing dependence of interest attached to an activity, creating proactive relationships, and monitoring their interaction with physical aspects of team evaluation.
Eventually, this pays off since that individual will learn to appreciate the essence of learning and need to stay active. Thus, despite training coordination being rated as a high self-management assessment strategy, actionable planning is of the essence to create a solution-oriented task and strategy implementation secession for quantifying performance levels (DeCenzo and Robbins, 2007).
Since training engages in an active process of learning through skill evaluation, facilitation, and rewarding collective learning results, the ideal module for quantifying success will rely on the set objectives.
The three building blocks of training evaluation include learning into personal performance, learning processes, and practices leadership that reinforces performance. Better performance translates into organization growth, especially when the training process is continuous (DeCenzo and Robbins, 2007).
Employee development methods and their benefits
Naturally, human beings would wish for motivation through mutual consent and internalized empowerment and appreciation. Empowerment unleashes plenty of energy and motivation. Reflectively, the motivational and energy aspects of appreciation functions simultaneously at micro and macro levels to facilitate optimal functionality or productivity (Bohlander & Snell, 2007).
Empowering employees ensures a stable and sustainable win-win situation as employees will be motivated to work without much supervision from the management or their supervisors.
When properly incorporated within and without different departmental segmentations as an active component of the company goals and vision, the complete interaction between the management and other staff will contribute to value addition, good performance, and healthy working environment.
Employee development and organization development
Upon empowering employees to participate more in the decision-making process, the culture of independence in reasoning and consultative approach when handling work-related duties will be internalized.
The employees will appreciate the need for free consultation rather than doing the same as a condition imposed on them by their superiors. In the process of carrying out consultative functionalism, the mind will be tuned to appreciate the need for flexibility in decision making science which is compatible with the goals and vision of the organization (DeCenzo and Robbins, 2007).
Also, the entire workforce operating under the consultative approach is likely to positively embrace change element that may be introduced in the organization aimed at ensuring optimal output by the employees. Optimal performance translates into a sustainable business and promotes organization development (Bohlander and Snell, 2007).
Role of human resource management in career development
Across the globe, human resource management endeavor to have a pipeline of talent to work towards achieving long-term objectives. Besides, through designing relevant training and development programs that suit different work environments, human resource management will develop sustainable skills that enhance career development.
Moreover, human resource management balances the dilemmas of “transparency versus autonomy, power of HR versus the power of academics, and equality versus homogeneity” (Bohlander and Snell, 2007, p. 57).
Human resource management is critical in undertaking several career development programs concurrently. If properly integrated, such would be necessary for attracting and retaining human resource base. This is achievable through proactive evaluation of employees besides designing succession pipe-lines for vital job positions in organizations.
Personal reflection: Career development
Career preparation calls for an in-depth analysis of personal interests, strengths, performance, and future projections. I aspire to develop a career in human resource management as a human resource officer in a middle company upon completion of the Bachelors Degree. I intend to develop personal motivation skills besides setting self targets on personal etiquette, professionalism, and teamwork.
Besides, a career tracker or a success criterion should follow up action plan as a tool for success review and adjustments when necessary. Over the next five years, I intend to build a stable, practically oriented, and qualitative problem-solving criterion through learning and working life. I see myself as a senior human resource officer in a middle company in five years.
I expect my future company to support my career development by offering a series of continuous training aimed at improving work-related skills. I believe the future company’s career development opportunities will be sufficient for my career needs since most of the middle companies have well-organized employee training, motivation, and promotion structures.
I will utilize these structures to manage my efficiency and performance within the work environment. As a team player, I will build dynamic relationships in the proponents of business operational requirements to facilitate personal career development.
Bohlander, G., & Snell, S. (2007). Managing human resources. Mason, OH: Thomson Higher Education.
DeCenzo, D., & Robbins, S. (2007). Fundamentals of human resource management (9th ed.). Hoboken, NJ: John Wiley & Sons.