Human Resource Management and Human Resource Development: Evolution and Contributions

Abstract

Research agrees that a high performance organization (HPO) cannot exist without an elevated value placed on human resource management (HRM) and human resource development (HRD). However, a complementary pairing of HRM and HRD has not always existed. The evolution of HRD from its roots in human knowledge transference to HRM and present day HRD activities reveals that environmental, social, and political influences have escalated the need for organizations to focus employee development in the areas of flexibility, innovation, and capability. The following review illustrates the importance of HRM and HRD to organizational leadership. Furthermore, the research examined builds a close association between the attributes of a HPO and the skills transferred through an effective collaboration of HRM and HRD activities.Keywords: high performance organization (HPO), human resource management (HRM), human resource development (HRD) Haslinda (2009) cites HRM as the "process of managing human talents to achieve organization's objective" (Haslinda, 2009, p. 180). Recruitment of talent, benefit management, labor relations, and other legalities such as employee safety and health are all F HRM and HRD: Evolution and contribution Converse to the process-based HRM, HRD is a series of activities that support behavioral change and learning opportunities for employees (Haslinda, 2009). HRD activities aim to develop employee skills and resilience to the current and future demands of the organization. The overall objective of HRD activities is to achieve high performance (Haslinda, 2009). Haslinda (2009) provides for specific examples of development activities to include training and development, feedback and appraisal, career planning and development, and change management. High Performance Organization (HPO)Literature varies widely in the definition of a HPO. Definitions tend to revolve around specific achievements, financial outcomes, customer satisfaction, or productivity (de Waal, 2007).A High Performance Organization is an organization that achieves financial results that are better than those of its peer group over a longer period of time, by being able to adapt well to changes and react to these quickly, by managing for the longer term, by setting up an integrated and aligned management structure, by continuously improving its core capabilities, and by truly treating the employees as its main asset. (de Waal, 2007, p. 3) Because capability, adaptation, and management are core human resource functions, this paper restates de Waal's (2007) definition of an HPO as the sought result from effective HRM processes and HRD activities.

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