THE ASSESSMENT OF HUMAN RESOURCE DEVELOPMENT IN ENHANCING ORGANIZATIONAL PRODUCTIVITY

THE EFFECT OF HUMAN RESOURCE DEVELOPMENT ON EMPLOYEE PRODUCTIVITY IN SEVEN UP BOTTLING COMPANY

CHAPTER TWO
LITERATURE REVIEW
Concept of Human Resources Development (HRD) Human Resource Development (HRD) is a strategic approach to investing in human capital. It draws on other human resource processes, including resourcing and performance assessment to identify actual and potential talents. Human resource development provides the framework for self-development, training programme for and career profession to meet an organization’s future skill requirement.

Investment in employee skill to support the need of advanced technology is a prime example of this approach. Financially obsessed managers in free market countries have preferred cost cutting to investment in people or new technology. Moreover, there has been a chronic failure to unstand the link between the two: Investment in new equipment has been used as worthwhile only if it leads to a cut in employees costs. Managers in Australia and the UK, for example, have been wedded to a penny-pinching Menta city according the kind of high technology that requires exposure, skilled workers, their counterparts in Singapore and Korea have vested more readily in new machines, tools in order to increase output and profitability. Subsequently taking on extra staff to meet demand.
According to Sambrook (2001) Human resource Development has its in the early organization development intervention of the 1940s, but the term was first used by Nadler (cited in Nadler and Nadler, 1989, p4) described Human resource development as ‘organized learning experience provided by employers, within a specific period of time to bring about the possibility of performance improvement and personal growth. It is appropriate, therefore to regard training as an integral aspect of Human resource development.

Gibb (2002) argues that: Past definition of education, training and development with their essentially sequentially division of learning, one no longer useful or acceptable. They would be deemed to draw the boundaries around the subject in theory and practice too narrowly and also inaccurately; they would not capture and deal with the practice and theory of contemporary work and organization.

THE EFFECT OF HUMAN RESOURCE DEVELOPMENT ON EMPLOYEE PRODUCTIVITY IN SEVEN UP BOTTLING COMPANY