HUMAN RESOURCE DEVELOPMENT & Its

IMPACT ON EMPLOYEES SATISFACTION

By

Inas Assaf

A thesis proposal submitted in partial fulfillment of the

requirements for the degree of Master of Business
Administration

Supervisor: Dr. Sawsan Hajjar

Arts, Sciences and Technology University

In Lebanon
April 2010-04-

Abstract

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To succeed, achieve sustainability, and improve its performance among other
competitive firms, an organization must always be at a high level of
preparation to deal with emerging scenario. Knowing that a competitive
organization is the one that employ entrepreneur people, an organization
should take into consideration the importance of developing its Human
Resources and mainly its staff not only to compete but also to adjust to
changes within either the environmental changes surrounding it or the
changes within its objectives, plans and actions. To enhance its low to top
employees' skills and knowledge level, a company must work within the
frame work of Human Resources Department and specifically the Human
Resources Development that seeks to achieve the organizational, social and
employee objectives. The Human Resources Training and Development in
sustaining and developing firms is a critical aspect of the development of
knowledge-workforce and their satisfaction within an organization.

Table of Content
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 Abstract 1
1. Background 3
1
1. Problem Statement 3
2
1. Objectives 4
3
2. Literature Review 4
1
3. Hypothesis 4
1
4. Methodology 4
1
4. Procedures 5
2
5. References 6
1

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1.1 Background

Human Resources Development (HRD) is a relatively young academic

discipline but an old and well-established field of practice. It has originated in
the massive development effort that took place in the United States during
World War II under the name of the project "Training within Industry"(Dooley,
1945) where it gave birth to the systematic performance-based training,
improvement of the work processes and human relations in the workplace-or
contemporary to HRD, as it began being called in the 1970s. HRD is defined
as a set of systematic and planned activities designed by an organization to
provide its members with the necessary skills to meet current and future job
demands, to produce behavioral changes in the learner in such a way that it
acquires desired level of competence for present or future role. It is a process
of developing and unleashing expertise for the purpose of improving
individual, team, work process, and organizational system performance. HRD
has many wide but recognized components that can be recapped as
performance improvement, learning organization, organizational performance
and development, and employee training and development, that are set to
improve the expertise of individuals, teams, work processes, and the overall
organization.
The practice of Human Resources Development has many benefits. Improving
the individual and organizational performance to adjust with the internal and
the external environment changes to obtain the organizational short and long
term objectives, learning organization which became recently one of the core
strategies in an organization that enables its employees to respond swiftly to
the product and market developments and to best utilize their mental powers
enhancing their capacity to create and to have a strong competition with
other organizations, and attaining organizational sustainability through its
development and specifically through it employees training and development.

1.2 Problem Statement

In our modern times, business environments are fast changing. The vast
technological development that merges within a firm's vision, mission, and its
implementation processes and the radical economic reforms have led to the
emergence of new opportunities and threats for business organization and its
employees. Many HR expertise focused their attentions on developing both
organization and employees' performance to attain sustainability or/and to
compete. Many faced problems with the employees' satisfactions and

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relatively their commitments toward their organization. Having defined HRD
and its importance, the study of HR T&D is going to examine the effective
impact of Training and Development on the workforce performance and
satisfaction in an organization and relatively its impact on the organization as
a whole and the challenges an organization might face in the shortage of
intellectual HRD professionals, the elimination of skills gaps, the competition
in global economy, and the need for lifelong changes. The study is going to
be conducted at one of the international non-governmental organizations
operating in Lebanon that works for the benefits of marginalized, under risk
and privileged communities where different socio-economic projects are
involved that recommends workforce from low to top levels.

1.3 Objectives

The main objective of this proposal is to examine the strategic nature of HR

T&D and its impact on the organizational development and on the employee's
satisfaction and commitment toward the organization after attaining different
training courses.

The sub-objectives along the proposed thesis are:

To compare the level of effectiveness and efficiency of the
organization and its employees before and after practicing HR
T&D courses.
To outline and explain the HRD models, including the needs
assessment for training, it methods and the process of
monitoring it.
To interpret the best methods of applying T&D.
To analyze the impact of HR T&D methods on the individual
satisfaction.

2.1 Literature Review

The climate of globalization and the new technological revolution begins with
the importance of HRD practice to the organization workforce performance,
education, technical training and learning. The development of HRD definition
within time has been interpreted by many different HR professionals-as like
Sawnson, Nadler, Chalofsky, Watkins and Mclean who based their definitions
under systematic, economic, and psychological theories and who based HRD
efforts in an organization in a place under the additional banners of training
and development, organization development, performance improvement,
organizational learning, etc

3.1 Hypothesis

Employees are well aware of the new formation in their organization and are
capable of performing their job requirements due to the trainings and

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development courses they are getting from it to adjust with to the changes of
its internal and external factors which lead to the commitment and high
satisfaction level among employees.

4.1 Methodology

Design a needs assessment form to be distributed among

permanent and temporal employees.
Design an after evaluation form to analyze the level of employees'
satisfaction.
Interview different HR managers with experience and in-depth
knowledge of HR T&D function.
Conduct training sessions.
Use SPSS in analyzing the designed forms.

4.2 Procedures

1- A brief introduction about HRD

2- A brief introduction of the organization vision, mission, and
objectives
3- Present organizational chart.
4- Search for questions interviewed previously with professional HR T&D
related to the topic presented.
5- Prepare interview questions.
6- Prepare a list of HRM or HR T&D experts from different organizations.
7- Interview HR T&D experts from different organizations to gather all
the important tools they use in this HR section and get the best ways
of utilizing it, ending up interviews with the HR manager of the studied
organization.
8- Present the methods of HR T&D and its models.
9- Prepare a needs assessment form to be distributed among the
employees working in the organization.
10- Evaluate the needs assessment.
11- Prepare a training course that can benefit the organization and its
individuals in accordance to the needs interpreted from the evaluation
form.
12- Monitor the reaction and interaction of employees with the training
course. (psycho-physical, social, and mental reactions)
13- After the ending of the training course, distribute again the
assessment form among employees.
14- Analyze and the level of difference of these assessment forms by
using an SPSS.
15- State the results obtained with detailed description of each model's
importance.
16- State the recommendations.

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5.1 References

1. Foundation of Human Resources Development. Second edition 2009.

2. Human Resources Management-A Contemporary Approach. Fourth
Edition. By IAN BEARDWELL, LEN HOLDEN, TIM CLAYDON
3. MAJOR CHALLENGES TO THE EFFECTIVE MANAGEMENT OF HUMAN
RESOURCE TRAINING AND DEVELOPMENT ACTIVITIES by Haslinda
ABDULLAH.
4. HRD by Tejashree Talpade