JOMO KENYATTA UNIVERSITY OF

AGRICULTURE AND TECHNOLOGY

COLLEGE OF HUMAN RESOURCE

MANAGEMENT
Entrepreneurship Technology
Leadership and Management
Department
Dr Mbithi Mutua

HPS 2209 PRINCIPLES AND

PRACTICES OF HUMAN RESOURCE
MANAGEMENT
HUMAN RESOURCE
DEVELOPMENT

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Course Instructor:
DR. MBITHI MUTUA

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Definition
 Human resource development:
Human resource development is a
process of developing and/or
unleashing human expertise through
organization development and
personnel training and development
for the purpose of improving
performance.

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HRM an HRD
 Relationship Between HRM and HRD
 Human resource management (HRM)
encompasses many functions
 Human resource development (HRD)
is just one of the functions within
HRM

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HRD Functions
 Training and development (T&D)
 Organizational development
 Career development

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Training : Definitions

 Training is the formal and systematic modification of

behavior through learning which occurs as a result of
education, instruction, development and planned
experience.
 The use of systematic and planned instruction activities
to promote learning. And learning is the process by
which a person Acquires and develops new knowledge,
skills, capabilities and attitudes.
 The aim of training is to help the organization achieve its
purpose by adding value to its key resource – the people
it employs.

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Development
 Development is the growth or realization of a
persons ability through conscious or
unconscious learning.
 Development programs usually include
elements of planned study and experience and
are usually supported by coaching or
counseling facility.

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Training
 Having its employees operating at optimum
performance is one thing an organization
constantly strives for.
 Poor or inadequate performance has a direct
negative influence on an organization's
objectives and is a drain on resources.

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Training
 Training is one solution an organization can
provide when there is a skills, knowledge,
attitude or performance gap between what is
required of its employees to achieve its
objectives and what currently exists.

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Training
 Training is by no means the only
solution to reduce or close this gap.
Mentoring, professional development,
job rotation, counseling, motivation
strategies, improved work conditions,
better equipment.

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Training needs

 Analyzing training needs

 For training to be effective, it is important to
not only discern the training needs of the
individual/group but also how their needs fit
the overall objectives of the organization.
 Identifying the Training Needs involves looking at
the organization's objectives at a high level and
seeing how each business unit fits into this picture.

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Training Needs
 To do this, each position within the business
unit needs to be analyzed in terms of what
skills are required for the business unit to
function effectively.
 This is called a Job Analysis.
 This analysis can be assessed even further by
investigating the key tasks of the job, or
performing a Task Analysis.

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Training Needs
 Once the Job/Task Analysis has been
completed, attention is turned to the
people who do the jobs.

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Training Needs
 Are they performing at their peak?
 Where are their deficiencies?
 What levels of knowledge, what skills,
what attitudes do they have and how
 do they differ from what is required to
perform effectively in their job?

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Training needs
 Any deficiencies are the potential Training
Needs.
 These are considered potential because
training may not be the solution to all the
identified needs.
 There may be other factors for decreased
performance, such as inadequate
resources, dissatisfaction with conditions or
malfunctioning equipment to name a few.

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Training needs
 Other training needs are more easily identified
because of their nature.
 For example,
 the introduction of new machines systems or
technology,
 new legislative compliance requirements,
 new corporate policies, new employee
inductions and
 OH&S issues are all areas where learning is
required and are obvious Training Needs.

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Training needs
 The final step in determining the Training Needs is
collating the needs into workable and meaningful
information.
 Do they apply to the whole organization (corporate),
to certain groups of
 employees (group) or to individuals?
 What are the priorities that apply?
 How important or urgent are they?
 Are there sufficient resources to
 Implement training?
 What is the time frame involved?

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Training needs
 Three levels of training needs within the
organization include:
 Organizational
 Departmental
 Occupational
 Individual

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Training & HRD Process Model

Werner & DeSimone (2006) 21

Training Cycle

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Training needs cont’d

 When does the need for training arise?

 The installation of new equipment or techniques
 A change in working methods or products
produced
 A realization that performance is inadequate
 Labor shortage, necessitating the upgrading of
some employees
 A desire to reduce the amount of scrap and to
improve quality

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Training process

 Identify training needs

 Plan training programs
 Techniques
 Facilities
 Locations
 Trainers
 Implement training
 Evaluate training

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Purpose
 The purpose of training is to:
 To increase productivity and quality
 To promote versatility and adaptability to
new methods
 To reduce the number of accidents
 To reduce labor turnover
 To increase job satisfaction displaying itself
in lower labor turn-over and less
absenteeism
 To increase efficiency
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The four levels of Kirkpatrick's evaluation model

 Reaction: the reaction of the trainee (e.g. what

they thought and felt about the training).
 Learning: the resulting increase in knowledge
or capability.
 Behaviour: extent of behaviour and capability
improvement and implementation or
application.
 Results: the effects on the business or
environment resulting from the trainee's
performance.

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Levels Cont’d
 Reaction: Feedback forms based on
subjective personal reaction to the training
experience.
 Learning: Typically assessments or tests before
and after the training.
 Behavior: Observation and interview over time
are required to assess change, relevance of
change, and sustainability of change.
 Results: It is possible that many of these
measures are already in place via normal
management systems and reporting.
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Training Methods
 Lecture Method
 Case study
 Role play
 Group discussion
 Computer based training
 Exercises
 Films and videos
 Simulations
 Web based Learning
 Field trip
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