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Human Resources DevelopmentAnnotated Bibliography

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Bundy, R. "Changing role of human resources has vast implications." Wichita Business Journal, Wichita: July 11, 1997.

During the past ten years a number of companies in American have really endeavored to obtain and maintain competitive advantages over their competitors. However, in the present times, many managers are realizing that the management of human resources is the only way through which companies are capable of remaining competitive. The managers are also realizing that workers are important assets that are the most valuable in the organizations. They have also found out that if a lot of effort and time is spent on these assets (employees), the organizations will achieve higher returns. In a landscape that changes speedily and due to the increasing demand for better provision of services to the customers, HRM has gained a lot of popularity. If an organization has effective and efficient management of human resources, they will be having the right workers who will be doing the correct things at the correct time. This will be capable of driving the performance of the organization to its highest capacity.

Gassler, R.S. (n.d.) the economics of nonprofit enterprise, University.

Human Resource Department (HRD) ought to direct and guide the workers of NPOs to achieve very great morale and fruitful outcomes. Development of human resources for NPOs ought to give direction to the NPOs. Indeed it is capable of helping the organizations to grow and thereby increase in size. The department that is concerned with human resources is capable of increasing in size effectively because it will support the workers. It will thus provide benefits to the organizations by these organizations having responsive structures.

Mason, D.E. (1984). Voluntary nonprofit enterprise management, Plenum Press.

A vital notion in the management of human resources is to sustain and direct the relations of the management with workers who are paid and those who are volunteering. Human resource development ought to be shifted towards the attainment of programs that are capable of supporting the workers of the firms. Programs should be able to give the workers in the company's great opportunities to carry out their duties to their level best. The employees who are paid and those who are volunteers always feel very irritated when there is a poor relationship between the management of the organizations and the employees. Human resource programs ought to tackle the mood of disconnectedness among the workers. This will boost their morale. Workers who are contented with the company or the firms where they are working are more liable to move extra steps to enable the companies to accomplish their missions. This is the path through which the departments dealing with human resources will follow so as to expand their proficiencies and express their attention.

Doyle, D.P. (1994). Developing human capital: the role of the private sector. Theory into Practice, 33 (4) Autumn, pp. 218-226.

An evaluation of the role of the private sector in the development of human resources is thoroughly investigated on two major streams. The first one is the 'conventional' investment in human capital by the private sector: organizations endorsing the cost for training and education for the workers. The second one entails the investment of private people in human capital who belong to these individuals. A number of big and modern organizations in the countries that are already developed invest their energy and money increasingly in training and education programs. The organizations that have always done that have generated a lot of profits. The author is concluding that human capital investment is serving the same purpose as advertising, and marketing in which competitive advantages are attained.

Combs, J.G. & Skill, M.S. (2003). Managerialist and human capital explanations for key executive pay premiums: a contingency perspective. Academy of Management Journal, 46 (1), pp. 63-73.

This research is examining a contingency perception where the origin of pay premiums is depending on the powers of the executives and the governance strength of the organizations. Two major theories that are the human capital theory and managerial theory are brought in to inspect the attributes that are executive-specific (skill and power) in order to clarify the difference past what job-specific and firm specific variables are forecasted. The outcomes are suggesting that pay premiums results from human capital in various organizations. Managerial entrenchment also takes place in other firms.

LeBlanc, P.V., Mulvey, P.W. & Rich, J.T. (2000). Improving the return on human capital: new metrics. Compensation & Benefits Review, 32 (1) January/February, pp. 13-20.

This article is supporting the application of the approach of human capital to designate the development of human capital returns. Through the adoption of an approach like that, it signifies that the organizations must view their workers as great investments to be fully optimized instead of being viewed as costs that need to be cut. The optimization of Human capital is achieved if they have knowledge, they are motivated and they are having opportunities to diligently perform their duties. A process that involves six processes can be introduced so as to assist the managers make better decisions regarding human capital investment. The steps are in a chronological order:

1) Identification of the improvements that are needed by the businesses

2) Location of the leverage points of the people and sorting by the type of investment

3) Discovering the procedures of the leverage points of major individuals

4) Establishment of applicable internal and external targets

5) Calculation of the cost of investment on human capital

6) Making of decision regarding human capital investment

Lepak, D.P. & Snell, S.A. (1999). The human resource architecture: toward a theory of human capital allocation and development. Academy of Management Review, 24 (1), pp. 31-48.

The writers draw on human capital theory, resource-based analysis of the organization and economics of transaction cost to come up with human resource design having four modes of employment: acquisition, internal development, alliance and contracting. The design is made on the two features of human resources: value-creating potential and uniqueness. The relations among the employment relationships, modes of employment, and the configurations of human resource may be inspected alongside this architecture of Human Resource. It is also providing a structural point-of-view for both practitioners and academics to recognize the forms of human capital that are having the capability of being an origin of competitive advantage both in the current times and also in the future. Furthermore, this research is encouraging researchers to scrutinize how organizations integrate flexibility to the architecture of human resource to become accustomed to changes that are dynamic as they maintain similarity among the distinct components so as to attain the needs that are in existence.

McNamara, C.P. (1999). Making human capital productive. Business & Economic Review, 46 (1) October-December, pp. 10-13.

The article is featuring the use of human capital investment principles that are used by various globally leading organizations like the Coca-Cola and Microsoft, so as to take advantage of the human resources in the organizations. An action plan of 10 steps that include the most excellent practices of these companies that are very successful is:

1) Adoption of the philosophies of Lincoln and Truman

2) Communication of the pledge to human asset;

3) Establishment of new opportunities;

4) Reorganization of teams;

5) Maximization of the involvement of the employees;

6) Focusing on initiatives of people;

7) Establishment of an outstanding organization of human resources;

8) Development and implementation of motivational systems;

9) Conducting yearly executive review;

10) Taking the leap

Nordhaug, O. (1993). Human capital in organizations: competence, training and learning. Norway: Scandinavian University Press.

The aim of this book is to provide an outline and also to discuss significant theoretical, conceptual, and experimental features of human resource in firms. The author is claiming that it is vital to come up with groundwork to study personal competences, competency bases, and competency networks in organizations. In connection with the personal context, the competences of workers (which are defined as the skills, knowledge and abilities relevant for the respective jobs), which affects the real performance, are classified to form six typologies: technical trade skills, industry competences, Meta-competences, standard technical competences, intra-organizational competences and unique competences. In relation to competence networks, competency configuration and the flow of competence are talked about to recognize the logical viewpoint of the organization's competence systems. Additionally, the experimental studies illustrate that development and training of workers is contributing to the provision of human capital in firms.

Rappleye, W.C. Jr. (1999). Human capital management: the next competitive advantage. Across the Board, 36 (8) September, pp. 39-47.

There is a rising understanding that human capital investment is capable of becoming the next big tidal group in life and work, just like the revolution of information-technology is replacing industrial uprising. The article is reflecting a varied analysis of the management of human capital in the creation of a competitive advantage via the view of HR professional consulting organizations and human resource directors of international companies that are leading in the market. The route to attain that conception takes a comprehensive work of… [END OF PREVIEW]

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