Human resource development is essential for any organization that wants to be dynamic and growth-oriented. Unlike other resources, human resources have unlimited potential capabilities. The potential can only be utilized by creating a climate that can continuously identify, bring to the surface, cultivate and utilize the abilities of these people. Human resource development (HRD) aims to create such a climate. The concept of HRD was first introduced by Leonard Nadler in 1969 at a conference in the United States. “He defined HR as those learning experiences that are organized, for a specific time, and designed to bring about the possibility of behavioral change.” Human resource development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge and skills. Say no to plagiarism. Get a tailor-made essay on the topic "Why violent video games should not be banned"? Get an Original Essay Human resource development includes opportunities such as employee training, employee career development, performance management and development, coaching, succession planning, tuition assistance, and organization development. The goal of human resource development is to develop a superior workforce so that the organization and individual employees can achieve their job goals in serving customers. It can be formal, for example in a classroom training, a university course, or a planned organizational change effort. Or, human resource development can be informal as in coaching employees by a manager. Environment in human resource management The word Environment in human resource management includes all those forces that affect the functioning of various activities, including human resource activities. Scanning the environment helps the HR manager to become proactive towards the environment characterized by change and intense competition. Human resource management is performed in two types of environments: internal and external. The Internal Environment The internal environment of an organization is composed of the elements within the organization, including current employees, management, and most importantly the corporate culture, which defines employee behavior. While some elements affect the organization as a whole, others affect only the manager. A manager's philosophical or leadership style has a direct impact on employees. Traditional managers give explicit instructions to employees, while progressive managers allow employees to make many of their own decisions. Changes in leadership philosophy and/or style are within the manager's control. The following sections describe some of the elements that make up the internal environment. Mission statement. The mission statement describes what the organization stands for and why it exists. It explains the overall purpose of the organization and includes attributes that distinguish it from other organizations of the same type. It should be more than just words on a piece of paper; it should reveal a company's philosophy and purpose. This statement should be a living, breathing document that provides information and inspiration to employees and members of the organization. A mission statement will provide answers to the questions: “What are our values?” and “What do we stand for?” Effective mission statements lead to effective efforts. In today's quality-conscious and highly competitive environments, the purpose of an effective mission is centered on satisfying thecustomer needs. A good mission statement will be precise in identifying the following intentions of a company: Customers – who will be served Products/services – what will be produced Location – where the products/services will be produced Philosophy – what ideology will be followed Company policies Company The policies they are guidelines that regulate how certain organizational situations are addressed. Just as universities maintain policies on admissions, grade appeals, prerequisites and waivers, companies establish policies to provide guidance to managers who must make decisions about circumstances that frequently occur within their organization. Corporate policies are an indication of an organization's personality and should coincide with its mission. Formal Structure The formal structure of an organization is the orderly arrangement of tasks and people. This structure determines how information flows in the organization, which departments are responsible for which activities, and where decision-making power lies. Organizational Chart Some organizations use a chart to make it easier to break down their formal structure. This organizational chart is a graphical representation of the official lines of authority and communication in an organization. Organizational Culture Organizational culture is the personality of an organization. Just as each person has a distinct personality, so does each organization. An organization's culture distinguishes it from others and shapes the actions of its members. There are four main components that make up an organization's culture. Values ​​are the core beliefs that define employee success in an organization. Many universities, for example, place a lot of importance on the publication of professors. If a faculty member is published in a professional journal, for example, his or her chances of obtaining tenure may increase. The university wants to ensure that a published professor remains with the university for the duration of his or her academic career – and this professor's ability to write for publications is a value. A hero is an exemplary person who reflects the image, attitudes or values ​​of the organization and serves as a role model for other employees. A hero is sometimes the founder of the organization (think Sam Walton of Wal-Mart). However, the hero of a company does not necessarily have to be the founder; it can be an everyday worker, like hard-working paralegal Erin Brockovich, who has made a huge impact on the organization. Rites and rituals, the third component, are routines or ceremonies that the company uses to recognize high-performing employees. Awards banquets, company meetings and quarterly meetings can recognize distinguished employees for exceptional service. The honorees are intended to exemplify and inspire all company employees throughout the rest of the year. The social network is the means of informal communication within an organization. This network, sometimes called “the corporate grapevine,” carries with it the stories of both heroes and those who failed. It is through this network that employees truly learn the culture and values ​​of the organization. Organizational Climate Organizational climate is the byproduct of corporate culture. The general tone of the workplace and the morale of its workers are elements of the organizational climate. Workers' attitudes determine the positive or negative “atmosphere” of the workplace. Employees' daily relationships and interactions will indicate the climate of an organization. Resources Resources are the people, information, facilities, infrastructure, equipment, supplies and finances available toan organization. People are the fundamental resource of all organizations. Information, facilities, equipment, materials, supplies, and finances constitute nonhuman support resources that complement workers as they attempt to achieve the organization's mission. The availability of resources and how managers value human and nonhuman resources affect the organization's environment. Management Philosophy Management philosophy is the manager's set of personal beliefs and values ​​about people and their work and, as such, is something the manager can control. McGregor pointed out that a manager's philosophy creates a self-fulfilling prophecy. Theory X suggests that managers treat employees almost like children who need constant direction, while Theory Y suggests that managers treat employees like competent adults who can participate in work-related decisions. These management philosophies have a subsequent effect on employee behavior, leading to the self-fulfilling prophecy. Consequently, organizational philosophies and managerial philosophies must be in harmony. The number of colleagues involved in problem solving or decision making that reflects the manager's leadership style. Empowerment means entrusting subordinates with decisions, freedom, knowledge and skills. Fortunately, most organizations and managers are moving toward the active participation and teamwork that empowerment entails. When guided correctly, an empowered workforce can lead to increased productivity and quality, reduced costs, lots of innovation, improved customer service, and great engagement from the organization's employees. Additionally, response times will improve, as information and decisions will no longer have to pass up and down the hierarchy. The External Environment All external factors that can influence an organization constitute the external environment. The external environment is divided into two parts: Directly interactive This environment has an immediate and first-hand impact on the organization. An example is the entry of a new competitor into the market. Directly interactive forces include owners, customers, suppliers, competitors, employees, and employee unions. Management has a responsibility to each of these groups. Here are some examples: Owners expect managers to watch over their interests and provide a return on investment. Customers demand satisfaction with the products and services they purchase and use. Vendors require careful communication, payments and a strong working relationship to provide the necessary resources. Competitors present challenges as they compete for customers in a market with similar products or services. Employees and employee unions provide both the people to do the jobs and the representation of workforce concerns to management. Indirectly interactive This environment has a secondary and more distant effect on the organization. New legislation that comes into force can have a big impact. For example, complying with the Americans with Disabilities Act requires employers to update their facilities to accommodate people with disabilities. These forces include sociocultural, political and legal, technological, economic, and global influences. Indirectly interactive forces may have a greater impact on one organization than another simply because of the nature of a particular activity. For example, a company that relies heavily on technology will be more affected by software updates than a company that uses only one computer. Even if in some.