รศ.ดร.ศิรภัสสรศ์ วงศ์ทองดี
ผู้อำนวยกำรหลักสตู รรัฐประศำสนศำสตรมหำบัณฑติ
Session I:
Course Overview,
Glossaries,
Foundational Theories
Related Glossaries, Jargons, or Terminologies
to HRD- - - - - - - - - - - - - - - - - - - - -
HRs: Human Resources
PM: Personnel Management
HRM:Human Resource Management
HRD:Human Resource Development
HCM: Human Capital Management
ASTD: American Society for Training and Development - -USA
CIPD: Chartered Institute of Personnel and Development - -UK
TED: Training, Education, Development
HRs: Human resources หมายถงึ “คน”
Human beings
Ability
Knowledge
Attitudes
Beliefs
Moral and Ethics
Rights
Assumptions about Human
Resources:ฐานคติเก่ียวกบั “คน”
1. Factor of production: workforce
2. Factor of development
3. Value assets to the organization
The Strategic View of Human Resources:
1. Employees are human assets
2. Effective organizations recognize that
employees have value
3. Employees are valuable sources of
sustainable competitive advantage
PM: Personnel Management
HRM: Human Resource
Management
HCM: Human Capital
Management
What is Human Capital?
Human capital
is defined as
the collective knowledge,
skills and abilities
of people
that contribute
to organizational success
Sources of Employee Value
1. Technical Knowledge
1. Markets, processes, customers, environment
2. Ability to Learn and Grow
1. Openness to new ideas
2. Acquisition of knowledge & skills
3. Decision Making Capabilities
4. Motivation
5. Commitment
6. Teamwork
1. Interpersonal skills, leadership ability
Workforce Diversity
Who Are Our Workers ? Work / Life
Balance
• Males
• Females Balancing work and
• Whites personal lives
• People of Color
• Homosexuals
• Straights
• National Origin
• Disabled
• Elderly
What is HRD?
Why HRD?
HRD:
Human Resource
DEVELOPEMNT
Meanings/ History/Evolutions
Definitions
Principles/ HRD Philosophies/
Models Theories
Labels/Activities Schools/Scholars
HRD definitions:
HRD is a series of Father of HRD
organized activities
conducted within a
specified time
and designed
to produce
behavioral change
(Nadler, 1970: 3)
HRD is a process for
developing and unleashing
human expertise
through organization development,
personal training and development
for the purpose of improving performance
(Swanson & Holton III, 2001: 4)
Global HRD Definition
“HRD is any process or activity that,
either initially or over the long-term,
has the potential to develop work-based knowledge,
expertise, productivity and satisfaction,
whether for personal
or group/team gain,
or for the benefit of an organization,
community, nation, or, ultimately,
the whole of humanity.”
McLean, G. N., & McLean, L. D. (2001).
Basic agreements of HRD:
1. Goal of improvement both for
Learning and Performance
2. Problem orientation
3. systems thinking
Focus of HRD: a Macro level :
1. Quality of Life- people well being
2. Health- people good health
3. Education-for all citizen
4. Moral and Ethics at all levels
5. SDGs - -sustainable development
goals
HDIs: Human Development Indexes
Health
Education Human security
Food and Sustainability Environment
nutrition
Children
Income and poverty Women
Human Development Indicators: HDIs
Life expectancy
Adult literacy
Gross Domestic Product:GDP
Gross Domestic Happiness :GDH
Gender empowerment measure: GEM
Human poverty index: HPI
Environmental degradation index
Focus of HRD in a Micro level:
HRD in Organizations
@ individual level
In groups
In an organization
The Key to HRD is “Learning”
♥ of HRD is Learning:
Learning is central to the notion of HRD
Learning enhances the efficacy of the
learner in terms of his/her performance in
the organization setting and ultimately
the organization’s performance
What Is Learning?
•Learning is a relatively
permanent change in human
capabilities that is not a result of
growth process. (Sigelman
&Shaffer,1994)
•Learning is what we do to
ourselves! (Nadler,1970)
Learning: the process of acquiring
new knowledge and expertise in
people
Through learning we can re-create
ourselves! (Senge, 1990)
Learning Theories Social Learning
Theory
Reinforcement
Theory
Goal Theories
Need Theories
Information Adult Learning Expectancy
Processing Theory Theory: Andragogy Theory
Learning Domains: อาณาบรเิ วณการเรยี นรู้
Cognitive domain:
Knowledge, Thinking
Affective domain:
Attitudes, Beliefs, Feelings
Psychomotor domain:
Skills, Proficiency
Human Learning Domains:
พุทธพิ สิ ยั
Cognitive Domain
จิตพิสยั
Affective Domain
ทักษะพสิ ยั
Psychomotor Domain
Foundations of HRD
Richard A. Swanson
&
Elwood F. Holton III
(2001,2009)
History of HRD:
Origins of HRD:
HRD is a relatively
new term, training--
the largest component
of HRD can be tracked
back through
evolution of the
human race….
Origins of HRD:
The massive
development effort
took place in the US
during WWII,
as the origin of
contemporary HRD
(Dooley, 1945)
… “ Training within industry Project:
TWIP”…gave birth to systematic:
1. Performance-based
training
2. improvement of work
processes
3. the improvement of
human relations in the
workplace
HRD context:
Traditionally …
HRD functions are almost always
within
a host organization-
Present….
E-Learning, Self-paced,
Diversification….
HRD core beliefs:
3 HRD core beliefs:
1. Organizations are
human-made entities
that rely on human
expertise to establish
and achieve their goals:
HRD is intricately
connected to the fate
of organization
2. Human expertise is
developed and maximized
through HRD processes
and should be done for the
mutual long- and or short-
term benefits of the
sponsoring organization and
the individuals involved
3. HRD professionals
are advocates of
individual/group, work
process, and
organizational
integrity
HRD as a Professional Field of Practice:
HRD in various labels:
1.training
2.training and development
3.technical training
4.management development
5.human performance technology
6.organization development, and
7.organizational learning
HRD can be seen as overlapping
with:
1. Career development
2. Organizational and process effectiveness
3. Strategic organizational planning
4. HRM
5. Performance management
HRD in Global Context:
1. Managing continuous
change and uncertainty:
VUCA and BANI World
2. Seek for lifelong learning
and organizational
improvement on numerous
fronts
Forces Influencing the Workplace and Training
1. Globalization
2. Need for leadership
3. Increased value placed on knowledge
4. Attracting and winning talent
5. Quality emphasis
6. Changing demographics and diversity of
the work force
7. New and advanced technology
8. High-performance model of work systems
Prof.Gary N. McLean’s perspectives on HRD
How Is HRD Changing?
1. People are able to work
when, where, and how they
work best.
2. HRD’s systems must be
modified to accommodate such
changes.
3. Greater emphasis on
knowledge—intellectual
capital, human capital,
knowledge management, how
one learns
How we can Bridge Research and Practice?
PRACTICE
RESEARCH