Human Resource Development Strategy to Support Sustainable Economic Growth

This study aims to explore the influence of Human Resource (HR) development on product innovation in Micro, Small, and Medium Enterprises (MSMEs) in Kendari City. The main focus is how improved HR competencies can contribute to innovative product development in the context of local MSMEs. This study used descriptive qualitative analysis involving 30 MSMEs in Kendari. Data was collected through in-depth interviews, observations, and documentation studies. This approach allows researchers to gain a broader understanding of the internal dynamics of MSMEs and their influence on product innovation. The results showed that of the MSMEs that invested in HR development, 70% of respondents recognized that training and continuing education are essential investments for improving the quality of employees, which will influence skills development, and tend to result in more significant product innovation. The research also identified several challenges, including limited resources and access to relevant training. Investment in HR development is a key factor in driving product innovation in Kendari MSMEs. However, there needs to be further efforts to overcome existing barriers, including through government support and educational institutions. This study recommends further research with a mixed approach to deepen the understanding of the relationship between HR development and innovation in MSMEs.

Eight examples of East Asian economics/societies/educational systems are examined so that common assumptions about links between investment in human resource development and rapid economic growth may be questioned, and so that the role of formal education in enabling, causing, or shaping economic development may be clarified. The role of education is considered at its interface with events and attitudes in the economic, social, and political domains, during the post-World War II period. Particular attention is paid to the three basic levels of education, to the status of technical/vocational education, and to the nature of the curriculum, in each of these societies. Basing their thinking on key indicators, not only of economic growth, but also of structural changes and development, as well as on data from country-specific chapters in a recent research publication, the authors cite evidence to cast doubt on the idea of a single East Asian model. They conclude that the differences between and within the eight societies are at least as significant as the commonalities, that their data and findings have more implications for economic than for educational policy, and that it would be dangerous to assume that economic growth and development are likely to be constants.

In 2045, Indonesia has a vision to achieve Golden Indonesia. This is Indonesia’s ideal to become a country recognized in the global arena. One strategy to achieve this is to implement economic policies that focus on structural transformation, which not only rely on investment in human resource development, but also support for strengthening economic investment in technological innovation and education. This study looks at the experiences of various countries such as China, India, and South Korea in implementing economic policies, which are used as material for formulating economic policy transformation strategies in Indonesia. The purpose of this study is to explore the various approaches taken by these countries to achieve economic transformation towards Golden Indonesia 2045. The research approach used is qualitative with descriptive methods, with literature study data collection techniques. The research analysis used is thematic analysis with the discovery of patterns, opportunities, and challenges in implementing economic policies in Indonesia. The results of the study show that Indonesia needs to focus on several aspects of transformation, namely infrastructure investment, increasing agricultural productivity, developing Special Economic Zones (SEZ), increasing exports and diversifying economic products, and investing in education and technological innovation. The main challenge faced in implementing this policy is the consistency of policy implementation which often has an impact on regional disparities and the potential for social resistance to change. This research recommendation makes it necessary for synergy between the government, private sector and society to realize economic transformation in order to realize the vision of Golden Indonesia 2045.

Human Resource and Research Capacity Development as a Prerequisite of Successful Inclusion of the Republic of Croatia into the European Union

PurposeThe purpose of this paper is to explore the concepts of national human resource development (NHRD) and human resource development (HRD) in order to demonstrate their mutually reinforcing strategic value in the nation building process of Afghanistan.Design/methodology/approachThis study conducted an analysis of the national context and organizational context of an international aid agency in relation to Afghanistan's nation building challenges.FindingsThe authors propose NHRD as an effective strategic approach to progressing Afghanistan's nation building strategy to be simultaneously used by the Afghan government and UNDP. Effective deployment of HRD principles in the selected international aid agency may further contribute to the nation building effort within Afghanistan by helping maximize organizational and workforce performances. In conjunction, these human development strategies can assist Afghan government's policy makers, and international aid agencies to successfully achieve human development goals.Practical implicationsThe authors suggest that it is increasingly important for policy makers to understand the significant contribution of NHRD in nation building and organizational development. The authors propose some recommendations toward a sustainable modernization of a nation specifically in the context of the developing country.Social implicationsThe paper advances the mutually reinforcing value of NHRD and HRD and highlights their contribution towards human development, abatement of social injustices and building democracies around the world.Originality/valueThe paper explores a complex environment such as Afghanistan in which human development challenges are a shared responsibility between the national government and the international community. The authors’ discussion can serve as an example to demonstrate the role of NHRD in other post‐war and transitioning countries. This paper is also important for HRD scholars interested in exploring new and challenging contexts as it highlights HRD's role as a valuable policy tool in the context of national and international development.

PurposeThe purpose of this paper is to argue that human resource development (HRD) needs to embrace and include futures and foresight learning (FFL) as a new addition to its field of theorising and practice. The question to consider is: How can FFL become a new feature of HRD? A key part of the authors’ argument is that the inclusion of FFL will enable HRD to add to the success of any organisation and make a vital contribution to the management of people at work.Design/methodology/approachThis paper firstly considers some of the debates surrounding the meaning of HRD. The authors suggest that instability of the time serves to disturb any comforts that have been created in HRD and that there is a need to consider how there might be different futures for what we still call HRD in research, practice and praxis. This paper then considers how FFL might become one possibility for expanding the existing boundaries of HRD. The authors characterise futures and foresight as a learning process, which provides new but complementary features to what is already considered as HRD. This paper will show how FFL can lead to organisation's success and the way this can be achieved.FindingsThere is a wide variety of meanings of the term HRD; however, HRD is still cast as a “weakened profession” which has to play a subservient role to others in the workplace. Over the last 15 years, the expansion of the meaning of HRD has been seen as evidence of its evolving and emerging nature and development based on a co-creation with other disciplines. This creates a space for FFL, defined as an ongoing learning process to find predictable, probable, possible and/or a variety of long-term futures. FFL embraces three key processes of scanning, futuring and reconfiguring, all of which contain a high potential for participants and others to learn as they proceed, providing outcomes at each stage. FFL has been shown to enhance organisation performance and success and HRD interventions can play a key part in implementation. This represents a significant opportunity for the HRD profession to move from weakness towards strength.Research limitations/implicationsFor HRD researchers, while FFL is not yet on its radar, the authors would argue that the uncertainties of the future require that more attention be given to what might lie ahead. Indeed, HRD researchers need to ask the question: What is the future of HRD research? In addition, if the authors’ call for FFL to be included in the practice of HRD, such practice will itself provide new pathways for HRD research. Further research questions might include: To what extent is FFL practiced in organisations and what role do HRD practitioners play in delivery? How does FFL impact on organisation behaviour and outcomes? What new products and services emerge from FFL? What new skills are required to deliver FFL? Can FFL enhance the status of HRD practitioners in the work place and its role in decision-making? and How can the HRD profession develop as a hybrid profession with respect to machine learning (ML)/artificial intelligence (AI)?Practical implicationsFFL produces outcomes that have importance for strategy, HRD practitioner can learn to facilitate FFL by action learning and in leadership development programmes. FFL offers a significant opportunity to enhance the importance of HRD in organisations and beyond. FFL offers those involved in HRD a significant opportunity to transfer ideas into practice that have an impact on organisation sustainability. HRD can play a significant role in the design and delivery of ML and AI projects.Originality/valueThis paper concludes with a call for embracing FFL as a challenging but important addition to how we talk about learning at work. The authors argue that FFL offers a significant opportunity to enhance the importance of HRD in organisations and beyond. At its centre, FFL involves learning by people, groups, organisations and machines and this has to be of concern to HRD.

Human resource planning for ICL

Ensuring the sustainability of economic growth in the country is one of the main macroeconomic objectives for any national economy. Sustainable and inclusive economic growth can lead to the creation of appropriate jobs, development and ultimately improve the quality of life for all. Therefore, this article analyzes organizational and economic mechanisms to ensure sustainable economic growth. Foreign and domestic scientific literature was analyzed using empirical theoretical methods. Based on of the results obtained, the main indicators reflecting economic growth in agriculture were identified and systematized. Statistical indicators were analyzed by groups at macro-, meso- (individual industry) and micro- (enterprise) levels. As a result of assessing the level of sustainability of economic growth indicators on the basis of analysis of variance, a high level of instability in a number of indicators was determined. Also, the comparative analysis revealed similarities when comparing private indicators with international indicators. At the same time, by generalizing the results of scientific research, theoretical and practical proposals for improving the mechanisms of sustainable economic growth in agriculture were given.

Purpose– The purpose of this research was threefold, including to provide a four-point rationale for teaching corporate crisis management as a module within a course on ethical decision-making in business and organizations; to provide evaluative data supporting this approach; and to highlight the implications of this approach for human resource development and training.Design/methodology/approach– Thirty-four undergraduates in a required course on ethical decision-making in business and organizations completed pre- and post-course assignments assessing their knowledge about crisis/management, as well as their skills in crisis recognition, evaluation and action planning. Participants also completed a survey on their perceptions of the crisis management module and its placement within the ethics course.Findings– Statistical analyses demonstrated significant knowledge acquisition on crisis/management; significant skill development on crisis recognition, evaluation and action planning; and significantly greater “true positives” and significantly fewer “false negatives” in post-course identification of crisis warning signs. Perceptions of the crisis management module and its placement within the course on ethical decision-making were positive.Research limitations/implications– Although the sample size was relatively small, small samples are associated with a greater risk of failing to detect an effect that is present, rather than the greater predicament of erroneously concluding that an absent effect is actually present. This information, coupled with the fact that the results demonstrated not only statistical significance but also large effect sizes using Cohen’s d, inspires confidence. Nonetheless, additional assessment with larger samples would allow for the possibility of convergent evidence. Similarly, additional assessment within different organizational contexts, including applications in human resource training and development is warranted. Future research should also include assessment of specific underlying teaching strategies and evaluation of whether certain models are associated with greater learning on a broader range of crisis management skills.Practical implications– Programs in business ethics education and training comprise one useful context in which to teach corporate crisis management. The program specified here addresses two training needs previously specified in the human resource development (HRD) literature on crisis management, including identifying specific methods of enhancing recognition or detection of crisis warning signs and also of providing tools and enhancing skills for assessing and containing crisis.Originality/value– Despite the centrality of both ethics and HRD to crisis management, there has been a dearth of research on whether ethics education is a useful context through which to teach this topic. This research addresses this dearth and suggests new avenues for HRD in this respect.

Purpose– The purpose of this paper was to test and explore alignment theory as a guiding principle for human resource development (HRD) by performing an empirical study. HRD scholars, professionals and others have adopted or assumed alignment theory to help explain HRD effectiveness.Design/methodology/approach– Constructs to measure an organisation’s strategic priorities and its HRD practices. A measure of HRD effectiveness was developed. A survey gathered data from 270 employees, managers and HRD staff in a sample of 76 organisations.Findings– The results show that HRD effectiveness does not vary with alignment as predicted. Forms of partial alignment, or the relations of an “odd couple”, are more strongly associated with HRD effectiveness than high alignment.Research limitations/implications– The use and integration of both normative measures (Likert scale) and ipsative measures (ranking) is necessary to capture alignment, but this limits the inferential statistics available to test validity and reliability. Qualitative data on case studies would be useful to explore alignment issues in context and depth.Practical implications– Stakeholders in organisations can use the “odd couple” interpretation of alignment as a fresh way to review and explore the opportunities and challenges of managing HRD effectiveness in an era where a narrowing and retrenchment of provisions is occurring and increasing.Originality/value– This study provides evidence which raises questions about alignment theory and policies intended to increase alignment. It suggests in the case of HRD, an alternative perspective that validates partial alignment can support effective HRD provisions.

There is a range of challenges inherent in and surrounding line managers' involvement in human resource development, according to theoretical perspectives. At a conceptual level, the challenges include organisational commitment to human resource development; senior managers' understanding of training and development issues; and trust between line managers and human resource specialists. At a practical level the willingness and ability of line managers to carry out human resource tasks; organisational support; time pressures and workload are all challenges. The aim of this article is to explore levels and types of line manager challenges in human resource development in the context of a branded international case organisation, Hilton International hotels. The empirical work is derived from a survey of 760 of Hilton International's UK line managers on their perceptions of, and involvement in, human resource activities. With a survey yield of 328 questionnaires, the Hilton work affords an in-depth analysis of the perspectives of line managers on their interface with human resource development. In particular, the analysis reveals high levels of senior manager understanding of training and development issues, very high levels of trust in human resource specialists and high levels of personal commitment to the human resource development activities. However, also evident are issues of conceptual understanding and responsibility for the service quality strategy that shapes human resource development activities, together with the importance senior managers attach to human resource development, and workload pressures. The respondent line managers themselves make suggestions, notably in the provision of training, to improve their involvement in human resource development within Hilton International hotels.

Background: The Ministry of Health of Timor-Leste has realized that they should work together with other stakeholders to achieve their vision and mission due to insufficient human resources and budget. Therefore, the Ministry of Health has established collaboration with AusAid and other development partners through mechanism of coordination. However, the mechanism is not yet implemented fully. Objective: To evaluate foreign aid policy in coordinating AusAid donor and development partners to fund human resource development program (in the HSSP-SP project) through the mechanism of coordination in the Ministry of Health of Timor-Leste. Method: This was a qualitative study with a case-study design. The respondents were 16 people, consisting of 13 persons from the Ministry of Health and 3 persons from AusAid, World Bank and development partners. Result and Discussion: The Department of Partnership Management had not been optimum in managing and controlling the project/program and activities of the donors and working partners. The approved action plan and budget were relevant with the proposal made by the Ministry of Health but planning for human resource development was unclear and was not based on the work force gap faced and priority in human resource development. The project had impact on human resource development but the process of staff re-placement was not in line with the principle of the right man on the right place. Regular consultative meeting could facilitate the approval of action plan and budget for human resource development. However, the mechanism of coordination was less effective because there was no specific instrument or mechanism to do alignment and harmonization and it only focused on collective gain and there was too much pressure and demand to staff from both the Ministry of Health and partners. Constraints and challenges from political aspect and human resource capacity had hampered the process of coordinating AusAid and working partners. Conclusion: The implementation of foreign aid policy to coordinate AusAid and development partners to fund human resource development (in HSSP-SP project) following the mechanism of coordination in the Ministry of Health of Timor-Leste had run well enough but still received lack of support from human resource development planning based on institutional development. Keywords: policy evaluation, mechanism of coordination, human resource development, donor agency

This paper presents a multilevel framework and initial definition of Regional Human Resource Development (Regional HRD) via an examination of the role of human resource development (HRD) in the region of Southeast Asia and its regional governing institution, the Association of Southeast Asian Nations (ASEAN). This conceptual paper is informed by a review of 287 official documents published by ASEAN. Using a multilevel analysis, we propose a framework for Regional HRD in ASEAN and offer a preliminary definition of Regional HRD. The proposed framework of Regional HRD extends the current discourse on National HRD and Global HRD. We submit that Regional HRD in ASEAN is inextricably connected to National HRD of the 10 member countries of ASEAN. Implications for research and practice are discussed.

PurposeThe purpose of this paper is to analyze the extant human resource development (HRD) definition research literature and theorizes a new definition of HRD.Design/methodology/approachThe authors adopted keyword and content analyses to examine selected 32 HRD definitions in relation to different organizational and sociopolitical contexts base on theory development criteria and methodology for definition research.FindingsFrom a theoretical perspective, the extant definitions were mostly empirical descriptions of HRD practice with conceptualization being absent. From a context perspective, the definitions were based on HRD phenomena indigenous to the western world, especially the USA and Western Europe. They can hardly explain HRD phenomena in a non-western context. The glaring gaps lead to theorizing a new definition by focusing on the hard core of HRD in defining and criterial attributes. The defining attribute of HRD is its host-system-dependence, and the criterial attributes are its shaping and skilling mechanisms.Research limitations/implicationsThis study unveils that HRD is a means to support the ends defined by the corresponding host system, and not an end in itself. This definition is applicable to different sociopolitical, cultural, and organizational contexts. It provides clear criteria and boundaries to gauge the relevance of HRD research and shows the unique identity of HRD, thus offering new directions to expand the landscape of HRD research.Practical implicationsThe new definition can help human resources practitioners better understand the role and mechanism of HRD that the worldwide practitioners can resonate in various sociocultural and political contexts. Communicating the definition and goals of HRD will enhance internal clients’ understanding and appreciation of the value of HRD.Originality/valueThis study fills important research gaps in HRD definition research. It is the first HRD definition derived through a rigorous theory development process. The new definition connects the HRD research niche to the general human resource literature and lead to new HRD research.

The purpose of this research is to determine the effect of human resource development on motivation, the effect of human resource development on competence, the effect of human resource development on performance, the effect of motivation on performance, the effect of competence on performance, the effect of human resource development on performance through motivation as intervening variable, the effect of human resource development on performance through competence as intervening variable. This research uses a quantitative methodology with purposive sampling method through the distribution of questionnaires to 150 respondent, analyzed using SmartPLS. The results of this study indicate that human resource development has a positive effect on motivation, human resource development has a positive effect on competence, human resource development has a positive effect on performance, motivation has a positive effect on performance, competence has a positive effect on performance, human resource development has a positive effect on performance through motivation as intervening variable, human resource development has a positive effect on the performance through competence as intervening variable