Practitioners and researchers would likely agree, if asked, that people are essential for organizations. But putting this agreement aside, the term 'human resources management' (HRM) seems to be a melting pot of fragmented concepts and professions. For more than 20 years, organizations have tried to answer the question of whether HRM and its areas of concern can be positioned as a strategic aspect of business, or whether the focus of HRM is focused on day-to-day-operations. The profession seems to struggle with its own identity, even given noticeable differences between countries. Besides posi
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Practitioners and researchers would likely agree, if asked, that people are essential for organizations. But putting this agreement aside, the term 'human resources management' (HRM) seems to be a melting pot of fragmented concepts and professions. For more than 20 years, organizations have tried to answer the question of whether HRM and its areas of concern can be positioned as a strategic aspect of business, or whether the focus of HRM is focused on day-to-day-operations. The profession seems to struggle with its own identity, even given noticeable differences between countries. Besides positive examples of professionalization and recognition, it seems as if human resources (HR) today is still more an art than a science. Private training providers can support its professionalization but should also keep in mind that the types of programs that can be offered might be influenced by a specific view of HRM that can differ from other perspectives on the same issue. However, it is important to continue the discussion since organizations are facing the fourth industrial revolution and workforce requirements might change dramatically. It might be necessary to change the inward orientation of HR, focusing on the question 'are we recognized as a valuable partner by senior management?' toward the external focus 'what is our contribution to the organization's success?'. This chapter provides a brief overview of HRM and human resources development (HRD), which is a core aspect of HRM that incorporates vocational education and training (VET). In addition, the chapter provides recommendations for the future design of HR departments. In this context, HRD is described as a possible conveyor for private training markets and as a driver of organizational learning. Finally, an outlook onto challenges for HRM and HRD is provided.
Published abstract.
The volume from which this chapter is taken is available in VOCEDplus at TD/TNC 137.1084.
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