CONCEPT OF

MANAGEMENT
DEVELOPMENT
BY
N.HAJA MINOORDEEN
 HUMAN RESOURCE
DEVELOPMENT
• Human resources development is a key
aspect of enhancing service orientation,
improving administrative cost-
effectiveness and optimising
administrative procedures. A "modern
state" needs motivated, performance-
oriented employees who know and make
the best of their own potential for growth.
 Concept
• The BMBF considers human resources
development to be a dynamic task in which all
persons must participate step by step. The
components prepared to date mark the start of
this procedure.
• The Steering Group for Human Resources
Development plans to successively develop
additional instruments for human resources
development.
• The programme's approach, via a
ministry-wide steering group, requires a
high level of acceptance on the part of all
staff, but it facilitates tailoring the various
components of the human resources-
development concept flexibly to suit
developments and changes within a
rapidly evolving ministry administration.
 Key functions

• Human Resource Management serves these key

functions:
• Recruitment and Selection
• Redundancy
• Industrial and Employee Relations
• Record keeping of all personal data
• Total Rewards: Employee benefits and
compensation
• Confidential advice to internal 'customers' in
relation to problems at work
• Career development
• Competency Mapping (Competency mapping is
a process an individual uses to identify and
describe competencies that are the most critical
to success in a work situation or work role.)
• Performance Appraisal
 Major trends
• Demographics
– the characteristics of a population/workforce, for example, age,
gender or social class. This type of trend may have an effect in
relation to pension offerings, insurance packages etc.
• Diversity
– the variation within the population/workplace. Changes in society
now mean that a larger proportion of organizations are made up
of "baby-boomers" or older employees in comparison to thirty
years ago. Advocates of "workplace diversity" simply advocate
an employee base that is a mirror reflection of the make-up of
society insofar as race, gender, sexual orientation, etc.
• Skills and qualifications
– as industries move from manual to a more
managerial professions so does the need for
more highly skilled graduates. If the market is
"tight" (i.e. not enough staff for the jobs),
employers will have to compete for employees
by offering financial rewards, community
investment, etc.
 Modern concept of human
resources
• Though human resources have been part of
business and organizations since the first days
of agriculture, the modern concept of human
resources began in reaction to the efficiency
focus of Taylorism in the early 1900s.
• By 1920, psychologists and employment experts
in the United States started the human relations
movement, which viewed workers in terms of
their psychology and fit with companies, rather
than as interchangeable parts.
•
• This movement grew throughout the middle of the
20th century, placing emphasis on how leadership,
cohesion, and loyalty played important roles in
organizational success.
• Although this view was increasingly challenged by
more quantitatively rigorous and less "soft"
management techniques in the 1960s and beyond,
human resources development had gained a
permanent role within organizations, agencies and
nations, increasingly as not only an academic
discipline, but as a central theme in development
policy.
THANK YOU