RAZVOJ LJUDSKIH RESURSA KAO PREDUSLOV ORGANIZACIONE USPJEŠNOSTI - HUMAN RESOURCE DEVELOPMENT AS A CONDITION OF ORGANIZATIONAL SUCCESS
Journal Title: EMC Review: Časopis za ekonomiju i tržišne komunikacije - Year 2016, Vol 6, Issue 1
Abstract
Contemporary business conditions do not impose only need for adjustment of theorganization but also the need for adjustment of employees. Human resources, manifestedthrough individual knowledge, skills, individual qualities and achievements, is the basis ofcompetitive advantage of organizations and the main resource for the survival, the growthand development of modern organizations. Treating employees as a decisive factor for thesuccess of organizations, it follows that their primary duty is to provide, maintain and developthe best people through the wide range of human resource activities. Thus, HumanResource Development, designated as a key activity for achieving the projected goals of theorganization, can be defined as a set of systematic and planned activities appointed by anorganization to provide its members with the opportunities to learn necessary skills to meetcurrent and future job demands. Employees are increasingly accepting the reality that educationbecomes their responsibility in order to develop their full working potential and toensure self employment opportunities. On the other hand, encouraging educational programs,organizations strive not only to meet the business needs for education of employees, but alsotheir interests, creating and developing the climate of continuous learning and disseminationof knowledge in all areas. To what extent will the organization attach importance to certainpractices that guide and encourage staff development depends on its current situation, activities,goals and adopted development strategy. Adequate choice, the assignment according totheir abilities and affinities, continuous training and education, are generally accepted methodswithout which the development of employees is not possible. The American Society forTraining and Development (ASTD) estimates that U.S. organizations spent $134.1 billionon employee learning and development in 2008, and $125.9 billion in 2009.Human resource managers in large organizations ranked training and development as themost important functional area they had to deal with because HRD programs must respondto job changes and integrate the long-term plans and strategies of the organization to ensurethe effi cient and eff ective use of resources. Combining diff erent methods and approaches, andreferring to all employees in the organization, training and human resources developmentbecome a tools for achieving change and the effects they produce are becoming a far-reachingand strategic. Kreiranje ambijenta koji će da podstiče razvoj zaposlenih uz istovremeno osiguravanjejednakih mogućnosti pristupu razvojnim programima, predstavljaju aktivnosti imehanizme koje savremena organizacija mora da uspostavi. U kojoj mjeri će organizacijepridavati važnost određenim praksama koje usmjeravaju i podstiču razvoj zaposlenih zavisiod njene aktuelne situacije, djelatnosti, ciljeva i strategije razvoja. Adekvatan izbor, povjeravanjeposlova prema sposobnostima i sklonostima, kontinuirana obuka i obrazovanje predstavljajuopšte prihvaćene metode bez kojih razvoj zaposlenih nije moguć.Ukoliko se organizacije fokusiraju na razvoj kulture visokih performansi, poboljšanje produktivnosti,inovacije i pružanje novih usluga i proizvoda, postizanje višeg nivoa isporuke uslugapotrošačima ili povećanje upotrebe IT tehnologija, potrebno je jasno odrediti na kojinačin će izabrani programi razvoja zaposlenih učestvovati u ostvarivanju zadatih ciljeva.Kombinujući različite metode i pristupe koji odnose na sve zaposlene u organizaciji, obuka irazvoj ljudskih resursa postaju alati za ostvarivanje promjena a efekti koje proizvode postajudalekosežni i strateški.
Authors and Affiliations
Željko M. Radosavac
Keywords
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- EP ID EP247399
- DOI 10.7251/EMC16161R
- Views 128
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