* - topics that were present on exam 2025
Lecture 1
HRD – WHAT’S THAT?
“A set of systematic and planned activities designed by an organization to provide its
members with the opportunities to learn necessary skills to meet current and future job
demands.”
“A mechanism in shaping individual and group values and beliefs and skilling through
learning-related activities to support the desired performance of the host system or
organization”
Acquire important KSAO’s → Through HRD, employees build:
● Knowledge
● Skills
● Abilities
● Other characteristics (like motivation, behavior, and mindset)
SOME HISTORY
• Skilled craft shop owners could not meet the growing demand anymore, and had to recruit
• Model T by Ford → semi-skilled assembly line workers, not just experts —
speeding up production.
• First World War: factories shifted to producing weapons and supplies, requiring fast training
and more organized labor.
The Human relations movement
● Workers as people, not as cogs in a factory machine
● Increased attention for coaching and counseling
○ Helping employees grow, solve problems, and feel supported
● More focus on interpersonal skills
American Society for Training Directors (ASTD)
- Created to manage and coordinate the training needed for the war effort.
● ASTD was renamed to the American Society for Training and Development
● Training = more than teaching: It now includes
○ coaching,
○ counseling,
○ helping people solve workplace problems.
Primary HRM functions :
● Human resource planning
, ● Equal employment opportunity
● Recruitment and selection
● Compensation and benefits
● HRD
Secondary HRM functions:
● Organization/job design
● Performance management and appraisal systems
● Research and information systems
HRD as Part of HRM
👔 HRD's Authority in Action
There are two types of authority relevant to HRD:
● Line Authority:
Your direct supervisor says, “You need to do this now.” → It’s about day-to-day
operations.
● Staff Authority:
HRD professionals act as advisors, saying, “We recommend this training for your
growth.”
→ You’re encouraged, not ordered.
THREE CORE FUNCTIONS OF HRD
1. Training and development
● Employee orientation
● Skills training
● Coaching
● Counseling
2. Career development
● Career planning
● Career management
3. Organization development
● Increase employees’ effectiveness and well-being through interventions
ADImE Model
,The ADImE model is a structured framework that helps organizations plan, deliver, and
improve their Human Resource Development (HRD) programs.
It ensures that training and development efforts are:
● Purposeful (based on real needs),
● Well-designed (with clear goals and methods),
● Effectively delivered
● Properly evaluated (so future programs can improve).
In short:
➡️ Find out what people need
➡️ Design a program that helps them learn it
➡️ Run the program
➡️ Check if it worked and why
APTITUDE-BY-TREATMENT INTERACTION
● Some of the characteristics on which people differ are correlated with training
achievement
● Despite the same training, some people will do better than others as a function of
variance in ‘aptitude’ (e.g., cognitive ability, need for achievement, anxiety)
There are two training programs:
, ● Program A: Low structure (more flexible, less guidance)
● Program B: High structure (more guidance, more support)
💡 Key Insight:
● People with low aptitude do
better in high structure.
● People with high aptitude do
better in low structure.
● There’s a crossover point where
one becomes better than the
other.
✅ So What?
One-size training doesn’t fit all →
Match the training style to the
learner's ability for the best results.
Lecture 2
What are the goals of HRD in an organization?
● To assist employees and organizations in attaining their goals
● Ultimate objective is to improve organizational performance
● Major focus of most HRD interventions is an effort to change employee behavior
Individual performance is multidimensional
● Mandatory → Task performance or in-role behavior → Behaviors central to
doing one’s job - most focus
+
● Discretionary → OCB or Contextual performance or extra-role behavior →
Not specific to any one task
=
Job performance
KEY FACTORS AFFECTING BEHAVIOR
External forces
● Outside the organization
● Inside the work environment
● Leadership
● Coworkers
● Outcomes
Internal Forces (Within employee)
● Motivation
Lecture 1
HRD – WHAT’S THAT?
“A set of systematic and planned activities designed by an organization to provide its
members with the opportunities to learn necessary skills to meet current and future job
demands.”
“A mechanism in shaping individual and group values and beliefs and skilling through
learning-related activities to support the desired performance of the host system or
organization”
Acquire important KSAO’s → Through HRD, employees build:
● Knowledge
● Skills
● Abilities
● Other characteristics (like motivation, behavior, and mindset)
SOME HISTORY
• Skilled craft shop owners could not meet the growing demand anymore, and had to recruit
• Model T by Ford → semi-skilled assembly line workers, not just experts —
speeding up production.
• First World War: factories shifted to producing weapons and supplies, requiring fast training
and more organized labor.
The Human relations movement
● Workers as people, not as cogs in a factory machine
● Increased attention for coaching and counseling
○ Helping employees grow, solve problems, and feel supported
● More focus on interpersonal skills
American Society for Training Directors (ASTD)
- Created to manage and coordinate the training needed for the war effort.
● ASTD was renamed to the American Society for Training and Development
● Training = more than teaching: It now includes
○ coaching,
○ counseling,
○ helping people solve workplace problems.
Primary HRM functions :
● Human resource planning
, ● Equal employment opportunity
● Recruitment and selection
● Compensation and benefits
● HRD
Secondary HRM functions:
● Organization/job design
● Performance management and appraisal systems
● Research and information systems
HRD as Part of HRM
👔 HRD's Authority in Action
There are two types of authority relevant to HRD:
● Line Authority:
Your direct supervisor says, “You need to do this now.” → It’s about day-to-day
operations.
● Staff Authority:
HRD professionals act as advisors, saying, “We recommend this training for your
growth.”
→ You’re encouraged, not ordered.
THREE CORE FUNCTIONS OF HRD
1. Training and development
● Employee orientation
● Skills training
● Coaching
● Counseling
2. Career development
● Career planning
● Career management
3. Organization development
● Increase employees’ effectiveness and well-being through interventions
ADImE Model
,The ADImE model is a structured framework that helps organizations plan, deliver, and
improve their Human Resource Development (HRD) programs.
It ensures that training and development efforts are:
● Purposeful (based on real needs),
● Well-designed (with clear goals and methods),
● Effectively delivered
● Properly evaluated (so future programs can improve).
In short:
➡️ Find out what people need
➡️ Design a program that helps them learn it
➡️ Run the program
➡️ Check if it worked and why
APTITUDE-BY-TREATMENT INTERACTION
● Some of the characteristics on which people differ are correlated with training
achievement
● Despite the same training, some people will do better than others as a function of
variance in ‘aptitude’ (e.g., cognitive ability, need for achievement, anxiety)
There are two training programs:
, ● Program A: Low structure (more flexible, less guidance)
● Program B: High structure (more guidance, more support)
💡 Key Insight:
● People with low aptitude do
better in high structure.
● People with high aptitude do
better in low structure.
● There’s a crossover point where
one becomes better than the
other.
✅ So What?
One-size training doesn’t fit all →
Match the training style to the
learner's ability for the best results.
Lecture 2
What are the goals of HRD in an organization?
● To assist employees and organizations in attaining their goals
● Ultimate objective is to improve organizational performance
● Major focus of most HRD interventions is an effort to change employee behavior
Individual performance is multidimensional
● Mandatory → Task performance or in-role behavior → Behaviors central to
doing one’s job - most focus
+
● Discretionary → OCB or Contextual performance or extra-role behavior →
Not specific to any one task
=
Job performance
KEY FACTORS AFFECTING BEHAVIOR
External forces
● Outside the organization
● Inside the work environment
● Leadership
● Coworkers
● Outcomes
Internal Forces (Within employee)
● Motivation
