An outline of the human resource development program at IBM.
Written in 2008; 5,773 words; 22 sources; APA; $ 138.95
Paper Summary:
The paper focuses on the different aspects of human resources development inside International Business Machines Corporation (IBM) and briefly discusses the company's history. The paper analyzes IBM's individual human resource development at IBM, such as career and organizational development and performance management. The paper includes the presence of motivators, like incentives and competitive compensation packages for the employees, and the relationship between the management and employees. To effectively asses the human resource development inside IBM, the paper includes elements crucial to the improvement and transfer of knowledge and skills inside the company.
Outline:
Abstract
Introduction
Company History/Background
Individual Development
Employee Weaknesses/Strength
Learning Organizations
Employees' Individual Development through Learning Transfer
Career Development
Elements of Effective CD System
Benefits of CD
Within Organization
Organizations' Responsibility to CD
Employee Responsibility to CD
Integration of Organizational and Employee Responsibilities
Performance Management
Types of Appraisal Opportunities
Roles and Responsibilities in Performance Management
Critical Strategies for Improving Performance in Organizations
Organization Development
Goals and Objectives of OD
Value of OD
The OD Process
Change Agent
Roles of Practitioners
Learning Agents in the Corporation
Instructional Designers
Performance Engineers
Evaluation
Evaluation Philosophy and Practice
Evaluation of the Organizational Effectiveness Strategy
Evaluation of the Effectiveness of Partnerships
Evaluating HRD Practice
Evaluating HRD Tools and Techniques
Validity, Reliability and Utility
Conclusion
From the Paper:
"Human resource development in IBM has its good and bad points, and it is just a matter of learning where to focus, what to work on and which to develop. Human resource development, for example, aced in the field of employee retention and career development - "At IBM, point of entry is restricted to early career positions. An employee entering any given management group has an 80 percent chance of staying with IBM through retirement." HRD promotional strategy as well as HRD projects can be considered as both effective and ineffective, owing largely to the fact that IBM, like many multinational companies, is yet to unveil a perfect and foolproof plan for program and processes for the human resource development."
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