Human Resources Development
Introduction This paper seeks to define human resources development (HRD) as a necessary, if not a sufficient, tool for bringing about societal change in less developed countries (LDC‘s), and reflects upon different concepts of ”develop ment,” including the Islamic view of it. Then, it reviews the...
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| Formato: | article |
| Lenguaje: | EN |
| Publicado: |
International Institute of Islamic Thought
1987
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| Acceso en línea: | https://doaj.org/article/deebac03ba284ab4b6d281ae652179ab |
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| Sumario: | Introduction
This paper seeks to define human resources development (HRD) as a
necessary, if not a sufficient, tool for bringing about societal change in less
developed countries (LDC‘s), and reflects upon different concepts of ”develop
ment,” including the Islamic view of it. Then, it reviews the status of education
in the Muslim World and moves on to describe the TALIM model of
HRD. In the end, a few salient features of the mechanism of this model are
suggested. Also, an HRD policy plan that needs to be implemented by the
Muslim Ummah is included as an appendix.
Human Resources Development (HRD)
It can be easily argued that HRD has been an established tradition since
time immemorial, as it is difficult to determine when individual apprenticeship
started. The well-developed ancient civilizations of China, India, Mesopotamia
and Egypt would have been impossible without an established tradition of
apprenticeship. In the West, however, HRD as an organized activity does not
have a long history. Here they have only recently begun to realize its
significance. The West has now started to move from the stage of treating
labor as a disposable element of production to a position where “human factor”
is considered significant as both the planner and the beneficiary of the
fruits of production.
According to Knowles (1960) and Nadler (1970), HRD is a strategy of
developing skilled manpower. Nadler (1mO) defines HRD as a series of organized
activities, conducted within a specified time, and designed to produce
behavioral change. According to him, it has four components: (1) employee
training, (2) employee education, (3) employee development, and (4) nonemployee
development ...
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