I will pay for the following essay Human Reseource Development: Importance of Learning in People Development. The essay is to be 8 pages with three to five sources, with in-text citations and a reference page.

This dichotomous approach to HRD was further obscured by the evolution of Strategic HRM and Strategic HRD (Simmonds and Pedersen, 2006, p.122). However, being competitive and coping with the increasingly turbulent environment are issues that challenge most managers, thus focusing on the development of themselves and their staff has to be of major importance (Wilson, 2005, p.484). According to Swanson and Halton (2009, learning is at the heart of human resource development (HRD) and continues to be a core part of all paradigms of HRD. The present paper is aimed at evaluating the importance of learning in human resource development and how it helps the overall organizational development. Importance of Learning in Human Resource Development Hargreaves and Jarvis (2009) mentioned that people are interested in learning something new and this is supported by research during 1970s which revealed that approximately 90 per cent of adults were engaged in self managed learning projects of various kinds. According to Watkins (1989, p.427) “human resource development is the field of study and practice responsible for the fostering of a long-term, work-related learning capacity at the individual, group and organizational level”. It is further argued that the centrality of learning requires the active involvement of employees and that retraining and the outsourcing of the workforce are two of HRD’s biggest challenges (Sheared and Sissel, 2001, p.124). Human resource development has become increasingly important to the success of modern organization. Mclagan (1989) defines HRD as the integrated use of training and development, organizational development and career development to improve individual, group and organizational effectiveness. Academic are constantly seeking approaches to HRD which are more relevant to the needs of today’s organizations as well as asking questions as to whom and what HRD is for. The traditional view of HRD has been a technocratic “development of effective practitioners” and invariably the rationale for development is to better pursue competitive advantage, to ‘meet the changing character of market conditions’ or to fulfill the needs of business strategy (Trehan, and Rigg, 2011). McGoldrick, Stewart and Watson (2002) argued that HRD is more than providing economic performance and pointed out that it has a central focus on and concern with learning, likely to have a wider constituency and purpose than organizational success, which suggests that HRD practice has a broader accountability than performance and is clearly a political activity (Trehan and Rigg, 2011). Werner and DeSimone (2008, p.65) defined learning has a relatively permanent change in behavior, cognition or affect that occurs as a result of one’s interaction with the environment. According to Hargreaves and Jarvis (2000), learning is the basis both of individual development and of organizational enhancement of education and training. The skills, knowledge and experience of each individual contribute to the economic growth of organizations, communities and nations.