This course is intended to provide students with an understanding of Human Resource Development (HRD) as a field of practice, its history, and the major theories and paradigms that underpin the field.
This course is intended to provide you, the student, with an understanding of Human Resource Development (HRD) as a field of practice, its history, and the major theories and paradigms that underpin the field. In addition we explore (a) current practices in training and development of individuals and groups, including training needs analysis, instructional design and implementation, and the evaluation of training effectiveness, also (b) how the organisational environment impacts employee performance and the transferability of training, and well as the design and implementation of interventions that can impact that environment.
A major portion of the course relates to the HRD process model of human resource development needs identification (HRDNI), training design, implementation and evaluation.
• Introduction and overview of HRD
• The adult learner and influences on employee behaviour
• Framework for HRD – HRD Process model
• HRD at the individual and organisational level
• Strategic HRD
• Organisational change and development
• Organisational learning and knowledge management
• Projected future trends for HRD, including differences within the Asia-Pacific region
This course is suggested for those students considering taking any human resources courses at Honours-400 level.
At the end of this course you should be able to demonstrate knowledge, comprehension, analysis, and application related to HRD. In particular students will demonstrate knowledge and comprehension outcomes through an understanding of:
1. The origins and purpose of HRD, and how it is a major factor in international, national, educational, and organisational contexts;
2. The individual employee as an adult learner and influences on employee behaviour;
3. Key HRD issues at the individual employee level, including employee orientation and socialisation and mentoring and coaching.
4. Key HRD issues at the organisational level and the importance of organisational learning and knowledge management.
5. The range of interventions beyond training that may be required for optimum organisational and individual performance.
6. Contemporary issues that impact HRD, such as e-learning, employee mobility, the challenges presented by a global workforce, HRD for the contingent workforce, and work-life balance.
The analysis and application outcome is to demonstrate the ability to design, implement, and evaluate a HRD intervention in an applied setting. This will be documented by a major semester project.
Tutorials run from 6 May to 3 June.
Course Coordinator / Lecturer
12 May 2011
Delahaye, Brian L;
Human resource development : adult learning and knowledge management;
J. Wiley & Sons Australia, 2005.
Werner, Jon M. , DeSimone, Randy L;
Human resource development;
The marks for tests may be scaled before a final grade is determined. You should not automatically regard 50% as a pass mark.
No late submission of assignments will be accepted without the approval of the course coordinator. Late submission is granted at the discretion of the course coordinator only and each application will be evaluated on its merit. The following guideline will be strictly applied by the course coordinator:
• If an assignment is submitted in the first three days after the close-off time, then it will have 10% of the maximum possible grade deducted, for every 24 hours after the due date. No assignments will be accepted beyond 72 hours after the close-off time.
The only exception to the above is where formal aegrotat conditions are satisfied. Please note that an aegrotat application must be submitted within seven days of the due date for the assessment.
Departmental Academic Policies
If you require a hard copy of this document, please ask the course co-ordinator. The Department assumes that you have read this document. You should also read the “Information related to courses and assessment” on page 32 of the Enrolment Handbook 2011 (also in UC Calendar under “General Course and Examination Regulations”).
The University of Canterbury considers cheating and plagiarism to be serious acts of dishonesty. All assessed work must be your own individual work unless specifically stated otherwise in the assessment guidelines. Material quoted from any other source must be clearly acknowledged. You must not copy the work of another person (student or published work) in any assessment including examinations, tests and assignments. Any person, who is found to have copied someone else's work, or to have allowed their work to be copied, will receive a fail grade for that piece of assessment and may face disciplinary action which may lead to a fine, community service or exclusion from the university.
IMPORTANT: Where there are concerns regarding the authorship of written course work, a student can be required to provide a formal, oral explanation of the content of their work.
Coversheets - Group and Individual
For further information see
All MGMT331 Occurrences
Semester One 2011