Lussier Hendon Ch1 Using The Learning Outcomes This Week

Lussier Hendon Ch1using The Learning Outcomes For This Weeks Mate

Lussier & Hendon: ch.1 Using the learning outcomes for this week's material, you will prepare two threads of at least 400 words each that discuss two of those outcomes. In addition to all required sources for the week, (e.g., textbook, readings, and presentations), three additional sources must be used and properly cited. Second, you will post a response to three other student threads, with at least 200 words in each reply. Two additional sources beyond required weekly sources must be used in each reply and properly cited.

Learning Outcomes:

- Compare Human Resource Management and Human Resource Development.

- Describe the skills needed in Human Resource Development.

- Summarize the managers’ responsibilities in relation to Human Resource Development.

- Describe the characteristics of Servant Leadership and Stewardship.

Paper For Above instruction

Introduction

The fields of Human Resource Management (HRM) and Human Resource Development (HRD) are integral to organizational success, yet they serve distinct functions. Understanding their differences, along with the skills required for HRD, managerial responsibilities, and leadership characteristics such as Servant Leadership and Stewardship, provides a comprehensive perspective on effective human resource practices. This paper explores two specific learning outcomes: the comparison between HRM and HRD and the characteristics of Servant Leadership and Stewardship.

Comparison Between Human Resource Management and Human Resource Development

Human Resource Management (HRM) and Human Resource Development (HRD) are often interconnected but serve different organizational functions. HRM is primarily focused on the administrative aspects of managing people within organizations, including staffing, payroll, compliance, and policy formulation (Dessler, 2020). Its goal is to maximize employee efficiency and organizational performance by managing employee relations, recruitment, and benefits. Conversely, HRD emphasizes the continuous development of employees' skills, knowledge, and abilities to foster growth and adaptability in the workplace (Swanson & Holton, 2001).

While HRM tends to be more reactive—responding to organizational needs and legal requirements—HRD is proactive, aiming to prepare employees for future roles and organizational changes. HRD activities include training, career development, coaching, and organizational development initiatives (Noe et al., 2020). Both functions are crucial; HRM creates the foundation for recruiting and maintaining a competent workforce, whereas HRD ensures that this workforce evolves with organizational strategies and the ever-changing market environment.

Research indicates that effective organizations integrate HRM and HRD functions to align strategic goals with employee capabilities, fostering a culture of continuous improvement (Brewster et al., 2016). For instance, organizations that emphasize HRD often see higher employee engagement, lower turnover, and more innovation, as employees are equipped with the skills necessary for growth and adaptation (Cummings & Worley, 2014).

Characteristics of Servant Leadership and Stewardship

Servant Leadership and Stewardship are emerging leadership paradigms that prioritize ethical conduct, service, and the well-being of others. Robert K. Greenleaf popularized Servant Leadership as a model where leaders serve first, focusing on the growth and well-being of their teams (Greenleaf, 1977). Characteristics of Servant Leaders include empathy, active listening, stewardship, commitment to the growth of others, and fostering a sense of community (Sendjaya & Sarros, 2002). This leadership style contrasts sharply with traditional hierarchical paradigms; instead of commanding from the top, servant leaders empower and serve their followers.

Stewardship complements servanthood by emphasizing responsibility, accountability, and the safeguarding of organizational assets and human resources. Steward leaders act as stewards of the organization’s mission and values, promoting ethical behavior and long-term sustainability (Davis, 2019). Both models advocate for leaders who act with integrity, prioritize the needs of others, and foster trust-based relationships.

Research demonstrates that organizations led by servant leaders and stewards often experience higher levels of employee satisfaction, ethical climate, and organizational commitment (Liden et al., 2014; Chlebińska et al., 2020). These leadership styles cultivate a culture of trust, collaboration, and ethical behavior, which enhances organizational resilience and stakeholder confidence.

Conclusion

Understanding the differences between HRM and HRD allows organizations to strategically develop policies that optimize employee capabilities while managing human resources efficiently. Simultaneously, embracing leadership paradigms like Servant Leadership and Stewardship can create ethical, resilient organizations rooted in trust and service. Both dimensions—management functions and leadership styles—are essential for fostering sustainable organizational growth in today’s dynamic business environment.

References

1. Brewster, C., Chung, C., & Sparrow, P. (2016). Globalization of Human Resource Management. Routledge.
2. Chlebińska, M., Kaleńczuk, A., & Skibińska, M. (2020). The impact of servant leadership on organizational culture: A review. Journal of Management Development, 39(4), 445-459.
3. Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
4. Davis, K. (2019). Stewardship and social responsibility in leadership. Leadership & Organization Development Journal, 40(3), 310-324.
5. Desler, G. (2020). Human Resource Management. Pearson.
6. Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
7. Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Personnel Psychology, 67(4), 783-829.
8. Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2020). Fundamentals of Human Resource Management. McGraw-Hill Education.
9. Sendjaya, S., & Sarros, J. C. (2002). Servant leadership: Its origin, development, and application in organizations. Journal of Leadership & Organizational Studies, 9(2), 57–64.
10. Swanson, R. A., & Holton, E. F. (2001). Foundations of Human Resource Development. Berrett-Koehler Publishers.