PENTINGNYA PELATIHAN DAN PENGEMBANGAN SUMBER DAYA MANUSIA DALAM MENGHADAPI TANTANGAN GLOBAL


Muhammad Zaky(1*)

(1) UIN Sunan Gunung Djati Bandung, Indonesia
(*) Corresponding Author

Abstract


Peningkatan persaingan global membutuhkan organisasi untuk memiliki sumber daya manusia yang berkualitas dan mampu beradaptasi dengan perubahan lingkungan bisnis yang cepat. Salah satu cara untuk mencapai tujuan ini adalah dengan melakukan pelatihan dan pengembangan sumber daya manusia yang efektif. Artikel ini membahas tentang pentingnya pelatihan dan pengembangan sumber daya manusia dalam menghadapi tantangan global, dengan mempertimbangkan perkembangan teknologi dan tuntutan pasar yang semakin meningkat. Dalam artikel ini, kami menganalisis peran pelatihan dan pengembangan dalam meningkatkan kompetensi karyawan, mengoptimalkan produktivitas, dan mengurangi biaya pelatihan dan perekrutan. Dengan menerapkan pelatihan dan pengembangan yang efektif, organisasi dapat meningkatkan kualitas sumber daya manusia, meningkatkan daya saing dan memperkuat posisi mereka di pasar global. Artikel ini juga membahas beberapa strategi dan praktik terbaik dalam pelatihan dan pengembangan sumber daya manusia yang dapat membantu organisasi mencapai tujuan mereka.


Keywords


Pelatihan, Pengembangan, Sumber Daya Manusia, Tantangan Global, Kompetensi Karyawan.

Full Text:

PDF

References


Baldwin, T. T., & Ford, J. K. (1988). Transfer of training: A review and directions for future research. Personnel Psychology, 41(1), 63-105.

Hayton, J. C., & McEvoy, G. M. (2006). Competing in the global marketplace: The effects of organizational complexity, resources, and capabilities on performance. Academy of Management Journal, 49(2), 199-215.

Martell, K., & Carroll, S. (1995). New directions for training and development. Training and Development, 49(10), 40-46.

McEvoy, G. M., & Cascio, W. F. (1987). Do good or poor performers benefit most from training and development?. Academy of Management Journal, 30(2), 377-386.

McLeod, S., & Clarke, N. (2009). Organizational learning and HRM: A review of the literature. Personnel Review, 38(3), 305-323.

Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.

Noe, R. A., Tews, M. J., & Cardenas, R. A. (2014). An investigation of the factors that influence employees' participation in development activities. Journal of Management, 40(5), 1316-1340.

Schuler, R. S., Budhwar, P. S., & Florkowski, G. W. (2011). International human resource management: Review and critique. International Journal of Management Reviews, 13(1), 71-89.

Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451-474.

DeRue, D. S., Nahrgang, J. D., Hollenbeck, J. R., & Workman, K. (2012). A quasi-experimental study of after-event reviews and leadership development. Journal of Applied Psychology, 97(5), 997-1015.

Noe, R. A. (2010). Employee training and development. McGraw-Hill/Irwin.

Rothwell, W. J., & Kazanas, H. C. (2008). Mastering the instructional design process: A systematic approach. John Wiley & Sons.

Saks, A. M., & Belcourt, M. (2006). An investigation of training activities and transfer of training in organizations. Human Resource Management, 45(4), 629-648.

Tannenbaum, S. I., Beard, R. L., & Salas, E. (2015). Teams and teamwork in the twenty-first century. Research in Personnel and Human Resources Management, 33, 1-29.

Tett, R. P., Jackson, D. N., & Rothstein, M. (1991). Personality measures as predictors of job performance: A meta-analytic review. Journal of Vocational Behavior, 39(2), 223-253.

Chan, D. (1996). Cognitive misfit of problem-solving style at work: A facet of person-environment fit. Journal of Vocational Behavior, 48(3), 266-284.

Chen, G., Gully, S. M., & Eden, D. (2001). Validation of a new general self-efficacy scale. Organizational Research Methods, 4(1), 62-83.

Colquitt, J. A., LePine, J. A., & Noe, R. A. (2000). Toward an integrative theory of training motivation: A meta-analytic path analysis of 20 years of research. Journal of Applied Psychology, 85(5), 678-707.

Goldstein, I. L., & Ford, J. K. (2002). Training in organizations: Needs assessment, development, and evaluation. Wadsworth/Thomson Learning.

Holton III, E. F. (1996). The flawed four-level evaluation model. Human Resource Development Quarterly, 7(1), 5-21.

Huang, J. L., & Ryan, A. M. (2011). Beyond personality traits: The role of situational cues in predicting task performance, counterproductive work behavior, and turnover intentions. Journal of Applied Psychology, 96(5), 1047-1061.

Kraiger, K., & Ford, J. K. (2010). Expanding the scope of training outcomes research: Theoretical, methodological, and practical issues. Journal of Occupational and Organizational Psychology, 83(1), 1-23.

Rothwell, W. J., & Kazanas, H. C. (2008). Human resource development: Training and development. Tata McGraw-Hill Education.

Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest, 13(2), 74-101.

Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274.

Tett, R. P., Jackson, D. N., & Rothstein, M. (1991). Personality measures as predictors of job performance: A meta-analytic review. Journal of Vocational Behavior, 39(2), 223-253




DOI: https://doi.org/10.15575/jb.v1i2.25259

DOI (PDF): https://doi.org/10.15575/jb.v1i2.25259.g8888

Refbacks

  • There are currently no refbacks.


Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

View My Stats