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TABLE OF CONTENTS
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Title Page
Declaration
Approval Page
Dedication
Acknowledgement
Abstract
Table of contents
CHAPTER ONE
Introduction
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Statement of Hypothesis
1.5 Significance of the Study
1.6 Scope and Limitation of the Study
1.7 Historical Background of the case Study
1.8 Definition of Terms
CHAPTER TWO
Literature Review
2.1 Introduction
2.2 Human Resource Development (HRD) Defined
2.3 Elements of Human Resource Development HRD
2.4 The Role of Human Resource Development in Organization
2.5 The Concept of Planning
2.6 Strategic Planning
2.7 Characteristics of good strategic Goal, Objectives Business strategy as it affects HRD
2.8 Strategic planning techniques
2.9 Strategic Integration of Human resource Development (HRD)
CHAPTER THREE
Research Methodology
3.1 Research Design
3.2 Research Population
3.3 Sample size and sample technique
3.4 Methods of gathering Data
3.5 Justification for the Method used
3.6 Method of data analysis
3.7 Justification of instrument
CHAPTER FOUR
Presentation and Analysis of Data
4.1 Presentation of Data
4.2 Analysis of Data on Employees Motivation
4.3 Test of Hypothesis
Summary, Conclusion and Recommendations
5.1 Summary of the Findings
5.2 Conclusion
5.3 Recommendations
References –
Appendix
CHAPTER ONE
INTRODUCTION
Background of the Study
Human Resource have been tagged the most valued asset of any business or organization. Though human resource have been part of business and organizations since the first days of agriculture, the modem concept of human resource began in reaction to the efficiency focus of Taylorism in the early 1900s. By 1920, psychologist and employment experts in United States started the human relations movement, which viewed workers in terms of [heir pat-is.
This movement grew throughout the middle of the 20th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success. Although, this view was increasingly challenged by more quantitatively rigorous and less ‘soft” management techniques in the 1960s and beyond, human resource had gained a permanent role within the firm.
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The assumptions underpinning the practice of Human Resource Management are that people are the organization’s key resource, and organizational performance largely depends on them. Therefore, an appropriate range of Human Resource (HR) policies and processes are developed and implemented effectively, Human Resource will make a substantial impact on an organization’s performance.
Organizations therefore cannot do without designing Human Resource Development policies that are closely associated with aspect of Human Resource Management which is concerned with investing in people and developing the organization’s human capital, this is because one of the primary objectives of (FIRM) Human Resource Management is the creation of conditions where by latent potential of employees will be realized and their commitment to the cause of the organization secured.
This latent potential is taken to include, not merely the capacity to acquire and utilize new skills and knowledge, but also a hitherto untapped wealth of ideas about how the organization’s operations might be better ordered.
Strategic Human Resource Development is concerned therefore with the development of strategies for the provision of learning, development and training opportunities in order to improve individual, team, and organizational performance. As defined by Harrison (2002), Strategic Human Resource Development is “development that arises from a clear vision about people’s abilities and potential are operates within the over all strategic framework of the business”.
Strategic Human Resource Development takes a broad and long- term view about how Human Resource Development policies and practices can support the achievement of business strategies. The importance therefore of integrating Human Resource Development into Strategic Planning cannot be over-emphasized as it is evident that Human Resource Development makes a major contribution the successful attainment of the organization’s objectives.
Human Resource Development plans and programmes should therefore be integrated with and support the achievement of business and human resource strategies.
Statement of Problems
The idea behind the choice of this topic “The Effect of Integrating Human Resource Development into Strategic Planning” is to critically look at the management philosophy of the organization under study in terms of the importance it places on the Human Resource Department and its Specific functions of the creation of conditions whereby the latent potential of employees will be
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