Volume 4, Issue 4, August 2016, Page: 32-36
Contribution of Human Resource Development to Organisations: A Case Study of Asuogyaman District Assembly
George Asamoah, Department of Hospitality and Tourism Management, Marshall’s University College, Accra, Ghana
Received: Jun. 7, 2016;       Accepted: Jun. 15, 2016;       Published: Jun. 30, 2016
DOI: 10.11648/j.jhrm.20160404.11      View  10052      Downloads  340
Human resource development is currently as an important strategic approach to improved productivity, efficiency and profitability. However, the level of human resource development which should be the central driving force in the achievement of organisational goals and economic development in Ghana is not encouraging and should be given the needed boost by building the knowledge, skills, working abilities and innate capacities of all the people across the society. This study therefore examines the potential contributions of human resource development to organisations in Ghana in order to make recommendations that will ensure that the required human resource needs are provided. To do this, Asuogyaman District Assembly was selected as a case study. Both primary and secondary data were collected and analyzed. The study found out that 72.5% of staff in the organisation was involved in a training programme. Most staff occasionally had their training needs assessed. Performance management/appraisal and human resource planning are promoted. Human resource development contributes to increased productivity and builds manpower abilities. Based on the findings, it is recommended among others things that; all organisations should establish a human resource development policy that will encourage systematic learning, performance and change as a means to increase productivity.
Human Resource, Training and Development, Organisation, Productivity, Efficiency
To cite this article
George Asamoah, Contribution of Human Resource Development to Organisations: A Case Study of Asuogyaman District Assembly, Journal of Human Resource Management. Vol. 4, No. 4, 2016, pp. 32-36. doi: 10.11648/j.jhrm.20160404.11
Copyright © 2016 Authors retain the copyright of this article.
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