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Use Value and HRD and HRM Flexibility: Implications for HRD Practice

Use Value and HRD and HRM Flexibility: Implications for HRD Practice

Claretha Hughes, DeVaughn Stephens
Copyright: © 2016 |Pages: 21
ISBN13: 9781522501961|ISBN10: 1522501967|EISBN13: 9781522501978
DOI: 10.4018/978-1-5225-0196-1.ch092
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MLA

Hughes, Claretha, and DeVaughn Stephens. "Use Value and HRD and HRM Flexibility: Implications for HRD Practice." Project Management: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, IGI Global, 2016, pp. 1853-1873. https://doi.org/10.4018/978-1-5225-0196-1.ch092

APA

Hughes, C. & Stephens, D. (2016). Use Value and HRD and HRM Flexibility: Implications for HRD Practice. In I. Management Association (Ed.), Project Management: Concepts, Methodologies, Tools, and Applications (pp. 1853-1873). IGI Global. https://doi.org/10.4018/978-1-5225-0196-1.ch092

Chicago

Hughes, Claretha, and DeVaughn Stephens. "Use Value and HRD and HRM Flexibility: Implications for HRD Practice." In Project Management: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, 1853-1873. Hershey, PA: IGI Global, 2016. https://doi.org/10.4018/978-1-5225-0196-1.ch092

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Abstract

Human Resource Development (HRD) and Management (HRM) flexibility emphasizes flexible learning, educational technology, flexible firm model, human resource flexibility, high performance work systems, and contingent employment. Human resource departments should examine the development and management of their human resources in the context of the employees' use value within organizations. This paper analyzes the concept of use value of the employees within the theoretical and practical applications of HRD and HRM flexibility and provides recommendations for organizations to increase the use value of workers. Employee use value directly contributes to the organization's success or lack thereof.

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