Week 10

Learning Development and Administrative Responsibilities

Leanne Batiste

Managing Human Resource Projects

Professor Kenneth Lewis

08/08/2021

Human Resource Management

Learning Development and Administrative Responsibilities

Human resource management is the art of recruiting and selecting people following their

capabilities. I have selected learning development and administrative responsibilities as my topic

of research. Learning development refers to the development of organizational skills among the

employees (Mote, 2011). It is the responsibility of the HR department to polish the skills of newly

appointed employees. Additionally, administrative responsibilities are the skills that are essential

for the employer. I have found that both of these activities are relevant to my current projects as

well. The reason behind choosing these topics is that they are the cornerstone for the success of any

project management. These topics have a direct practical manifestation in the human resource

department and the effective functioning of human resources management. Thereby, I have

selected learning development of employees and administrative responsibilities as types of project

management power.

Learning Development and Administrative Responsibilities in Human Resource

Management

The topics mentioned above of Learning Development and Administrative Responsibilities

in human resource management encompass various human relations, leadership, human resource

managerial control, maintenance, and project management progress in the organization (Soderlund,

2006). It also serves to define the roles, jobs, and descriptions of employees from personal

to industrial level in the organization. The project of development and learning has also been

imitated in highly developed countries as an exemplary model in human resource management. It

also works on the human side of employees, for instance, focusing on tedious routines, poor

environments, unhealthy hours, and poor workers' work-life balance by ensuring them medical

cover and educational facilities. All employees in human resource management are trained, skilled,

and equipped enough to be an asset to the organization. Similarly, administrative responsibilities

would not confine to governance alone, yet it enables the project manager to learn physical,

financial, and human resources expertise. Thereby, the administrative body takes all the human

resources management department's decisions related to people. With the growing globalization

and trends in human resource management, the global project though confronts many challenges.

However, these selected topics would assist in deciding strategies to confront the challenges

of global human resource management.

The rationale behind this project

One of the main reasons why I selected these two topics for my paper is grounded in the

fact that learning development and administrative responsibilities enhance the productivity and the

outcome of the organization. Most importantly, these topics are helpful in my practical life and my

recent projects as well. They will also optimize the efficiency in the work-life of employees by

making them a valuable asset of the organization. Additionally, learning and development help in

achieving equilibrium between employees' needs and expectations of the organization. Likewise,

the administrative role aims at planning and formulating efficient human resource policies and

regulations without compromising the organization's interests. These two activities will also go a

long way in selecting the right man for the right job and making the organizational structure more

equitable and beneficial.

Possible Outcomes Resulted from Managing Projects

The first and foremost outcome manifested from managing projects is the increased

productivity and efficiency of the organization. Moreover, it enabled the enterprise to yield better

results by utilizing skilled, trained and equipped employees due to learning developments. Another

outcome is the change in the organization's leadership role that optimizes the employees'

motivation in the organization's progress. The paradigm shift in administrative position has also

been witnessed in human resource management with implications of these project management

powers. Henceforth, from expediency to the overall performance of human resource management

has been seen as an outcome of conducting the project.

Strategic measures to resolve the issues of the project

After analyzing the challenges of project management power, some remedies are essential

for improvement (Soderlund, 2006). For instance, decision-makers are suggested to plan a

framework that simultaneously deals with physical, financial, and human resources. Moreover, it

ensures an efficient yet equitable financial budget for all departments of a human resource project.

Secondly, the learning and development of employees will prevent the high turnover rate and

ground the young recruits. In addition to this, sustainable leadership strategies are required for

motivating the workforce to increase their morale in events of liabilities. Performance appraisal is

another tool to appreciate the efforts of employees that will help them improve their efficiency

and contribute holistically to the project (Anderson, 2015). Training and development also enable

the employees to look up to their weaknesses and polish their strengths. For instance, Orientation

programs, One-hand workshops, educational progress, and training sessions are devised to help

them learn, design, and execute managerial behavior. Henceforth, such strategies lie at the heart of

enhancing the functioning of human resource management.

Challenges being confronted by a project manager while conducting global projects.

While conducting global projects, various challenges are faced by project managers

(Bhullar, 2018). For example, the performance of the project manager is significantly impacted by

cross-national cultures and conventions. Moreover, the language barrier also affects the

performance of managers in the human resource management of global projects. Likewise,

Organizational ethics and socio-economic factors also change invariably from place to place,

affecting project management at the global level. Furthermore, unprofessional attitude and shortage

of skilled human resources also come into play that obstructs the global projects. Simultaneously,

the capability and adaptability of the human capital, along with the coordination of project team

members, play a central role in projects management (Bhullar, 2018). However, managing

intercultural and intergenerational manpower is a critical challenge to project managers on the

global front.

Strategies to overcome the challenges of project management

Although there are multiple challenges with changing linguistic, cultural diversity, and

management values on the global front, yet various strategies can be opted to counter these

challenges. At first, nondiscriminatory policies are required to ensure equal opportunities for

human resources on the global front. Likewise, building the communication lag lies at the heart of

addressing project management challenges as effective communication is the backbone of the

global human resource management Project (Mote, 2011). Similarly, bridging the intercultural and

intergenerational differences will ensure promising results in conducting the

global project. Furthermore, learning and development can also be geared up by other factors of

leadership, training, and workshops. Thus, these must be introduced as a strategy to counter the

pitfalls of global project management.

Communication management during project

Communication management is crucial in project management that drives the entire

framework of human resource management (Anderson, 2015). Thereby comprehensive plan

of communication management is proposed that will go a long way in addressing the structure,

methodology, and purpose, respectively.

Purpose

Given the interpersonal component of human resource management, communication is the

benchmark trait of the project manager to successfully deliver information, listen, and give

instructions (Bredin, 2006). The main purpose is to enhance the communication-centric role of the

project manager in enterprise and organization.

Methodology

In this regard, various methodologies are used to enhance communication and resource

management at all organizational fronts. The main function of the project manager lies in its ability

to communicate articulately both with employees and clients. Thereby, various methodologies of

teaching, interviewing, training, mediating, and presenting are few tasks that organizational

management must possess to excel in human resource management (Mote, 2011).

Conclusion

Indeed, the field of human resource management is very vast. However, the topics selected,

learning development of employees, and administrative responsibilities have addressed the core

concerns of organizational management of the human resource. It enhanced the productivity of the

organization (Bredin, 2006). Moreover, it contributes to a great extent by bridging the gap

between employees' workforce and clients. Administrative responsibilities are primarily dealt

with leadership, managerial control, and effective functioning of human resource management at

the global front by improving work ethics, communication gaps, and administrative roles. These

powers of project management lie at the heart of the successful completion of all projects. In this

regard, the role of project managers cannot be ignored as they are responsible for the image

building of their organization at both the national and international levels. However, the

intermingling of different cultures has halted the progress of different organizations and increased

organizations' competitiveness. However, these challenges can be resolved by adopting a

pragmatic approach. Learning development and administrative responsibilities can maximize the

gains of enterprises if they are polished and are managed prudently.

References

 Anderson, V. (2015). Research methods in human resource management - investigating a

business issue - Valerie Anderson, 2015. SAGE Journals.

https://journals.sagepub.com/doi/abs/10.1177/0974173920150224?journalCode=nhra.

 Bhullar, P. (2018). (PDF) global project Management-challenges and barriers.

ResearchGate.

https://www.researchgate.net/publication/325536160_Global_Project_Management-

Challenges_and_Barriers.

 Bredin, Karin. (2006). (PDF) human resource management in Project-Based

ORGANISATIONS: Challenges and changes. ResearchGate.

https://www.researchgate.net/publication/265289114_Human_Resource_Management_in_

Project-Based_Organisations_Challenges_and_Changes.

 Hamouche, S. (2021, April 19). Human resource management and the COVID-19 crisis:

IMPLICATIONS, CHALLENGES, opportunities, and Future organizational directions:

Journal of management & organization. Cambridge Core.

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opportunities-and-future-organizational-directions/

6857481FD64558659EE4C17C6DAE9AB9.

 Kupka, B. (1990, January 1). Creation of an instrument to assess intercultural

communication competence for strategic international human resource management. OUR

Archive Home. https://ourarchive.otago.ac.nz/handle/10523/163.

 Mote, D. (2011). HUMAN resource MANAGEMENT (HRM). Reference for Business.

https://www.referenceforbusiness.com/encyclopedia/Gov-Inc/Human-Resource-

Management-HRM.html.

 Pucik, V., Evans, P., & Björkman, I. (2001, January 1). The global challenge: International

human resource management. Aalto University's research portal.

https://research.aalto.fi/en/publications/the-global-challenge-international-human-resource-

management.

 Soderlund, J. (2006). (PDF) HRM in PROJECT-INTENSIVE Firms: Changes and

challenges. ResearchGate.

https://www.researchgate.net/publication/229624218_HRM_in_Project-

Intensive_Firms_Changes_and_Challenges.