NATIONAL ACADEMY OF CERTIFIED MANAGEMENT CONSULTANTS MANAGEMENT CONSULTANTS ASSOCIATION GAFM

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In regard to how individuals respond to the changes in a labour market, the following must be understood: 

  • Geographical spread: how far is the job from the individual? The distance to travel to work should be in line with the pay offered, and the transportation and infrastructure of the area also influence who applies for a post. 
  • Occupational structure: the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed). 
  • Generational difference: different age categories of employees have certain characteristics, for example their behaviour and their expectations of the organization. 

Framework 

Human Resources Development is a framework for the expansion of human capital within an organization or (in new approaches) a municipality, region, or nation. Human Resources Development is a combination of training and education, in a broad context of adequate health and employment policies, that ensures the continual improvement and growth of both the individual, the organization, and the national human resourcefulness. Adam Smith states, “The capacities of individuals depended on their access to education”.[3]Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. Human Resources Development is not a defined object, but a series of organised processes, “with a specific learning objective” (Nadler,1984)[4]Within a national context, it becomes a strategic approach to intersectoral linkages between health, education and employment.[5] 

Structure 

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"We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn."

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