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In regard to how individuals
respond to the changes in a labour market, the following must be understood:
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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.
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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).
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Generational difference: different age
categories of employees have certain characteristics, for example their behaviour and their expectations
of the organization.
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]
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