“The difference in the role of  HRD in influencing change and in organizations”  The globe consists of different countries which in turn comprise of different people who

in turn comprise of varied religions, languages, cultures, ethics and the like. People all around the world have different characteristics and attributes owing to their individual countries. Domestically, we know our own people i.e. the people of our own country. However, globalization has changed this facet of the world. There was a time when seeing another national in our own country as a tourist was truly a sight. But now, with the rise of globalization, the whole world has phenomenally turned into a global village.

Today’s organizations have people from various countries working together as a family. However, this rosy picture holds good only on paper and feels pleasant to listen to. In the practical life, there are a lot of issues involved. Many a times there are differences in opinion which may lead to conflicts. These conflicts arise due to the difference in religion, caste, language, culture, ethics, etc. People will always have differences until and unless there is someone who can combine all the people together and bind them together by the vision of the company so that they work towards a common objective. This someone who can bind the employees together is the HRD department who works for the cause that the employees see the big picture and they become high performers.

This research therefore aims to show that employees from different countries need to be treated differently. It strives to show that the management of people does not lie in assuming the similarities between people but in developing a sensitivity quotient for understanding the difference which would play a vital role in International Business.

This research namely ‘Role of HRD in the International Context’ involves the study of the Human Resource Development activities of six countries namely India, Saudi Arabia, United States, Morocco and Russia. (For convenience purposes we will call these countriesSIMUR’. Each letter symbolizes each of the five countries of Saudi Arabia, India, Morocco, United States and Russia).


 Work organisations are becoming important partners in this learning society of today as they provide ever more opportunities for continuous learning to their employees with the objective to optimise organisational learning. This new focus on employee learning changes the role of the Human Resource Development function.  There is little literature, and there are only very few instruments to help HRD officers in this regard. Meanwhile, many interesting initiatives are being undertaken by HRD practitioners throughout these five countries in question in facilitating employee learning on a continuous basis, on-the-job and off-the-job, and thus support strategic learning processes of the organisation as a whole.

The objectives for the research would be as follows:-

To explore, analyze and describe HRD practices in different cultural contexts

  • To attempt to map out the terrain of IHRD theory and activity
  • To check the impact of the mentoring programs in the Fortune 500 companies
  • To study the five countries in question from a learning organization point of view.

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