malaysia educational development
EDUCATION AND DEVELOPMENT:
EDUCATION AND HUMAN RESOURCES
A Case Study
Presented to
Dr. Theresita V. Atienza
In Partial Fulfillment
Of the Requirements in
MEM 652
SUBMITTED BY:
ROSETTE S. DELA CRUZ
LEA G. SOMOSO
JUNE 1, 2014
I. CASE BACKGROUND
The school in many underdeveloped countries is a reflection and a fruit of the surrounding underdevelopment, from which arises its deficiency, its quantitative and qualitative poverty. But little by little, and there lies the really serious risk, the school in these underdeveloped countries risks becoming in turn a factor of underdevelopment.
Richard Jolly, Deputy Director General, UNICEF said “Investing in people, if done right . . . provides the firmest foundation for lasting development.”
The human resource management system in any organization, given the constantly changing and dynamic environment, cannot be a static and fixed phenomenon. Strategic human resource management could serve the organizations in acquiring the competitive advantages. Under the strategic human resource framework, organizations are able to optimize their utilization of opportunities. Strategic management of the human resources brings the necessary coordination between various activities of an organization; moreover, it helps in creating appropriate opportunities and preventing the potential threats. Strategic integration is an inevitable necessity in creating consistency between human resource strategy and organizational strategy. Therefore, the ultimate purpose of developing the strategic integration is to generate a harmonic relationship between the goals of HRM and the organizational objectives. Today, firms believe that the system of internally coherent HR practices associated with organizational strategies, rather than separate HR plans being practiced in isolation, may boost organizational performance and productivity.
Education in Malaysia is overseen by one government ministry. The Ministry of
EDUCATION AND HUMAN RESOURCES
A Case Study
Presented to
Dr. Theresita V. Atienza
In Partial Fulfillment
Of the Requirements in
MEM 652
SUBMITTED BY:
ROSETTE S. DELA CRUZ
LEA G. SOMOSO
JUNE 1, 2014
I. CASE BACKGROUND
The school in many underdeveloped countries is a reflection and a fruit of the surrounding underdevelopment, from which arises its deficiency, its quantitative and qualitative poverty. But little by little, and there lies the really serious risk, the school in these underdeveloped countries risks becoming in turn a factor of underdevelopment.
Richard Jolly, Deputy Director General, UNICEF said “Investing in people, if done right . . . provides the firmest foundation for lasting development.”
The human resource management system in any organization, given the constantly changing and dynamic environment, cannot be a static and fixed phenomenon. Strategic human resource management could serve the organizations in acquiring the competitive advantages. Under the strategic human resource framework, organizations are able to optimize their utilization of opportunities. Strategic management of the human resources brings the necessary coordination between various activities of an organization; moreover, it helps in creating appropriate opportunities and preventing the potential threats. Strategic integration is an inevitable necessity in creating consistency between human resource strategy and organizational strategy. Therefore, the ultimate purpose of developing the strategic integration is to generate a harmonic relationship between the goals of HRM and the organizational objectives. Today, firms believe that the system of internally coherent HR practices associated with organizational strategies, rather than separate HR plans being practiced in isolation, may boost organizational performance and productivity.
Education in Malaysia is overseen by one government ministry. The Ministry of