Each employee on the other hand are not static.

They are on a permanent pursuit to find the

Aziri, B., Veseli, N., & Ibraimi, S. (2005). Human Resources and Knowledge Management. Personnel Management, 11.

In terms of financial performance, Delery and Doty (1996), drawing on three dominant
modes of theorizing, identify seven key strategic human resource practices, including
career ladders, training, results-oriented appraisal, compensation, employment security,
employee voice, and broadly defined jobs, and use them to develop theoretical arguments
consistent with each of the three perspectives. The results demonstrate that each perspective
can be used to structure theoretical arguments that explain significant levels of variation in
financial performance.
A high level of participation would create the conditions to encourage employees to bring
new ideas and exchange knowledge in the ongoing innovation process and, in turn, enhance
innovative outcomes Positive pressure from a performance appraisal creates challenges and
feelings of achievements and serves as a critical motivator for employees (Jaw and Liu,
2003). Performance appraisal can enhance employees' motivation to engage in innovative
activities, and make firms achieve favorable innovation results (Jimnez-Jimnez and SanzValle, 2005). Moreover, recognizing individual and team accomplishments with
compensation also encourages innovation. Both extrinsic and intrinsic rewards are essential
to motivate employees to take the challenging work, and provide them incentives to generate
more new ideas and develop successful new products

Chen, C., & Huang, J. (2009). Strategic human resource practices and innovation performance The
mediating role of knowledge management capacity. Journal of Business Research, 62(1), 104-114.
doi:10.1016/j.jbusres.2007.11.016

Jim Harter Ph.D., a chief scientist at Gallup Research explained what engaged
employees do differently in an email interview: Engaged employees are more
attentive and vigilant. They look out for the needs of their coworkers and the
overall enterprise, because they personally own the result of their work and
that of the organization.
Engaged employees listen to the opinions of people close to the action (close
to actual safety issues and quality or defect issues), and help people see the
connection between their everyday work and the larger purpose or mission of
the organization. When engaged employee do this they create a virtuous circle
where communication and collaboration nurture engagement and vice versa.
When employees clearly know their role, have what they need to fulfill their role, and
can see the connection between their role and the overall organizational purpose, says
Harter, thats the recipe for creating greater levels of engagement.

https://hbr.org/2013/07/employee-engagement-does-more/

INDIVIDUAL DEVELOPMENT Individual development refers to the development of new knowledge, skills, and/or improved behaviors
that result in performance enhancement and improvement related to one's current job (training). Learning may involve formal programs,
but is most often accomplished through informal, on-the-job training activities.

Human resource professionals play an essential role in creating a culture in organization where every employee takes
trainings and employee development activities seriously. Invite all your employees on a common platform and highlight
the importance of trainings and how such initiatives would help employees grow both professionally as well as
personally. It is the responsibility of a human resource professional to motivate the employees to participate in
employee development activities. Make them believe that the future of the organization lies in their shoulders only.
Make them feel important. Encourage them to upgrade their existing knowledge from time to time to become
indispensable resources for the organization.
Employees who acquire new learnings and enhance their skills from time to time would definitely perform better than
lazy ones who come just to pick their paychecks. Felicitate employees who perform well.
http://www.managementstudyguide.com/role-of-human-resources-in-employee-development.htm

CAREER DEVELOPMENT Career development focuses on providing the analysis necessary to identify the individual interests, values,
competencies, activities, and assignments needed to develop skills for future jobs (development). Career development includes both
individual and organizational activities. Individual activities include career planning, career awareness, and utilizing career resource
centers. Organizational activities include job posting systems, mentoring systems, career resource center development and
maintenance, using managers as career counselors, providing career development workshops and seminars, human resource
planning, performance appraisal, and career pathing programs.
ORGANIZATIONAL DEVELOPMENT Organizational development is directed at developing new and creative organization solutions to
performance problems by enhancing congruence among the organization's structure, culture, processes, and strategies within the
human resources domain. In other words, the organization should become a more functional unit as a result of a closer working
relationship among these elements. The ultimate goal of organizational development is to develop the organization's self-renewing
capacity. This refers to the organization's ability to look introspectively and discover its problems and weaknesses and to direct the
resources necessary for improvement. As a result, the organization will be able to regenerate itself over and over again as it confronts
new and ever-challenging circumstances. This occurs through collaboration of organizational members with a change agent (an HRD
practitioner), using behavioral science theory, research, and technology.

Antariksa, Y. (n.d.). Best website on HRM - Excellent HR Tools and HR Presentation Slides - HR ppt Human Resource Management. Retrieved April 06, 2016, from
http://www.explorehr.org/articles/HR_Planning/Key_Components_of_Human_Resource_Development.html

If we truly believe that people are our most important asset, shouldnt we pay a bit more
attention to the engagement of the best of those people?
Senior management needs to communicate more clearly, hold people at every level
accountable for results, and actively invest time and resources in the talents of high
performers.
All too often companies do not know their employees are unhappy until they leave. Exit
interviews reveal that they leave because they did not believe anyone cared. Research

has confirmed the old saw that people leave bosses, not companies. That makes holding
bosses accountable for employee engagement critical.
Senior leaders need to do a better job of teaching managers how to be better managers. And
they also need to apply such standards to themselves.