HUMAN RESOURCE DEVELOPMENT

INTRODUCTION :

The human resource is the most significant and the only active

factor of the production. All over the factors like capital, materials,

buildings, plant & machine etc. remain inactive unless there are

competent people to utilize them for producing goods & services desired

by the society. Human brain which is he creation of nature has limit less

energy to think and art. The goal of achieving, greater quality and higher

productivity depend on the skill of the people.

Developing human resource , upgrading their skills and extending

their knowledge and competencies would lead to organizational

development. Therefore, human resource development is the key to

entangling the effecting utilization of intellectual, technological and

entrepreneurial skills of human resource

The concept of Human Resource Development is comparatively of

recent origin and is now used at both macro and micro levels. At the

macro level human resource development is the core of all developmental

efforts in the sense the organizational level human resource development

connotes the improvement in the quality of managers and workers so as

to achieve greater quality and higher levels of productivity. However are

shall concentrate on the micro view of Human Resource Development

and study the mechanisms and processes of Human resource

development.

Significance of Human Resource Development :

As stated earlier the term human resource refers to the knowledge

skills, creative abilities, talents, aptitude, values and believes of an

organisations workforce. The most important aspects of human resources

are aptitudly values attitudes and beliefs. But in given situation if these

vital aspects remain same, the other aspects of human resource like

knowledge, skill, creative abilities and talents play an workforce.

However enhancement of utilization value of human resource depends

upon improvement of the human resource aspects like skill, knowledge,

creative liabilities and talents and moulding of other aspects like, values,

beliefs aptitude and attitude in accordance with the changing

requirements of groups, organisation and society at large. This process is

the essence of human resource development improves the human

resource development improves the utilization values of anorganisation.

The effective performance of an organisation depends not just on the

available resources but its quality and conference as required by the

organisation from time to time. The difference between two nations

largely depends upon the level of quality of human resources.

Similarly, the difference in the level of performance of two

organisations also depends on utilization value of human resources.

Moreover the efficiency of production process and various area of

management depend to a greater extent on the level of human resources

development.

HRD assumes significance on view of the fast changing

organisational environment and used of the organisations to adopt new

techniques on order to respond to the environmental changes. The

changes environmental factors include. Unprecedented increase in

competition within and outside the country consequent upon the

enouncement and implementation of economic libations. Trends toward

market economy are move prevalent in most of the countries including

the while communist countries

These trends towards marketing economy resulting in severe

competition not only among the industries in the globe but also industries

within the nation. This competition allows only the industries *** in all

respects to continue in the market and the other industries are forced to
withdraw from the market. The vitality of human resources to a nation

and to industry depends upon the level of its development. Organisations

to be dynamic growth oriented and fast changing should develop their

human resources. It is needless to say that the organisation possessing

competent human resources grow faster and can dynamic. Through the

positive personnel policies and programmes motivation the employees,

but their commitment and loyalty but these effort cannot keep the

organisation dynamic and fast changing. It is need less to say that the

organisation possessing competent human resources grow faster and can

dynamic. Though the positive personnel policies and programmes

motivation the employees, but their commitment and loyalty but these

efforts cannot kept the organisation dynamic and fast changing.

 THE CONCEPT OF HUMAN RESOURCE
DEVELOPMENT

HRD is mainly concerned with developing the skill, knowledge

and competencies of people and it is people oriented concept when we

call it is a people oriented concept when we call it as a people oriented

concept the questions of people be developed in the larger or national

context or in the smaller organisational context is it different at the macro

level.

HRD can be applied both for the nation level and organisational

level. The concept of HRD is not yet we conceived by various authors

though they have defined the term from their approach as it is of recent

origin and still is in the conceptualizing stage. It is an understanding of

the terms; i.e. new or rather was new. HRD is not training and

development. But many personal manager and organisations view HRD

as synonymous to paining and development. Any organisations in the

country renames heir training departments as HRD departments. Some

educational institutions starting awarding degrees and diplomas in HRD

even though the concept in HUF yet crystal clear. The concept of HRD

was formally introduction by Leonard Nadlering 1969 in a conference

organized by the American society for frainent and development. Leonard

Nadler defined HRD as those learning experiences which are organized

for a specified time and designed to bring about the possibility of

behavioral change.

The terms learning experience refers to purpose full or

international learning not incidental learning. Among the Indian authors

T.V infantries wara Rao worked extensive on HRD. The define HRD is

the organisational context as a process by which the employees of an

organisation are helped in a continuous, planned way to:-

i. Acquire or sharpen capabilities required to perform various

functions associated with their present or expected future roles.

ii. Development their funeral capabilities as individual and discover

and exploit their own inner potentials for tour own and /or

organisational development purposed.

iii. Development an organisational culture in which superior

subordinals retations hip, term work and collaboration among

subunits are strong will-having, motivation and pride employee.

 HUMAN RESOURCE DEVELOPMENT FRAME WORK

Recent economic peralization announced by government of India

lend forwards market and economic and started creating more dynamic

environment in India then ever before HRA plays a significatn and

crucial role in market economics under dynamic environment human

resource development should be effective for the candidate who do not

possess potentials to perform present and future roles in organisational in

dynamic environment.

HRD to be effective should essentially have a strong base of

human resource planning, recruitment and selection based on effective un

effective HRD requirement. These part features enable the organisation to

develop its Human resources efficiently human resources planning for

HRD should planfor human resources not only for the present and future

jobs but also role, futures, human resource, planning should plan for

potentialities. Recruitment for HRD refers to searching for prospective

employee having skill, and also for development and motivates them to

apply for jobs.

Selection for HRD refers to designing the selection techniques like

written test, selection test, interview etc. fit for selection the candidate

suitable for future development. These base factors influence the analysis
of roles of employees as individual as membe of terms and organisations,

along with the ever changing environment. The positive base factors exert

portative influence on the analysis of role vice versa is true in case of

negative facture.

Process of HRD : Identification of Inputs

Analysis of Rolls as ← Forecasting manpower needs based on

HRD
- Individual
← Recruitment & selection based on
- Member of Teams
HRD

- Member of Organisation

Potential Appraisal

Performance Appraisal

Employees Present Capabilities and

potentialities

Capabilities to be acquired

Input skills, knowledge, values behaviour etc.

Analysis of roles employees as individuals, number of ****** and

number of organization helps the positive base factors exert portative

influence on the analysis of role vice versa is true in case of negative

facture. Analysis of roles of employees as individuals, members of and

members of organizations helps the organizations know the member

present capabilities and potential. Future performance appraisal and

appraisal techniques help to evaluate the present capabilities,

performance and potentials more accurately. Organizations plans

including the plan for change, based on environmental oppurtunities and

threats are the based to determine organizational requirement,. In turn are

the based to determine the future requirement of various roles in the

organization. The difference between the employees present capabilities

and future role requirement are the human resource to be acquired and

development. Organization requirement. In turn are the based to

determine the future requirements of various roles in the organization.

Human resources to be acquired and developed are determined in

terms of skills, knowledge, abilities, values aptitude, beliefs, commitment

etc. Suitable technique is / of human resource development is / are to be

selected depending upon the resource to be acquired and developed.

These techniques include, performance appraisal potential appraisal,

training, management development organizational development. Career

planning and development, worker participation in management quality

circles and social and spiritual programmers.

The outcomes of HRD are four-fold, viz. to the organization, t o

the individuals, to the groups and to the society. HRD benefits the

organization by developing the employees and make them ready to accept

responsibilities, welcome change, adapt to change, enables the

implementation of the programmes of total quality management

maintenance of sound human relations , increase in productivity and

profitability. The HRD, also benefits the individuals, in allowing of

potentials, increase informations, fulfilling their needs and enhancing

social and psychological status.

The HRD helps the groups in the form of increase in cooperation,

increase in collaboration and team effectiveness. Further, it helps the

society in the form of developing human resources and increased

contribution of human resources to the society.

 A SCHEMATIC REPRESENTATION OF HUMAN RESOURCES
DEVELOPMENT SYSTEM IN LARSEN AND TOUBRO LIMITED
Manpower Planning
1. Forecast manpower
needs based on the policies
and strategies of the ****
etc.
2. Determine the adiquacy
of current manpower
resources in relation to
future needs.
3. Complete manpower
planning based on forecast,
internal search and
manpower audit.
↓
Selection & Placement
Use the criteria and
measures developed for
selection procedures and
placements.
Critical Attribute Industrial Relation
Analysis 1. Recruitment &
1. Determine the placement.
technical skills required 2. Job analysis
for each job, list them. 3. Supervision
→ 2. Determine the 4. Wage administration
behavioural skills 5. Trade Union matters
required for each job, 6. Job redesigning
list them.
3. Determine the
managerial and other
skills required for each
job, list them.
4. Develop indicators of
each of the attributes
and valid methods of
assessing and measuring
them.
Feedback and Training
counselling 1. Assess training needs of
1. Give critical and different groups of
supporting feedback. employees.
2. Discuss with the 2. Search available outside
employee the difference training facilities.
between his self rating 3. Develop in co. training
by the immediate strategy including pre-
superior. training and post training
3. Discuss the steps the activities.
employee can take for 4. Prepare training packages
improvement. and modules.
5. Organise specific
programmes as welfare
general development
programmes with own and
outside resources.
6. Evaluate training efforts.
Reinforcement and Performance Organisation
advancement appraisal development
1. Promotion 1. Help employee in 1. Organisation diagnosis
2. Salary review self-appraisal. 2. Team building.
3. Salary administration 2. Review his 3. Task force
4. Rewards and performance in relation 4. Other structural and
punishment to the objectives and process intervention like
other behaviours. role development, job
3. Check review done enrichment, job re-
by the supervisors designing etc.
4. Send summary
information for central
storage and use
↓ ↓

Date storage & Potential appraisal Career development and

processing 1. Make thorough career planning
1. Maintain systematic potential appraisal of 1. Make new employee
information about the the employee once in 3 aware of the general phases
individual emp: history, years. of their development in the
characteristics, 2. Appraise the company.
performance record, potential of the 2. Plan with senior
potential record, employee annually. employees career paths.
promotion, other → 3. Plan development and
promotion, other records, coping strategies with
additional qualification, employees showing limited
remarkable achievements, potential.
salaries etc.
2. Supply files to deptt.
whenever solicited for
counselling, career
planning, training etc.
3. Design data cars for
computers
4. Monitor feeding in an
out of the data.
5. Process data for research
on trends etc.
 FEATURES OF HUMAN RESOURCE DEVELOPMENT

The essential features of human resource development can be listed as

follows:-

1. Human resource development is a process in which employees of

the organizations are recognized as its human resource. It believes

that human resources is most valuable asset of the organisation.

2. It stresses on development of human resources of the organisation .

It helps the employees of the organisation to develop their general

capabilities in relation to their present jobs and expected future

role.

3. It emphasis on the development and best utilization of the

capabilities of individuals in the interest of the employees and

organisation.

4. It helps in establishing / developing inter-personal relations. It

stresses on developing relationship based on helps trust and

confidence.

5. It promotes team spirit among employees.

6. It tries to develop competencies at the organization level. It

stresses on providing healthy climate for development in the

organization.
7. HRD is a system. It has several sub-systems. All these sub systems

are inter related and interwoven. It stresses on collaboration among

all the sub-systems.

8. It aims to develop an organization culture in which there is good,

senior – subordinate relations motivation quality and sense of

belonging.

9. It tries to develop comprehence at individual, interpersonal, group

and organizational level to meet organizational goal.

10. It is an inter-disciplinary concept. It is based on the concepts, ideas

and principles of sociology, psychology, economics etc.

11. It form on employee, welfare and quality of work life. It tries to

examining identify employee needs and meeting them to the best

possible extent.

12. It is a continuous and systematic learning process. Development is

a life, long process which never ends.

Mr. Harald Richter, Head, Department of Senior Executives of

Bayer AG, has mentioned following eight characteristics relating to

HRD:

1. The people have capabilities to learn. They can be developed by

providing them learning opportunities.

2. Investment, in human resource development can be considered as

long term investment. By investing in development of human

resources long term refund can be increased.

3. Human resources can be developed through proper education and

training system. HRD is not only the responsibility of the country.

Industry will have to play a vital role by stressing on HRD

activities.

4. It is a long term approach. There is no short cut to HRD.

5. It requires common understanding between people, industry, trade

unions and government.

6. It is required at all levels . It stresses that there is constant need of

retraining and development of people to adapt to new technologies.

7. It provides possibilities for training. It stresses that on the job

training, is better than class room training.

8. It depends upon needs of the industry. HRD assists in meeting the

objectives of individuals as well as organization. So, pace of

growth of HRD depends upon the industry's needs.

 OBJECTIVES OF HUMAN RESOURCE DEVELOPMENT

The main objectives of HRD are as follows:

1. To develop the capabilities and comprehences of human resources

in relation to the present job.

2. To develop capabilities and competencies, of human resources in

relation to their expected future role.

3. To build up competencies at individual interpersonal , group and

organisational levels to meet the individual and organisation goals.

4. To help the development of people and their maximum utilization

in the interest of society and nation.

5. To help the employees to plan their career.

6. To develop team spirit and interpersonal relation among employees

in the organization.

7. To providing the employees a climate for job enrichment,

opennes,, innovation, increawed communication etc.

8. To motivate the employees for their contribution by suitable

rewards.

9. To ensure the availability of competent and committed people to

occupy key position at higher level.

10. To achieve better organization (OD) system so that organization

can respond to changes effectively.

11. To develop a suitable human resource information system to

objective data on employees / HR.

12. To increase organizational effectiveness i.e. higher productivity,

lower costs, more profits, better organization image.

13. To develop an organizational culture.

 BENEFITS OF HUMAN RESOURCE DEVELOPMENT

Human resource development now-a-days a days is considered as the key

to higher productivity better relahons and greater profitability for any

organisation appropriate HRD provides unlimited benefits to the

concerned organisation. Some of the important benefits are being given

here.

1. HRD makes people more competes HRD develops new skill,

knowledge and attitude of the people in the concern organisations.

2. With appropriate HRD programme people become more

committed to their jobs. People are assessed on the bests of their

performance by having a acceptable performance appraisal system.

3. An environment of must and respect can be created with the help

of human resource development.

4. Acceptability towards change can be created with the help of HRD.

Employees found them selves better equipped with problem

solving capabilities.
5. It improves the all round growth of the employees. HRD also

improves term spirit in the organisation. They become more3 open

in their behaviour. This, now values can be generated.

6. It also helps to create the efficiency culture in the organisation. It

leads to greater organisational effectiveness, resources are property

utilised and goals are achieved in a beltir way.

7. It improves the participation of worker in the organisation. This

improve the role of worker and workers feel a sense of pride and

alievement while performing their jobs.

8. It also helps to collect useful and objective data on employees

programmes and policies which further facilitate rather human

resource planning.

Hence it can be concluded that HRD provides a lot of benifits in

every organisation. So, the importance of concept of HRD should pre –

recognised and given a place of eminence, to face the present and future

challenges in the organisation.

 PRE-REQUISITES OF EFFECTIVE HUMAN RESOURCE

DEVELOPMENT

Human resource development facilitates development of an

enabling culture in an organisation. Enabling culture means creating an

environment where employees are motivated to take initiative and risk,

they feel enthused to experiment, innouation and they make things

happen. To achieve and to create the effect the effect the HRD certain

points must be studied and considered seriously for having effective HRD

programme so, the following prerequisites are essential

Approach of Top -level management:

The main goal of the HRD is to develop the capabilities o each

employee as an Individual in relation to his present job and future rule.

This can be done only by having a knowledge of capabilities, limitations

and problems of the employees of the concern. Obviously this

information can be collected by top level measurement by being in touch

with the employees at all levels of measurement. Top executives should

frequently visit the work place of the workers and spend time with term.

So the top- level management must try to know full capabilities and

problems of the work force of the organisation at all levels. By adopting

his approach top management can better utilise the capabilities of the
available work force and creating must among the people of the

organisation.

Communication System and Feedback:

A success-mentation also depends on proper communication and

fredback system. A p[roper communication should be developed and

implemented. It should be such which provide all important information

to the employees from the beginning to the end. This system should be

formal are well as information is connected with feed balk so the

importance of feed balk should be under spool in full and veliable feed

balk system should be structured.

Conditions for Growth and Development:

Human resources are the most important arrests in the organisation.

They can be developed to an unlimited extent. For that a wealthy

organisational elimate (epenness, frust, couaboration ) should be

developed. The progress of the company must be hearted with the

employees, their efforts should be appreciated and recognised by giving

them rewards promotions, incentives etc. Their excellence should be

rewarded in an appropriate and acceptable way. At the same time

punishment can also be given. If required in normal or exceptional

circumstances so a balanced environment among all these should be

maintained, so as to create the conditions for development of workers.

Investment in HRD Programme:

There are to success. The maintenance of a weathly working

climate and the development of its human resources is very complicated

process. So to ensure the desired results the top level management and

HRD professionals must invest proper time, funds and energy in each.

The top level management must clear the path, create a development

climate and help the employees to realize their potential.

Proper Utilisation of Human Resource Skill:

HRD must try to make proper utilisation of available and potential

human resource skills. Manpower planning and right sizing of human

resources may be used for his purpose.

Decentralisation:

There should be proper system of Involvement of persons at all

levles of management. If the proper importance is given to each person

this creates the since of belongings and commitment among the worker.

Although major polity decisions, may be centralised but other important

decisions should be made with the involvement of various subordinates.

A balanced approach should be maintained in the centralisation and

decentralisation.

So, by adopting the above-requesting even ordinary people can

produce extra ordinary results. The people in the concern it self grow and

help the organisation to realise their goals and progress.

Human Resource Development and Organisational Effectiveness:

Human resource development is a process, which is linked to

organicational effectiveness. There are many instruments of Human

Resource Development. These Human Resource Development resource

development climate and processes such human resource development

climate. Should result in move completing satisfied and committed

people. Ultimately these HRD outcomes improve organisational

effectiveness. Prof. T.V. Rao has developed a model which explains the

interrelationship between human resource development instruments

process, at comes and organisational effectiveness.

Prof. T.V. Rao has developed the model presenting the inter-

relationship between the following four aspects of human resource

development.

I. Human Resources development mechanism or systems un

instrument.
II. Human Resources development processes and human resources

development (climate variables.

III. Human resources development out comes variables.

IV. Organisational effectiveness.

A Schematic Presentation of linkage between HRD instruments,

Porcesses, out comes and organisational effectiveness.

HRD Mechanism HRD Process & HRD HRD out comes Organisational
or Sub systems or limake variables variably Effectiveness
Instruments Dimensions
* HRD * Role Clarity * More * Higher
Department competent productivity
People
* Performance * Planning of * Better
appraisal Development by every development-
employee Roles
* Review, * Awarness of * Higher work * Growth and
Discussion Feed comptencies commitment Diversification
back, required for Job & Job
counselling performance Involvement
sessions
* Role Analysis * Proactive on * Bether problem * Cost
Exercise entation. solving. Reduction
* Potential * More Trust * Higher job * Most Profits
Development satisfaction &
Exercise. work motivation
* Training * Collaboration & * Better * Better
Team work organisational Image.
health
* Communication * Authenticity * Most Team-
work synergy
respect poreach
other.
* Policies * Openness
* Job Rotations * Risk-taking
* OD Exercises * Value Generation
* Rewards * Clarification of
norms & standard
* Job enrichment * Increased Other Factors Environment,
Programmes communication technology resources
* Other *Most objective availability history, Nature of
Mechanism rewards Business etc.
* Generation of objective
data on employees

Personnel Policies, Top management

styles, investment on HRd top
management's commitment History,
Previous culture line manager's interest
ect.
 HRD MECHANISMS OR HRD SUB-SYSTEMS

OR HRD INSTRUMENTS

Human resource development in total system. It has various sub

systems. These sub-systems are also known as human resource

development mechanism or human resource are applied by the

organisation to develop desired human resource development climate and

improve organisational effectiveness through human resource

development out comes. There are the large numbers of Sub-Systems or

instruments that can be used to develop and facilitate human resources

development. T.V. Rao has stated the human resource development

matrix. It includes the following sub- system.

(a) HRD Department.

(b) Performance appraisal

(c) Review, Discussion, Feed back, counseling sessions.

(d) Rate Anlysis Exercise.

(e) Polential Development Exercise.

(f) Training.

(g) Communication Policies.

(h) Job Rotations

(i) OD Exercise

(j) Rewards.

(k) Job Enrichment Programmes.

(l) Other Mechanisms.

HRD mechanism in sub systems should be periodically reviewed to

ensure check whether if has resulted in developing desired HRD climate

or not.

Some of the Important human resource development instruments

art explained in detail as under:

(a) Performance Appraisal:

Performances is measured lerns of results. Performance appraisal is

concern with evaluating the present performance/ output of the

employees by linking if with for requirements. In indicates the extent to

which an employee satisfies fulfills his present job requirements. It's

aimed at identification of competency gaps. It enables the organisation to

evaluate the present position, strength and weakness of its human

resources. It helps the organisation to assess where it stands in terms of

its completeness of the human resources required of different levels, of

the organisational hierarchy as against desered/expleted level of human

resources requirement. It also aims at idecutifying the improvement

potential of its human resources. According to by are and rue,

"Performance appraisal not only let the employee know how well he is

performing but should also influence her furture level of effurt activities
result and task direction". Similarity prof. T.V. Rao has rightly stated that

performance appraisal system here dual approach (i) Evaluation

Approach and (ii) Development approach. Development oriented

performance appraisals have gained movementum. The recent years

further achieving human resources development goals through training

and developments is better then achieving goals through performance

appraisal alone.

(b) Potential Appraisal and Development:

Business and people have to be managed proactively potential

approsal means assessment and identification of inherent capabilities i.e.

skill, knowledge etc possessed by an employees. This capability of the

employee may not be in use at present. Taking into consideration the

dynamic rather of the business, development of the new technology,

diversification, modernization, increased competition etc. the potential of

the available human resources with the organisation must be assessed in

advance to **** development relates enhancing the employee's potential

to accept and responsibility to handle higher position in future. Thus

potential development aims at identify cation and development of the

potential of employees to occupy key position in further and accept

responsibility.
(c) Feed back and counseling:

The performance appraisal/evaluation report of employees may be

used an a feedback information. Management may discuss and

evaluate the progress of the subordinate with his immediate

superior. This review and discussion may serve various purposes. It

may help in assessing the need for counselling to the employee's.

Counselling can serve various useful purposes. It may help the

seniors, to understand the problems of t heir subordi9nates and

vice-versa. It can help the employees in setting goals and designing

an action plant to meet these goals. It can also help the employees

to overcome the problems faced by him and make the best

utilization of his strengths.

d) Role Analysis:

The concept of role is broader than that of a job. A job is an

assignment of work /fast. Each job calls for a specific set of duties

and responsibilities. A role consists of the total pattern of expected

behaviour, interaction and sentiments for an individual possessing

an assigned job. Role analysis is a process. It aims at defining the

contents of a role in relation to all those with whom the employees

have to deal and interact for performing the job. Role analysis is
 identified as an intervention for the purpose of role clarity and

performance appraisal.

e) Career Planning:

A career is a sequence of positions occupied by a person during the

course of his work life. Edwin B. Flippo states, "A career is a

sequence of separate but related work activities that provided

continuity, order and meaning in a person's life." Career planning is

a process. It helps the employees to plan their career. It encourages

the employees to analyse and assess their capabilities and inform

them about the career opportunities that are available in the

organization. The major focus of career planning is to help the

employee's to match their skills and abilities to the needs and

demand of organization. It aims at providing accelerated career

growth opportunities for its efficient and capable employees. So,

career planning is a systemic process of determination of the career

prospects, career development and career growth of an individual

employee. It helps to strengthen human resource development

system of the organization.

f) Training and Development:

Training and development are the human resource development

instruments or sub-systems used by every organization. The

importance of training has increased as a results of fact and

constant improvement in the technology. Training is an act of

increasing the skill and knowledge of an employee to do a

particular job. It aims to increase the efficiency of an employee, for

a specific job on the other hand, employee development aims at

overall development of the employee. So, most of the

organizational believe not only in recruiting the best in the industry

but also in developing t heir competence.

g) Organizational Development:

Bennels states "Organization Development (OD) is a complex

educational so that they can better adapt to new technologies,

marketsf and challenges. In simple words, organization

development is a systematic process of managing change. It is a

planned effort initiated by top management to improve the

organizations health and effectiveness. It aims to improve the

problem solving process in the organization. On process includes

the following steps:-

i) Diagnosis / identification of the problem.

ii) Planning strategy to introduce change.

iii) Use intervention:

OD practioners, consultaants changes agents may be consulted.

Organization development may use various intervention such as

sensitivity training, managment by objective programs, survey

feedback, management grid etc.

iv) Evaluating implementation change:

According to Edwin B. Flippq "OD is a planned and calculated

attempt to a attain some specific goals such as :

(a) Decision making on the basis of competence

(b) Creatively resolving conflicts

(c) Maximizing collaborations

(d) Increasing commitment and a sense of ownership

(e) Increasing the degree of interpersonal trust and support

(f) Creating a climate in which human growth, development are a

natural part of the enterprises daily operation and;

(g) Developing a communication system characterized by mutual

openness in solving organizational problems.

(v) Rewards:

Reward is the compensation to the employees for their services to

the organization Rewards are necessary to retain the services of

efficient employee, motivate the employee for better performance

and to attract capable and efficient potential employees to the

organization. Employees must be suitably rewarded for their

contribution to the organization. Reward may be;

(i) Extinsic reward, and

(ii) Intrinsic reward

Extrinsic reward is related to monetary benefits such as salary,

promotion, bring benefits etc. Intrinsic reward is related to the job

itself i.e. job satisfaction, pride in word, recognization as an

individual etc. Better rewards helps to achieve HRD goals . Most

of the successful organizations try to provide a combination of

intrensic as well as extrinsic rewards to their employees. For

instance, ITCs human resources philosophy enables them to deliver

high quality performance and reward talent with competitively

superior compensation. Similarly, BSES Ltd. confers, "Meritorious

Performance Award" to encourage employees to contribute to

progress, prosperity and growth of organization. So, it motivate the

 employees to improve their capabilities to become eligible for such

intrinsic rewards.

(i) Job Rotation:

Job Rotation is another human resource development mechanism

or sub-system. This instrument is the least practiced instrument in

the industry. This instrument is used to develop managers and

supervisors in an organization. It is a systemic and planned

programme of interchanging employees from one job to another for

a definite period of time. It enables to develop empathy and

understanding of functioning of other departments.

(j) Job Enrichment:

Job enrichment refers to widening the contents of a job. It is a

deliberate upgrading of responsibility, scope and challenging in

work. It is a process which helps the individual to grow slow and

steady . It is based on the belief that employees / workers want

more responsibility. The success of job enrichment depends on

how effectively it is being implemented by the work groups.

 HRD PROCESS AND HRD CLIMATE VARIABLES

Human resource development mechanism or sub-system or instrument

leads to development of desired human resources development climate or

process. Human resource development culture is an essential part of the

organization climate. HRD (Human Resource Development) culture in

the organization. In the words of T.V., Rao, "Human resource

development climate is the perception of the employees about the human

resources development culture in the organization, "Human resource

development experts use the term 'OCTAPACE" to express the important

features of human resource, development climate. The salient features of

human resource development culture are at presented in the following

figure.

O C T A P A C E
↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓
Open- Confron- Trust Auto- Pro- Authen- Collabo- Experi-

ness tation nomy action ticity ration mentation

Human resource development climate in an organization is

reflected by its role, clarity, openness, trust, team work, proactive

orientation, planning of development of every employee etc. HRD

departments are a sub system in instrument to initiate HRD culture and

achieve objectives of HRD.

 Human resource development climate and processes are dependent

on personnel policies, top management styles, investments on HRD, top

management, commitment , line manager's, interest, previous culture etc.

To sum up the relationship between human resource development

mechanism and human resource development processes and climate can

be explained as under:-

a) HRD mechanism are most useful instruments / interventions to

develop a healthy HRD climate.

b) HRD instruments are used to develop desired human resource

development processes. For instance, performance and potential

appraisal help to arsey and determine the competence required for

job performance. Review, discussion feedack, counselling session

help in building trust and better senior subordinate relations. Role

analysis exercises result in role clarity in the organization. Training

and potential development exercise have proactive orientation. Job

enrichment is a deliberals exercise of upgrading of risk and

responsibility in work-group. OD exercises help to manage change

and problems in the organizations. It promotes openness, effective,

communication, inter departmental collaboration in the

organization. It aims at providing a climate for growth and

development.
c) HRD climate is dependent on human resource development

mechanism as well as personnel policies, top management styles

etc.

d) HRD mechanism and personnel policies should be periodically

reviewed to create / develop desired human resources development

climate.

HUMAN OUTCOMES VARIABLES:

Human resource development mechanism generates human resources

development climate and processes human resource development climate

and processes human resource development climate and processes

generate human resource development outcomes. Thus, human resource

development outcome is the result of human resource development

mechanism and human resource development processes. Better human

resources development climate results in better human resource

development outcomes e.g. more competent, satisfied and committed

employees. Besides these outcomes, it results in better utilization of

internal resources, team work and better organizational health. An

organization with competent and satisfied people is likely to be more

effective in comparison to an organization, which is low on the these

outcome variables. To sum up, the situation of human resource

development outcomes in the matrix is explained as under:-

a) HRD outcomes are the result of HRD climate and processes.

b) Better HRD climate and processes result in more competent,

satisfied and committed people.

c) HRD processes, are many where as HRD outcomes are limited.

d) HRD outcomes generate and determine organizational

effectiveness.

e) An organization with competent and committed workers is likely to

be more effective.

f) An organization with poor HRD outcomes is the result of its poor

HRD climate poor policies and commitment of its top

management. It shows that here is need of improvement in

organizational climate and processes.

HRD outcomes include:

1. Training makes people more competent. They develop new skills,

knowledge and attitudes.

2. There is greater clarity of norms and standards . People become

better aware of the skills required for job performance and the

expectations which other members of their role set have from them.

3. People become more committed to their jobs because now there is

greater objectivity in the administration of rewards. The data based

 appraisal system reduces subjectively to minimum. They become

more proactive in their orientation.

4. People develop great trust and respect for each other. They become

more open in their behaviour. Thus, new values come to be

generated.

5. There is great collaboration and team work which produces

synergy effect.

6. There is greater readiness on the part of employees to accept

change. They find themselves better equipped with problem –

solving capabilities.

7. Lot of useful and objective data on employees are generated which

fulfill human resource planning.

8. Participation develops in workers a sense of achievement and pride

in work.

HRD at macro and micro level:

People are the most important assets of the organization. It is not merely

a decorative piece in the hardware of an organization. They must be

treated as human. The great or big organizations have always had good

faith in their man power and their capabilities. So it is very important to

get the people who are winner but is even more important to retain those

winners due to acceptance of this concept human resource development is

in the limelight these days. But the question, is what does the HRD means

at macro and micro level? The answer to it is not as easy as it seems to be

. HRD is essentially treated as a collective human and team efforts

directions towards improving of human abilities available in a given

environment. It is mainly related with the development of inner potentials

of people working with the organization . One more objective of HRD is

to develop the innovative or newer capabilities in the people so as to

make them competent to face the present as well as further challenges.

HRD concept applies to both macro as well as micro level.

MICRO LEVEL:

For any dynamic and growth oriented unit, HRD activities play a very

crucial role. In the present fast changing environment, it is like a small

wonder for the organization with the help of which a unit can achieve its

objective in an effective way. Normally, HRD at micro level performs the

task of organization's man power planning, selecting training,

performance appraisal, development potential appraisal, compensation,

organizational development etc. All these activities collectively provide

answer science in the organization. Human resources development's

involvement in the all the above stated areas provide advantage to the

concern in the form of development man power. Development have is

related with the development of new capabilities among the employees of

the concern with this they can achieve and face and present sub and

challenges of the future.

Macro Level:

At the macro level, HRD is related with the development of people and

nation as a whole. This takes wealth, capabilities, skill, activities of

people which are more useful to the development among them and

nations for overall development as well as while calculating the national

income indicators like national income, economic planning. In spite of

importance of HRD at mass level, it has not achieved more popularity at

the national or macro level.

One thing, however, is certain that human resource development is a

collective human effort directed towards recognizing and improvising the

human abilities available in a given environment. So to achieve the

benefit of human resource development it is essential to understand the

micro and macro concepts of the human resources development.

 THE FUNCTIONS OF HRD MANAGERS

HRD managers or departments play a crucial role in the organization.

They perform a variety of functions. These functions include:

i) Role Analysis:

The HRD manager should design the wider roles rather than mere

jobs based on the organization's present and future needs. The

HRD manager should also take into consideration the internal and

external environmental factors.

ii) Human Resource Planning:

The HRD manager, role analysis should plan for the human

resource which would meet not only the future organizational

requirements but also capable of being developed. The steps in

human resource planning include:

a) Estimation of present and future requirements and supply of human

resources based on objectives and long range plans of the

organization.

b) Calculation of net human resource requirements based on present

inventory of human resources.

c) Taking steps to mould, change and develop the strength of existing

employees in the organization so as to meet the future human

resources requirements.
d) Preparation of action programmes to get the rest of human

resources from outside the organization and to develop the human

resources of existing employees.

iii) Recruitment:

It is the process of searching for prospective employees and

simulating them to apply for jobs in an organization. It deals with :

a) Identification of existing sources of applicants and developing

them.

b) Creation / identification of new sources of applicants.

c) Stimulating the candidates to apply for jobs in the organization.

d) Striking a balance between internal and external sources.

iv) Selection:

It is the process of ascertaining the qualifications , experiences,

skills, knowledge etc. of an applicant with a view to appraising

his/her suitability to a job. This function includes:

a) Framing and developing of application banks.

b) Creating and developing valid and reliable testing techniques.

c) Formulating interviewing techniques.

d) Checking of references

e) Setting up of medical examination policy and procedures.

f) Line managers decision

g) Sending of letters of appointment and rejection.

h) Employing the selected candidates who report for duty.

v) Placement:

It is the process of assigning the selected candidate with the most

suitable job. It is matching of employee specifications with job

requirements. This function includes:

a) Counselling of the functional managers regarding placement.

b) Correcting misplacements, if any.

vi) Induction and orientation:

Induction and orientation are the techniques by which a new

employee is rehabilitated in the charged surroundingly and

introduced to the practices policies, purposes and people etc. of the

organization. They include:-

a) Acquaint the employee with the company philosophy , objectives,

policies, market share, social and community standing, company

history, culture etc.

b) Introduce the employee to the people with whom he has to work

such as peer, superiors and subordinates.

c) Mould the employees attitude by orienting him to the new working

and social environment.

vii) Performance appraisal:

It is the systematic evaluation of individuals with respect to their

performance on the job and their potential for development , it

includes:-

a) Developing of policies, procedures and techniques.

b) Helping the functional managers.

c) Reviewing and consolidation of reports.

d) Evaluating the effectiveness of various programmes.

viii) Training:

Training is a systemic process by which employees learn skills,

knowledge, abilities or attitudes to further organizational and

personal goals. It includes :

a) Identification of training needs of the individuals and the company.

b) Developing suitable training programmes.

c) Helping and advising line management in the conduct of training

programmes.

d) Imparting requisite job skills and knowledge to employees.

(e) Evaluating the effectiveness of training programes.

ix) Management Development:

It is the process of elesigning and conduching suitable executive

dvelopment the managerial and human relations skills of employees.

It includes:

(a) Identification of the areas in which management development is

needed.

(b) Conducting development programmes.

(c) Motivating the executives.

(d) Designing special de3velopment programmes for promotions.

(e) Using the services of specialists, and or utilising the institutional

executive development – programmes.

x) Career Planning and Development:

It is the planning of one's career and implementation of career

plans by means of education training, job search and acquisition of

work experiences. It includes internal and external mobility.

Internal Mobility:

It includes vertical and horizontal movement of an employee

within and orgnaisation. It consists of transfer, promotion and

demotion.
Transfer:

Transfers and promotions are the two important ways of personnel

adjustments. When employees or demotion, it is simply a transfer. This

activity deals with.

(a) Development employees and the management on transfers.

(b) Guiding employees and the management on transfers.

(c) Evaluating the execution of transfer policies and procedures.

Promotion:

It deals with upward reassignment given to an employees in the

organisation to occupy higher position which commands better status

and/or pay keeping in view the human resources of the employees and the

job requirements. This function covers:

(a) Formentating of equitable, fair and consistent promotion policies

and procedures.

(b) Advising line management and employees on matters relating to

promotions.

(c) Evaluating the executing of promoti9on polities and procedures.

 Organizational Climate &
HRD Climate

Techniques
- Performance appraisal Human Resources
- Training
- Management development
- Career development Development of Outcomes
- Workers participation human resources - Individual goals
- Organization Development output: - Team goals
- Quality Circles - Skill → - Organization goals
- Social and Spiritual Development - Knowledge - Social Goals
- Behaviour
- Values

Means
- Individual
- Team
- Family & Friends
- Society
PROCESS OF HRD: Techniques and Output