Designing

HRD SYSTEM

SYSTEM THEORY

Biologist
Ludwig
von
Bertalanffy
(1950s)
purposes General Systems Theory (GST)
From the field of industrial engineering, Banks,
Carson and Nelson (1996) have proposed a
helpful working definition of a system as:
a group of objects that are joined together in
some regular interaction or interdependence
toward the accomplishment of some purpose
(p. 8). Features common to systems include the
systems boundary, its external environment,
and sensitivity to disturbances both within and
outside the system. (Banks et al, 1996).

HRD itself amounts to a system

within a system, a subsystem
within the organization (Swanson
& Holton, 2001).

SYSTEMS WORLD-VIEW MODEL OF HUMAN RESOURCE DEVELOPMENT

HRD SYSTEM
HRD

system is to build the

competencies and commitment
of individuals, teams and the
entire organization as a whole
through a variety of instruments.
Instruments
available
in
an
organization
are
put
into
subsystems.

INSTRUMENTS OF SUBSYSTEMS
Training
Performance appraisal;
Potential appraisal and development;
Employee counselling and coaching;
Career planning and development ;
Mentoring
Quality Circle and other team based
activities Role analysis
Organizational development
Team building activities
Learning management

..

As per Dr. Pareek & Dr. Rao HRD system

consist of following components:

Career System (career planning & development

activities linked to business strategy, application of
performance appraisal)
Work Planning System (organization's mission &
objectives, realize work outputs, that can be reviewed
for improvement)
Development System ( competencies and skills)
Self-renewal System ( ensure capability to the
environment through feedback and research related
activities, role efficacy, team building etc.)
Culture subsystem ( a climate that sets norms, values
and culture and ensure high level of motivation for
employees)

DR. M.B ATHREYA MODEL OF HRD

SYSTEM

Various subsystem of HRD system are described :

Role analysis
Data bank
Selection, induction and placement
Appraisal
Counseling
Self development
Training Manpower forecast
Corporate planning
Succession planning
Career planning
Job rotation and transfer

HRD
STRATEGIES

HRD STRATEGIES
Objectives
Mission
Survival, development and
growth
Strategy
Requires strategic alignment of
People.Organization .. Environment
Challenges and paradoxes
HR functions, competitive business
environment
People are our greatest assets

STRATEGIES
Strategies are policies for action to
achieve major goals; they are course of
actions
chosen
to
achieve
certain
objectives.
To implement a strategy means taking up
series of tactical decisions and activities.
HRD strategies deal with many aspects of
HRD
such
as
training,
learning,
motivation, empowerment, counseling
etc. in order to meet successfully various
risks and challenges facing organizations
in the context of HRD.

HRD STRATEGIES
Communications
Accountability and ownership
Quality
Cost reduction
Entrepreneurship
Culture building
Systematic training
learning

COMMUNICATIONS STRATEGY

Continuous communication with

employees, families and society;
Given continuous changes, it is
essential to educate and train
employees;
Need to integrate to larger social
system.

ACCOUNTABILITY AND OWNERSHIP

Vital to organizations intending to

stay competitive
This leads to higher productivity and
customer satisfaction.
Fostering accountability and
ownership through various HRD
processes and systems like PA, career
planning & development, counseling
and mentoring, QWL etc
Build strong organizational culture

QUALITY STRATEGY

Continuous improvement
Employee empowerment, quality
circles
Benchmarking
Just In Time
TQM Tool
Quality improvement needs continuous
commitment, support and ownership of
employees at all levels at all times.

COST REDUCTION

Cost reduction plays significant

role in the organization,
Waste
Every employees contribution in
savings is crucial

INTRAPRENEURASHIP STRATEGY
Every employee needs to be an
intrapreneur i.e. independently generating
ideas and bringing them to reality by using
existing resources and support of
organization to create innovative and
creative products and services.
Assertive risk taking of employees
Organizations must enable their HRD
processes and systems to foster such an
environment for its employees.

CULTURE BUILDING STRATEGY

Valuing employees competitive
edge over competition, because
they are highly charged, motivated
and committed.
Need a strong culture which foster
employee commitment towards the
goals and objectives

SYSTEMATIC TRAINING
STRATEGY
Base on job analysis,
organizational mission and
objectives.
Leads to return on investment
Build and sustain appropriate work
culture to bring more
professionalism

LEARNING STRATEGY
Continuous development and
learning environment promote self
development of employees;
Coaching and mentoring culture

HRD CULTURE & STYLE

HRD CULTURE

Denison (1996) suggested that

Culture refers to the deep
structure of organizations,
which is rooted in the values,
beliefs and assumptions held by
organizational members.

HRD in the organizational context is a process

by which the employees of an organization are
helped in a continuous, planned way to:
acquire or sharpen capabilities required to
perform various functions associated with their
present or expected future roles;
develop their general capabilities as individuals
and discover and exploit their own inner
potentials for their own and/or organizational
development processes; an
develop an organizational culture in which
supervisor-subordinate relationships, team
work and collaboration among sub units are
strong and contribute to the professional wellbeing, motivation and pride of employees

HRD mechanisms are implemented

seriously. These mechanisms
include:
Performance appraisal
Potential appraisal
Career planning
Performance rewards
Feedback and counselling
Training
Employee welfare for quality worklife and Job rotation.

..

Organizational or corporate culture is the

pattern of..
values, norms, beliefs, attitudes and
assumptions that may not have been
articulated but shape the ways in which
people in organizations behave and things
get done.
Values refer to what is believed to be
important about how people and
organizations behave.
Norms are the unwritten rules of behaviour.

..

Characteristics of culture
Furnham and Gunter (1993)
It is difficult to define.
It is multi-dimensional, with many
different components at different
levels.
It is not particularly dynamic and everchanging.
It takes time to establish and therefore
time to change a corporate culture.

..

Significance of culture,
Furnham and Gunter (1993)

Culture represents the social glue and

generates a we-feeling, thus counteracting
processes of differentiations that are an
unavoidable part of organizational life.

Organizational culture offers a shared

system of meanings which is the basis for
communications and mutual understanding.

If these functions are not fulfilled in a

satisfactory way, culture may significantly
reduce the efficiency of an organization.

..

The values and norms that are the basis

of culture are formed in following ways;
over a period of time,
by the leaders in the organization,
is formed around critical incidents,
develops from the need to maintain
effective working relationships among
organization members,
is influenced by the organizations
environment.

..

Culture is learnt over a period of

time, there are two ways in which
this learning takes place.
THE TRAUMA MODEL, in which
members of the organization learn
to cope with some threat by the
erection of defence mechanisms.

THE POSITIVE REINFORCEMENT

MODEL, where things that seem to
work become embedded and

THE COMPONENTS OF CULTURE

The components of culture
Values
Norms
Artefacts
Management style

Typical Norms
How managers treat the members of
their teams (management style) and
how the later relate to their managers.
The prevailing work ethic.
Status how much importance is
attached to it; the existence or lack of
obvious status symbols.
Ambition

Performance exacting performance

standards are general; the highest praise that
can be given in the organization is to be
referred to as very professional.
Power recognized as a way of life;
dependent on expertise and ability rather
than position; concentrated at the top; shared
at different levels in different parts of the
organization.
Politics life throughout the organization
and treated as normal behaviour; not
accepted as overt behaviour.

..

Loyalty expected, a cradle to grave approach

to careers; discounted, the emphasis is on results
and contribution in the short term.
Anger openly expressed; hidden, but expressed
through other, possibly political means.
Approachability managers are expected to be
approachable and visible; everything happens
behind closed doors.
Formality a cool, formal approach is the norm;
forenames are/are not used at all levels; there are
unwritten but clearly understood rules about
dress.

Artefacts
are the visible and tangible aspects of
an organization that people hear, see
or feel and which contribute to their
understanding of the organizations
culture.
can include such things as the working
environment, the tone and language
used in official environment.
can be very revealing.

Management style is the approach

managers use to deal with people. It is
also called leadership Style, it consists
of the following extremes:
Charismatic/non-charismatic.
Autocratic/democratic.
Enabler/controller.
Transactional/transformational.

CLASSIFICATIONS OF ORGANIZATIONAL CULTURE

Power-oriented competitive,
responsive to personality rather than
expertise.
People-oriented consensual,
management control rejected.
Task-oriented focus on competency,
dynamic.
Role-oriented focus on legality,
legitimacy and bureaucracy.

HRD CLIMATE
HRD climate is the perception that
the employees have about the
policies, procedures, practices,
and conditions which exist in the
working environment.

HRD Climate has three dimensions

of (T.V. Rao and E. Abraham)
General climate,
OCTAPAC culture and
Implementation of HRD mechanisms
The general climate deals with the
importance given to human resources
development in general by the top
management and line managers.

OCTAPAC CULTURE
Openness is there when employees feel free to discuss
their ideas, activities and feelings with each other.
Confrontation is bringing out problems and issues in
open with a view to solving them rather than hiding them
for fear of hurting or getting hurt.
Trust is taking people at their face value and believing
what they say.
Autonomy is giving freedom to let people work
independently with responsibility.
Pro-activity is encouraging employees to take an
initiative and risks.
Authenticity is the tendency on the part of people to do
what they say.
Collaboration is to accept interdependencies to be
helpful to each other and work as teams

HRD climate is characterised by

the tendencies such as;
Treating employees as the most
important resources
Perceiving that developing employees is
the job of every manager
Believing in the capability of employees
Communicating openly
Encouraging risk taking and
experimentation