HRD in INDIA

EXCEL BOOKS

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12

Chapter

ANNOTATED OUTLINE12-2

The concept of career

A career comprises of a series of work related activities, that offer continuity, order and meaning to a person’s life. The underlying idea behind a career is that a person can shape his destiny through a number of well planned and well timed, positive steps. The success of one’s career, therefore, depends on the individual more than anything else.

HRD in India

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The concept of HRD

HRD in India

People can do better; they can do wonders.

Involve them, trust them and empower them: treat them as resources, asasse ts.

Focus on the strengths of people and help them overcome their weaknesses.HRD a humanistic concept

Integrate the needs and aspirations of individuals into the strategic goals andthe m ission of an organisation— for better results.

Encourage individual in itiative and response by providing a fostering culture(openness, trust, collaboration, mutuality etc.)

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HRD philosophy

HRD in India

Human resources are the most important assets in the organisation. Human resources can be developed to an unlimited extent. Two plus two could be

five, six or ten. A healthy organisational climate (openness, trust, collaboration) is essential for developing human resources. HRD can be planned and implemented to benefit both individuals and organisations. If the organisation is able to inculcate a spirit of ‘belongingness’ in its employees, they will be more loyal and committed. To ensure this healthy feeling, the organisation has to provide for their basic as well

as higher order needs through appropriate management styles and systems. The commitment of employee increases when he/she is able to find opportunities to

use his/her potential while at work. The managers must clear the paths, create a developmental climate and help employees realise their full potential. The higher the level of the manager the more attention should be paid to the HRD

function in order to ensure its effectiveness. The maintenance of a healthy working climate and the development of its human resources are the responsibilities of every organisation.

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Features of HRD

HRD is a process by which the employees of an organisation are helped to help themselves and develop the organisation. It has the following features

HRD is a system

HRD is a planned process

HRD involves the development of competencies at the

Individual level

Interpersonal level

Group level

Organisational level

HRD is an inter disciplinary concept

HRD is a way of improving the quality of working life

HRD in India

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HRD in India

Benefits of HRD

1. HRD improves the capabilities of people. They become innovative and enterprising – ever eager to take risk and get ahead. It improves the all round growth of an employee. Feedback and guidance from superiors help employees grow continually and show superior performance.

2. HRD improves team work. Employees become more open and trust each other. The organisational climate, too, improves a lot.

3. HRD leads to greater organisational effectiveness. Appropriate employee-centred policies help the organisation achieve its goals more efficiently.

4. Performance related rewords help employees realise the importance of utilising their skills fully in the service of organisational goals. The organisation’s overall health and self-renewing capabilities, too, improve quite significantly.

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Evolution of The Concept Of HRD

The early part of the century saw a concern for improved efficiency through careful design of work. Improving employee productivity and efficiency was the next big thing to hit the business world. Recent years have witnessed an increasing tilt towards improving the quality of working life, product and service quality, and speedy and efficient delivery of work.

HRD in India

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HRD in India

Evolution of the personnel function

Concept What’s it all about?

The Commodity Concept Labour was regarded as a commodity to be bought and sold. Wages were based on demand and supply. Government did very little to protect workers.

The Factor of Production Concept Labour is like any other factor of production, viz, money, materials, land etc. Workers are like machine tools.

The Goodwill Concept Welfare measures like safety, first aid, lunch room, rest room will have a positive impact on workers’ productivity.

The Paternalistic Concept/ Paternalism

Management must assume a fatherly and protective attitude towards employers. Paternalism does not mean merely providing benefits but it means satisfying various needs of the employees just as parents meet the requirements of the children.

Humanitarian Concept To improve' productivity, physical social and psychological needs of workers must be met. As Mayo and others stated, money is less a factor in determining output, than group standards, group incentives and security. The organisation is a social system that has both economic and social dimensions.

The Human Resource Concept Employees are the most valuable assets of an organisation. There should be a conscious effort to realise organisational goals by satisfying needs and aspirations of employees.

The Emerging Concept: HRD Employees should be accepted as partners in the progress of a company. They should have a feeling that the organisation is their own. To this end, managers must offer better quality of working life and provide opportunities to people to exploit their potential fully. There should be opportunities for self-fulfilment in one's work. The focus should be on Human Resource Development.

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HRD at Micro and Macro Level

At the macro level, HRD is concerned with the development of people for the nation’s well being HRD at the micro level deals with an organisation’s human resource planning, selection, training, performance appraisal, compensation issues.

HRD in India

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HRD vs Personnel Function

The differences between the personnel function and HRD may be listed thus

Personnel function vs. HRD

HRD in India

Personne l Funct ion Poin ts of HRDd is t inc t ion

Maintenance oriented Orientation Development oriented.

An independent function with S tructure Consists of inter-dependent parts.independent sub-functions

Reactive function, responding to Philosophy Proactive function, trying to anticipate and get readyevents as and when they take place with appropriate responses.

Exclusive responsibility of Responsibility Responsibility of all managers in the organisation.personnel department

Emphasis is put on monetary rewards Motivators Emphasis is on higher-order needs such as – how todesign jobs w ith stretch, pull and challenge; how toimprove creativity and problem solving skills, how toempower people in all respects, etc.

Improved performance is the result of Outcomes Better use of human resources leads to improvedimproved satisfaction and morale satisfaction and morale.

Tries to improve the efficiency of AIMS It tries to develop the organisationpeople and administration. as a whole and its culture.

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The HRD matrix shows the interrelationships between HRD instruments, processes, outcomes and organisational effectiveness .

HRD Matrix

HRD in India

H RD Mechanismor S ub -sy s te m sor In s t rum en ts

HRD Department

Performance

Appraisal

R ev iew,

Discussion, Feed-back, CounsellingSessions

Role Analysis

Exe rc ises

Potential

Development

Exe rc ises

Training

C o m m u n ic a t io nPolicies

Job Rotations

OD Exercises

R ew ards

J o b - e n r ic h m e n tProgrammes

Other

Mechanisms

H RD Processes &HRD Climate

Va ria b les

Role Clarity

Planning ofDevelopment byevery Employee

Aw areness o fCompetencies

Required for Job-Performance

Proactive

Orientation

More Trust

Collaboration &Team Work

Authenticity

O penness

Risk-taking

Value Generation

Clarification ofNorms and

Standards

Increased

Communication

More Objective

R ew ards

Generation of

O b je c t i v e , D a taon Employees, etc.

HR D OutcomesVar iab le s

More CompetentPeople

Better DevelopedRoles

Higher Work-commitment &Job Involvement

More problemSolving

Better Utilisationof HumanR esources

Higher Job-satisfaction andWork Motivation

Better

Generation ofInternal

R esources

Better

OrganisationalHealth

More Team-work,Synergy andRespect for Eachother

O rgan isa tionalE ffec ti venes sD im en s ion s

Higher

Productivity

G ro w th a n dDiversification

Cost Reduction

More Profits

Better Image

O ther Factors

Personnel Policies, TopM a n ag e m e n t S ty le s ,Investments on HRD, TopManagement’sCommitments,History, PreviousCulture, L ine Manager’sInterest, etc.

O ther Factors

Environment,Technology,R esou rceAvailability, H istory,N ature of Businessetc .

(T.V. Rao, The HRD Missionary, Oxford IBH, New Delhi, 1990)

A Schem atic Presentation of Linkages between HRD Instruments, Processes, Outcom es and OrganisationalEffectiveness

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HRD Mechanisms or Subsystems

HRD in India

The following HRD mechanisms are currently in use in order to development competencies of people and improve the overall organisational climate

HRD Mechanisms Performance appraisal Potential appraisal Career planning Training and employee development Organisation development Rewards

External equity Internal equity Individual equity

Employee welfare and quality of working life Employee involvement

Cont…

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Quality circles

Socio technical system

Codetermination

Self managed work teams

Suggestion programmes

Open door policies

Human resource information system

HRD in India

HRD Mechanisms

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HRD in India

The Contribution of HRD Subsystems to HRD Goals

Each subsystem, listed above, is interlinked to other subsystems and offer rich benefits to an organisation when they are properly integrated.

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The contribution of HRD subsystems to development dimension

HRD in India

Development Dimensions

HRD Subsystems Mechanism

Individual Training Career Planning Potential Appraisal and Development

  Feedback and coaching performance

Rewards  

Individual in the present role

Performance appraisal Training Feedback and performance coaching

Rewards

Individual in regard to likely future roles

Potential appraisal and development

Training Performance appraisal

Feedback and performance coaching

Dyadic relationships Feedback and performance coaching

Performance appraisal

Training

Teams & Teamwork Organisation development

Training Team rewards

Collaboration among different units/teams

Organisation development

Training  

Self-renewing capability and health of organisation

Performance appraisal Organisation development

Training

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HRD in India

Principles In Designing HRD Systems

Management support

Focus of the HRD system

Structure of the HRD system

Functioning of the system

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Many Indian companies, now a days, talk about the new people

management with the following objectives in mind

Corporate goals linked to individual career goals

Company profits linked to personal rewards

Organisational learning must involve employee training

Job responsibilities must facilitate personal development

Business strategies must consider human resource issues

HRD in India

The New People Management

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HRD in India

The new people management

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s

The New People Management

Management Bus iness Markets and EnvironmentPhilosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal rewardDevelopment management

Organisational exit

Evaluation of N PM practices

Behavioural Quality management Industria l Labour Sciences Psychology L a w s