HRM - Excel Books - Chapter 12

8/9/2019 HRM - Excel Books - Chapter 12

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HRD in INDIA

EXCEL

BOOKS

12-1

12

Chapter



ANNOTATED OUTLINE

12-2

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 anumber 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



12-3

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, as

assets.

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 mission of an organisation²for better results.

Encourage individual initiative and response by providing a fostering culture

(openness, trust, collaboration, mutuality etc.)



12-4

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 befive, 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 µbelongingness¶ in its employees,

they will be more loyal and committed.

To ensure this healthy feeling, the organisation has to provide for their basic as wellas higher order needs through appropriate management styles and systems.

The commitment of employee increases when he/she is able to find opportunities touse his/her potential while at work.

The managers must clear the paths, create a developmental climate and helpemployees realise their full potential.

The higher the level of the manager the more attention should be paid to the HRDfunction in order to ensure its effectiveness.

The maintenance of a healthy working climate and the development of its humanresources are the responsibilities of every organisation.



12-5

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



12-6

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. Appr opriate 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.



12-7

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



12-8

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 isl ike 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' productiv ity, 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.



12-9

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



12-10

HRD vs Personnel Function

The differences between the personnel function and HRD may be

listed thus

Personnel function vs. HRD

HRD in India

Personnel Function Points of HRD

distinction

Maintenance oriented Orientation Development oriented.

An independent function with Structure Consists of inter-dependent parts.

independent sub-functions

Reactive function, responding to Philosophy Proactive function, trying to anticipate and get ready

events 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 to

design jobs with stretch, pull and challenge; how toimprove creativity and problem solving skills, how to

empower people in all respects, etc.

Improved performance is the result o f Outcomes Bette r use of human resources leads to improved

improved satisfaction and morale satisfaction and morale.

Tries to improve the efficiency of AIMS It tries to develop the organisation

people and administration. as a whole and its culture.



12-11

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

HRD Matrix

HRD in India

HRD Mechanism

or Sub-systems

or Instruments

HRD Department

Performance

Appraisal

Review,

Discussion, Feed-

back, Counselling

Sessions

Role Analysis

Exercises

Potential

Development

Exercises

Training

Communicat ion

Policies

Job Rotations

OD Exercises

Rewards

Job-enr ichment

Programmes

Other Mechanisms

H R D P r o c e s s e s &

HRD Climate

Variables

Role Clarity

Planning of

Development by

every Employee

Awareness of Competencies

Required for Job-

Performance

Proactive

Orientation

More Trust

Collaboration &

Team Wo rk

Authenticity

Openness

Risk-taking

Value Generation

Clarification of

Norms and

Standards

Increased

Communication

More Objective

Rewards

Generation of

Objective, Data

on Employees, etc.

HRD Outcomes

Variables

More Competent

People

Better Developed

Roles

Higher Work-

commitment &Job Involvement

More problem

Solving

Better Utilisation

of Human

Resources

Higher Job-

satisfaction and

Work Motivation

Better

Generation of

Internal

Resources

Better

Organisational

Health

More Team-wo rk,

Synergy and

Respect for Each

other

Organisational

Effectiveness

Dimensions

Higher

Productivity

Growth and

Diversification

Cost Reduction

More Profits

Better Image

Other Factors

Personnel Policies , Top

M a n a g e m e n t S t y l e s ,

Inves tments on HRD, Top

M a n a g e m e n t ¶ s

Commitments ,

H is tory , Prev ious

Cul ture, L ine Manager ¶s

Interes t , e tc .

Other Factors

Environment,

Technology,

Resource

Availability, History,

Nature of Business

etc.

(T.V. Rao, Th e HRD Mission ary, Oxford IBH, New Delhi, 1990)

A Schematic Presentation of Linkages between HRD Instruments, Processes, Outcomes and Organisational

Effectiveness



12-12

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 involvementCont«



12-13

Quality circles

Socio technical system

Codetermination

Self managed work teams

Suggestion programmes

Open door policies

Human resource information system

HRD in India

HRD Mechanisms



12-14

HRD in India

The Contribution of HRD Subsystemsto HRD Goals

Each subsystem, listed above, is interlinked to other subsystems

and offer rich benefits to an organisation when they are properly

integrated.



12-15

The contribution of HRD subsystems todevelopment 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


Dyadic relationships Feedback and


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



12-16

HRD in India

Principles In Designing HRD Systems

Management support

Focus of the HRD system

Structure of the HRD system

Functioning of the system



12-17

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



12-18

HRD in India

The new people management


Management Business Markets and Environment

Philosophy Strategy

NPM

Philosophy Policies Programmes

Practices processes

Recruitment

Training Performance Appraisal reward

Development management

Organisational exit

Evaluation of NPM practices

Behavioural Quality management Industrial Labour

Sciences Psychology Laws



Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit






Philosophy Strategy

NPM


Practices processes

Recruitment



Organisational exit




HRM - Excel Books - Chapter 12

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