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8/9/2019 HRM - Excel Books - Chapter 12
http://slidepdf.com/reader/full/hrm-excel-books-chapter-12 1/18
HRD in INDIA
EXCEL
BOOKS
12-1
12
Chapter
8/9/2019 HRM - Excel Books - Chapter 12
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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
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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.)
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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 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.
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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. 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.
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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
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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 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.
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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
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.
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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
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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«
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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 Subsystemsto 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 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
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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12-18
HRD in India
The new people management
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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