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Page: 1 human resource development human resource development mba obhrd 8semester-4 mba obhrd 8 semester-4 human resource development mba obhrd 8semester-4 maharshi dayanand university, rohtak (a state university established underharyana act no. xxv o 1!"#$ b accredited university by naac maharshi dayananduniversity, rohtak (a state university established under haryana act no. xxv o 1!"#$ b

accredited university by naac isbn !"8-81-%#!-&"%!-' ! "881%# !&"%!'Page: %maharshi dayanand university, rohtak directorate o distance education humanresource development mba obhrd8 semester - 4Page: &copyright author, % ! all rights reserved. no part o this publication )hich ismaterial protected by this copyright notice may be reproduced or transmitted orutili*ed or stored in any orm or by any means no) kno)n or hereina ter invented,electronic, digital or mechanical, including photocopying, scanning, recording or byany in ormation storage or retrieval system, )ithout prior )ritten permission rom the

publisher. in ormation contained in this book has been published by vikas publishinghouse pvt. ltd. and has been obtained by its authors rom sources believed to bereliable and are correct to the best o their kno)ledge. ho)ever, the publisher and itsauthors shall in no event be liable or any errors, omissions or damages arising out ouse o this in ormation and speci ically disclaim any implied )arranties ormerchantability or itness or any particular use. vikas is the registered trademark ovikas publishing house pvt. ltd. vikas publishinghouse pvt. ltd. a-%%, sector-4, noida -% 1& 1 (up$ phone: 1% -4 "8! + ax: 1% -4 "8!!! regd. o ice: #"', mas idroad, angpura, ne) delhi 11 14 + )ebsite: ))).vikaspublishing.com + email:helpline vikaspublishing.com p.g. a uinas pro . and dean, st. aloysius college,mangalore author Page: 4 syllabi-book mapping table human resource development unit-i hrd-concept,

philosophy / goals, hrd instruments, processes and outcomes, hrd departments andtheir role, role o hrd managers, competency re uirements o hrd managers. unit-iidesigning hrd interventions, hrd interventions and their applications in organisations-

per ormance appraisal, training, potential appraisal / development, assessment centre,role analysis, organi*ational development, process consultation, in-basket exercises,hrd practices in india. unit-iii business strategy / hrd, t m/ hrd, role o ceo in hrd,line managers / hrd, role o hrd in service sector, hrd strategies in organi*ations. unit-iv hrd climate in india, hrd or )orkers, hrd dimensions o industrial relations, role o

trade unions in hrd, technology / hrd, emerging trends / challenges, hrd audit. unit 1:human resource development: anovervie) (pages &-44$ unit %: hrd interventions(pages 4#-11"$0 unit &: employee training and development (pages 11!-184$ unit 4:management development, career planning and per ormance appraisal (pages 18#-%%4$0 unit #: human resource development strategies (pages %%#-%'#$ unit ': humanresource development trends and challenges (pages %'"-%!%$ syllabi mapping in book Page: # contents introduction 1 unit 1 human resource development: an overvie) &-441. introduction 1.1 unit ob ectives 1.% human resource development: concept,

philosophy and goals 1.%.1 de inition 1.%.% hrd: a pro essional innovation 1.%.&

similarities and di erences bet)een personal management and hrd 1.%.4 )hy hrd1.%.# hrd mechanisms, processes and outcomes 1.%.' hrd department and its unctions1.%." characteristics o hrd 1.%.8 demands o hrd on employees 1.& human resoures

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development at the organizational level 1.3.1 human resources in the changingenvironment 1.4 importance of hrd 1.5 role of hrd managers 1.6 outcomes of hrd 1.7competency requirements of hrd managers 1.8 goals of hrd department 1.9 functionsof hrd department 1.1 approaches to human resources development 1.11 improving

performance through hrd 1.1! summary 1.13 "ey terms 1.14 ans#ers to $chec" your

progress% 1.15 questions and e&ercises 1.16 further reading case study unit ! hrdinterventions 45'117 !. introduction !.1 unit o()ectives !.! designing hrdinterventions !.!.1 o()ectives of hrd interventions !.3 principles in designing hrdsystems !.4 designing the hrd process !.4.1 need assessment phase !.4.! design phase!.4.3 implementation phase !.4.4 evaluation phase !.5 hrd interventions and theirapplications !.5.1 approaches !.5.! su(systems*age+ 6!.6 organizational development !.6.1 definitions !.6.! history of od !.6.3features of od !.6.4 o()ectives of an od !.6.5 qualityof #or" life !.6.6 change agent!.6.7 od assumptions !.6.8 od models !.7 organization development interventions!.7.1 planning od interventions !.7.! od intervention strategies !.7.3 innovation !.7.4creativity !.7.5 learningorganizations !.8 assessment centres !.8.1 history ofassessment centres !.8.! need of assessment centres !.8.3 uses of assessment centres!.8.4 types of assessment and development centre e&ercise !.8.5 process of selectionof participants !.8.6 advantages and disadvantages of assessment centres !.9 roleanalysis !.9.1 need for role analysis !.9.! scope of role analysis !.9.3 roleanalysis andevaluation !.9.4 "ey (enefits of role analysis !.1 process consultation !.11 in'(as"ete&ercises !.11.1 competencies measured in an in'(as"et e&ercise !.11.! advantages ofin'(as"et e&ercise !.11.3 disadvantages of in'(as"et e&ercise !.1! hrd in the nationalconte&t !.1!.1 human capital approach !.1!.! social psychology approach !.1!.3 the

povertyalleviation approach !.1!.4 current approach to human resource development!.1!.5 rene#ed emphasis on hrd !.13 early approaches to hrd in the organizationalconte&t !.13.1 earlyapprenticeship training !.13.! vocational education programmes!.13.3 factory schools !.13.4 training programmes for semi's"illed anduns"illed#or"ers !.13.5 the human relations movement !.13.6 the esta(lishment ofthe training profession !.13.7 the emergence of hrd !.14 hrd in indianindustries,organizations !.15 hrd in the indian conte&t !.15.1 hrd in the currentscenario*age+ 7!.16 summary !.17 "ey terms !.18 ans#ers to $chec" your progress% !.19

questions and e&ercises !.! further reading unit 3 employee trainingand development119'184 3. introduction 3.1 unit o()ectives 3.! training 3.!.1 importance of training3.!.! o()ectives of training 3.!.3 types of training 3.!.4 (enefits of training 3.!.5 areasof satisfaction and dissatisfaction 3.!.6 concepts of development and training 3.!.7measuring training 3.!.8 evaluation of training 3.!.9 reasons for the gro#th of trainingand development 3.!.1 role of training in an hrgrand strategy 3.!.11 role of trainingin leadership development 3.!.1! role of training in high'performanceteam 3.!.13 roleof training in "no#ledge retention 3.3 assessing training needs 3.3.1 reasons forconducting training needs assessment 3.3.! methods of training needs assessment

3.3.3 needs assessment process 3.3.4 levels of needs assessment 3.3.5 elements ofneeds assessment 3.3.6 types of training needs assessment 3.4 training methodstechniques 3.5 evaluation of training 3.5.1 "ir"patric"model of training evaluation 3.6

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summary 3.7 "ey terms 3.8 ans#ers to $chec" your progress% 3.9 questions ande&ercises 3.1 further reading case study unit 4 management development career

planning and performance appraisal 185'!!4 4. introduction 4.1 unit o()ectives 4.!management development+ nature and purpose 4.!.1 need and importance ofmanagement development 4.!.! o()ectives of management development 4.!.3 on'the'

o( and off'the')o( methods of management development*age+ 84.3 career planning 4.3.1 aims and o()ectives of career planning 4.3.! need forcareer planning 4.3.3 (enefits of career planning 4.3.4 process of career planning 4.4

performance appraisal 4.4.1 o()ectives of performanceappraisal 4.4.! uses of performanceappraisal 4.4.3 purpose of performanceappraisal 4.4.4 process of performanceappraisal 4.4.5 essentials of a good appraisal system 4.4.6 methods ortechniques of performance appraisal 4.4.7 pro(lems and issues of

performanceappraisal 4.4.8 #ays for improving performanceappraisals 4.5 summary4.6 "ey terms 4.7 ans#ers to $chec" your progress% 4.8 questions and e&ercises 4.9further reading unit 5 human resource development strategies !!5'!65 5.introduction 5.1 unit o()ectives 5.! (usiness strategy and hrd 5.!.1 acase for strategichrd 5.3 strategic approach to training and development vs strategic human resourcedevelopment shrd 5.4 historical perspective of strategy and hrd 5.5 hrd+ a strategic

perspective 5.5.1 models of hrd 5.5.! (alanced scorecard 5.5.3 hrd and life cycle of anorganization 5.6 total quality management and hrd 5.6.1 people and tqm 5.6.!hrdmanagers and tqm 5.6.3 tqmin hrd 5.7 role of chief e&ecutive officer ceo in hrd5.7.1 ceoand hr 5.7.! people'focussed hr processes 5.8 line managers and hrd 5.8.1role of line managers 5.8.! qualities and s"ills required for front line managers 5.8.3managing line managers 5.8.4 pro(lems and ris"s of line managers*age+ 95.9 role of hrd in service sector 5.9.1 hrd and its relationship #ith mar"eting5.9.! motivation consent and participation 5.9.3 hrdaudit 5.9.4 need for hraudit 5.9.5qualitative and quantitative indicators for hr audit 5.9.6 significance of hraudit 5.9.7

(enefits of hraudit 5.9.8 scope of hraudit 5.9.9 hraudit process 5.9.1 audit of hrresults 5.9.11 audit report 5.1 hrd strategies in organizations 5.11 summary 5.1! "eyterms 5.13 ans#ers to $chec" your progress% 5.14 questions and e&ercises 5.15 furtherreading case study unit 6 human resource development trends and challenges !67'!9!6. introduction 6.1 unit o()ectives 6.! hrd climate in india 6.3 hrd for #or"ers 6.3.1hrddimensions of industrial relations 6.3.! development needs of #or"ers 6.3.3

developmental plan for #or"ers 6.4 hrd+ mechanisms for #or"ers 6.5 role of tradeunions in the hrd process 6.6 technolgoy and hrd 6.7 emerging trends and challenges6.7.1 ne#trends in international hrm 6.7.! challenges facing hrd 6.8 summary 6.9 "eyterms 6.1 ans#ers to $chec" your progress% 6.11 questions and e&ercises 6.1! furtherreading case study*age+ 1 introduction notes self'instructional material 1 introduction the concept ofhuman resource development hrd has evolved due to enlightened employerstryinghard over the years to improve the lot of their#or"ers. hrd emerged as a

profession in the late nineteenth and t#entieth centuries. hrd policies of an enterprise

is aimed at helping employees develop their personal and organizational s"ills"no#ledge and a(ilities. hrd includes such opportunities as employee trainingemployee career development performancemanagement and development coaching

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succession planning, key employee identification, tuition assistance andorganizationdevelopment. the objective ofhrd is to foster human resourcefulness throughenlightened and cohesive policies in education, training, health and employment at alllevels, fromcorporate to national. this book, human resource development, is dividedinto six units. the first unit gives an overview of hrd. it also discusses the various

approaches to hrd and the ways to improve performance through hrd . the second unitfocuses on hrd interventions and their applications. the hrd has also been highlightedin the national context in this unit. the third unit examines employee training anddevelopment methods. the fourth unit deals with management development, career

planning and performance appraisal . the fifth unit unit deals with thehrdstrategies. thesixthunit examines the emerging trends and challenges inhrd. in accordance with theself-instructional mode format, each unit of the book begins with an introduction tothe topic and is followed by an outline of the unit objectives. the detailed content isthen presented in a simple and structured form, interspersed with check your

progress uestions to test the students understanding.asummaryof the content, alongwith a list ofkeyterms and a set of uestions and exercises, is provided at the end ofeach unit for recapitulation. relevant examples!illustrations have been included for

better understanding of the topics."age# $$ human resource development# an overview notes self-instructional material %unit $ human resource development# an overview structure $.& introduction $.$ unitobjectives $.' human resource development# concept, philosophy and goals $.'.$definition $.'.' hrd# a professional innovation $.'.% similarities and differences

between personal management and hrd $.'.( why hrd) $.'.* hrd mechanisms, processes and outcomes $.'.+ hrd department and its functions $.'. characteristics ofhrd $.'. demands of hrd on employees $.% human resoures development at theorganizational level $.%.$ human resources in the changing environment $.(importance of hrd $.* role of hrd managers $.+ outcomes of hrd $. competencyre uirements of hrd managers $. goals of hrd department $. functions of hrddepartment $.$& approaches to human resources development $.$$ improving

performance through hrd $.$' summary $.$% key terms $.$( answers to check your progress $.$* uestions and exercises $.$+ further reading case study $.& introductionthe importance ofhuman resource development /hrd0 is now being increasinglyrealized, particularlyin the fast-growing corporateworld as a result of globalization and

new economic policies. today, the concept of hrd is considered seriously bymost of themedium-and large-scale industrial organizations, keep themselves competent andforward-looking. hrd aims at the promotion of thewell-being of individuals, familiesand societies. it deals with creating conditions that enable people to get the best out ofthemselves and their lives. development is a never-ending process. as people developthemselves, new problems and issues arise"age# $' ( self-instructional material human resource development# an overview notesand the growth1development1problemloop continues. leonardnadler, who first coinedthe word hrd, along withg.d. wiggs, says# development is concerned with providing

learning experiences to employees so that they may be ready to moveintonewdirections that organizationalchangemayre uire. hrdis recognized as animportant tool for corporate strategy, integrating conceptual values with humanvalues.

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hrddealswithcreating conditions that enable people to get the best out of themselvesand their lives. it helps themto develop new competencies to meet the changingre uirements, aspirations and problems. themost important objective of hrd at alllevels is competence building for healthy and happy living. competencies help people

bring happiness to their lives. $.$ unit objectives after going through this unit, you will

be able to# 9 understand what human resource development is 9 differentiate betweenhrdat the social level andhrd in the organizational context 9 know the conceptsof hrd and its dimensions 9 explainwhyyou need hrd 9 explain hrdmechanisms,

processes and outcomes 9 understand the characteristics of hrd 9 know the purpose andneed for hrd in the organizational context 9 know the methods, instruments,mechanisms and techni ues of hrd 9 understand the outcomes of hrd $.' humanresource development# concept, philosophy and goals peoplemake things happen. forthis, theyneed a set of circumstances. however, it is the people who create thesecircumstances.according to t.v. rao, hrd is the process of enabling people to makethings happen. it deals both with the process of competency development in peopleand the creation of conditions to help people apply these competencies for their own

benefit and for that of others. hrd is a continuous process. while the ultimate objectiveof hrd is to develop competencies in individuals and groups, developing competenciesis a never-ending process.as one level of competencies is developed in an individual ora group, another set of needs may arise re uiring the development of another set ofcompetencies."age# $%human resource development# an overview notes self-instructional material *$.'.$ definition hrd has originated fromthe belief that human beings have potential. it

places a premiumon the dignity and tremendous latent energyof the people.accordingto t.v. rao, hrd the organizational context is a process bywhich the employees of anorganization are helped in a continuous and plannedway to# 9 ac uire or sharpencapabilities re uired to performvarious functions associated with their present orexpected future roles. 9 develop their generalcapabilities as individuals anddiscoverand exploit their inner potential for their own and!or organizational development

purposes 9 develop an organizational culture in which supervisor-subordinaterelationships, teamwork and collaboration among sub-units are strong and contributeto the professional well-being, motivation and pride of employees. looking at thisdefinition ofprof. rao, you can say that hrdaims at helping people ac uire

competencies re uired to performtheir functions effectively, thereby allowing theirorganizations do well. the hrdprocess is facilitated bymechanisms /instruments or sub-systems0 like# 9 performance appraisal 9 training 9 organizational development /od0 9feedback and counselling 9 career development 9 job rotation 9 rewards employees arecontinuouslyhelped to ac uire newcompetencies through a process of performance

planning, feedback, training, periodic review of performance, assessment of thedevelopmental needs and creationof development opportunities through training, jobrotation, responsibilitydefinitionand other such mechanisms. $.'.' hrd# a professionalinnovation hrd is not a mere theoretical concept. it is a professional innovation

necessitated by the exigencies of the situation, fuelled byhuman idealism, supported bygrowing knowledge about human systems and chiselled bypioneering practitioners.since $ &, high performance work systemshas become increasinglypopular. in this

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changing context, total human resource management (hrm) the holistic approachand not partial personnel management would be relevant. describing people as aresource is relatively a recent practice in india. describing people as a resourceunderlines the fact that people are as importantPage !" # self$instructional material human resource development an overview notes

as other resources.managers andwor%ers together represent the human resources ofanorgani&ation. the personnel department in any organi&ation should have a role in policy, planning and research, in addition to the role of providingpersonnel services,such as recruiting, informationand guidance to linemanagers onmatterssuchasindustrial relations. this contrastswithdruc%es criticismof the personnel functions thatthe wor% of the personnel department consisted of partly clerical 'ob and partlyfirefighting 'ob to settle union troubles. last but not least, the personnel functionhas a%eyrole in facilitating change. this is bacausemost organi&ations todaymust changeinorder to survive. change has mainly to do with people. manyof the industrial

problems, which you face todayhave to dealwithchangeschanges invalues, changesinmethods ofwor%ing, changes in technologies, changes in perceived career patternsand changes in expectations in the country. there are two conceptual limitations ofhrd.first, rather than a general theoryofemployeemanagement, hrdismoreappropriatelyviewed asanumbrella termfor a series of practices that have come to

prominence during the past decade. second, as simply a set of practices. hrd does notrepresent a conceptual tool %it for the analysis of themore fundamental issuesofmanagement wor%er relations and issues of power, control, conflict, consent anddependence. hrd is the latest management response to these issues, and not anexplanationof them. !. .* similarities and differences between personal managementand hrd similarities between personnel management and hrd models the following arethe similarities betweenpm and hrd + both models emphasi&e the importance ofintegrating personnel hrm practices withorgani&ational goals. + bothmodels vest

personnel hrd firmly in line management. + both models emphasi&e the importance ofindividuals, developing their abilities for their own personal satisfaction to ma%e their

best contribution to organi&ational success. + bothmodels aimat placing the right people into the right 'obs as an important means of integrating personnel hrdpracticewithorgani&ational goals. differences between personnel management and hrd thefollowing are the differences betweenpmand hrd + many statements about personnel

management seem to see it as a management activitywhich is largely aimed at non$managers. pmappears to be something performed on subordinates by managers ratherthan something that the latter experience themselves. it appears to be nothing morethana set of rules andprocedures that mayevenconstrain their freedomPage !- human resource development an overview notes self$instructional material in managing their subordinates as they thin% fit. on the other hand, hrd dose notmerelyemphasi&e the importance of employee development, but it focuses

particularlyon development of the management team. + while both personnelmanagement and hrd highlight the role of line management, their focus is different. in

the personnelmanagement model, lines role is verymuch an expression of the viewthat all managers manage people, so all managers in a sense carry out personnelmanagement. it also recogni&e the fact that most specialist personnel wor%

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still has to be implemented within linemanagements departmentswhere theworkforceis physically located. in the hrdmodels, hrd is vested in line management as businessmanagers are responsible for coordinating and directing all resources in the businessunit in pursuit of bottom-line results. not only does the bottom-line appear to bespecifiedmore precisely inhrdmodels than in the personnelmanagement models

hrdmodels put much emphasis on qualityof product or service, but a clear relationshipis drawn between the achievement of these results and the lines appropriate and proactive use of the human resources in the business unit. personnel policies are not passively integratedwithbusiness strategybut are an integral part of strategy in thesense that theyunderlie and facilitate the pursuit of a desired strategy. 1 mosthrmmodels emphasize themanagement of the organizations culture as the mainactivity for senior management.although the organizational development od! modelsof the 1"#$s proclaimed similar messages, these were not fully integratedwith thenormative personnelmanagement models of this period. od was always seen as a bitdifferent from mainstream personnelmanagement and, in fact, was generallykeptseparate in a formal institutional sense with separate od consultants, not always with a

background in or located within the personnel department. above all, it was often presented as a fringe activity, an initiative that was nice to have but to be dispensedwith at the first hint of financial cutbacks. 1.%.& why hrd' people need competencies

knowledge, attitudes, values and skills! to perform tasks. ahigher degree and qualityof performance of tasks requires a higher level or degree of skills. without continuousdevelopment of competencies in people, an organization is not likely to achieve itsgoals. competent and motivated employees are essential for organizational survival,growth and e(cellence. over a period of time, an organization may achieve a saturation

point in terms of its growth. even to maintain such a saturation level of growth, andfor organizations to operate in environments that keep changing, employeecompetencies need to be sharpened or developed. 1. laura hall. )letting go or holdingon*the devolution of operational personnel activities. human resource managementournal, +anuary 1" .age 1/ self-instructional material human resource development an overview notes

anyorganizationthat is interested inimproving its services and itseffectivenessinotherways for e(ample, cost reduction, reduction in delays, increased customersatisfaction, improved quality and promptness of services and market image!, needs to

develop its employees competencies to perform the tasks required to bring about suchimprovements. thus, hrd is required in each organization that is interested in stabilizing itself achievinggrowth diversifying renewing itself to become moreeffective improving its systems and services changing and becoming moredynamic playing leadership roles 1.%.0 hrd mechanisms, processes and outcomes thenature of efforts and investments put into developing human resources mayvaryfromorganization to organizationdependingon its need, nature and size. this mayalso vary fromtime to time in the same organization depending on the nature of changethat the organization is going throughor the nature ofcapabilities that the

organizationwantsto buildwithin it. there aremanymethodsor instruments available fororganizations to develop employee competencies. the instruments of hrd are many.these instruments should lead to the generation of hrd processes, such as role clarity,

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the activities of the people in his own department and in service areas, he e(erts lineauthority in his own hrd department. ii! coordinative functions hrd e(ecutives also)function as coordinators of the personnel activities, a duty usually referred to as)functional control. thehrdmanager and his department act as the right arm of the tope(ecutive to assure the latter that personnel ob+ectives policies and procedures which

have been adopted by the line organization are being consistently carried out by linemanagers. iii! staff service! functions service to line management is the )bread and butterof the hrdmanagers +ob. hrdmanager assists inhiring, firing, rewarding andevaluating employees at all levels and administers various welfare programmes. thestaff performs a supporting role. it supports the line in its performance. the ob+ectiveofstaff function is to help line e(ecutives byrelieving themof certain specializedactivities. while inorganization chart of a company, the hrdmanager is a staffman tothe rest of the organization, his relationship with his own subordinates in hisdepartment is always )line. he manages a department which mayover hundredemployees and his managerial duties are as heavy as those ofmost line managers. likethem, he is concerned withproduction, qualityofwork, planning, organizing andcontrolling the efforts of his department aswell aswiththe recruitment, selection and

placement of people on his staff and their training, leadeship and motivation. aformalorganizationrefers to themanner inwhich its personnelare grouped into differentdepartmentsand divisions. the different departments ofanorganization can be formallystructured in three ma+or ways:by function, by division or by matri( structure. in thefunctional department, all personnel who can contribute to the performance of aspecific function are clustered together. under such a systemall personnel concernedwith personnel administration are grouped together in the hrd department, allpersonsconcerned with the marketing function are grouped together in the marketingdepartment, and so on. one important advantage of this functional form is that eachfunction is performed by a specialist. owing to specialization, skillsofemployees inafunctionalorganization canbemore effectively utilized. but as the employees haveseveral bosses, coordination is verydifficult to achieve and the organization cannotoperate as a total integrated system. the other wayof grouping organizationalmembersis bydivisionalization. here you aggregate all the specialists required to produce agiven product. if a

age %$1% self-instructional material human resource development an overview

notes companyproduces and sells four different products, it may set up four divisionalcentres, one for each product. within each division all the needed production,marketing, finance and other manpower services are assembled. divisionalizationmaybe ofdifferent types. theremaybe divisionalization byproduct or by territory. theadvantage of divisionalization is that here it is easy to compare performances.however, it involves duplication of staff and unnecessarywastage. an organizationsdepartments can be structured in the matri( form, i.e., organizational members may be

placed under two bosses:one boss will be the head of the department to which theemployees belong and the other boss will be the head of the pro+ect to which they are

temporarily involved. matri( formis also known as the )multiple command system. ina big engineering firm, technical personnel of various departments are assigned to a pro+ect. when this particular pro+ect is complete, they go back to their respective

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departments until the next assignment concerning another project is given. one greatadvantage of the matrix organizationor project organization is that specializedknowhowand skillis available to all projects on an equal basis but it violates thetraditional organizational principle of unityof command and fosters conflicts. theorganizational structure of the hr department has a pyramid-like shape with the

hrdmanager or hrd director at the apex. inmany large organizations, the hrd manager isalso a member of the board and is designated as hrd director or vice-president, hrd.where he is not a member of the board, the appropriate designation is hrdmanager.right below the hrdmanager, there is another level with personnel officers who reportdirectly to the hrdmanager (figure . !. hrd manager or vice president, hrd personnelofficer wage and salary administration personnel officer industrial relations personnelofficer recruitment, placement training research officer figure . structure of anorganization figure . indicates that the top hrdmanager delegates the performance ofcertain functions to personnel officers. the number of divisions depends upon theextent of the activities which vary from company to company. within the personneldepartment, the hrdmanager has line authorityover all the personnel officers underhim. within the department itself, there is a research officer who performs a stafffunctionwith regard to the hrd or personnel department. thus, within the personneldepartment, which performs a staff function in relationwith other departments in theorganization, there can be both line and staff authorities."age# $ human resource development# an overview notes self-instructional material

% .$.& characteristics of hrd the characteristics ofhrd are as follows# ' hrd is a systemyou must consider hrd as being made up of severalmutually- dependent parts orsubsystems, such as procurement, development and performance appraisal. change inanyone subsystemleads to changes in other parts. there are feedback loops fromonesubsystem to another. as a result, change in any one subsystem produces areverberating effect on all other subsystems. ' hrd is a planned process hrd is a

planned system of developing people. it is a lifelong process, which goes on and oncontinuously. ' hrd develops competencies at four levels hrd tries to developcompetencies at four levels. (i! at the individual level# employees are made aware oftheir roles and what is expected of them, so that they are able to improve their skillsand attitudes accordingly. by enriching and redesigning jobs, the roles of employeesare mademore meaningful and interesting. (ii! at the dyadic level# stronger

employer employee relationships are developed by developing more trust, mutualityand help. thus, at the interpersonal level, more stress is laid on developingrelationships based on trust, confidence and help. (iii! at the group level# committeesor task groups are made more effective by developing collaboration in their inter-group relationships. here, more stress is laid on cementing inter-group relations.therefore, task forces and cross-functional teams are created to make peopleinterdependent for mutual benefit. (iv! at the organizational level# development ofcompetencies involves the development ofself-renewingmechanisms in theorganizationswhich enable it to adjust to the changes in its environment and to be

proactive. organizations are made to nurture a )development climate*, where everyeffort ismade to harness humanpotentialwhilemeeting organizational goals. ' hrd is acontinuous process hrd, is a process of development. hence, it never stops.

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organizations may promote the process of development by: (i) planning for it, (ii)allocating organizational resources for the purpose and (iii) byadhering to thehrdfacilitates that values human beings and facilitates their development. the ultimateobjective of hrd is to promote the professional well-being, motivation and pride ofemployees: hrd achieves this objective by:

age: !! "# self-instructional material human resource development: an overviewnotes $ attracting people to the organization and holding them $ ma%imizing their performance beyond the assigned roles for organizational goals. hrd enables theemployee to discover and utilize his capabilities in service of organizational goals.thehrd effort is focused on improving the &ualityof life of employeeswor'ing atvarious levels in the organization. ".!. demands of hrd on employees in order to bestrong and effective, everyorganization demands fromits members certainactionswhich, thoughnot specifiedbyrole prescriptions, arevery important because theyfacilitate the accomplishment of organizational goals. these include: doing acts ofcooperation protecting anorganization against disaster contributing ideas fororganizational improvement self-education helping to create a favourable climatefor the organization in the community which surrounds it. chec'your progress ". whatis the ultimate objective ofhrd !. what is re&uired for an organization*s survival andgrowth +. what are line functions in an organization #. into what three ways can thedifferent departments of anorganization be structured . what is the other name formatri% form ".+ human resoures development at the organizational level at theorganizational level the goal of hrd is normally to have competent and motivated

people (employees) to ensure higher levels of productivity, profitability and growthofthe organization.anorganizationuses manymechanisms to achieve hrd goalssincewithout competent and committed employees, organizations can achieve verylittle even if they have e%cellent technological and other resource bases. people are thereal assets of an organization. organizations depend on people for their survival andgrowth. hrd is a positive concept in human resource management (hrm). it is based onthe belief that an investment in human beings is necessary and will invariablybring insubstantial benefits to the organization in the long run. it aims at overalldevelopmentof humanresources inorder to contribute to the well-being of the employees,organization and the society at large.

age: !+ human resource development: an overview notes self-instructional material

" hrd is a concept which represents the latest evolutionary stage in the longtraditionof training, educating and developingpeople for thepurposeof contributingtowards the achievement of individual, organizational and societal objectives. !hrmandhrdhave both attracted a certain amount of criticismfor its insensitivedepiction* of people as replacement parts serving themechanistic re&uirements of theorganization. hrd and hrmhave made individuals feel that organizations can use them,interchange themand dispense themat will. however, you should consider howhrdcontributes to strategic issues and how various elements of an organizationinterrelatewithhrm. the roles and practical competencies re&uired of those involved

inhrdmust be given due consideration. ".+." human resources in the changingenvironment management scholars suggest that the enterprise of the future will be, ifnot completelyunstructured, verylooselyorganized. it willbe fle%ible, entrepreneurial,

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innovative, boundaryless and a learningorganization. sometimes thephrase post-modern is used to describe such an organization. the days of command-and-controlmachine bureaucracies are numbered. one strong pressure for this development has

been the rise in the fixed costs of labour, due to rising labour cost rates and in somecountries, greater employee protection through government legislation. companies are

therefore concerned to minimize the number of direct long-termemployees. ways ofdoing this include the use of primary and secondary labour markets within the firm,employment ofpeople on short-termcontracts, use of agencystaff, giving contracts toself-employed individuals (whomayperformthework at home , sub-contracting workto small firms. this results in the core-peripherymodel organizationstructure. another

pressure onfirms to adopt the core-periphery structure maycomefromtechnologicaldevelopments. for example, insome high-technology industries,tasks are so complex that there is much use of self-contained task units. anothertechnological development is the increased availabilityof information technology.organization of the future organizationof the futurewill takemanyforms. therewillcontinue to bemonolithic organizations, mechanistically structured, producingstandard goods for stable markets, in which cost minimization through economies ofscale and strict management controlwill be the keycriteria for success. but there islikely to be a range of other organizational types, linked together in a wide variety ofdifferent ways through a combination of contractual andmanagerial arrangements. animportant fact is that those who are already in work will be doing the same work or beemployed in the same organizations. organizational change and development have

become a part ofworking life. the globalisation and removal !. wilson p. "ohn. humanresource development# learning and training for individuals and organizations. newyork# kogan page.$age# !%&' self-instructional material human resource development# an overviewnotes of trade barriers and continuous improvements and breakthroughs in newtechnologyhave revolutionized the industrial and financial sectors. the concept ofhaving a lifelong career is out of date. the studybythe organization foreconomiccooperation anddevelopment (oecd reveals that the average number of years

people in employment are likely to remainwithone employer isaround thirteenyearsinusa, britain,australia and canada. the average in "apan, france and germany is aroundtwenty two years. the trends in the usaand the uk suggest that this average length of

time is likely to decrease sharply as fewer workers are offered permanent "obs. thetrend is reflected in changing organizational structures in which a small group of

permanent, full-time staff, usually ualified professionals, technicians andmanagers aresupported bycontracted-out specialists. in the neworganizational environment, aflexible workforce is employeed as part-time and temporary employees. asorganizations restructure, human resources tend to decrease in uantity but increasein ualityand in their value to organizational effectiveness. investing in thedevelopment of these valued resources makes sense. organizational downsizing it is afact that organizationaldownsizing has become aprevalent business strategy. adecline

in performance necessitates downsizeing. moreover, firms seeking to be more flexible,more responsive or less bureaucratic are increasingly resorting to work-formelimination to achieve the advantages of smaller organizations. there are two

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types ofdownsizing5convergent downsizing and reorientation downsizing.convergent downsizing involves shrinking the organizationwithout making significantchanges in its strategic direction. these are budget-driven efforts to reduce costs. theresult is that members end up doing the same with less. on the other hand,reorientation involves both uantitative and ualitative changes. plans to reduce

overhead are included in reorientation. reorientation is generally stimulatedbylong-termdislocation in the environment, resultingfromthe introduction of new technology,entry of a new formof competition or a dramatic shift in the relevant politicaloreconomic conditions. organizationaldownsizinghas far-reaching impactonorganizational structure. employees of the future the occupationalmake-up of theworkforce is changing rapidly and is likely to continue to do so. the decline in "obsinmanual occupations seems set to continue. there is also evidence of a clear trendamong employers towards a greater use of forms of flexible working in their drive forcost-effectivene is enabling a much closer match betweenworkforce provision andwork re uirements. employees expectations and aspirations have changed as a resultof the organizational and environmental flux inwhich theywork. there is evidence thatthe traditional career structures of bureaucratic organizations, with clearlydefined payand grading systems, are becoming increasinglyunattractive to "ob-hunters. becausethere is no longer any "ob security, other benefits become increasingly important.$age# !+ human resource development# an overview notes self-instructional material&6 role of networks and information technology the organizations in which peoplework are also changing in structure through delayering and downsizing resulting in theleanerand fitterorganization, ready to meet the challenges of the next century. thereis an increasing trend towards network structures5clusters of business units, inwhich each performs certain activities related to the business of the organization. forexample, one unit might be dedicated to research, another to production and a third tosales and distribution. networks maybe internal in that the parent organizationownsmost of them.asecond formof network has a small core organizationand the businessoperations are carried out bysatellite companies outside its direct control but acting asits suppliers, producers and distributors. finally, there is the dynamic networkwhereby the core organization acts as a broker for a number of independent suppliers,

producers and distributors. the implication of the shift towards network organizationalstructures is that there are fewer layers of management and fewer managers, but that

the mangers role has changed. instead ofmanaging within one hierarchicalorganizational structure, he is likelyto bemanaging inamatrix, operating acrosshierarchies and organizational boundaries. there is another change that iscommonplace in the information age, those relating to computer-mediatedinformation and networking. one of the implications of the increase in information andthe ease with which it can be accessed is a radical change in the role ofmiddlemanager. althoughmiddle managers have decreased in numbers, their "obs appeared tohave increased. one area in which the middle managers role has changedsignificantlyis inthewayinwhichhemanages human resources. thehumanresource

manager has entered the arena5not the personnel specialist. hrd, therefore, dependson integrating the importanceof human resources into theorganizationsstrategicpolicyandplanning and ensuring that all linemanagers adopt its principles as

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part of their everydaywork. if it is effective, the organization will achieve its ob"ectiveand also its employees will be committed to its success. it depends on the match

between employees and the human resource needs of the organization and theualityofworking life. changing work design approaches to the design ofworks

systems have progressed through three broad phases during the ! th century. the

period from&* a.d. to &*+ a.d. was dominated by the scientific managementapproach to work design based on techni ues of task fragmentation and emphasizingthe clear division between manual work on the one hand and managementresponsibilities on the other. from &*+ -&*7 a.d. the uality of working life ( wlmovement developed with a range of "ob enrichment, vertical loading, autonomousgroup working and other such techni ues as antidotes to scientific management.$age# !' &7 self-instructional material human resource development# an overviewnotes since &*7 a.d., high performance work systemstechni ues using firms seekingto be more flexible, more responsive or less bureaucratic are increasingly resorting towork-form elimination to achieve the advantages of smaller organizations. the goalsunderpinning the wl movement in the &*' s and &*6 s concerned the costs of labourturnover and absenteeismand other costs arising fromboredomand apathy. theob"ectives of work-design concern the need for uality, flexibility and responsivenessin meeting customer re uirements in an increasingly competitive climate. themanagement motives are strategic rather than operational, concerned with competitionand customer satisfaction rather thanwith employment costs. the term high

performance is used to refer to systematic, integrated development in the applicationof autonomous group working with related implications beyond the confines of theoriginal techni ue, invading the domain of supervision, and management structuresand also affecting training and payment systems aswell as other aspects oforganizational design. checkyour progress '. what does hrd believe about human

beings8 6. what does the termhigh performance maen8 &.% importance of hrd theimportance ofhrdmay be listed as follows# 9 hrd is needed to develop competencies# noorganization can survive if its employees are not competent in terms of knowledge,skills and attitudes. both profit as well as non-profit organizations need competentemployees for the success of their internal and external operations. 9 hrd is needed tomitigate some of the evil conse uences of industrialization# it is common knowledgethat the factory system has dehumanized and deskilledvarious "obs. by

enrichingworkers roles, hrd satisfies their needs of advancement, growth, self-respect,recognition, creativity and autonomy. hrd enables employees to lead an integrated lifewhich is mostly partitioned by the factory system into two lives5the organizationallife and the personal life. 9 hrd is needed to bring about system-wide changes# whiletraditional hrd systems like training, "ob rotation, and so on, have their relevance anduse, theyare by themselves, inade uate to bring about the kind of system-wide changethat is visualized in the concept of hrd. the newer concept hrd and its programmes, onthe other hand, bring about a system-wide change. theygradually enrich the entiresocio-technical system.

$age# !6 human resource development# an overview notes self-instructional material&* 9 hrd is needed to develop a proper climate in the organization# executives inmosttraditional organizations seemto hold the followingvalues# : getting the "ob done :

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being rational and logical rather than emotional effectivelymotivatinghumanrelationshipswith appropriate rewards and penalties these values lead to the followingconsequences: executives remain unaware of human problems. decision-making

becomes less effective. conformity, mistrust and dependence, especially on thosewho are in power, increase. hrd develops a new climate in the organi ation. it replaces

the old values by new ones. people become more open, independent, authentic,creative and collaborative in their behaviour. thus, the traditionalhrd function respondsto the need of the organi ation as andwhen they arise. thehrd function notmerelyresponds to organi ational requirements but anticipates and prepares the peopleand the organi ation to face future challenges with confidence. hrm, therefore, isviewed as the primary !ob of the hr department while hrd is the responsibility of all

people in the organi ation. ".# role of hrd managers any systematic or formalwayofdeveloping the competencies andmotivation of individuals in anorgani ation and

building the organi ation$s climate by improving the above processes can be called anhrdmethod. manyhrdmechanisms are available to develop the competencies ofemployees and improve the overall organi ational climate. themostfrequentlyusedmethods are as follows: ". manpower planning %. performanceappraisal and feedback &. training, education and development '. potential appraisaland promotion #. career development and career planning (. compensation and reward). od techniques *. role analysis and role development +. qualityofwork life andemployee welfare " . participative devices "". data storage and research "%. industrialrelations

age: %*% self-instructional material human resource development: an overviewnotes ". manpower planning manpower planning is the sheet anchor of allhrdefforts. itis concerned with the following: a/ assessment of manpower needs b/manpoweraudit, that is, examiningwhether manpower strengthfor various !obs isinadequate or more than what should be employed. thus, manpower planning is linkedwith corporate plans and strategies on the one hand and !ob analysis on the other. %.

performance appraisal and feedback performance appraisals have become anincreasingly important tool for the organi ation to use in managing and improving the

performance of employees as well as inmaking timely and accurate staffing decisions.the appraisal process is a formal way of evaluating an employee$s performance.appraisal helps an organi ation communicate its expectations regarding performance

and the connection between performance and rewards to employees. they increaseemployees$ confidence when employees$ receive feedback that their efforts are beingadequatelyrewarded.the feedback is offered throughan evaluation interview.

performance appraisal and feedback is a very critical hrd mechanism under which the performance of an employee is periodically appraised by the employee himself incollaborationwith his boss. themechanismemphasi es the development of theemployee by identifying their growth needs/ rather than their evaluation. performanceappraisal and feedback should be: open ob!ective participative permissive offeedback so as to develop better superiorsubordinate relationship. &. training,

education and development training hasgained importance inpresent- dayenvironmentwhere !obs are complex and change rapidly. training refers to a learning experiencewhich is designed to bring such a change in an individualwhichwill improve his ability

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to do on the job. employee development, on the other hand, is a future-orientedtraining process, which focuses on the individual growth of the employee. table 1.1shows three different hrdmechanisms:Page: 29 human resource development: an overview notes self-instructional material21 table 1.1: three hrdmechanisms activity focus purpose training learning of present

ob improved performance on the present job of the employee education learning ofother related jobs preparation of the employee for related jobs in not too distant afuture. development learning not related to any general growth of the employeespecific present or future job three broad areas in which training may be imparted aretechnical, behavioural and conceptual. training ofwor ers produces several usefulresults such as: ! improvement inwor er behaviour ! development of "we# feeling !decrease in the habit ofhidingone#s ownmista es andhighlightingothers# mista es !increased interest in suggestion scheme ! increase in awareness of familyneedsandmore interest in family affairs $. potential appraisal and promotion theterm"potential# refers to the abilities possessed by an employee but not put to usecurrently or the abilities to assume challenging responsibilities in future assignments.

potential appraisal is different fromperformance appraisal which shows an employee#scurrent performance in his e%isting role. the objective of potential appraisal is toidentify the potentialof a given employee to occupyhigher positions in theorgani&ational hierarchy and underta e higher responsibilities. potential appraisal iscarried out on the basis of 'a( supervisor#s observations) 'b( performance data relatingto various previous roles played by an employee) and 'c( performance on roles insimulated settings related to a new position. agood potential appraisal systemhelpsmanagement pic up a suitable candidate for a given job and prepare him to carry outthe function in the new job. potential appraisal focuses on periodically finding out thee%tent to which a given individual possesses the critical attributes re*uired to handlehigher level responsibilities. in hrd, promotion is not considered to be a reward

because it is not based on performance but it is based on the potential of an employee.+. career development and career planning a career is a se*uence of positions held by a

person in the course of a lifetime. career planning is a process of integrating theemployees# needs and aspirations with organi&ational needs. inhrdsystems, corporategrowth plans are not ept secret. theyare made nown to the employees to plan theircareer. it is useful to newemployees as it ma es themaware of their specific career

path. it is, however, not necessary that each one of the employees scale new heightseveryyear but atPage: 22 self-instructional material human resource development: an overviewnotes least theywouldbe aware of theopportunities and get readyfor greater challengesahead. career planning does not guarantee success. but without it employees are rarely

prepared to cash in on the opportunities that come their way. . compensation andreward compensation and reward should be clearly related to the performance and

behaviour ofemployees. while salarystructure under hrd is basedon job analysis, salaryincrease is lin edwith performance. compensation and reward are common positive

reinforcements which should be clearly related to the performance and behaviour ofemployees.as far as individuals are concerned, every effort is made inhrd systems toencourage employees to ac*uire new s ills and capabilities so that theybecome

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eligible to obtain suitable rewards. /. organi&ation development 'od( techni*uesorgani&ations are never perfectlystatic. they eep on changing. employees# s ills andabilities, therefore, re*uire continual upgrading. the future is uncertainand full ofsurprises. it is not easyto fight the forces of changewithout ade*uate preparation andtraining.asystematic and planned wayofmanaging this change is through the process of

od. od techni*ues include team-building, organi&ationalmirroring andt-group. !teambuilding : people learn how to wor in collaborationwith each other. !organi&ational mirroring : the host group receives feedbac from representatives ofseveral other organi&ational groups about how an od techni*ue is perceived andregarded. it increases the inter-group effectiveness. ! t-group : participants learn to bemore competent in interpersonal relationships. they learn about themselves, howothers react to their behaviour and about the dynamics of group formation, groupnorms and group growth. 8. role analysis and role development under this, the job ofan individual in the organi&ation is analysed and enriched in terms of his role and notin terms of his job. it is always ensured that a role is sufficiently challenging for theindividual, provides himade*uate autonomy for ta ing initiatives and is lin ed withother organi&ational roles to avoid a feeling of isolation. 9. *uality of wor life '*wl(and employee welfare the term"employeewelfare#means "theeffort toma elifeworthliving forwor men#. it includes various services, facilities and benefitsoffered to employees by the employers and government. *wl refers to systematic andorgani&ed efforts by organi&ations for giving wor ers a greater opportunity to affectthe way they do their jobs and their contributions overall effectiveness of theorgani&ation. in an hrd system, there is always a focus on employee welfare and*uality of wor Page: 1 human resource development: an overview notes self-instructional material2 life. employees must not onlybe givengood wages, they should also be providedwith good physical conditions and motivatingwor . if the wor is monotonous or

boring it must be redesigned. hrdsystems focus on employeewelfare and *wl bycontinually e%amining employee needs and meeting them to the best possible e%tent.1 . participative devices participative devices include the following: ! bipartitemeetings between management and wor ers to arrive at settlements concerningwor er#s wages, service conditions and wor place discipline wor ethics. !information sharing about the business profitability, performance of the company,

competition andmar eting. ! joint surveys ofmanagement andunions on the stateofmorale, motivation and grievances ofwor ers. ! tas forces to study problems li e"absenteeism#and "indiscipline#. ! collaborative projects jointly underta en onemployee welfare and wor ers# education. ! *uality circles which are small groups ofemployees formed voluntarily, wor ing on the simple premise that the people who doa job everyday nowmoreabout it thananyoneelse, particularlywhen*ualityor

productivity is involved. 11. data storage and research it is very essential to preservesystematic information about individual employee on various topics such as theemployee#s personal characteristics, performance-potential, promotions, salary, etc. so

that this may be used for counselling, career planning and trainingpromotion.humanresource informationsystem'hris( is a method bywhich an organi&ation collects,maintains and reports information on people and jobs. the information is generally

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stored in a central human resource data bank of the organization. thehris is put to usewhenever there is a need to identify employees for certain special assignments. 12.industrial relations good industrial relations based on mutual trust and goodwillmakethe execution of hrd programmes easier. in hrd, unions are encouraged so as to lookafter the psychological and socialwell-being ofworkers. the important areas in which

unions can participate are as following: they can pass on greater and more variedinformation to workers about themselves and the organization. they can play very positive roles in providing counselling services to employees.!age: "2 2# self-instructional material human resource development: an overviewnotes they can play a development role in the education of workers. they can helpmanagement in developing innovative welfare schemes for employees, such asworker$s cooperations, workers$banks and nursery schools. they can help workersfamilies in several ways: % provide guidance with respect to education. % provideconciliation services in settling family&uarrels. % help in creating 'obs for the wivesof workers. theycanplaya verysignificant role ingenerating dataonvarious dimensionsof workers$ needs, aspirations and standard of living. checkyour progress (. list thevalues held by executives in traditional organizations. ). what is an hrdmethod* 1+.list the five most fre&uentlyused hrdmechanisms that help to develop competencies ofemployees. 11. name the three broad areas in which training may be imparted toemployees. 12. what is the ob'ective of potential appraisal* 1". what is career

planning* 1#. what is hris* 1. outcomes of hrd each of the subsystems describedabove contribute to the achievement of overall hrdgoals. potential appraisal focuses onidentifying the employee$s future role in the organization. organization developmentaims at developing team spirit and self-renewing skills. the contributions of these hrdsubsystems result in certain hrd outcomes, which are as follows: people inorganizations become more competent because: % they become more aware of theskills re&uired for 'ob performance. % there is greater clarity of norms and standards.

people understand their roles better because of increased communication. people becomemore committed to their 'obs because now there is greater ob'ectivity to their

obs, as also in the administration of rewards. people develop greater trust andrespect for each other.!age: "" human resource development: an overview notes self-instructional material2 there is greater collaboration and teamwork which produces a synergy effect.

people find themselves better e&uipped with problem-solving capabilities. there isgreater readiness on their part to accept change. alot of useful and ob'ective data onemployees is generated which facilitates better human resource planning. thetopmanagement becomes more sensitive to employees$ problems and human

processes due to increased openness in communication. the contribution of hrdsubsystems towards the development of the employee and the organization is given intable 1.2 below: table 1.2 the contribution of hrd subsystem towards employee andorganizational development development dimensions hrdsubsystems mechanismindividual training career planning potential appraisal and development feedback and

rewards coaching performance individual in the performance appraisal trainingfeedback and present role rewards performance coaching individual in regard potentialappraisal training performance appraisal to likely future roles and development

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feedback and performance coaching dyadic relationship feedback and performancetraining performance coaching appraisal team and teamwork organization trainingteam rewards development collaboration among organization different units teamsdevelopment training self-renewing performance appraisal organization trainingcapabilities and development health of organization source: rao, v.s.p. 2++ . human

resource management : text and cases. newdelhi : excel books. 1.6 competencyre&uirements of hrd managers in order to meet the ever-growing needs,manyorganizations, private businesses and government firms are fast moving towardscompetencies and competency-based systems.!age: "# 2 self-instructional material human resource development: an overviewnotes competency can be defined as 7an underlying characteristic of an employee 8i.e.,a motive, trait, skill, aspects of one$s self image, social role, or a body of knowledge9which results in effective and or superior performance$. " competencies indifferentforms have been in existence ever since the early 1) +s and are at present being re-discovered by various organizations and government firms. in order to functioneffectively and efficiently a company, needs to be well-e&uippedwitha competent hrteam.acompetent hr teamwith e&uallycompetent hrmanagerswould result in the

professionalwell-being of the employees, besides helpingthemac&uirenewcompetencies through a process of performance planning, feedback,training, periodic review, etc. hrd deals with creating conditions that enable people toget the best out of themselves and their lives. hrd develops a new climate in theorganization. it replaces the old values bynewones. it does not merely respond toorganizational re&uirements. the capabilityof the hr to take on new roles and increasethe level of new competencies goes into determining the magnitude and impact thathrwill have on the organization in the future. the magnitude and impact that hr willhave on the organization in the future is determined by its capability to assume newroles and increase the level of new competencies. in order to better understand thecompetency re&uirements of thehr , you will need to answer a few &uestions.hrmanagers re&uire several competencies to ensure satisfied and happy employees. thetop three competency re&uirements for the position of hr managers are: top threecompetency re&uirements for hrd managers knowledge skill ability figure 1.2competency re&uirements of hr managers ". boyatzis!age: " human resource development: an overview notes self-instructional material

26 the three competency re&uirements are discussed as follows: knowledge: hrmanagers should have the knowledge of: personnel and human resources: it includesthe knowledge of principles and procedures for personnel recruitment, selection,training, compensation and benefits, labour relations and negotiation and personnelinformation systems. administration and management: it includes the knowledge of

business andmanagement principles involved instrategicplanning, resource allocation,human resourcesmodelling, leadership techni&ue, productionmethods andcoordination of people and resources. mathematics: it includes the knowledge ofarithmetic, algebra, geometry, calculus, statistics and their applications. skill: hr

managers re&uires the following skills: management of personnel resources: itincludesmotivating, developing and directing people as theywork and identifying the best people for the 'ob. writing: it re&uires communicating effectively inwriting as

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appropriate for the needs of the audience. speaking: it requires talking to others toconvey information effectively. ability: hr managers should have the followingabilities: written comprehension: it includes the ability to read and understandinformation and ideas presented inwriting. oral comprehension: it includes the abilityto listen to and understand information and ideas presented through spokenwords and

sentences. oral expression: the ability to communicate information and ideas inspeaking so others will understand. (source: the vs department of labors o*netwebsite tucker and cofskyhave classified competencies as: skills: the demonstrationof expertise (e.g.! the ability to make effective presentations or to negotiatesuccessfully knowledge: information accumulated in a particular areaof expertise(e.g.! accounting! human resources management self"concepts:attitudes! values andself"image traits:ageneral disposition to behave in certainways (e.g.! flexibility motives: recurrent thoughts drivingbehaviours (e.g.! drive for achievement! affiliation#age: $%&' self"instructional material human resource development: an overviewnotes besides the aforesaid competencies hrmanagers also need to have the followingcompetencies: knowledge of the organi ation: hrmanagers should be aware of the waytheir organi ationor business operates. theyshould be aware oforgani ational strategy!financial profits of the organi ation! the organi ation)s technological processes andcapabilities. thus! hr managers should be acquainted with the functioning of otherdomains! such as finance! marketing! operations and general management. knowledgeof best practices: hrmanagers needs to be keen towards acquiring expertise in theirfield! knowing the best practices and )state" of" the"art in staffing! development!appraisals! performance management and other related hr functions. skills to managechange in an organi ation: in view of the fast and ever"changingbusiness environment!organi ations need to be adaptable to changes so that theyare able tomeetnewrequirements and challenges. changemanagement requires skills in innovation!

problem solving! motivation! consultation! communication and leadership. this skilldemands increased attention as it is a comparativelynew skill. personal credibility:finally! hrmanagers need to behave in a manner that would convey integrity!accountability! confidentiality and related ethical qualities. thiswill help themearn thetrust and respect of employees. the societyfor human resources management (shrm !the university ofmichigans business school and the global consultingalliance (gcaointly developed a modelwhich identifies five categories ofhr involvement: strategic

contribution! personal credibility! hr delivery! business knowledge and hr technology.how do competencies relate to ksas, conventionally! knowledge! skills and abilities(ksas have been used in the vs federalgovernment toverifyanapplicants qualificationsfor selectionor promotion. such ksas serve as the basis for competency models.competencies can be used to evaluate and train employees for future requirements!while ksas focus characteristically on the requirement of the day. competencies buildupon the same ksas ! but are more comprehensive as they also comprise traits! motivesand behaviours. additionally! keyknowledge! skills and abilities can be grouped toforma set of competencies that determine not onlybasic! but superior performance.

competencies can thereafter be connected to a set of behaviour that answer thequestion! howdo you know good performance when you see it, they can serve as the basis to hire! train and develop employees! and eventually to decide their salary.

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theconvenience of assimilating allhrapplications and communicating theseconnections to stakeholders seems to be an attractive featureof competenciesPage: 37 human resource development: an overview notes self-instructional material29 and provides a convincing reason for their increasingpopularityover conventionalhrmethods. why does hr need competencies hrmanagers need competencies to the

following reasons: ! competencies aid changes in human resources: there is a growingawareness that the role of the hr is moving froman emphasis on rules to focus on theresults. to help achieve this" organi#ations are shifting their focus to newcompetencies.competencies help anorgani#ation to refocus on what is really important and whatgoes into the employees being successful. besides" competencies also provide themeans to finali#e on the technical aspects of a specific $ob and work out an important

path through regulations and laws desired bymanagement. ! competencies can beuseful in %raising the standards& of employee performance: organi#ations are usingcompetencies to integrate selection" training" appraisal and compensation.'americancompensationassociation" aca" (99)*. ! competencies help inmeasuring

performance effectiveness of thehr team. using competencies as far as staffing isconcerned" organi#ations are using competencies to select and promote employees.inhrd" competencies are used for identifying the gaps in individual&s capabilities andclosing them. in performance management" the assessment of competencies andresults are done to establish the relationship between how a $ob was done and theresults achieved. certified skills and competencies used on the $ob are the basis ofsalaries or remuneration. many organi#ations believe that competencies aidincommunicating desired behaviours" cutting costs and increasing customersatisfaction. some of the ways in which competencies are being used to support thenew role ofhrmanagers are as follows: ! as an approach to fortify the connection withorgani#ational culture" results and individual performance by emphasi#ingcompetencies that are re+uired across professional areas of e,pertise. ! as a means tohelp describe the $ob and what is e,pected from employees in a broader and moreinclusive manner. ! as a techni+ue to align individualand teamperformance with thevision of the organi#ation" and e,ternal environment. various models of hrcompetencies important models of hr competencies are as following: ! napamodel: thenationalacademy of publicadministration napa was a pioneer in identifying thefederal hrcompetencies re+uired today.

Page: 3/ 30 self-instructional material human resource development: an overviewnotes napa in its report" %a competency model for human resources professionals&convened three groups of federal agency1hr directors" senior staff and specialists1to

provide insights and contributions into the formation of a competencymodel designedfor the federalhrworkforce. the model includes thirty competencies and carves out fivehr roles for the federal hr professionals: business partner" change agent" leader" hre,pert and advocate. ! ipma model: the international personnel managementassociation ipma hasbeen e+uallyactive inthis domaindeveloping itsowncompetencymodel based on the napa model. this model includes twenty-two competencies divided

into four ma$or hr roles: hre,pert" business partner" change agent and leader. it showsthe interrelationship among the four roles. the roles are carried out with reference tothe work that needs to be accomplished and the organi#ational environment. each role

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is carried out independentlybut iscloselyrelated andoften re+uires the samecompetencies. the e,pert role of the hr serves as a basis for all other roles andcompetencies. the combination of technical e,pertise and other competencies resultsin finer performance. ! organi#ational process op model: the personnel resources anddevelopment centre has carried out e,tensive research on the application of

competencies in the hr arena. opm&s research was vital to the development of anewmore general competency framework based on the concept of %emotionalintelligence&. this framework suggests that emotional intelligencemaybemore helpfulin determiningoutstanding performance at work than cognitive intelligence. the fiveelements self-awareness" motivation" self-regulation" empathyand social-skills reflecthowemployees handle interpersonal relationships on the $ob. the framework also

provides the parallel skills that must be learned to achieve emotional competence. !the department ofdefenses dod model: hrcompetency framework includesthreeoverarchingcompetencycomponents1businessmanagement" professional andtechnicalhr1that are common indod&shrenvironment. it recogni#es thedevelopingroleof thehrpractitioner" undergoing transition fromperforming paper-intensive workto becoming a strategic business partner withmanagement. for thehrprofessional to beeffective in today&s world" it is necessary for him to have %soft skills& as well as hrtechnical knowledge and skills. preparing for future challenges in the upcoming years"hr professionals will be relied upon bymanagers to use their competencies to helpdevise and implement new salary systems and meet other challenges. the mostcredible hr professionals in the eyes of the managers are those who serve as business

partner byproviding a range of options and solutions. theyPage: 39 human resource development: an overview notes self-instructional material3( are always positive and helpmanagers design systems customi#ed to their agencieswithin the framework of the merit systemprinciples. in his book" human resourceschampion" david ulrich envisions a new hr %that it be defined not by what it does" but

by what it delivers 1results that enrich the organi#ation&s value to customers"investors ta,payers " and employees&. he believes hr needs to shed %old myths& andtake on %new realities& and adopt competencies and redefine roles focussed on resultsin order to evolve into a true profession that makes a difference for the organi#ation&.therefore" the role ofhr professionals" managers and supervisors is even more dauntingas they try to model the new competencies besides continuing with the regular

operations and activities of the hr.as human resources professionals develop thiswiderrange of competencies" their staturewithin the organi#ationwill increasetherebyresulting in the increase in status of the entire hr profession. checkyour

progress ( . how do people in organi#ations becomemore competent (). which arethe top three competency re+uirements for hrmanagers (7. which skills are re+uired

byhrmanagers (./ goals of hrd department the following are the main goals of an hrddepartment: ! to ma,imi#e the utili#ation of human resources for the achievement ofindividual and organi#ational goals ! to provide an opportunity for the development ofhuman resources in an organi#ation ! to develop enabling capabilities of the

employees in the organi#ation ! to develop a sense of teamspirit ! to humani#ethework in the organi#ation need assessment data is useful for defining programmeob$ectives because it identifies the deficiencies or challenges to be addressed. for

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example, keeping the objectives of hrd in mind, a training programme could bedesigned that would increase the employees sensitivity to and support for thecustomers of the organization. the objectives of this programme are determinedkeeping the organizations goals which determine the specific deficiencies, customers

preferences, concerns and other factors identified in the need analysis. the objective of

anyhrd effort is to build human competencies, to build a climate and to improveemployee satisfactionwith work. in everyorganization a group of people is needed tothink constantly in terms of the above objectives, toPage: ! "# self$instructional material human resource development: an overviewnotes assess the extent to which the above objectives are been achieved, to generatemechanisms to achieve the above objectives and keep reviewing the processes andrejuvenating the instruments. this group is the hrd department or the hrd group in the

personnel department. a good number of organizations have hrd staff in the personnel%administrative department or in a separate hrd department. checkyour progress &'. what are the main goals of an hrd department( &). how is needassessment data useful( &.) functions of hrd department ahrd department seeks toachieve thegoals and objectives of an organization in an effectivemanner through thedevelopment of the employees of the organization. hrd performs three functions,which are depicted in figure &.". functions of hrd development functions * traininglearning and development * career planning and development * performance and

potential appraisal * employee empowerment maintenance functions * employeecounselling, coaching and mentoring * +uality of work life control functions * hrdaudit * ethics in hrd figure &." functions of hrd development functions thedevelopmentfunctions relate to the development ofcompetencies in employees so that they performtheir jobs effectively. in todays competitive business environment, an organizationhas to develop the skills and competencies of employees so that organizations functioneffectively.Page: &human resource development: an overview notes self$instructional material"" maintenance functions themaintenance functions relate to the maintenance of anemployees satisfaction level byremoving grievances and problems encountered byemployees both at the professional level as well as the personal level. maintenance

programmes such as counselling and coaching, provide opportunities to employees todiscuss their emotional problems. the hrd function plays a vital role in fostering an hrd

oriented work culture that is conducive to the professional and personal well$being ofthe employee. control functions the control functions relate to the controlmechanismswithin the organization to establish a relationship between the hrd programmes and theorganizations objectives. if anygap is found, then immediate corrective action is to betaken to rectify the problem. hrdplays a pivotal role in upholding and adheringemployees to ethical behaviour in business through training, motivation anddevelopment. checkyour progress #!. which are the three basic types of functions ofanhrd department( #&. what do youunderstand bymaintenance functionsofanhrddepartment( &.&! approaches to human resources development as hrd came

into prominence, frameworks and models were developed. some of the frameworksand models are discussed as follows: &. ulrich and lakes strategic hr frameworkapproach the strategichr framework approachwas formulated byulrich andlake in the

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year &))!. the aim of this model is to align hrd practices to build criticalorganizational capabilities that enable an organization to achieve its goals. the threeimportant elements in this framework are business strategy, organizational capabilitiesand hrd practices. #. integrative framework the integrative framework developed

byyeung and berman in &))4 identifies three paths through which hrd can contribute

to the performance of the organization: * bybuildingorganizational capabilities * byimproving employee satisfaction * by shaping customer and shareholder satisfactionthe authors argue that hrd measures should be business$driven rather thanhrd$driven.Page: # " self$instructional material human resource development: an overviewnotes ". human capital appraisal approach the capital approcisal approach wasdeveloped by friedman and his associates in &))'. the researchers believe that thereare five stages in the management of human capital: clarification stage, assessmentstage, design stage, implementation stage and monitoring stage. the five areas ofhuman capital management are: recruitment, retention and retirement, rewards and

performance management, career development, successionplanning and training, andorganizational structure and human capital enablers. a matrix using the five stagesand five areas could be done to evaluate and manage the human capital. . hrdscorecard approach thehrdscoreboard approachwas developedbyt.v. rao in&))). hisapproach envisages that for hrd interventions tomake the right business impact,theyshould be mature in terms ofhrd systems, competencies, culture and businesslinkages. the systemshould have: * the maturity level and appropriateness of each ofthe subsystems ofhrd * the appropriateness of the hrd structures and the level ofcompetencies of hrd staff, line managers, top management, and so on *anhrdculturedefined in terms of openness, collaboration, trust, autonomy, pro$action,authenticity, confrontation and experimentation * congruence of the top managementandhrd staff styleswithhrd culture and the extent to which all the systems and practicesresult in employee satisfaction and customer satisfaction * an assessment through awell$formulated hrd audit . people capacity maturity model 5pcmm6 approach the

pcmmwas developed bycurtis and his associates in &)4 . the approach was developedfor software organizations. the model aims at providing guidance on how to improvethe abilityof software organizations so as to attract, develop, motivate, organize andretain the talent needed to steadily improve their software development capability. the

pcmm is an evolutionary improvement path froman ad$hoc one. it starts from

inconsistently performed practices, to continuously mature, disciplined, andcontinuously improving development of the knowledge, skills, and motivation of theworkforce. the pcmm approach is based on the assumptions that organizationsestablish and improve their people management practices through the following fivestages ofmaturity, which are the initial stage, the repeatable stage, the defined stage,the state of management and, finally the stage when these practices are definedoptimize. the approach includes practices pertaining to work environment,communication, staffing, managing performance, training, compensation, competencydevelopment, career development, team building and culture development.

Page: " human resource development: an overview notes self$instructional material" 7. integrated systems approach the integrated systems approach envisaged aseparate hrd department for effective designing and implementation ofhrd systems. the

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systematic planning and taking steps to make sure that peoples day-to-dayworkdirectly supports the priorities of the organization is critical to meeting theorganizations objectives. the work planning and performance review process can belinked to the organizations annual work planning cycle byusing the priorities of theorganization, department or unit as the basis of joint work planning between each

supervisor and his employees. this will help to ensure that the work of each employeedoes matter and that eachemployee understands howhiswork is important to theorganization. hrd and the responsibility of staff development: making employeedevelopment a priorityis an important component ofa comprehensivehrd system.awell-managed programme of training and employee development can broaden the skillsand competencies of employees and build organizational competencies. staffdevelopment programmes canbe built through: mentoring relationship additionalob assignments technical presentations and discussions cross-functional

assignments these methods can provide the opportunity and challenge needed for personal as well as professional growth. thus, hrd has almost become a fad since thelatter part of the last decade and stillcontinues. in the present conte t, in thewakeofrapid technological changes, a fierce competitive market has emerged in theliberalized era, and employees are being perceived as important !assets. there is anincreasing awareness that employees too undergo value addition, that, they areimportant in giving "uality products. hence the current situation has given the neededfillip for the widespread promotion of the concept ofhrd.#age: $%human resource development: an overview notes self-instructional material&' checkyour progress ((. according to friedmans human capital appraisal approach,which are the five areas of human capitalmanagement) (&. whichhrd approach ismeant specificallyfor software organizations) ($. who developed the hrd scorecardapproach) (%. how can staff development programmes be built) *.*( summary in thisunit, you have learned that: hrd is a continuous process. while the ultimate objectiveofhrd is to develop competencies in individuals and groups, developing competenciesis a never-ending process. hrd is rooted in the belief that human beings have

potential. it places a premiumon the dignity and trem