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    1.1 Introduction:

    Human resource development in the organizational context is a process by which

    the employees of an organization are helped in a continuous, planned way to: (a) acquire

    or sharpen capabilities required to perform various functions associated with their present

    or expected future roles; (b)develop their general capabilities as individuals and discover

    and exploit their own inner potentials for their own and/or organizational development

    processes; and (c) develop an organizational culture in which supervisor-subordinate

    relationships, team work and collaboration among sub units are strong and contribute to

    the professional well-being, motivation and pride of employees. The positive HRD

    climate renders the existing systems more effective and makes the organizations more

    receptive to the introduction of relevant additional system. Organizations differ in theextent to which they have these tendencies. Some organizations may have some of these

    tendencies, some others may have only a few of these and a few may have most of these

    If we need to find a way to develop employees in order to become effective

    contributors to the goals of an organization, we need to have a clear view of what an

    effective contribution would look like. The use of personal capacities can be very helpful

    in describing the way in which an effective employee should operate and behave, but

    there can be no general prescription of an effective employee. Effectiveness will differ

    with organizational context, and on whose perspective we are adopting. The matter of

    what, finally, makes an effective employee is a combination of personality, natural

    capabilities, developed skills, experience and learning. The process of enhancing an

    employees present and future effectiveness is called development.

    1.2 Objectives of the study

    To identify the nature of HRD system in the organization.

    To measure the effectiveness of Training Programmes implemented andPerformance Appraisal techniques used in the organization.

    To analyze the prevailing practices of workers participation in Management andstudy the relation between Management and Employees.

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    1.3 Scope of the Study

    The scope of the study is to understand the present Human Resource

    Development Climate adopted in the organization and how Dr. Reddys Foundation canenhance the performance of employees by adopting better climate. The study is extended

    only to the respondents working in the Dr. Reddys Foundation, Hyderabad. It does not

    cover all the employees working in Dr. Reddys Foundation. The study covers only some

    of the levels in the organization. The HRD Climate studied includes GENERAL

    CLIMATE and OCTAPACE CLIMATE. This study also helps the organization to make

    necessary changes in their working climate.

    1.4 Need of the Study

    A congenial HRD climate is extremely important for the ultimate achievement of

    the business goals. In the Indian context, type of organization influences the culture

    prevalent in the organization. The present study aims to see the effect of the HRD

    Climate, as perceived by middle level managers, on their Organizational Commitment.

    HRD Climate is the human environment in which the employees work in an organization.

    It is an outcome of the favorableness or unfavourableness with which the HR practices

    followed by the organization are perceived. This is turn affects employee behavior and

    work attitudes like Organizational Commitment

    1.5 Period of the Study

    The time period of the study is from 21st

    March, 2011 to 21st

    May, 2011 i.e., 60

    days.

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    1.6 Research Methodology

    Research design used for the study is descriptive research. Descriptive research study

    include surveys and fact finding enquires of different kind which helps the researchers to

    describe the present situation that makes the analysis about the HRD climate for the

    employees easily and helps to reach the objectives.

    1.6.1 Primary data

    The primary data was collected from the selected employees with the help of

    questionnaire.

    1.6.2 Secondary data

    The secondary data were also collected from firm's internal records, text books, and

    internet.

    1.7 Sample Size

    The sample size was taken 60 employees at Dr. Reddys Foundation.

    1.8 Sample Technique

    Stratified random sampling procedure would be followed to select the respondents. A

    required data would be collected through a schedule. The sample size is 50 and the

    schedules had been given to the employees in Dr. Reddys Foundation.

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    1.9 Review of Literature

    HRD is concerned with the provision of learning and developmental opportunities

    that support the achievement of business strategies and improvement of organizational

    team individual performance (Armstrong and Baron 2002)

    HRD Climate is an integral part of organizational climate. It is the perception the

    employees can have on the developmental environment of an organization. The

    developmental climate will have the following characteristics (Rao&Abhram, 1986):

    1. A tendency at all levels starting from the top management to the lowest level to treat

    the people as the most important resources.

    2. A perception that developing the competencies in the employees is the job everymanager.

    3. Faith in capability of employees to change and acquire new competencies at any stage

    of life.

    4. A tendency to be open in communication and discussion rather than being secretive

    5. Encouraging risk taking and experimentation

    6. Making efforts to help employees recognize their strengths and weaknesses through

    feedback.

    7. A general climate of trust

    8. Team spirit

    9. Tendency to discourage stereotypes and favoritism

    10. Supportive personnel policies

    11. Supportive HRD practices include performance appraisal, reward management,

    potential development, job rotation and career planning.

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    Banu (2007) conducted study in public sector Cement Corporation in Tamil Nadu and

    found that sound HRD climate is necessary for the success of the public sector

    undertakings.

    Srimannarayana M, (2007) conducted a study in local bank of Dubai and found that a

    good HRD climate was prevalent in the organization. He found out the differences in the

    perception of employees regarding the HRD climate on the basis of demographic

    variables.

    Mufeed & Gurkoo,(2006) attempted to study whole gamut of HRD climate in

    universities and other equivalent higher level academic institutions by eliciting employee

    perceptions on HRD climate for which the university of Kashmir, Srinagar is selected as

    the main focal point of study.

    Mufeed S.A, (2006) examined the HRD climate in major hospitals. The result indicated

    the existence of poor HRD climate in the hospitals.

    Venkateshwaran, (2002) made a study in a public sector undertaking in India and found

    that to a large extent, a favorable HRD climate was prevalent in the organization

    Bharadwaj & Mishra, (2002) examined the HRD climate in private sector organization.

    The result has shown the existence of good HRD climate in the organization. The

    managers were satisfied with the HRD policies and practices of the organization.

    1.10 Limitations of the study

    The project report carries with it few limitations, on which the accuracy of the text

    written will depend.

    The first and foremost limitation is regarding the sources of information. Theinformation contained has been obtained from sources believed to be reliable

    and in good faith, but which may not be verified independently.

    The second limitation is that some of the calculations are based on certainassumptions considered appropriate.

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    Using several statistical tools derives the estimates. Hence the findingsobviously carry all the limitations of the statistical tools used.

    Same sets of data from different sources are different. Since not all the dataare available from a single source, an attempt has been made to standardize

    the data wherever required, which is essential to maintain uniformity

    throughout the project.

    The aggregate figures for various parameters are subject to exclusion orinclusion of various constituent variables. While sincere efforts are made to

    ensure the absence of mismatch, the extent to which this can be done is

    limited.

    One more important limitation occurred while conducting questionnaire is thatmost of the respondents had either missed it or many hadnt returned it or

    many hadnt filled it particularly. So to derive actual data becomes impossible

    based on those questionnaires.

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    Dr. Reddys Foundation (DRF)

    Organization Background

    Dr. K Anji Reddys brainchild Dr. Reddys Foundation was set up in the year 1996.

    DRF, A non-profit organization funded by Dr. Reddys Laboratories has grown into oneof the biggest Corporate Social Organizations in India today. It focuses on Poverty

    alleviation and has been successful to achieve sustainable living for the economically

    under- privileged youth. Dr. Reddys Foundation is said to be the social arm of Dr.

    Reddys Laboratories. DRF strives to create sustainable livelihoods by providing quality

    opportunities for learning for the marginalized youth through its innovative programs.

    Dr.Reddy said The Foundation had become the laboratory for catalyzing reproducible,

    sustainable and innovative experiments for social change. DRF has set an example for

    the rest of corporate India to emulate.

    Dr. K. Anji Reddy is the Founder-Chairman of Dr. Reddy's. Under Dr. Anji Reddy'sleadership, Dr. Reddy's Laboratories has become a pioneer and a trendsetter in the Indian

    Pharmaceutical industry. He started DRL with a nominal investment of Rs.25 lakhs.

    Within less than 20 years DRL has become a gigantic enterprise competing with the so-

    called multinational pharmaceutical companies such as Glaxo, Pfizer, Smith klime

    Becham etc. It turned the Indian bulk drug industry from import-dependent in the mid-

    80s to self-reliant in the mid-90s and, finally, into the export-oriented industry that it is

    today. Dr. Reddy's been the first company to begin drug discovery research in India in

    1993 and has led the industry in turning from 'copycats' into innovators. Dr. Reddy's was

    listed on the New York Stock Exchange in April 2001, the first non-Japanese Asian

    pharmaceutical company to be listed on the NYSE. The present Revenue of the company

    is 1,331.2 Million U.S. dollars.

    DRFs Mission

    To empower under-privileged youth through sustainable livelihoods

    DRFs Values

    Quality

    We pursue excellence in whatever we do

    Integrity We practice honesty and transparency in our actions under all

    circumstances

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    Respect for the

    Individual

    We value every individual who we work with and for - nurturing

    an inclusive and trusting culture

    Innovation and

    ContinuousLearning

    We foster a culture of innovation and learning to continuously

    respond to the changing social and livelihood needs

    Collaboration and

    Teamwork

    We seek to collaborate and work together with all stakeholders to

    enhance value of all that we deliver

    Frugality We believe that we must make every rupee spent count for the

    larger mission and practice frugality as a way of life

    DRF Programs

    The many innovative programs of DRF are as follows:

    Micro Entrepreneurs in Sanitation (MES)

    In 1996, DRFS first project was the MES where the main purpose was to improve upon

    the sanitation in urban areas by encouraging community participation in the cleanliness

    and sanitation program. The Foundation trained few street dwellers and rag pickers and

    made them employable by the Municipal Corporation. This gave them a source of income

    in addition to the responsibility of keeping residential localities free from garbage. This

    project started in Hyderabad and successfully scaled up to 10 other cities/ towns in

    Andhra Pradesh in collaboration with UNICEF.

    Child and Police Program (CAP)

    CAP Program started in 1997 as a joint venture with the Hyderabad City Police to offer

    full-time quality education to all children at risk and to provide support to improve their

    living conditions. Eg: Out-of-school children like working, exploited, poor and

    marginalized minority children. The foundation designed special learning programs by

    setting up bridge schools for young children. After the basic education in the bridge

    schools the children were enrolled in Government schools identified by the Foundation

    and the state education department.

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    Livelihood Advancement Business School (LABS)

    LABS helps young adults (18-35) from economically weak backgrounds acquire the

    required livelihood and social skills in an environment of learning and mentoring so thatthey get a fair opportunity to assimilate into the competitive job market. LABS give them

    livelihood and soft skills in an environment of interactive learning and mentoring that

    develops their inherent capabilities. LABS targets young adults from the lowest strata of

    the society with an aim to help them acquire skills that would enable them to get jobs.

    LABS successfully operate in more than 100 centers across India. 2, 01,572 youths have

    been trained till date across various LABS centers in India.

    LABS Curriculum

    The LABS Curriculum is extensively prepared in consultation with Industry experts. The

    various subjects/domains under the LABS Training program are IT Enabled Services,Business Process Outsourcing, IT Essentials, Automobile Mechanism, Multi Skilled

    Technicians, Beside Patient Assistants, White Goods Servicing, Customer Relations andSales, Hospitality, Micro Irrigation, Machine Operations, Pre-Primary Teacher Training.

    LABS follow a structured and systematic approach to execute these programs for the

    aspirants.

    Livelihood Mapping- LABS courses are set up by mapping a particular areas

    employability potential. This is done by knowing more about the areas economy,

    culture, natural resources, labor market, etc.

    Curriculum Development- Training courses are decided after thorough Focus Group

    panel discussions and interactions by Industry Experts.

    Road shows/ Counseling- Local partners, Municipal bodies, self help and LABS alumni

    assists in Road shows and help the program reach the truly deserving.

    Interest Inventory- Interest Inventory is designed to map the candidates interest/likes in

    the category of Realistic/investigative/artistic/social/enterprising/conventional areas so

    that they are honed to maximum advantage.

    Induction Module- Induction helps the candidate to be conversant with LABS processes.

    Technical Training- This includes on-the job training, Projects, Assignments and field

    visits where the candidate is continuously evaluated.

    Individual Youth Development Plan- This Plan helps the candidate to realize his/herstrengths and to capitalize on it.

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    Work Readiness Module- This Module helps the candidate to prepare their resumes, face

    interviews, adapting to the work environment and work-life balance.

    Placement- Entry level jobs in respective fields are made available and candidates withentrepreneurial skill-set and assisted in setting up micro-enterprises. Organizations like

    Pantaloons, Honda, HSBC, HDFC Bank, Pizza Hut, Westside, Lifestyle etc have hired

    LABS aspirants.

    Post-Placement Advancement- Alumnis progress at work is continuously monitored toassess the effectiveness of LABS curriculum, identify gaps etc which helps in the

    planning of new programs.

    B2Y Networking- This provides a platform for the candidates to network with

    prospective employers and identifies suitable placement avenues for them.

    LABS Association

    Over the years, the LABS model has emerged as an important ingredient of the poverty

    alleviation programs of the Central Government, as well as several State Governments

    across the country.

    With funding and infrastructure support provided by the government, DRF has

    implemented several LABS projects on the basis of creating a targeted number of

    sustainable livelihoods in each state.

    Brief profiles of LABS projects currently operational in association with the

    Government of India and State Governments are given here:

    Government of India

    Grameen LABS

    Funded by the Ministry of Rural Development (Government of India)

    under the Swarnajayanthi Gram Swarozgar Yojana (SGSY) for creating

    rural livelihoods, the Grameen LABS project was piloted in six states in

    India : Bihar, Gujarat, Jammu & Kashmir, Rajasthan, Tamil Nadu and

    Uttar Pradesh. Patterned on the pilot program, the Grameen LABS

    project is now being scaled up in all other states across India .

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    SGSY-NABARD LABS

    Under Swarnajayanthi Gram Swarojgar Yojana (SGSY), DRF runs a

    LABS program in association with National Bank for Agriculture andRural Development (NABARD), for demand-driven skill development

    of disadvantaged youth in Sultanpur and Rae Bareli districts of UP,

    with grant support from Ministry of Rural Development, Government

    of India.

    Government of Andhra Pradesh

    IKP LABS

    Employment Generation and Marketing Mission (EGMM) has been

    set up by the Government of AP to address unemployment among the

    economically and socially disadvantaged youth in a public-private

    partnership mode. EGMM is the implementing agency for the jobs

    component of Indira Kranthi Patham (IKP), a World Bank-funded

    project in association with Society for Elimination of Rural Poverty

    (SERP). In partnership with EGMM, DRF runs IKP-LABS to impartmarket-oriented, demand-driven vocational training programs for poor

    youth.

    IKP-Urban (UPADHI)

    LABS In association with Mission for Elimination of Poverty in

    Municipal Areas (MEPMA), DRF runs IKP-Urban (UPADHI) LABS

    centers in several municipalities across Andhra Pradesh, with the

    objective of eliminating urban poverty. The project is funded by the

    Government of India under the Swarna Jayanthi Shahari Rozgar Yojana

    (SJSRY) and Rajiv Udyog Sree (a program of the Government of

    Andhra Pradesh).

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    Corporation of Chennai LABS

    Under an MoU with the Corporation of Chennai, DRF has launched

    LABS centers for delivering livelihood advancement training to 360

    economically disadvantaged students. The training is being delivered

    in three batches at the Corporations Community Colleges.

    Government of West Bengal

    SHG LABS

    To assist women SHGs in West Bengal to market their products

    effectively, the Department of Panchayat and Rural Development

    (Government of West Bengal) and DRF have come together to give

    them training in soft skills, communications skills, sales techniques,

    computer basics and Communicative English. One LABS center is

    currently operational at Rajarhat (North 24 Parganas District).

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    Corporate Partnerships

    The LABS model has catalyzed several citizen-community-corporate partnershipstowards creation of replicable livelihood models.

    DRF has been working in association with scores of likeminded partners from thecorporate sector to help it implement the LABS program in various states across thecountry.

    Some of these corporate partners have even taken the LABS program forward with theirown need-based variations.

    Current LABS projects operating with corporate partners are given below:

    Michael & Susan Dell Foundation

    MSDF LABSWith a mission for transforming the lives of youth living in

    urban poverty, DRF in association with Michael and SusanDell Foundation (MSDF) launched the LABS program in

    47 cities to provide employability skills to 36,000 youth

    and placing them suitably in various industries.

    Accenture

    Accenture LABSUnder an MoU with Accenture, DRF is providing demand-driven livelihood training and placement assistance for 250

    Below the Poverty Line (BPL) youth in Chennai. The

    project will also provide entrepreneurship training for self-

    employment initiatives.

    Cisco

    Cisco Networking AcademyCisco has set up a Networking Academy that imparts on-line

    e-learning that cuts across geographic, socio-economic, racial

    and ethnic barriers to education and advancement. Under theLABS program, the Academy conducts a globally certified

    IT Essentials course that provides training in basic

    hardware, software and network operating systems to

    disadvantaged youth, enabling hem to get good entry-levelpositions as technicians and hardware engineers, as well as in

    Marketing, Sales and BPO services.

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    Confederation of Indian IndustryYoung Indians

    CII - Yi LABS

    In association with Confederation of Indian IndustryYoung

    Indians (CII-Yi), DRF currently runs LABS programs in Puneand Mumbai. The long-term objective is to set up LABS

    programs in partnership with CII-Yi chapters all over the

    country. DRF sensitizes various community agencies, civic

    authorities, citizen groups and industry representatives to

    become stakeholders and actively contribute to the process.

    Quality Education Programs

    Education to be made accessible to deprived children is the main motive behind these

    Programs.

    SCOPE- School Community Partnership in education

    The SCOPE initiated in 1999, strategizes to bring children of all age groups into

    mainstream education in association with schools and communities. A program for

    Enrichment of School Level Education (PESLE) with support from Aga Khan

    Foundation started as the first initiative of SCOPE. The children mainstreamed into

    government schools were noticed to be not- at-par with their peers .As a result, DRF

    continued the SCOPE program with focus on preparing out-of-school children for the

    formal education system before entry.

    SCOPEs current activities are educating the children of migrant construction workers

    and the community based learning centers (YUVA-Youth Learning Centers) for the

    school drop-outs aged between 13-17. YUVA offers academic, counseling and job-

    related training programs and specifically designed curriculum to ease children into the

    culture of the formal education system.DRF coaches 250-500 school dropouts every year

    to appear for the Class X Board examinations of the Government of AP.

    Kallam Anji Reddy Vidyalaya (KARV Campus) set up in 2001 at Chandanagar(Hyderabad) has over 1500 students from KG to Class X and offers SSC Syllabus of the

    Government of AP .The medium of instruction being Telegu and English. Specific need

    of every student is catered and the ones who lag behind are provided special remedial

    programs. Students are encouraged to join government/private junior colleges after theirXth exams and those failed are given intensive coaching to help them pass in subsequent

    attempts. 287 students appeared for the Class X exams that were held in March-April

    2008.

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    The Board of Intermediate Education (Government of AP) has instituted various two-

    year vocational courses for students who have cleared the Senior Secondary Certificate

    (SSC) / Class X Board Examination. The Kallam Anji Reddy Vocational Junior

    College, which was set up in September 2002 at Chandanagar (Hyderabad), offers

    courses as Automobile Engineering Technician, Computer Science & Engineering,

    Computer Graphics and Animation and Hotel Operations

    DRF in Hyderabad has set up the Pudami Neighborhood Schools to mandate education

    for all. Recognizing the importance of an English medium education and the competitive

    world, the Foundation has started Pudami Primaries in the vicinity of bigger

    neighborhood schools catering to urban poor and low income groups. They provide pre-

    primary education to the age group of 3 to 8 within the local neighborhood before the

    children can be integrated into a more mainstream system. As per date the enrollments in

    the 29 Pudami Primaries and 4 Pudami Neighborhood Schools are 4767 and 1434

    respectively.

    Success Stories

    The hard work and the innovative ideas of DRF have brought a social change in the

    society. These programs have profoundly changed the direction and texture of peoples

    lives.

    Ramana was 10 when he came to DRF. A newspaper delivery boy then and the first

    aspirant of LABS works with Data Tree as a Data Analyst and leading a team. He is

    doing well in his career and personal life.

    Rahul Eknath Kharade of Hingnigada village was working as a casual laborer in a nearbyfactory and was struggling for livelihood. He met the DRF Field workers in a meeting

    organized by the farmers club. They encouraged him to set up his own enterprise by

    helping him to get a contract from Suguna Poultry and even got his loan sanctioned from

    the District Central Co-operative Bank. DRF gave a new direction to his dream and today

    he is the proud owner of his poultry farm.

    Jahangir Khan of Golkonda had lost all hope for his life. He is presently in Cherlapally

    jail where he is serving his sentence. LABS gave him a new direction and a chance to see

    life differently. With the technical and the life skills he acquired through LABS, he

    dreams of having his own company and employ some people.

    Jitendra, after his metric worked at his fathers tea stall. He had to quit his studies due to

    the financial situation of his home. He was with no job until he heard about the LABS

    Security services course.This not only carved a way for him to earn a living for himself

    but also his family. After completion of his course he was selected by a security services

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    company, Knight Watch Pvt Ltd and now works at the International Airport and draws a

    monthly salary of Rs.5000.

    The list goes on.

    A hope for all

    DRF was born out of anger, as said by Dr.K Anji Reddy. Whatever the reason might be

    DRF has not only changed the lives of lakhs but has given them a source of living. A

    strong commitment followed by anger has transformed the face of the economically

    disadvantaged Indians giving them a hope for survival.

    DRF with its innovative initiatives has altogether taken society to a new level and strives

    to impact more lives in the near future. Its success is truly noteworthy. The obsession of

    Dr.K.Anji Reddy of creating livelihoods has paid off well.

    DRF CAP and LABS Programs has attracted wide media attention, thus spreading the

    message of corporate social responsibility. It exemplified the change that could be

    brought in the lives of the underprivileged through corporate initiatives.

    Dr. K Anji Reddy sets an ambitious target of creating one million livelihoods by 2010.

    With DRF showing the path and many other corporate joining the bandwagon for social

    change, corporate social responsibility seem to have found a new meaning in corporate

    India. Are we ready to take up the challenge?

    Awards and Recognition

    Dr. Reddys Laboratories was conferred the Corporate Social Responsibility Award at

    the CNBC TV18s Indian Business Leaders Awards (IBLA)4 Dec 2009, New Delhi

    DRF receives Economic Times Corporate Citizen of the year 2008 Award 17 January

    2008, Mumbai

    The Annual Spring Award by the American India FoundationMay 2008, NYC

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    HUMAN RESOURCE DEVELOPMENT

    INTRODUCTION:

    The human resource is the most significant and the only active factor of the

    production. All over the factors like capital, materials, buildings, plant & machine etc.

    remain inactive unless there are competent people to utilize them for producing goods &

    services desired by the society. Human brain which is he creation of nature has limit less

    energy to think and art. The goal of achieving, greater quality and higher productivity

    depend on the skill of the people.

    Developing human resource, upgrading their skills and extending their knowledge

    and competencies would lead to organizational development. Therefore, human resource

    development is the key to entangling the effecting utilization of intellectual, technological

    and entrepreneurial skills of human resource

    The concept of Human Resource Development is comparatively of recent origin

    and is now used at both macro and micro levels. At the macro level human resource

    development is the core of all developmental efforts in the sense the organizational level

    human resource development connotes the improvement in the quality of managers and

    workers so as to achieve greater quality and higher levels of productivity. However are

    shall concentrate on the micro view of Human Resource Development and study the

    mechanisms and processes of Human resource development.

    Significance of Human Resource Development:

    As stated earlier the term human resource refers to the knowledge skills, creative

    abilities, talents, aptitude, values and believes of an organizations workforce. The most

    important aspects of human resources are aptitudly values attitudes and beliefs. But in

    given situation if these vital aspects remain same, the other aspects of human resource

    like knowledge, skill, creative abilities and talents play an workforce. However

    enhancement of utilization value of human resource depends upon improvement of the

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    human resource aspects like skill, knowledge, creative liabilities and talents and

    moulding of other aspects like, values, beliefs aptitude and attitude in accordance with

    the changing requirements of groups, organisation and society at large. This process is

    the essence of human resource development improves the human resource development

    improves the utilization values of an organisation. The effective performance of an

    organisation depends not just on the available resources but its quality and conference as

    required by the organisation from time to time. The difference between two nations

    largely depends upon the level of quality of human resources.

    Similarly, the difference in the level of performance of two organizations also

    depends on utilization value of human resources. Moreover the efficiency of production

    process and various area of management depend to a greater extent on the level of human

    resources development.

    HRD assumes significance on view of the fast changing organizational

    environment and used of the organizations to adopt new techniques on order to respond

    to the environmental changes. The changes environmental factors include.Unprecedented increase in competition within and outside the country consequent upon

    the enouncement and implementation of economic libations. Trends toward market

    economy are more prevalent in most of the countries including the while communist

    countries

    These trends towards marketing economy resulting in severe competition not only

    among the industries in the globe but also industries within the nation. This competition

    allows only the industries *** in all respects to continue in the market and the other

    industries are forced to withdraw from the market. The vitality of human resources to a

    nation and to industry depends upon the level of its development. Organizations to be

    dynamic growth oriented and fast changing should develop their human resources. It is

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    needless to say that the organisation possessing competent human resources grow faster

    and can dynamic. Through the positive personnel policies and programmes motivation

    the employees, but their commitment and loyalty but these effort cannot keep the

    organisation dynamic and fast changing. It is needless to say that the organisation

    possessing competent human resources grow faster and can dynamic. Though the positive

    personnel policies and programmes motivation the employees, but their commitment and

    loyalty but these efforts cannot kept the organisation dynamic and fast changing.

    THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT

    HRD is mainly concerned with developing the skill, knowledge and competencies

    of people and it is people oriented concept when we call it is a people oriented concept

    when we call it as a people oriented concept the questions of people be developed in the

    larger or national context or in the smaller organizational context is it different at the

    macro level.

    HRD can be applied both for the nation level and organizational level. The

    concept of HRD is not yet we conceived by various authors though they have defined the

    term from their approach as it is of recent origin and still is in the conceptualizing stage.

    It is an understanding of the terms; i.e. new or rather was new. HRD is not training and

    development. But many personal manager and organizations view HRD as synonymous

    to paining and development. Any organization in the country renames their training

    departments as HRD departments. Some educational institutions starting awarding

    degrees and diplomas in HRD even though the concept in HUF yet crystal clear. The

    concept of HRD was formally introduction by Leonard Nadlering 1969 in a conference

    organized by the American society for frainent and development. Leonard Nadler definedHRD as those learning experiences which are organized for a specified time and designed

    to bring about the possibility of behavioral change.

    The terms learning experience refers to purpose full or international learning not

    incidental learning. Among the Indian authors T.V infantries wara Rao worked extensive

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    on HRD. The define HRD is the organizational context as a process by which the

    employees of an organisation are helped in a continuous, planned way to:-

    i. Acquire or sharpen capabilities required to perform various functions associated

    with their present or expected future roles.

    ii. Development their funeral capabilities as individual and discover and exploit their

    own inner potentials for tour own and /or organizational development purposed.

    i. Development an organizational culture in which superior sub ordinalsrelationship, team work and collaboration among subunits are strong will-

    having, motivation and pride employee.

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    HUMAN RESOURCE DEVELOPMENT FRAME WORK

    Recent economic polarization announced by government of India lend forwards

    market and economic and started creating more dynamic environment in India than ever

    before HRA plays a significant and crucial role in market economics under dynamic

    environment human resource development should be effective for the candidate who do

    not possess potentials to perform present and future roles in organizational in dynamic

    environment.

    HRD to be effective should essentially have a strong base of human resource

    planning, recruitment and selection based on effective un effective HRD requirement.

    These part features enable the organisation to develop its Human resources efficiently

    human resources planning for HRD should plan for human resources not only for the

    present and future jobs but also role, futures, human resource, planning should plan for

    potentialities. Recruitment for HRD refers to searching for prospective employee having

    skill, and also for development and motivates them to apply for jobs.

    Selection for HRD refers to designing the selection techniques like written test,

    selection test, interview etc. fit for selection the candidate suitable for futuredevelopment. These base factors influence the analysis of roles of employees as

    individual as member of terms and organizations, along with the ever changing

    environment. The positive base factors exert portative influence on the analysis of role

    vice versa is true in case of negative facture.

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    PROCESS OF HRD: Identification of Inputs

    Analysis of Rolls as

    - Individual

    - Member of Teams

    - Member of Organization

    Forecasting manpower

    needs based on HRD

    Recruitment & selection

    Potential Appraisal

    Performance Appraisal

    Employees Present Capabilities

    and potentialities

    Capabilities to be acquired

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    Analysis of roles employees as individuals, number of ****** and number of

    organization helps the positive base factors exert portative influence on the analysis of

    role vice versa is true in case of negative facture. Analysis of roles of employees as

    individuals, members of and members of organizations helps the organizations know the

    member present capabilities and potential. Future performance appraisal and appraisal

    techniques help to evaluate the present capabilities, performance and potentials more

    accurately. Organizations plans including the plan for change, based on environmental

    opportunities and threats are the based to determine organizational requirement,. In turn

    are the based to determine the future requirement of various roles in the organization. The

    difference between the employees present capabilities and future role requirement are

    the human resource to be acquired and development. Organization requirement in turn

    are the based to determine the future requirements of various roles in the organization.

    Human resources to be acquired and developed are determined in terms of skills,

    knowledge, abilities, values aptitude, beliefs, commitment etc. Suitable technique is of

    human resource development is / are to be selected depending upon the resource to be

    acquired and developed. These techniques include performance appraisal potential

    appraisal, training, management development organizational development. Career

    planning and development, worker participation in management quality circles and social

    and spiritual programmers.The outcomes of HRD are four-fold, viz. to the organization, t o the individuals,

    to the groups and to the society. HRD benefits the organization by developing the

    employees and make them ready to accept responsibilities, welcome change, adapt to

    change, enables the implementation of the programmes of total quality management

    maintenance of sound human relations, increase in productivity and profitability. The

    HRD, also benefits the individuals, in allowing of potentials, increase informations,

    fulfilling their needs and enhancing social and psychological status.

    The HRD helps the groups in the form of increase in cooperation, increase in

    collaboration and team effectiveness. Further, it helps the society in the form of

    developing human resources and increased contribution of human resources to the

    society.

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    FEATURES OF HUMAN RESOURCE DEVELOPMENT

    The essential features of human resource development can be listed as follows:-

    1. Human resource development is a process in which employees of the

    organizations are recognized as its human resource. It believes that human

    resources are most valuable asset of the organization.

    2. It stresses on development of human resources of the organization. It helps the

    employees of the organization to develop their general capabilities in relation to

    their present jobs and expected future role.

    3. It emphasis on the development and best utilization of the capabilities of

    individuals in the interest of the employees and organization.

    4. It helps in establishing / developing inter-personal relations. It stresses on

    developing relationship based on helps trust and confidence.

    5. It promotes team spirit among employees.

    6. It tries to develop competencies at the organization level. It stresses on providing

    healthy climate for development in the organization.

    7. HRD is a system. It has several sub-systems. All these sub systems are inter

    related and interwoven. It stresses on collaboration among all the sub-systems.

    8. It aims to develop an organization culture in which there is good, senior subordinate relations motivation quality and sense of belonging.

    9. It tries to develop competence at individual, interpersonal, group and

    organizational level to meet organizational goal.

    10. It is an inter-disciplinary concept. It is based on the concepts, ideas and principles

    of sociology, psychology, economics etc.

    11. It forms on employee, welfare and quality of work life. It tries to examining

    identify employee needs and meeting them to the best possible extent.

    12. It is a continuous and systematic learning process. Development is a life, long

    process which never ends.

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    Mr. Harald Richter, Head, Department of Senior Executives of Bayer AG, has mentioned

    following eight characteristics relating to HRD:

    1. The people have capabilities to learn. They can be developed by providing them

    learning opportunities.

    2. Investment, in human resource development can be considered as long term

    investment. By investing in development of human resources long term refund

    can be increased.

    3. Human resources can be developed through proper education and training system.

    HRD is not only the responsibility of the country. Industry will have to play a

    vital role by stressing on HRD activities.

    4. It is a long term approach. There is no short cut to HRD.

    5. It requires common understanding between people, industry, trade unions and

    government.

    6. It is required at all levels. It stresses that there is constant need of retraining and

    development of people to adapt to new technologies.

    7. It provides possibilities for training. It stresses that on the job training, is better

    than class room training.

    8. It depends upon needs of the industry. HRD assists in meeting the objectives ofindividuals as well as organization. So, pace of growth of HRD depends upon the

    industry's needs.

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    OBJECTIVES OF HUMAN RESOURCE DEVELOPMENT

    The main objectives of HRD are as follows:

    1. To develop the capabilities and competences of human resources in relation to the

    present job.

    2. To develop capabilities and competencies, of human resources in relation to their

    expected future role.

    3. To build up competencies at individual interpersonal, group and organizational

    levels to meet the individual and organization goals.

    4. To help the development of people and their maximum utilization in the interest

    of society and nation.

    5. To help the employees to plan their career.

    6. To develop team spirit and interpersonal relation among employees in the

    organization.

    7. To providing the employees a climate for job enrichment, openness,, innovation,

    increased communication etc.

    8. To motivate the employees for their contribution by suitable rewards.

    9. To ensure the availability of competent and committed people to occupy keyposition at higher level.

    10. To achieve better organization (OD) system so that organization can respond to

    changes effectively.

    11. To develop a suitable human resource information system to objective data on

    employees / HR.

    12. To increase organizational effectiveness i.e. higher productivity, lower costs,

    more profits, and better organization image.

    13. To develop an organizational culture.

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    BENEFITS OF HUMAN RESOURCE DEVELOPMENT

    Human resource development now-a-days a days is considered as the key to

    higher productivity better relations and greater profitability for any organization

    appropriate HRD provides unlimited benefits to the concerned organization. Some of the

    important benefits are being given here.

    1. HRD makes people more competes HRD develops new skill, knowledge and

    attitude of the people in the concern organizations.

    2. With appropriate HRD programme people become more committed to their jobs.

    People are assessed on the bests of their performance by having a acceptable

    performance appraisal system.

    3. An environment of must and respect can be created with the help of human

    resource development.

    4. Acceptability towards change can be created with the help of HRD. Employees

    found themselves better equipped with problem solving capabilities.

    5. It improves the all round growth of the employees. HRD also improves term spirit

    in the organization. They become more open in their behavior. This, now values

    can be generated.

    6. It also helps to create the efficiency culture in the organization. It leads to greater

    organizational effectiveness, resources are property utilized and goals are

    achieved in a better way.

    7. It improves the participation of worker in the organization. This improves the role

    of worker and workers feel a sense of pride and achievement while performing

    their jobs.

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    8. It also helps to collect useful and objective data on employees programmes and

    policies which further facilitate rather human resource planning.

    Hence it can be concluded that HRD provides a lot of benefits in every

    organization. So, the importance of concept of HRD should pre recognized and given a

    place of eminence, to face the present and future challenges in the organization.

    PRE-REQUISITES OF EFFECTIVE HUMAN RESOURCE DEVELOPMENT

    Human resource development facilitates development of an enabling culture in an

    organization. Enabling culture means creating an environment where employees are

    motivated to take initiative and risk, they feel enthused to experiment; innovation and

    they make things happen. To achieve and to create the effect the effect the HRD certain

    points must be studied and considered seriously for having effective HRD programme so,

    the following prerequisites are essential

    Approach of Top -level management:

    The main goal of the HRD is to develop the capabilities o each employee as anIndividual in relation to his present job and future rule. This can be done only by having

    knowledge of capabilities, limitations and problems of the employees of the concern.

    Obviously this information can be collected by top level measurement by being in touch

    with the employees at all levels of measurement. Top executives should frequently visit

    the work place of the workers and spend time with term. So the top- level management

    must try to know full capabilities and problems of the work force of the organization at

    all levels. By adopting his approach top management can better utilize the capabilities of

    the available work force and creating must among the people of the organization.

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    Communication System and Feedback:

    Success maintenance also depends on proper communication and feedback

    system. A proper communication should be developed and implemented. It should be

    such which provide all important information to the employees from the beginning to the

    end. This system should be formal are well as information is connected with feed balk so

    the importance of feed balk should be under spool in full and variable feedback system

    should be structured.

    Conditions for Growth and Development:

    Human resources are the most important arrests in the organization. They can be

    developed to an unlimited extent. For that a wealthy organizational climate (openness,

    trust, and collaboration) should be developed. The progress of the company must be

    hearted with the employees, their efforts should be appreciated and recognized by giving

    them rewards promotions, incentives etc. Their excellence should be rewarded in an

    appropriate and acceptable way. At the same time punishment can also be given. If

    required in normal or exceptional circumstances so a balanced environment among all

    these should be maintained, so as to create the conditions for development of workers.

    Investment in HRD Programme:

    There are to success. The maintenance of a wealthy working climate and the

    development of its human resources is very complicated process. So to ensure the desired

    results the top level management and HRD professionals must invest proper time, funds

    and energy in each. The top level management must clear the path, create a development

    climate and help the employees to realize their potential.

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    Proper Utilization of Human Resource Skill:

    HRD must try to make proper utilization of available and potential human

    resource skills. Manpower planning and right sizing of human resources may be used for

    his purpose.

    Decentralization:

    There should be proper system of Involvement of persons at all levels of

    management. If the proper importance is given to each person this creates the since of

    belongings and commitment among the worker. Although major policy decisions, may be

    centralized but other important decisions should be made with the involvement of various

    subordinates. A balanced approach should be maintained in the centralization and

    decentralization.

    So, by adopting the above-requesting even ordinary people can produce extra

    ordinary results. The people in the concern itself grow and help the organization to

    realize their goals and progress.

    Human Resource Development and Organizational Effectiveness:

    Human resource development is a process, which is linked to organizational

    effectiveness. There are many instruments of Human Resource Development. These

    Human Resource Development resource development climate and processes such human

    resource development climate. Should result in move completing satisfied and committed

    people. Ultimately these HRD outcomes improve organizational effectiveness. Prof. T.V.

    Rao has developed a model which explains the interrelationship between human resource

    development instruments process, at comes and organizational effectiveness.

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    Prof. T.V. Rao has developed the model presenting the inter-relationship between

    the following four aspects of human resource development.

    I. Human Resources development mechanism or systems uninstrument.

    II. Human Resources development processes and human resources development

    (climate variables).

    III. Human resources development out comes variables.

    IV. Organizational effectiveness.

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    A Schematic Presentation of linkage between HRD instruments,

    Processes, outcomes and organizational effectiveness.

    HRD Mechanism

    or Sub systems orInstruments

    HRD Process & HRD

    climate variables

    HRD out comes

    variably

    Organizational

    EffectivenessDimensions

    * HRD Department * Role Clarity * More

    competentPeople

    * Higher

    productivity

    * Performance

    appraisal

    * Planning of

    Development by every

    employee

    * Better

    development-

    Roles* Review,

    Discussion Feed

    back, counseling

    sessions

    * Awareness of

    competencies

    required for Job

    performance

    * Higher work

    commitment

    & Job

    Involvement

    * Growth and

    Diversification

    * Role Analysis

    Exercise

    * Proactive on

    Entation.

    * Better problem

    Solving.

    * Cost

    Reduction* Potential

    Development

    Exercise.

    * More Trust * Higher job

    satisfaction &

    work motivation

    * Most Profits

    * Training * Collaboration &Team work

    * Betterorganizational

    health

    * BetterImage.

    * Communication * Authenticity * Most Team-

    work synergy

    respect to eachOther.

    * Policies * Openness* Job Rotations * Risk-taking

    * OD Exercises * Value Generation

    * Rewards * Clarification ofnorms & standard

    * Job enrichmentProgrammes

    * Increasedcommunication

    Other Factors: Environment,technology resources

    availability history, Nature of

    Business etc.* Other Mechanism *Most objective

    rewards

    * Generation of objectivedata on employees

    Personnel Policies, Top management styles,

    investment on HRD top management'scommitment History, Previous culture line

    manager's interest ect.

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    HRD MECHANISMS OR HRD SUB-SYSTEMS

    OR HRD INSTRUMENTS

    Human resource development in total system. It has various sub systems. These

    sub-systems are also known as human resource development mechanism or human

    resource are applied by the organization to develop desired human resource development

    climate and improve organizational effectiveness through human resource development

    out comes. There are the large numbers of Sub-Systems or instruments that can be used

    to develop and facilitate human resources development. T.V. Rao has stated the human

    resource development matrix. It includes the following sub- system.

    (a) HRD Department.

    (b) Performance appraisal

    (c) Review, Discussion, Feedback, counseling sessions.

    (d) Rate Analysis Exercise.

    (e) Potential Development Exercise.

    (f) Training.

    (g) Communication Policies.

    (h) Job Rotations

    (i) OD Exercise(j) Rewards.

    (k) Job Enrichment Programmes.

    (l) Other Mechanisms.

    HRD mechanism in sub systems should be periodically reviewed to ensure check

    whether it has resulted in developing desired HRD climate or not.

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    Some of the important human resource development instruments art explained in

    detail as under:

    (a) Performance Appraisal:

    A performance is measured in terms of results. Performance appraisal is concern

    with evaluating the present performance/ output of the employees by linking if with for

    requirements. In indicates the extent to which an employee satisfies fulfills his present

    job requirements. It's aimed at identification of competency gaps. It enables the

    organization to evaluate the present position, strength and weakness of its human

    resources. It helps the organization to assess where it stands in terms of its completeness

    of the human resources required of different levels, of the organizational hierarchy as

    against desired/expected level of human resources requirement. It also aims at identifying

    the improvement potential of its human resources. According to by are and rue,

    "Performance appraisal not only let the employee know how well he is performing but

    should also influence her future level of effort activities result and task direction".

    Similarity Prof. T.V. Rao has rightly stated that performance appraisal system here dual

    approach (i) Evaluation Approach and (ii) Development approach. Development oriented

    performance appraisals have gained movement. The recent years further achievinghuman resources development goals through training and developments is better then

    achieving goals through performance appraisal alone.

    (b) Potential Appraisal and Development:

    Business and people have to be managed proactively potential appraisal means

    assessment and identification of inherent capabilities i.e. skill, knowledge etc possessed

    by an employees. This capability of the employee may not be in use at present. Taking

    into consideration the dynamic rather of the business, development of the new

    technology, diversification, modernization, increased competition etc. the potential of the

    available human resources with the organization must be assessed in advance to ****

    development relates enhancing the employee's potential to accept and responsibility to

    handle higher position in future. Thus potential development aims at identify action and

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    development of the potential of employees to occupy key position in further and accept

    responsibility.

    (c) Feed back and counseling:

    The performance appraisal/evaluation report of employees may be used an a

    feedback information. Management may discuss and evaluate the progress of the

    subordinate with his immediate superior. This review and discussion may serve

    various purposes. It may help in assessing the need for counseling to the

    employee's. Counseling can serve various useful purposes. It may help the

    seniors, to understand the problems of t heir subordi9nates and vice-versa. It can

    help the employees in setting goals and designing an action plant to meet these

    goals. It can also help the employees to overcome the problems faced by him and

    make the best utilization of his strengths.

    d) Role Analysis:

    The concept of role is broader than that of a job. A job is an assignment of work

    /fast. Each job calls for a specific set of duties and responsibilities. A role consists

    of the total pattern of expected behavior, interaction and sentiments for an

    individual possessing an assigned job. Role analysis is a process. It aims atdefining the contents of a role in relation to all those with whom the employees

    have to deal and interact for performing the job. Role analysis is identified as an

    intervention for the purpose of role clarity and performance appraisal.

    e) Career Planning:

    A career is a sequence of positions occupied by a person during the course of his

    work life. Edwin B. Flippo states, "A career is a sequence of separate but related

    work activities that provided continuity, order and meaning in a person's life."

    Career planning is a process. It helps the employees to plan their career. It

    encourages the employees to analyze and assess their capabilities and inform

    them about the career opportunities that are available in the organization. The

    major focus of career planning is to help the employee's to match their skills and

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    abilities to the needs and demand of organization. It aims at providing accelerated

    career growth opportunities for its efficient and capable employees. So, career

    planning is a systemic process of determination of the career prospects, career

    development and career growth of an individual employee. It helps to strengthen

    human resource development system of the organization.

    f) Training and Development:

    Training and development are the human resource development instruments or

    sub-systems used by every organization. The importance of training has increased

    as a result of fact and constant improvement in the technology. Training is an act

    of increasing the skill and knowledge of an employee to do a particular job. It

    aims to increase the efficiency of an employee, for a specific job on the other

    hand, employee development aims at overall development of the employee. So,

    most of the organizational believe not only in recruiting the best in the industry

    but also in developing t heir competence.

    g) Organizational Development:

    Bennels states "Organization Development (OD) is a complex educational so that

    they can better adapt to new technologies, markets and challenges. In simplewords, organization development is a systematic process of managing change. It

    is a planned effort initiated by top management to improve the organizations

    health and effectiveness. It aims to improve the problem solving process in the

    organization. On process includes the following steps:-

    i) Diagnosis / identification of the problem.

    ii) Planning strategy to introduce change.

    iii) Use intervention:

    OD practioners, consultants changes agents may be consulted. Organization

    development may use various interventions such as sensitivity training,

    management by objective programs, survey feedback, management grid etc.

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    iv) Evaluating implementation change:

    According to Edwin B. Flippo "OD is a planned and calculated attempt to attain

    some specific goals such as:

    (a) Decision making on the basis of competence

    (b) Creatively resolving conflicts

    (c) Maximizing collaborations

    (d) Increasing commitment and a sense of ownership

    (e) Increasing the degree of interpersonal trust and support

    (f) Creating a climate in which human growth, development are a natural part of the

    enterprises daily operation and;

    (g) Developing a communication system characterized by mutual openness in solving

    organizational problems.

    (v) Rewards:

    Reward is the compensation to the employees for their services to the

    organization Rewards are necessary to retain the services of efficient employee,

    motivate the employee for better performance and to attract capable and efficient

    potential employees to the organization. Employees must be suitably rewarded for

    their contribution to the organization. Reward may be;(i) Extrinsic reward, and

    (ii) Intrinsic reward

    Extrinsic reward is related to monetary benefits such as salary, promotion, bring

    benefits etc. Intrinsic reward is related to the job itself i.e. job satisfaction, pride in

    word, recognition as an individual etc. Better rewards help to achieve HRD goals.

    Most of the successful organizations try to provide a combination of intrinsic as

    well as extrinsic rewards to their employees. For instance, ITCs human resources

    philosophy enables them to deliver high quality performance and reward talent

    with competitively superior compensation. Similarly, BSES Ltd. confers,

    "Meritorious Performance Award" to encourage employees to contribute to

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    progress, prosperity and growth of organization. So, it motivate the employees to

    improve their capabilities to become eligible for such intrinsic rewards.

    (i) Job Rotation:

    Job Rotation is another human resource development mechanism or sub-system.

    This instrument is the least practiced instrument in the industry. This instrument is

    used to develop managers and supervisors in an organization. It is a systemic and

    planned programme of interchanging employees from one job to another for a

    definite period of time. It enables to develop empathy and understanding of

    functioning of other departments.

    (j) Job Enrichment:

    Job enrichment refers to widening the contents of a job. It is a deliberate

    upgrading of responsibility, scope and challenging in work. It is a process which

    helps the individual to grow slow and steady. It is based on the belief that

    employees / workers want more responsibility. The success of job enrichment

    depends on how effectively it is being implemented by the work groups.

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    HRD PROCESS AND HRD CLIMATE VARIABLES

    Human resource development mechanism or sub-system or instrument leads to

    development of desired human resources development climate or process. Human

    resource development culture is an essential part of the organization climate. HRD

    (Human Resource Development) culture in the organization. In the words of T.V., Rao,

    "Human resource development climate is the perception of the employees about the

    human resources development culture in the organization, "Human resource development

    experts use the term 'OCTAPACE" to express the important features of human resource,

    development climate. The salient features of human resource development culture are at

    presented in the following figure.

    O C T A P A C E

    Open-

    ness

    Confrontation Trust Auto-

    nomy

    Pro-

    action

    Authenticity Collabo-

    ration

    Experimentation

    Human resource development climate in an organization is reflected by its role,

    clarity, openness, trust, team work, proactive orientation, planning of development of

    every employee etc. HRD departments are a sub system in instrument to initiate HRD

    culture and achieve objectives of HRD.

    Human resource development climate and processes are dependent on personnel

    policies, top management styles, investments on HRD, top management, commitment,

    line manager's, interest, previous culture etc. To sum up the relationship between human

    resource development mechanism and human resource development processes and

    climate can be explained as under:-

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    a) HRD mechanism is most useful instruments / interventions to develop a healthy

    HRD climate.

    b) HRD instruments are used to develop desired human resource development

    processes. For instance, performance and potential appraisal help to Arsey and

    determine the competence required for job performance. Review, discussion

    feedback, counseling session help in building trust and better senior subordinate

    relations. Role analysis exercises result in role clarity in the organization.

    Training and potential development exercises have proactive orientation. Job

    enrichment is a deliverable exercise of upgrading of risk and responsibility in

    work-group. OD exercises help to manage change and problems in the

    organizations. It promotes openness, effective, communication; inter departmental

    collaboration in the organization. It aims at providing a climate for growth and

    development.

    c) HRD climate is dependent on human resource development mechanism as well as

    personnel policies, top management styles etc.

    d) HRD mechanism and personnel policies should be periodically reviewed to create

    develop desired human resources development climate.

    HUMAN OUTCOMES VARIABLES:

    Human resource development mechanism generates human resources

    development climate and processes human resource development climate and processes

    human resource development climate and processes generate human resource

    development outcomes. Thus, human resource development outcome is the result of

    human resource development mechanism and human resource development processes.

    Better human resources development climate results in better human resource

    development outcomes e.g. more competent, satisfied and committed employees. Besides

    these outcomes, it results in better utilization of internal resources, team work and better

    organizational health. An organization with competent and satisfied people is likely to be

    more effective in comparison to an organization, which is low on these outcome

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    variables. To sum up, the situation of human resource development outcomes in the

    matrix is explained as under:-

    a) HRD outcomes are the result of HRD climate and processes.

    b) Better HRD climate and processes result in more competent, satisfied and

    committed people.

    c) HRD processes are many where as HRD outcomes are limited.

    d) HRD outcomes generate and determine organizational effectiveness.

    e) An organization with competent and committed workers is likely to be more

    effective.

    f) An organization with poor HRD outcomes is the result of its poor HRD climate

    poor policies and commitment of its top management. It shows that here is need

    of improvement in organizational climate and processes.

    HRD outcomes include:

    1. Training makes people more competent. They develop new skills, knowledge and

    attitudes.

    2. There is greater clarity of norms and standards. People become better aware of theskills required for job performance and the expectations which other members of

    their role set have from them.

    3. People become more committed to their jobs because now there is greater

    objectivity in the administration of rewards. The data based appraisal system

    reduces subjectively to minimum. They become more proactive in their

    orientation.

    4. People develop great trust and respect for each other. They become more open in

    their behavior. Thus, new values come to be generated.

    5. There is great collaboration and team work which produces synergy effect.

    6. There is greater readiness on the part of employees to accept change. They find

    themselves better equipped with problemsolving capabilities.

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    7. Lot of useful and objective data on employees are generated which fulfill human

    resource planning.

    8. Participation develops in workers a sense of achievement and pride in work.

    HRD at Macro and Micro level:

    People are the most important assets of the organization. It is not merely a

    decorative piece in the hardware of an organization. They must be treated as human. The

    great or big organizations have always had good faith in their man power and their

    capabilities. So it is very important to get the people who are winner but is even more

    important to retain those winners due to acceptance of this concept human resource

    development is in the limelight these days. But the question is what does the HRD means

    at macro and micro level? The answer to it is not as easy as it seems to be. HRD is

    essentially treated as a collective human and team efforts directions towards improving of

    human abilities available in a given environment. It is mainly related with the

    development of inner potentials of people working with the organization. One more

    objective of HRD is to develop the innovative or newer capabilities in the people so as to

    make them competent to face the present as well as further challenges. HRD concept

    applies to both macro as well as micro level.

    MICRO LEVEL:

    For any dynamic and growth oriented unit, HRD activities play a very crucial

    role. In the present fast changing environment, it is like a small wonder for the

    organization with the help of which a unit can achieve its objective in an effective way.

    Normally, HRD at micro level performs the task of organization's man power planning,

    selecting training, performance appraisal, development potential appraisal, compensation,

    organizational development etc. All these activities collectively provide answer science

    in the organization. Human resources development's involvement in the all the above

    stated areas provide advantage to the concern in the form of development man power.

    Development have is related with the development of new capabilities among the

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    employees of the concern with this they can achieve and face and present sub and

    challenges of the future.

    MACRO LEVEL:

    At the macro level, HRD is related with the development of people and nation as

    a whole. This takes wealth, capabilities, skill, activities of people which are more useful

    to the development among them and nations for overall development as well as while

    calculating the national income indicators like national income, economic planning. In

    spite of importance of HRD at mass level, it has not achieved more popularity at the

    national or macro level.

    One thing, however, is certain that human resource development is a collective

    human effort directed towards recognizing and improvising the human abilities available

    in a given environment. So to achieve the benefit of human resource development it is

    essential to understand the micro and macro concepts of the human resources

    development.

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    THE FUNCTIONS OF HRD MANAGERS

    HRD managers or departments play a crucial role in the organization. They perform a

    variety of functions. These functions include:

    i) Role Analysis:

    The HRD manager should design the wider roles rather than mere jobs

    based on the organization's present and future needs. The HRD manager should

    also take into consideration the internal and external environmental factors.

    ii) Human Resource Planning:

    The HRD manager, role analysis should plan for the human resource

    which would meet not only the future organizational requirements but also

    capable of being developed. The steps in human resource planning include:

    a) Estimation of present and future requirements and supply of human resources

    based on objectives and long range plans of the organization.

    b) Calculation of net human resource requirements based on present inventory of

    human resources.

    c) Taking steps to mould change and develop the strength of existing employees in

    the organization so as to meet the future human resources requirements.

    d) Preparation of action programmes to get the rest of human resources from outside

    the organization and to develop the human resources of existing employees.

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    iii) Recruitment:

    It is the process of searching for prospective employees and simulating

    them to apply for jobs in an organization. It deals with:

    a) Identification of existing sources of applicants and developing them.

    b) Creation / identification of new sources of applicants.

    c) Stimulating the candidates to apply for jobs in the organization.

    d) Striking a balance between internal and external sources.

    iv) Selection:

    It is the process of ascertaining the qualifications, experiences, skills,

    knowledge etc. of an applicant with a view to appraising his/her suitability to a

    job. This function includes:

    a) Framing and developing of application banks.

    b) Creating and developing valid and reliable testing techniques.

    c) Formulating interviewing techniques.

    d) Checking of references

    e) Setting up of medical examination policy and procedures.

    f) Line managers decision

    g) Sending of letters of appointment and rejection.

    h) Employing the selected candidates who report for duty.

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    v) Placement:

    It is the process of assigning the selected candidate with the most suitable

    job. It is matching of employee specifications with job requirements. This

    function includes:

    a) Counseling of the functional managers regarding placement.

    b) Correcting misplacements, if any.

    vi) Induction and orientation:

    Induction and orientation are the techniques by which a new employee is

    rehabilitated in the charged surrounding and introduced to the practices policies,

    purposes and people etc. of the organization. They include:-

    a) Acquaint the employee with the company philosophy, objectives, policies, market

    share, social and community standing, company history, culture etc.

    b) Introduce the employee to the people with whom he has to work such as peer,

    superiors and subordinates.

    c) Mould the employees attitude by orienting him to the new working and social

    environment.

    vii) Performance appraisal:

    It is the systematic evaluation of individuals with respect to their performance on

    the job and their potential for development, it includes:-

    a) Developing of policies, procedures and techniques.

    b) Helping the functional managers.c) Reviewing and consolidation of reports.

    d) Evaluating the effectiveness of various programmes.

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    viii) Training:

    Training is a systemic process by which employees learn skills, knowledge,

    abilities or attitudes to further organizational and personal goals. It includes:

    a) Identification of training needs of the individuals and the company.

    b) Developing suitable training programmes.

    c) Helping and advising line management in the conduct of training programmes.

    d) Imparting requisite job skills and knowledge to employees.

    (e) Evaluating the effectiveness of training programmes.

    ix) Management Development:

    It is the process of redesigning and conducing suitable executive development the

    managerial and human relations skills of employees.

    It includes:

    (a) Identification of the areas in which management development is needed.

    (b) Conducting development programmes.

    (c) Motivating the executives.

    (d) Designing special de3velopment programmes for promotions.

    (e) Using the services of specialists, and or utilizing the institutional executive

    developmentprogrammes.

    x) Career Planning and Development:

    It is the planning of one's career and implementation of career plans by

    means of education training, job search and acquisition of work experiences. Itincludes internal and external mobility.

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    xi) Internal Mobility:

    It includes vertical and horizontal movement of an employee within and

    organization. It consists of transfer, promotion and demotion.

    xii) Transfer:

    Transfers and promotions are the two important ways of personnel adjustments.

    When employees or demotion, it is simply a transfer. This activity deals with.

    (a) Development employees and the management on transfers.

    (b) Guiding employees and the management on transfers.

    (c) Evaluating the execution of transfer policies and procedures.

    xiii) Promotion:

    It deals with upward reassignment given to employees in the organization to

    occupy higher position which commands better status and/or pay keeping in view the

    human resources of the employees and the job requirements. This function covers:

    (a) Formatting of equitable, fair and consistent promotion policies and procedures.

    (b) Advising line management and employees on matters relating to promotions.

    (c) Evaluating the executing of promotion policies and procedures.

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    Organizational

    Climate & HRD

    Climate

    Techniques

    - Performance appraisal

    - Training

    - Management development

    - Career development

    - Workers participation

    - Organization Development

    - Quality Circles

    - Social and Spiritual Development

    Human Resources

    Development of

    human

    resources

    output:

    Outcomes

    - Individual goals

    - Team goals

    -Organization

    goals

    - Social Goals

    - Skill

    - Knowledge

    - Behavior

    - Values

    Means

    - Individual

    - Team

    - Family & Friends

    - Society

    PROCESS OF HRD: Techniques and Output

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    4.1. The top management believes that human resources are an extremely important

    resource and that they have to be treated more humanly.

    Table: 4.1

    Satisfaction level Number of respondents Percentage

    Strongly Agree 18 30 %

    Agree 34 56.6 %

    Undecided 6 10 %

    Disagree 0 0 %

    Strongly Disagree 2 3.4 %

    Total 60 100

    SourcePrimary data

    Fig: 4.1

    Interpretation: From the above table it determines that 56.6% of employees in the

    organisation agree that the top management believes Human resources are extremely

    important resources and hence they are to be treated more humanly.

    18

    34

    60 2

    30

    56.6

    10

    03.4

    0

    10

    20

    30

    40

    50

    60

    SA A UD D SD

    No of Respondents % of Response

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    2. Development of the subordinates is seen as an important part of their job by the

    managers/officers here.

    Table: 4.2

    Satisfaction level Number of respondents Percentage

    Strongly Agree 14 23.3%

    Agree 32 53.3%

    Undecided 10 16.6%

    Disagree 2 3.4%

    Strongly Disagree 2 3.4%

    Total 60 100

    SourcePrimary data

    Fig: 4.2

    Interpretation: From the above chart it determines that 53.3% of employees believe that

    there managers give importance towards development of their subordinates as a part of

    their job responsibilities.

    14

    32

    10

    2 2

    23.3

    53.3

    16.6

    3.4 3.4

    0

    10

    20

    30

    40

    50

    60

    SA A UD D SD

    No of Respondents % of Response

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    3. The personnel policies of this organization facilitate employee development.Table: 4.3

    Satisfaction level Number of respondents Percentage

    Strongly Agree 10 16.6%

    Agree 34 56.6%

    Undecided 12 20%

    Disagree 2 3.4%

    Strongly Disagree 2 3.4%

    Total 60 100

    SourcePrimary data

    Fig: 4.3

    Interpretation: From the above chartit determines that57% agree that personnel

    policies of this organization facilitate employee development and 7% disagree and 20%

    stand undecided.

    10

    34

    12

    2 2

    16.6

    56.6

    20

    3.4 3.4

    0

    10

    20

    30

    40

    50

    60

    SA A UD D SD

    No of Respondents % of Response

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    4. The top management is willing to invest a considerable part of their time andother resources to ensure the development of employees

    Table:4.4

    Satisfaction level Number of respondents Percentage

    Strongly Agree 8 13.3%

    Agree 30 50%

    Undecided 18 30%

    Disagree 4 6.6%

    Strongly Disagree 0 0%

    Total 60 100

    SourcePrimary data

    Fig: 4.4

    Interpretation: From the above table we can determine that 50% of employees believe

    that the top management is willing to invest a considerable part of their time and other

    resources to ensure the development of employees while 30% stands undecided.

    8

    30

    18

    40

    13.3

    50

    30

    6.60

    0

    10

    20

    30

    40

    50

    60

    SA A UD D SD

    Development of Employees

    No of Respondents % of Response

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    5. People lacking competence in doing their jobs are helped to acquire competencerather than being left unattended.

    Table: 4.5

    Satisfaction level Number of respondents Percentage

    Strongly Agree 8 13.2%

    Agree 36 60%

    Undecided 12 20%

    Disagree 2 3.4%

    Strongly Disagree 2 3.4%

    Total 60 100

    SourcePrimary data

    Fig: 4.5

    Interpretation: From the above table we can determine that 60% of employees agree

    that people lacking competence in doing their jobs are helped to acquire competence

    rather than being left unattended while 7% disagree and 20% stands undecided.

    8 36 12 2 2

    16.6 60 20 3.4 3.4

    0%

    20%

    40%

    60%

    80%

    100%

    SA A UD D SD

    No of Respondents % of Response

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    6. Employees in this organization are very informal and do not hesitate to discusstheir personal problems with their supervisors.

    Table: 4.6

    Satisfaction level Number of respondents Percentage of Response

    Strongly Agree 10 16.6%

    Agree 26 43.4%

    Undecided 16 26.6%

    Disagree 6 10%

    Strongly Disagree 2 3.4%

    Total 60 100

    SourcePrimary data

    Fig: 4.6

    Interpretation: From the above table it is determine that 43.4% employees in this

    organization are very informal and do not hesitate to discuss their personal problems with

    their supervisors while 26.6% stands undecided and 13.4% opposes it.

    10

    26

    16

    62

    16.


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