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System Concept HRD:
HRD is mainly concerned with developing the skill, knowledge and competencies of people
and it is people-oriented concept. When we call it as a people-oriented concept the question of
people being developed in the larger or national context or in the smaller organizational context?
Is it different at the macro and micro level? HRD can be applied both for the national level and
organizational level.
HRD at Macro and Micro Level:
HRD as stated earlier is mainly concerned with developing the competencies of people.
When we all see it as a people oriented concept then several questions come to the mind like
should the people be developed in the larger and national context or in the smaller institutional
context? Are they different at the macro level and micro level? As things stand now, HRD applies
to both institutional (micro) as well as national (macro issues).The main objective however is to
develop the newer capabilities in people so as to enable them to tackle both present and future
challenges while realizing organizational goals. However, it is useful both at macro and micro
levels.
Macro level:
At the macro level HRD is concerned with the development of people for the nation’s well being.
It takes health capabilities skills, attitudes of people which are more useful to the development of
the nation as a whole. While calculating the national income and economic growth the
prospective HRD concept examines the individual’s potentialities, their attitudes, aspirations,
skills, knowledge etc. and establishes a concrete base for economic planning. However, HRD’s
contribution at macro level has not gained popularity as yet.
Micro Levels:
HRD is concern for development in the organizations at the grass root level. Small wonder then,
that HRD was well received by companies and managements as they realized its importance and
foresaw its future contribution for the individual and organizational development. Generally HRD
at micro level talks of the organizations’ manpower, planning, selection, training, performance
appraisal, development, potential appraisal, compensation, organizational development etc.
HRD’s involvement in all these areas is mainly with an objective to develop certain new
capabilities in people concerned to equip them to meet the present job challenges and to accept
future job requirements.
HRD from organizational point of view is a process in which the employees of an
organization are helped/motivated to acquire and develop technical, managerial and behavioral
knowledge, skills and abilities, and mould the values, beliefs, attitude necessary to perform
present and future roles by realizing highest human potential with a view to contribute positively
to the organizational, group, individual and social goals.
There are three aspects, viz.,
1. Employees of an organization are helped/motivated;
2. Acquire, develop and mould various aspects of human resources; and
3. Contribute to the organizational, group, individual and social goals.
The first aspect deals with helping and motivating factors for HRD.
These factors may be called â˜Enabling factors which include: Organization structure,
organizational climate, HRD climate, HRD knowledge and skills to managers, human resource
planning, recruitment and selection.
The second aspect deals with the techniques or methods which are the
means to acquire develop and mould the various human resources.
These techniques include: Performance, appraisal, Potential appraisal, Career planning and
Development, Training, Management development, Organizational development, Social and
Cultural programs, and Workers’ participation in management and quality circles.
The third category includes the outcomes contribution of the HRD
process to the goals of the organization, group, individuals and the society.
Definition:
“HRD is the process of determining the optimum methods of developing and
improving the human resources of an organization and the systematic improvement of the
performance of employees through training, education and development and leadership for
the mutual attainment of organizational and personal goals” (Smith)
“A set of systematic and planned activities designed by an organization to provide its
members with the opportunities to learn necessary skills to meet current and future job
demands” (Werner and DeSimone 2006)
(Swanson and Holton, n.d) has also quoted definitions of HRD offered by some authors
(McLagan; Gilley & England and Smith) as:
“HRD is the integrated use of training and development, career development and
organizational development to improve individual and organizational effectiveness”
(McLagan).
“HRD is organized learning activities arranged within an organization to improve
performance and personal growth for the purpose of improving the job, the individual, and
the organization” (Gilley and England),
“A series of organized activities conducted within a specified time and designed to
produce behavioral change” (by Nadler and Nadler 1970)
Human resource development in the organization context is a process by which the
employees of an organization are helped, in a continuous and
planned way, to:
1. Acquire or sharpen capabilities required to perform various functions associated
with their present or expected future roles.
2. Develop their general capabilities as individuals and discover and exploit their own
inner potentials for their own and/ororganizational development purpose.
3. Develop an organizational culture in which supervisor-subordinate relationships,
teamwork, and collaborations among sub-units are strong and contribute to the
professional well being, motivation, and pride of employees.
HRD is a process, not merely a set of mechanisms and techniques. The mechanisms
and techniques such as performance appraisal, counseling, training, and organization
development interventions are used initiate, facilitate, and promote this process in a
continues way. Because the process has no limit, the mechanisms may need to be examined
periodically to see whether they are promoting or hindering the process. Organizations can
facilitate this process of development by planning for it, by allocating organizational
resources for the purpose, and by exemplifying an HRD philosophy that values human beings
and promotes their development.
Benefits Of Human Resource Development To Your
Organization:
Systematic planning to support organizational mission
Increased capacity to achieve the organization’s goals <
Clear definition of each employee’s work responsibilities and link to organization
mission <
Greater equity between compensation and level of responsibility <
Defined levels of supervision and management support <
Increased level of performance and efficient utilization of employees skills and
knowledge <
Cost savings through improved efficiency and productivity <
Increased ability to manage change
Important:
Significance of Human Resource Development
Human resource are the assets which do not find a place for mentioning in the balance
sheet of a company. It is important like other resources of production like a material,
machines, money etc.
Any investment made on training and development of people is sure to show the results in
the years to come.
IMPORTANCE OF HUMANR ESOUR CE DEVELOPMENT
Human Resource is the most Important and vital Factor of Economic Development
or it can be said that humans are the agents of development. some of the importance of
Human Resource or Human Capital are.
1)Country Develops if The Human Resource is Developed:
To enhance economic development the state constructs roads, buildings bridges,
dams, power houses, hospitals, etc. to run these units doctors, engineers, scientist, teachers,
are required.So if the state invests in a human resource it pays dividend in response.
2) Increase in Productivity:
The batter education, improved skills, and provision of healthy atmosphere will result
in proper and most efficient use of resources (non-natural & natural) which will result in
increase ineconomic production.
3)Eradication of Social And Economic Backwardness:
Human Resource development has an ample effect on the backwardness economy and
society.The provision of education will increase literacy which will produce skilled Human
Resource.Similarly provision of health facilities will result in healthy Human Resource which
willcontribute to the national economic development.
4) Entrepreneurship Increase:
Education, clean environment, good health, investment on the human resource, will all
have its positive effects. Job opportunities would be created in the country.
And even business environment will flourish in the state which creates many job
opportunities.
5) Social Revolution:
Because of Human Resource development the socio economic life of the peoples of a
country changes drastically. Over all look changes thinking phenomena changes, progressive
thoughts are endorsed in to the minds of peoples.
Some other benefits are: Growth of organisation:
Growth of organisation is associated with the development of its workforce. In changing
situation HRD must be viewed as the total system interrelated and interacting with other
systems at work: production, finance, and marketing.
Development of work culture:
The need of HRD is felt as it improves the efficiency of employees, checks monotony at work,
better communication, development of mutual cooperation and creativity of all the members
comes into limelight.
Developing potentialities:
The focus of HRD manager essentially is on enabling people to self-actualise through a
systematic approach by which their existing talents are further developed.
Growth of employees:
HRD is associated with growth of employees. It helps employees to know their strengths and
weaknesses and enable them to improve their performance. The management should provide
adequate opportunity for the development of human resource management for the
development of their talents so that their development will benefits the organisational
growth.
HRD is associated with the following objectives:
Work Opportunity:
HRD provides an opportunity and a systematic framework for the development resource in
the organisation for full expression of their talents.
Development of Traits:
HRD is associated with the development of total personality so that these can show and use
their talent for the benefit of the organisation.
Ability development:
HRD makes capable employees. Thus they can develop their capability by which they can do
their present job easily.
Creative Motivation:
HRD manager motivates employees and improve their level of performance.
Good Relation:
HRD manager stresses the need of coordination which is used for the benefits of himself and
for the benefits of those who come in his/their touch.
Develop team spirit:
HRD manager develops the spirit of teamwork; team work for it is used for the effective
cooperation and coordination of each employee which ultimately checks industrial unrest.
Organisational Growth:
HRM manager is responsible for developing health, culture and effective work plan which
always result in more profitability.
Human Resource Information:
HRM manager in general keeps all records to employees working in his organisation; these
can be used at any time when these are needed.
Conclusion:
The organisational effectiveness can be reflected through better quality, higher
productivity, cost reduction, higher profits and more EPS (earning per shares) and more
market price of shares. This explains the increased role of HRD managers in modern
industrial organisations which are working in the most uncertain social, political,
economical, technological and international complex and competitive environment.
Scope;
Features of Human Resource Development HRD
The nature / scope / characteristics or features of HRD are as follows :-
1. Training and Development
HRD involves training and developing the employees and managers. It improves their
qualities, qualifications and skills. It makes them more efficient in their present jobs. It also
prepares them for future higher jobs.
2. Organisational Development (OD)
HRD also involves Organisational Development. OD tries to maintain good relations
throughout the organisation. It also solves problems of absenteeism, internal conflicts, low
productivity and resistance to change.
3. Career Development
HRD also involves career planning and development of employees. It helps the employees to
plan and develop their careers. It informs them about future promotions and how to get
these promotions. So HRD helps the employee to grow and develop in the organisation.
4. Performance Appraisal
HRD conducts Performance Appraisal, Potential Appraisal, etc. It informs the employees
about their strengths and weaknesses. It also advises them about how to increase their
strengths and how to remove their weaknesses.
5. Multidisciplinary
HRD is multidisciplinary. That is, it uses many different subjects. It uses education,
management, psychology, communication, and economics. HRD uses all these subjects for
training and developing the employees.
6. Key Element for solving problems
Now-a-days an organisation faces many different problems. These problems are caused due
to the economic, technological and social changes. These problems can be solved only by
knowledge, skill and creative efforts. This knowledge, skill, etc. is achieved from HRD.
Therefore, HRD is a key element for solving problems in the organisation.
7. Continuous in Nature
HRD is not a one time affair. It is a continuous process. Development of human resources
never stops. This is because continuous changes happen in the organisation and
environment.
8. Integrated use of sub-systems
HRD system involves the integrated use of sub-systems such as performance appraisal,
potential appraisal, career planning, training, etc.
9. Placement
HRD places the right man in the right job. Placement is based on performance appraisal,
potential appraisal, training, etc. Proper placement gives satisfaction to the employee, and it
increases the efficiency.
10. Promotions and Transfer
HRD also gives promotions and transfers to the employees based on performance appraisals,
etc.
11. Motivation by Rewards
HRD also motivates the employees by giving them rewards for performing and behaving
better, suggesting new ideas, etc. Financial and non-financial rewards are given.
Role of HRD professional:
With change in the organizational environment the role played by the HRD
professionals has also undergone a change. At present the HRD Professionals acts as:
Strategic adviser to help the decision makers on issues related with HRD.
They also play the role of an HR systems designer and developer by assisting the HR
management in designing and developing HR systems in an organization to increase
its performance.
They also act as organizational change agents by helping the management in
designing and implementing change strategies to transform the organization. The
result is more efficient work teams, intervention strategies, quality management and
change reports.
The role of organization design consultant is also played by them when they advised
the management on work systems design and efficient use of available human
resources.
HR professionals work as instructional designer or learning programme specialist
when they identify the needs of the employees and develop and design the required
learning programmes.
They also prepare materials and other learning aids for these programmes.
An HRD professional dons the role of career counselor when he assists individual
employees in assessing their knowledge and skills to development realistic career
development plan for the employee.
The role of a coach or a performance consultant is played by them when they advised
line managers about the appropriate intervention designed to improve the
performance of the group or an individual.
HRD Professionals act as researchers when they assess the human resource
development practices and programmes with the help of appropriate statistical
procedure to find out their effectiveness and then they communicate the results to
the top level management.
Responsibilities of Human Resource
Development:
Fairness in the workplace
One important managerialresponsibility is making sure that all managers and staff apply
personnel policies on a day-to-day basis and distributetasks and responsibilities fairly
and equitably amongemployees. When developing an integrated human
resourcemanagement system, you should review your organization's job classifications
and related salary scales to ensure thatsalaries are appropriate to the level of
responsibility and arecompetitive when compared with local economic conditions.
Setting Work Priorities:
You should also review your organization's personnel policies, update them as needed,
and make the updatedinformation available to all staff. One of the steps you can take
instrengthening an HRD system is to make sure that all staff has a currentand up-to-date
job description that provides them with information abouttheir general duties and
responsibilities. The job description provides thesupervisor with a starting place in
developing a work plan with theemployee.
Encouraging Good Performance:
An important element of a workplanning and performance review system is holding joint
work planning and performance review meetings on aregular basis. This system allows
both the supervisor and theemployee to evaluate performance and to plan ahead
fortraining or other career development activities, if needed. Awork planning and
performance review system can improveindividual staff performance and increase staff
motivation. If you use the system as the basis for creating a staff development plan, it
will also help you align staff development efforts more closely with your
organization'sgoals.
Providing Meaningful Work:
Communicating to employeesthat their work matters is an important element in an
HRDstrategy. Engaging in systematic planning and taking stepsto make sure that
people's day-to-day work directly supportsthe priorities of the organization is critical to
meeting yourorganization's objectives. These objectives represent thestrategic areas in
which your organization has decided tofocus in a given year, as identified during your
organization'sannual planning process.
Staff Development Responsibility
Making staff development apriority is an importance component of a
comprehensiveHRD system. A well-managed program of training and staff development
can broaden the skills and competencies of your staff and reap many pay-offs. Formal,
organizedtraining is only one vehicle for staff development. Other staff development
strategies include:
On-the-job learning through mentoring relationships;
Cross-functional assignments;
Membership in task forces and committees;
Additional job assignments;
Technical presentations and discussions at staff meetings.
These can all provide the challenge and opportunity neededfor personal and
professional growth as well as increase theknowledge that people have in common and
expose them tonew ways of thinking and doing.
HRD Professionals will face challenges in the coming
time are…
A/ Technology (skill):
Whatever changes world has seen in last 100 years more than those changes world
is seeing in lastten years. ATM machine has replace pay order in a bank .Same way, new
technology is changing old technology of the training world also. Web COURSE, Video
Conferences and E- LEARNING are the best examples in the distance learning.
B/ Culture (Attitude):
World has become a small global village. We find cultural changes in each country and
benchmarking on a global scale is the only way to compete internationally. Each
country is now moving towardsglobal practices. ( e .g: J ITS.
(Just In Time with Smile) .HRD professionals
has to meet culturalChallenges.
C/ Values (Behavior):
Principle centric leadership is a trend in business houses and corporate governance. World
wide valuesare coming in to formality.( e.g. Trust, Creditability, Time ,Simple rule, are the
exemplary values seenon the front side of the business world.)
D/ Knowledge.(Including information)
Knowledge enhancement for a HRD Professional will be a biggest challenge as he
has to understand the new philosophy, which is demonstrated by the world at
different places. (E.G. Leadership in top management is dramatically changing.)
Knowledge on leadership was different in the year 2000 and leadership is differently
demonstrated in the year 2007.. (Nelson Mandela, Bill Gates, Jack Welch)
E/life style and trends.( Habit)
New generation is a smart and fast and transparent generation. Life style of
knowledge worker is change (e.g. Call centre).HRD Professionals have to understand new
habits first than start imparting training to bring a change in the habits of knowledge
workers.
F/ Global practices.( Time)
Dignity of individual , s imple rules, Retention of an employee, Leadership by
examples, clearconscience, Relationship with employees, stake holders, Vendors,
suppliers, customers and society –at large are the new practices. Global rules are to be
learnt well by a HRD Professional to conduct an effective session.
G/ Environment:
The only context –invariant and time- invariant attributes of a successful
corporation are an open environment; Meritocracy and fairness and justice, speed,
Imagination, accountability and excellence in the execution is a current environment.
HRD professional has to inspire knowledge workers to perform in the above
environment.
HRD Climate & Its Elements:
The HRD climate of an organisation plays a very important role in ensuring the
competency, motivation and development of its employees. The HRD climate can be
created using appropriate HRD systems and leadership styles of top management.
The HRD climate is both a means to an end as well as an end in itself.
The term ‘climate’ is used to designate the quality of the internal environment
which conditions in turn the quality of cooperation, the development of the
individual, the extent of member’s dedication or commitment to organisational
purpose, and the efficiency with which that purpose becomes translated into results.
Climate is the atmosphere in which individuals help, judge, reward, constrain, and
find out about each other. It influences morale and the attitudes of the individual
toward his work and his environment.
Climate is the composite or generally prevailing weather condition of a region, as
temperature, air
HRD CLIMATE AND ORGANISATIONAL CLIMATE HRD climate is an integral part of organisational climate. It can be defined as
perceptions the employee can have on the developmental environment of an
organisation. This developmental climate will have the following
characteristics (Rao and Abraham, 1986):
— A tendency at all levels starting from top management to the lowest
level to treat the people as the most important resource
— A perception that developing the competencies in the employees is the
job of every manager/supervisor
— Faith in the capability of employees to change and acquire new
competencies at any stage of life
— A tendency to be open in communications and discussions rather than
being secretive (fairly free expression of feelings)
— Encouraging risk-taking and experimentation
— Making efforts to help employees recognize their strengths and
weaknesses through feedback
— A general climate of trust
— A tendency on the part of employees to be generally helpful to each
other and collaborate with each other
— Team spirit
— Tendency to discourage stereotypes and favouritism
— Supportive personnel policies
— Supportive HRD practices including performance appraisal, training,
reward management, potential development, job-rotation, career
planning, etc.
What is needed to Develop Organisational Climate in Organisation
Top to Bottom effort : -
Organisation is considered to be complete organisation after including top authority to
bottom line of workers. And whenever we talk about development at organisational level effort is
needed from top level to bottom level. Top authority should not have thinking in their mind that
their task is to only take decisions but they should also emphasized on proper implementation of
decision by adopting various controlling technique. Bottom level workers should have loyal mind-
set towards their organisation. Bottom level workers have to work with dedication. They should
have realisation that organisation is their organisation.
Motivator role of Manager and Supervisor : -
To prepare Human Resource Development Climate, Manager and Supervisor’s responsibilities
are more or we can say that they are the key players. Manager and Supervisors have to help the
employees to develop the competencies in the employees. To help the employees at lower level
they need to updated properly and they need to share their expertise and experience with
employees.
Faith upon employees : -
In the process of developing HRD Climate employer should have faith on its employees
capabilities. Means whatever amount is invested that should be based on development of
employees. Top management should trust the employees that after making huge effort to develop
employees, employees will work for the well being of organisation and for human being also.
Free expression of Feelings : -
Whatever Top management feels about employees they have to express to employees and
whatever employees think about top management it must be express in other words we can say
that there should not be anything hidden while communication process. Clear communication
process will help to establish the HRD Climate.
Feedback : -
Feedback should be taken regularly to know the drawbacks in system. This will help to gain
confidence in employees mind. Employee will trust on management and he can express his
opinion freely which is very good for HRD Climate. Feedback will help to remove the weakness.
Helpful nature of employees : -
Whenever we talk about 100% effort then we have to talk about employees effort too. Nature of
employees should be helping for management and for its colleagues. They should be always read
to help to customers too.
Supportive personnel management: -
Personnel policies of organisation should motivate employees to contribute more from their part.
Top management’s philosophy should be clear towards Human Resource and its well being to
encourage the employees.
Encouraging and risk taking experimentation : -
Employees should be motivated by giving them authority to take decision. This concept is risky
but gradually it will bring expertise in employees to handle similar situation in future. It will help
to develop confidence in employees mind. Organisation can utilize and develop employees more
by assigning risky task.
Discouraging stereotypes and favouritism : -
Management need to avoid those practices which lead to favouritism. Management and
Managers need to give equal importance. Those people who are performing good they need to
appreciated and those who are not performing good they need to be guided. Any kind of partial
behaviour should be avoided.
Team Spirit : -
There must be feeling of belongingness among the employees, and also willingness to work as a
team.
Components of HRD Climate:-
The organizational climate consists of:-
Organisational Structure-
An organization’s structure is actually a ‘snapshot’ of a work process, frozen in time so that it can
be viewed. The structure enables the people’s energy to be focused towards process achievement
and goal achievement. Employee must have a clear definition of not only the work structure but
also the role used to organize the work. If the structure and the role is not clear, people will not
know what the work process is, who is responsible for what, whom to go for help and decision,
and who can Assist in solving problems that may arise.
Organisational Culture-
Organisational culture is the pattern of beliefs, knowledge, attitudes, and customs that
exists within an organisation. Organizational culture may result in part from senior management
beliefs or from the beliefs of employees.
Organizational culture can be supportive or unsupportive, positive or negative. It can
affect the ability or willingness of employees to adapt or perform well within the organisation.
The most effective work culture is one that supports the organizations HR strategies by
aligning behaviors, processes and methods with the desired results. It is not just achieving
results but the methods through which they are achieved that are critical to long-term success.
Before any HR strategy is designed there must be a clear understanding of the
organisation, its current values, its structure, its people as well as its goals and vision for the
future.
HR Processes-
The HR system of an organisation should be comprehensive enough to take care of employees
from the time they join till the time they leave HR. Their demands must not be ignored, but a
feeling of belongingness be created. Process should be very clear and impartial, so that
employee’s faith in organisation. From recruitment to retirement whole process should be
according to employees expectation and ability of employer.
ELEMENTS OF HRD CLIMATE
The elements of HRD climate can be grouped into three broad categories —
1) General climate,
2) OCTAPAC culture and
3) HRD mechanisms
The general climate items deal with the importance given to human
resources development in general by the top management and line manager
The OCTAPAC items deal with the extent to which Openness,
Confrontation. Trust, Autonomy, Proactivity, Authenticity and Collaboration are
valued and promoted in the organisation.
The items dealing with HRD mechanisms measure the extent to which
HRD mechanisms are implemented seriously.
These three groups were taken with the following assumptions:
a) A general supportive climate is important for HRD if it has to be
implemented effectively. Such supportive climate consists of not only top
management line management’s commitment but good personnel policies and
positive attitudes towards development.
b) Successful implementation of HRD involves an integrated look at HRD and
efforts to use as many HRD mechanisms as possible. These mechanisms include:
performance appraisal, potential appraisal, career planning, performance rewards
feedback and counselling, training, employee welfare for quality work life, Job-
rotation, etc.
c) OCTAPAC culture is essential for facilitating HRD. Openness is there when:
employees feel free to discuss their ideas, activities and feelings with each other.
Confrontation is bringing out problems and issues into the open with a view to
solving them rather than hiding them for fear of hurting or getting hurt. Trust is
taking people at their face value and believing what they say. Autonomy is giving
freedom to let people work independently with responsibility. Proactivity is
encouraging employees to take initiative and risks. Authenticity is the tendency on
the part of people to do what they say. Collaboration is to accept interdependencies,
to be helpful to each other and work as teams.
Importance of looking at the organisation climate are:
Looking at the organizational climate, which means taking a closer look at
what is happening in and around in the HR scenario of the various organization. It is
essential to work on because directly or indirectly this environment affects the
organization and the employee.
Importance are:
• Environmental factors of HR are prime influencing elements of change in HR
strategy.
• It gives HR professionals time to anticipate opportunities in HR area and time to
plan optional responses to these opportunities.
• It helps HR professionals to develop an early warning system to prevent threats
emerging out from HR scenario, or to develop strategies, which can turn a threat.
• It forms a basis of aligning the organisation strengths to the changes in the
environment.
• It enables the entry of the latest national/international HR developments.
Measuring HRD Climate
Economic condition –
An organisation’s economic condition influences its culture in several ways. The
more prosperous an organisation is the more it can afford to spend on research and
the more it can afford to risk and be adventurous.
Leadership Style : -
An organisation leadership style plays a profound role in determining several aspects
of its culture. An authoritarian style may make the organisation’s culture
characterized by high position structure, low individual autonomy, low reward
orientation, low warmth and support and so on, or it may be opposite, like goal
directed leadership.
Managerial assumption about human nature : -
Every act on the part of the management that involves human beings is predicated
upon assumptions, generalizations and hypotheses relating to human behaviour.
There are two theories of behaviour (Theory X and Theory Y).
Managerial values and ethos: -
The feeling of managers about norms and values what is good and what is poor as
management practice. There are few dimensions on which it can be checked. They
are – self-awareness, risk-taking, participation, bureaucracy, equity, employee’s
security and growth.
Organisation size : -
An small organizations there are few levels of management, these are generally more
amenable to democratic and participative functioning than big organisations. More
open communication system in small organisations. Hence these organisations have
a different type of climate than what are in big organizations.
WHAT CONTRIBUTES TO HRD CLIMATE?
The following factors may be considered as contributing to HRD climate:
1) Top Management Style and Philosophy: A developmental style a belief in the
capability of people a participative approach openness and receptivity to suggestions
from the subordinates are some of the dimensions that contribute to the creation of a
positive HRD climate.
2) Personnel Policies: Personnel policies that show high concern for employees,
that emphasise equity and objectivity in appraisals policies that emphasise sufficient
resource allocation for welfare and developmental activities, policies that emphasise
a collaborative attitude and trust among the people go a long way in creating the
HRD climate.
3) HRD Instruments and Systems: A number of HRD instruments have been found
to generate a good HRD climate. Particularly open systems of appraisal with
emphasis of counselling, career development systems, informal training mechanisms,
potential development systems etc. contribute to HRD climate.
4) Self-renewal Mechanisms: Organisations that have built in self-renewal
mechanisms are likely to generate a positive HRD climate.
5) Attitudes of Personnel and URD Staff : A helpful and supportive attitude on the
part of HRD and personnel people plays a very critical role in generating the HRD
climate. If the personal behaviour of any of these agents is not supportive, the HRD
climate is likely to be vitiated.
6) Commitment or Line Managers: The commitment of line managers to the
development of their subordinates is a very important determiner of HRD climate. If
line managers are willing to spend a part of their time for their subordinates, it is
likely to have a positive impact.
HRD matrix:
The HRD matrix shows the interrelationship between HRD instruments, processes,
outcomes and organizational effectiveness.
HRD Instruments: These include performance appraisal, counseling, role
analysis, potential development, training, communication policies, job
rotations, rewards, job enrichment programmes, etc. These instruments may
vary depending on the size of the organization, the internal environment, the
support and commitment of the top management, the competitive policies etc.
HRD Processes: The HRD instruments lead to the generation of HRD
processes like role clarity, performance planning, development climate, risk-
taking, dynamism in employees. Such HRD processes should result in more
competent, satisfied and committed people that would make the organization
grow by contributing their best to it.
HRD Outcomes: HRD instruments and processes make people more
committed and satisfied, where they tend to give their best to the organization
enthusiastically.
Organizational Effectiveness: The HRD outcomes influence the
organizational effectiveness, which in turn, depends on a number of variables
like environment, technology, competitors, etc.
A Schematic Presentation of Linkages between HRD Instruments,
Processes, Outcomes and Organizational Effectiveness
HRD Mechanisms or Subsystems:
Many HRD mechanisms are available to develop the competencies of employees and
improved the overall organizational climate. The major ones are discussed below:
1. Performance Appraisal: performance appraisal have become increasingly important
tools for organizations to use in managing and improving the performance of
employees, in making timely and accurate staffing decisions and improving the overall
quality of the firms products and services. The appraisal process is the formal way of
evaluating the employee’s performance. Its purpose is to provide an accurate picture
of post and future employee’s performance. To meet this performance appraisal are
set. The targets are based on job related criteria that best determine successful job
performance. Where possible actual performance is measured directly and objectively.
Using a wide variety of techniques, specialists select an appropriate method to
measure an employee’s actual performance against the previously set targets. The
process is used to strengthen the effort performance linkage. Appraisals help an
organization communicate its expectations regarding performance and connection
between performance and reward to employees. They increase employees’ confidence
and employees’ feedback that their efforts are being adequately rewarded. The
feedback is offered through an evaluation interview. Here the rater tries to give both
positive and negative sides of the employee performance. To be useful, raters or
supervisors should use HRD orientated appraisals as a mechanism to:
a. Uncover difficulties faced by the subordinate while handling assigned task and
try to remove these hurdles.
b. Understand the strengths and weaknesses of subordinates and help the
subordinates overcome the obstacles in the way.
c. Encourage subordinates to meet problems head-on, accept responsibilities and
face challenges with confidence and courage.
d. Plan for effective utilization of the talents of subordinates.
2. Potential Appraisal: the term ‘potential’ refers to the abilities possessed by an
employee but not put to use currently or the abilities to assume challenging
responsibilities in future assignments. The term ‘performance’ refers to one’s skills,
abilities in meeting the requirements of the job which one is holding currently. Potential
appraisal is different from performance appraisal which shows an employee’s current
performance in his existing role. If the employee is required to play a completely
different set of roles at the higher levels, potential appraisal needs to be carried out at
regular intervals. “The objective of potential appraisal is to identify the potential of a
given employee to occupy higher positions in the organizational hierarchy and
undertaken higher technologies.” The appraisal is carried out on the basis of (i)
supervisor’s observations; (ii) performance data relating to various previous roles played
by an employee; (iii) performance on roles in simulating to a new position. A good
potential appraisal system helps management to pick up a suitable candidate for a given
job and offer additional training, if necessary.
3. Career Planning: a career is a sequence of positions held by a person in the course
of a lifetime. Career planning is a process of integrating the employees’ needs and
aspirations with organizational needs. Career programmes and HR programmes are
linked to the degree that they help each individual meet individual and organization
requirements.
In the HRD system, the long term growth plans of a company are not kept secret. They
are made known to the employees. Major changes are discussed at all levels to
promote understanding and commitment among employees. The immediate concern of
employees would be to find out where do stand in such a road map. Do they have any
chance to grow while building the organization brick by brick? Since managers have
information about the growth plans of the company, they need to transmit their
information to their subordinates. The subordinates should be assisted in planning
their careers within the company. It is, however, not necessary that each one of them
would scale new heights every year but atleast they are aware of the opportunities
and get ready for greater challenges ahead. Career planning doesn’t guaranty
success. But without it, employees are rarely prepared to encash the opportunities
that come their way.
4. Training and Employee Development: Training has gained importance in present
day environment where jobs are change rapidly. Training is a learning experience
designed to achieve a relatively permanent change in an individual that will improve
the ability to perform on the job. Employee development on the other hand is a future
oriented training process, focusing on the personal growth of the employee. Both
training and development focus on learning. Training programmes should not be
designed as quick fixes for organizational problems, nor should they depend on
faddish techniques just because they are popular now and are followed by our next
door neighbor. Instead, training should be planned to meet the specific needs of the
organization and its employees. To survive and grow in a competitive environment,
organizations have to motivate their employees to get ready for all kinds of future
challenges.
5. Organisation Development:
Organizations are never perfectly static. They keep on changing. Employees’ skills and
abilities, therefore, require continual upgrading. The future is uncertain when full of
surprises. It is not easy to fight the force of change without adequate preparation and
training. A systematic planned way of managing this change is through the process of
OD.
OD may be defined as a change effort that is planned, focused on an entire organization
or a large subsystem, managed from the top, aimed at enhancing organizational health
and effectiveness and based on planned interventions made with the help of change
agent or third party who is well versed in the behavioral science.
6. Rewards:
People do what they do to satisfy needs. They choose to behave in way which will
maximize their rewards. The most obvious reward is pay but there are many others.
Intrinsic rewards come from their job itself such as feelings of achievement, pride in
doing a job etc. Extrinsic rewards come from a source outside the job including pay,
promotion and benefits offered by management. Reward could be linked to performance
as well to motivate high achievers to do well. If rewards are allocated completely on
non-performance factors such as seniority, job titles etc. then employees are likely to
reduce their efforts. Now days organizations also use team based rewards to motivate
empowered work teams to exceed established targets.
7. Employee welfare & quality of work life (QWL): The term employee welfare
means “the efforts to make life worth living for workmen”. It includes various services,
facilities & benefits offered to employees by the employers, unions & govt. The purpose
is to improve the living standards of workers & thereby improve the quality of work life.
Employees voluntarily extend a number of benefits to employees in the hope that these
indirect compensation plans motivate employees to perform better. Over the years, the
types of benefits offered have been expanding in line with competitive pressures,
changing job market trends, employee expectations, union demands & legislative
requirements.
Quality of work life (QWL) efforts are systematic efforts by organizations to give
workers a greater opportunity to affect the way they do their jobs & the contributions
they make to the organization’s overall effectiveness. It is a way of empowering
employees by giving them a greater ‘say’ in the decision making process. QWL means
having good working conditions, good wages & benefits, good leadership & interesting,
challenging jobs. QWL efforts include the following:
Employee involvement: Here employees are given the opportunity to participate in
the decisions that affect them & their relationship in the company.
Quality circles: These are small group of employees who meet regularly to find,
analyse & solve quality & other work-related problems of a particular
department/section/area.
Socio-technical systems: These are interventions in the work situation that redesign
the work, the workgroups & the relationship between workers & the technologies they
use to perform their jobs.
Co-determination: In this method, representatives of workers meet mgt in a formal
way to discuss & vote important decisions that affect the lives of workers.
Self-managed work teams: These are employee groups (also called autonomous
workgroups) with a high degree of decision-making, responsibility & behavioural
control for completing their work. The team is usually given the responsibility for
producing an entire product or service.
Suggestion programmes: It is a formal method for generating, evaluating &
implementing employee ideas.
Open door policies: Where open door policies exist, employees are free to walk into
any manager’s office with their problems & seek solutions to such problems.
HRD system focus on employee welfare & QWL by continually examining employee needs
& meeting them to the best possible extent.
8. Human resource information system: Human resource information system (HRIS)
is a method by which an organization collects, maintains & reports information on people
& jobs, the information is generally stored in a central human resource data bank,
preferably in a computer containing the following details:
Personal data: Identification, education, reserved category, place of origin, etc.;
Recruitment data: Entry date, grade in aptitude tests, grade in leadership tests;
Experience data: Placement history, promotions, tasks performed grade wise;
Appraisal data: Appraisal on each job, ratings of behaviours in a group, commitment
to overall goals, etc.;
Training data: Nature of training received at each level, current training assignment,
etc.;
Miscellaneous: Health status, personal problems, security needs, record of
incentives received, absence & sickness data, etc.;
This information is put to use whenever there is a need to identify employees for certain
special assignments.
Each of the subsystems described contribute to the achievement of overall HRD goals.
Performance & potential appraisal helps an employee develop his role capabilities &
prepare himself for future changes. Training improves his learning abilities. Feedback &
performance coaching helps him correct mistakes & improve interpersonal relationships.
OD promotes the collaborative spirit & self-renewing skills. Rewards & welfare amenities
enrich the life of employees & help them carry out the assigned tasks with zeal &
enthusiasm. It should be remembered that the subsystems discussed above should not be
viewed in isolation. They are all inter connected & independent parts. When viewed in
isolation, they do not offer the synergistic advantages of a well developed HRD system.
THE CONTRIBUTION OF SUBSYSTEMS TO HRD
GOALS
The subsystems described already, contributes to the achievement of overall HRD goals
performance appraisal helps an individual to develop his current role capabilities. Potential
appraisal focuses on identifying the employee’s likely future roles with in the organization.
Training helps an employee to improve his job knowledge and skills. It enables an employee
to do his current job more efficiently and prepare himself for a higher level job .It bridges
the gap between job requirements and employee’s skills, knowledge and behavior .Feedback
and performance coaching helps the development of the individual as well as interpersonal
relationships. Organization development aims at developing team spirit and self-renewing
skills. Welfare amenities, rewards and incentives improve the quality of life of employees and
make the work place a stimulating one for employees .The contribution of these HRD
subsystems to various development dimensions is shown in the bellow table.
The HRD mechanisms described above should not be viewed in isolation .They are designed
to work together in an integrated system, although they may cast in an organization that
does not have an overall HRD plan .the collective benefits of integrated mechanisms may not
accrue to an organization ,when these are viewed in isolation . each subsystem is inter-linked
to other subsystems and offer rich benefits to an organization when they are well integrated.
THE CONTRIBUTION OF HRD SUBSYSTEM TO
DEVELOPMENT DIMENSIONS
Development
dimensionsHRD subsystems Mechanism
Individual Training Career planning Potential appraisal
and development
Feedback and
coaching
performance
Rewards
Individual in the
present role
Performance
appraisal
Training Feedback and
performance
coaching
Rewards
Individual in regard
to likely future roles
Potential appraisal
and development
Training Performance
appraisal
Feedback and
performance
coaching
Dyadic relationships Feedback and
performance
coaching
Performance
appraisal
Training
Teams & teamwork Organization
development
Training Team rewards
Collaboration
among different
units/teams
Organization
development
Training
Self-renewing
capability and
health of
organization
Performance
appraisal
Organization
development
Training
Principles in Designing HRD Systems
In order to realize the benefits of integrated HRD systems, top management must invariably
observe certain principles which are categorized below:
Management Support: HRD requires consistent support from managers working at various
levels. They must formulate the HRD policies keeping organizational requirements in mind
and implement these wholeheartedly.
Focus of the HRD System: The system must be designed keeping various contextual
factors such as size, technology, skill levels, support for function, in mind. It must focus on
developing human resources at various levels (problem solving capabilities leading to
increased employee productivity) and commitment. It must take the organization forward by
anticipating changes and preparing people for future challenges. It must be properly
integrated with other long range functions such as corporate planning, budgeting, etc. Line
managers must be actively involved in all the above steps.
Structure of the HRD System: The system must have a distinct identity of its own, headed
by a senior manager taking care of the implementation process. The HR department created
for this purpose must have proper linkages with outside systems as well as internal
subsystems. The system must be reviewed periodically so as to find out the progress and
effectiveness of the programme.
Functioning of the System: The system must provide for appropriate feedback from
various departments at regular intervals. It is better to quantify the various aspects of HRD
and arrange for storage of data in computers. Internal experts and external consultants
could be judiciously used to offer training to various departments/ persons. Various aspects
of HRD should be introduced in a gradual way, after a thorough review of the organization’s
size, its needs and level of sophistication. Each stage should be planned carefully, with
subsequent phases built one over the other.
HRD Function:
HRM
The types of tasks that might come under the human resources management category
include compensation, payroll issues, benefits management and day-to-day employee
relations. Human resources professionals from this category would be involved in any
dispute that an employee has with management. They would also be involved in hiring and
firing. These types of tasks can be described as routine and administrative.
HRD
By contrast, human resources development concerns itself with strategic thinking about the
workforce. Therefore training needs, industrial psychology and driving productivity gains
would all be the province of HRD. Professionals working in this area do sometimes concern
themselves with the individuals’ needs in an organization, but they more often consider the
workforce needs of the company as a whole.
Parallel Functions
In a large organization, HRM and HRD functions will be carried out by different
professionals. In the work life of an employee, HRM and HRD may seem to have parallel but
separate functions. A new employee may be recruited by an HRM officer, but then receive a
training plan from an HRD executive. He may deal with HRM when choosing a benefits plan,
but then meet with HRD for his performance review.
Collaboration
In order for a large organization to function productively, HRD and HRM must collaborate
closely. HRM executives, working closely with employees, may notice a trend in needs for
training, or a particular dissatisfaction with workplace conditions. These issues can then be
taken up and addressed at a strategic level by HRD personnel. In the same way, in order for
a strategic HR change to be implemented, HRD executives may brief HRM staff on changes
to be made in hiring practices, for example.
The main functions of HRD are:-1.Training and development
Training and development is aimed at improving or changing the knowledge
skills and attitudes of the employees. While training involves providing the
knowledge and skills required for doing a particular job to the employees,
developmental activities focus on preparing the employees for future job
responsibilities by increasing the capabilities of an employee which also helps
him perform his present job in a better way. These activities start when an
employee joins an organization in the form of orientation and skills training.
After the employee becomes proficient, the HR activities focus on the
development of the employee through methods like coaching and counseling.
2.Organization developmentOD is the process of increasing the effectiveness of an organization along
with the well being of its members with the help of planned interventions that
use the concepts of behavioral science. Both micro and macro changes are
implemented to achieve organization development. While the macro changes
are intended to improve the overall effectiveness of the organization the micro
changes are aimed at individuals of small groups. Employee involvement
programmes requiring fundamental changes in work expectation, reporting,
procedures and reward systems are aimed at improving the effectiveness of the
organization. The human resource development professional involved in the
organization development intervention acts as an agent of change. He often
consults and advising the line manager in strategies that can be adopted to
implement the required changes and sometimes becomes directly involve in
implementing these strategies.
3. Career developmentIt is a continuous process in which an individual progresses through different
stages of career each having a relatively unique set of issues and tasks.
Career development comprises of two distinct processes. Career Planning and
career management. Whereas career planning involves activities to be
performed by the employee, often with the help of counselor and others, to
assess his capabilities and skills in order to frame realistic career plan. Career
management involves the necessary steps that need to be taken to achieve
that plan. Career management generally focus more on the steps that an
organization that can take to foster the career development of the employees.
Positive aspects of Roles and Functions of the Human Resource
Department
Recruitment of Employees
This is one of the most fundamental roles of the HR department. This is because
this function ensures that the Company under consideration selects the most skillful
and competent person from a sea of applicants at that time. This function involves
evaluation of ability and competency of potential employees in relation to what the
Company needs. This role falls under the Staffing role of management. If this
function is performed well, then the organisation will increase value consequently
being on the right pathway to achieve its organisational and departmental goals and
objectives
Improvement of Compensation Packages
One of the major functions of the HR department is to motivate employees. This can
be done through rewards especially for those who have done well. The HR
department needs to evaluate performance of employees and those who have
exceeded expectations should be compensated for their actions. Research has shown
that rewarding employees for good performance is the number one incentive for
keeping up this trend. These compensation packages can come in the following ways;
- Holiday Offers
- End of Year Bonuses
- Equities
- Awards
- Salary Increments
- Provision of Flexible Working Hours
- Straight forward Promotion Schemes and Career Developments
Planning in the Organisation
The Human Resource Department is placed with the responsibility of ensuring
that it plans adequately for all the organisation’s future engagements that will
involve people. One important aspect of this is planning for employees in the
organisation. It is important that the organisation ensures that all the employees
under its wing are just enough to increase value to the organisation.
The Department must ensure that staff members are not too many because if they
exceed this amount, then the organisation stands too lose. It must plan adequately to
ensure that staff members are not too few either, otherwise they will be overworking
those who are already in place The HR department is also bestowed with the
responsibility of planning future organisational goal in relation to people or
clarifying these same goals to staff members. This function of the department
ensures that people in the organisation have a general direction which they are
working towards. Organisations that have a clear direction are always more
effective; those members of staff will be more result oriented rather than just
working for the sake of it
Negative Aspects of Functions and Roles of the Human Resource Department
There are a number of problems that arise as the department goes about its
activities
Problems in Recruitment
The department may sometimes be unable to adequately coordinate and incorporate
all the employees needed in the Company’s operations. Such a practice showed that
the HR department had exercised bad judgement in its staffing function. Problems
in Remuneration
In the process of trying to motivate members of staff to perform better, the Human
Resource may make deals that eventually cause problems.
Problems in Planning
Sometimes the HR Department can employ people who may not contribute towards
organisational principles.
HRD versus Personnel Function:
The traditional personnel function is a service oriented activity, responding to
the needs of the organization as and when they arise. On the other hand, HRD has
productive functions which do not merely respond to organizational requirements
but anticipates them and prepares the people and the organizations to face future
challenges with confidence. HRD is wider in scope as it tries to develop the whole
organization instead of focusing attention on people alone. Instead of concentrating
on maintenance factors (wages, incentives, day to day plans, operating procedures
etc.) it tries to focus on motivating factors (job enrichment, developing potentialities
of people, creating autonomous work groups, fostering innovation and creativity,
developing trust etc). Personnel function, traditionally is viewed as the primary job of
personnel department HRD, however, is the responsibility of all managers in the
organization. The personnel function views higher morale and improved job
satisfaction as the causes of improved performance. HRD on the other hand regards
job challenges, creativity and opportunities for development as the main motivating
forces.
Points of difference HRD and Personnel:
Personnel Function:
1) Maintenance oriented
2) An independent function with independent sub functions
3) Reactive functions responding to events as and when they take place.
4) Exclusive responsibility of personnel department
5) Emphasis is put on monetary rewards
6) Improved performance is the result of improved satisfaction and morale
7) Tries to improve the efficiency of people and administration.
Points of distinction: (1) orientation (2) Structure (3) Philosophy (4) Responsibility (5)
motivators (6) Outcomes (7) AIMS
HRD (Human Resource development):
1) Development oriented
2) Consists of inter dependent parts.
3) Proactive function, trying to anticipate and get ready with appropriate responses.
4) Responsibility of all managers in the organization.
5) Emphasis is on higher order needs such as – how to design jobs with stretch pull
and challenge how to improve creativity ad problem solving skills, how to empower
people in all respects etc.
6) Better use of human resources leads to improved satisfaction and morale.
7) It tires to develop the organization and its culture as a whole.
HRD Process:
A frame work for the HRD process:
1) Need assessment
2) Design
3) Implementation
4) Evaluation
Need assessment phase:
HRD intervention are used to address to some need or gap with in org. A need either a
current deficiency ,such as poor employee performance or a new challenge that demands a
change in the way the organisation operates. Identifying needs involves examine an
organisation ,its environment, job tasknad employee performance. This information can be
used to;
Establishing HRD priorities
Defining specific tranning and objective
Establishing evaluation criteria
Designing phase:
This phase involves the designing the hr programme or intervention.if the
intervention involves some type of training or development programme, the
fillowing activity are typically carried out during this phase;
Selecting the spefic objective of the programme
Developing an appropriate lesson plan for the programme
Accuring/deloping the appropriate material for the trqainne to use.
Selecting who deliver programme
Selecting the most appropriate method /methods for conducting programme
Selecting and developing programme contain
Scheduling the trainng programme
Once the assessment has been completed, it is imp to translate the issue identified in
that phase in to clear objective of HRD programme. this should also facilitate the
development of clear lesson plan concerning the what should be done in HRD programme.
Selecting the proper person to deliver the HRD programme is also an imp decision and it can
be difficult to depend on the available resources.if org.have the hr professional, then its fully
depend on hr professional. If org. Dose not have the hr expertise, then its depend on the
senior mgr, supervisor, co-worker or out side consultant. Using these individual arise the
cause of host issue, from of their cost issue willingness, ability and availability to trained.
The design phase also involve selecting and developing the contain of programme. this
means choosing the most appropriate setting programme. Like ; on the job , in class room,
online or some other method. The technique used such as lecture , discussion ,role play,
stimulation. The material used such as books, job aids, web based, film ,video , Microsoft
PowerPoint, etc.
Scheduling the programme may not be easy as it looks. Issue to be resolve including lead
time to notify potential participant, programme length, location, covering participant,
regular job duty etc.
Implementation phase:
The goal of this phase is to implement both the above phase( need assessment & design).The
programme should be deliver to using the most appropriate methods. Delivering programme
always face many challenges such as executing the programme as planned ,creating an
environment that enhances learning , and resolving the problem that may arise like ; missing
equipments, conflict between participants etc.
Implementing /delivering the programme
Evaluation phase:
This is the final phase of HRD process. This is where the effective of the HRD intervention is
measured. Careful evaluation provides information on participant’s reaction on the
programme.how much they learned weather they use what they learned back on the job ,
weather the programme improve the organisations effectiveness. HRD professional are
increasingly being asked to provide the evidence of successes of their efforts using a variety
of ‘ hard’ and ‘soft’ measure , that is both bottom line impact , as well as employee reaction.
This information allows managers to make better decision about various aspect of the hr
effort such as;
Continuing to use a particular technique or vender in future programme
Offering a particular programme in future
Budgeting and resources allocation
Using some other hr /managerial approach; (like employee selection or changing work
rule) to slove problem
Determining the programme effectiveness-
Keep/change provider
Offer it again?
What are the true cost?
Can we do it another way
It is imp that HRD professional provide the evidence that HRD programme improve
individual and organisation effectiveness.
Role of line Mgr & Supervisor in HRD:
A supervisor plays multiplinary role at one time like -
1. As a Planner - A supervisor has to plan the daily work schedules in the factory. At the
same time he has to divide the work to various workers according to their abilities.
2. As a Manager - It is righty said that a supervisor is a part of the management team of
an enterprise. He is, in fact, an operative manager.
3. As a Guide and Leader - A factory supervisor leads the workers by guiding them the
way of perform their daily tasks. In fact, he plays a role of an inspirer by telling them.
4. As a Mediator - A Supervisor is called a linking pin between management and
workers. He is the spokesperson of management as well as worker.
5. As an Inspector - An important role of supervisor is to enforce discipline in the
factory. For this, the work includes checking progress of work against the time
schedule, recording the work performances at regular intervals and reporting the
deviations if any from those. He can also frame rules and regulations which have to be
followed by workers during their work.
6. As a Counselor - A supervisor plays the role of a counselor to the worker’s problem.
He has to perform this role in order to build good relations and co-operation from
workers. This can be done not only by listening to the grievances but also handling the
grievances and satisfying the workers.
Therefore, we can say that effective and efficient supervision helps in serving better work
performance, building good human relations, creating a congenial and co-operative
environment. This all helps in increasing productivity.
Therefore, a supervisor should be concerned with performing the
following functions -
1. Planning and Organizing - Supervisor’s basic role is to plan the daily work schedule
of the workers by guiding them the nature of their work and also dividing the work
amongst the workers according to their interests, aptitudes, skills and interests.
2. Provision of working conditions - A supervisor plays an important role in the
physical setting of the factory and in arranging the physical resources at right place.
This involves providing proper sitting place, ventilation, lighting, water facilities etc.
to workers. His main responsibility is here to provide healthy and hygienic condition
to the workers.
3. Leadership and Guidance - A supervisor is the leader of workers under him. He
leads the workers and influences them to work their best. He also guides the workers
by fixing production targets and by providing them instruction and guidelines to
achieve those targets.
4. Motivation - A supervisor plays an important role by providing different incentives to
workers to perform better. There are different monetary and non-monetary incentives
which can inspire the workers to work better.
5. Controlling - Controlling is an important function performed by supervisor. This will
involve
a. Recording the actual performance against the time schedule.
b. Checking of progress of work.
c. Finding out deviations if any and making solutions
d. If not independently solved, reporting it to top management.
6. Linking Pin - A supervisor proves to be a linking pin between management and
workers. He communicates the policies of management to workers also passes
instructions to them on behalf of management. On the other hand, he has a close
contact with the workers and therefore can interact the problems, complaints,
suggestions, etc to the management. In this way, he communicates workers problems
and brings it to the notice of management.
7. Grievance Handling - The supervisor can handle the grievances of the workers
effectively for this he has to do the following things :-
a. He can be in direct touch with workers.
b. By winning the confidence of the workers by solving their problems.
c. By taking worker problems on humanitarian grounds.
d. If he cannot tackle it independently, he can take the help and advice of
management to solve it.
8. Reporting - A supervisor has got an important role to report about the cost, quality
and any such output which can be responsible for increasing productivity. Factors like
cost, output, performance, quality, etc can be reported continually to the
management.
9. Introducing new work methods - The supervisor here has to be conscious about the
environment of market and competition present. Therefore he can innovate the
techniques of production. He can shift the workers into fresh schedules whenever
possible. He can also try this best to keep on changing and improving to the physical
environment around the workers. This will result in
a. Higher productivity,
b. High Morale of Workers,
c. Satisfying working condition,
d. Improving human relations,
e. Higher Profits, and
f. High Stability
10.Enforcing Discipline - A supervisor can undertake many steps to maintain discipline
in the concern by regulating checks and measures, strictness in orders and
instructions, keeping an account of general discipline of factory, implementing
penalties and punishments for the indiscipline workers. All these above steps help in
improving the overall discipline of the factory.
Line managers:
Who are front line managers?
Front line managers are managers who are responsible for a work group to a higher
level of management. They are normally in the lower layers of the management hierarchy
and the employees who report to them do not themselves have any managerial or
supervisory responsibility.
Front line managers are usually promoted from the ranks of employees and are unlikely
to have formal management education. Typically their management responsibilities would
include:
* people management
* managing operational costs
* providing technical expertise
* organisation work allocation and rotas
* monitoring work processes
* checking quality
* dealing with customers/clients
* measuring operational performance.
In many organisations front line managers now carry out activities which were
traditionally within the remit of HR such as coaching, performance appraisal, involvement
and communication, and discipline and grievances. In many cases they also carry out
recruitment and selection in conjunction with HR.
The role of front line managers
The people and performance research carried out by a team at Bath University1 found
that front line managers played a pivotal role in terms of implementing and enacting HR
policies and practices. They found that where employees feels positive about their
relationship with their front line managers they are more likely to have higher levels of job
satisfaction, commitment and loyalty which are associated with higher levels of performance
or discretionary behaviour. Discretionary behaviour is defined as that which goes beyond the
requirements of the job to give that extra performance which can boost the bottom line.
The areas where front line managers make a significant difference to people
management practices are:
* performance appraisal
* training, coaching and guidance
* involvement and communication
* openness – how easy is it for employees to discuss matters with their front line
manager
* work-life balance
* recognition – the extent to which employees feel their contribution is
recognised.
These are all areas where, although the process may be designed by HR, it cannot be
delivered by HR. The front line manager role is crucial in a number of respects:
* in enabling the HR policies and practices, or bringing them to life
* in acting upon advice or guidance from HR
* in controlling the work flow by directing and guiding the work of others.
To do this successfully, this part of the front line managers role must be given at least as
much recognition as other operational areas and they must be allocated time within their
work schedule to carry out the people management side of the job.
The qualities and skills needed from front line managers
The Bath research found that front line managers exercise a strong influence over the
level of discretion that an individual has over how they do their job. Some managers can
permit and encourage people to be responsible for their own jobs whereas others can stifle
initiative through controlling or autocratic behaviour.
To encourage the kind of discretionary behaviour from employees associated with higher
performance, front line managers need to:
* build a good working relationship with their staff. They need to lead, listen, ask,
communicate, be fair, respond to suggestions and deal with problems
* help and support employees to take more responsibility for how they do their
jobs by coaching and guidance
* build effective teams.
Many of the qualities and skills which are associated with higher quality front line
management are around the behaviours of front line managers. It is not enough to
educate front line managers in the behaviours required; organisations must also ensure
they are developing the environment and culture in which front line managers are
actively encouraged and permitted to exhibit the behaviours above. The Bath research
found that organisations which had a strong shared culture with guiding principles for
behaviour which were embedded into practice over time were more successful.
Managing front line managersWell-managed front line managers are more likely to go on to lead high performing
teams. The Bath research found that the relationships front line managers experienced
with their managers and with senior management generally made a significant difference
to their willingness to display discretionary behaviour in their own management
activities.
Generally front line managers are more likely to display the positive behaviours
associated with higher levels of performance from those they are managing if:
* they have good working relationships with their own managers
* the are provided with good career opportunities and supported to progress their
careers
* they experience a positive work-life balance
* they are allowed to participate and feel involved in decision making
* there is an open organisational culture which enables them to air a grievance or
discuss matters of personal concern
* they are given a sense of job security.