Meaning

HRD is regarded as a process of increasing knowledge, competence,

capacities,intelligence,talents of the members of the organization.

Meaning

• HRD is a process which helps employee of an organization to improve their functional capabilities for their present and future roles, to develop organizational culture to sustain harmonious superior subordinate relationship.

Instruments of HRD

Better relationship

Leadership dev.

Educattion

Job enrichment

Team building

Dev of tech.

Career planning

T & D

HRD

Cont……….

HRD

HUMAN

RESOURCE

MGMT

Features of HRD

• 1.HRD is managerial responsibility.

• 2.It is pervasive and primary.

• 3.It is sensitive to technological changes as well as changes in human.

• 4.HRD brings about job enrichment.

Benefits of HRD…….

• 1.It provides a comprehensive platform for the development of manpower in the organization.

• 2.Creates a climate for employees to discover,develop,and use their knowledge for the betterment of the organization.

Cont…….

• 3.It facilitates to attract,motivate and retain the talented people.

• 4.It helps to generate systematic information useful to the concern.

• 5.It creates an environment for better and coordial relationship among the people.

Pre requisites for HRD

• 1.To motivate employees.

• 2.To make them aware that change is for their benefit.

• 3.To coordinate with all concerned individual/department.

• 4.To asses the need

Diff. between HRM/HRD• HRM*It deals with day to day

Operations of HR.

*it includes compensation,

employee relations,benefits

and medical.

*HRm is less proactive

*More over involvement is

Of Hr dept.

.HRD

*It deals with developmental exercise of employees.

*Hrd includes T&D,Industrial psy.,OD

*HRD is more pro active

*mostly entire workforce is involved

Ch-2•HRD as a total system………….

Systems approach to HRD

• If we consider HRM as a system,HRD is one of the sub system.HRM can be viewed as process systems. The significance of process system view is that it:

*takes in to account the interdependence of all aspects of HRM.

*Recognize the relationship between human resource activities & organizational goals.

Process system of HRM

• HRP

• Job and work design

• Staffing

• T & D Performance appraisal and review

• Compensation and reward

• Employee protection and representation

• Organization improvement

Sub-system of HRD

• 1. Training

• 2.Potential appraisal

• 3.Rewards and recognitions

• 4.Career planning & counseling

• 5.Employee welfare and quality of work life

• 6.OD

• 7.Team building

HRD movement in India

• DIY

Role of development in an organization

• DIY

Ch-3

•Management development…..

MD…

• MD is more future oriented, and more concerned with education, than is employee training, by education we mean that management dev. Activities attempt to instill sound reasoning process.

Cont………

• Long term educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge.

Need n Importance of Executive Dev.

• Shortage of trained manager.

• Effective and desired managerial talents to meet the organization's demand.

• Obsolescence of managerial skill.

Methods of executive Development

• A) on-the job methods

*Coaching*job-rotation*Special projects*Committee assignments

Off-the-job methods

Role-playing

*Case-study*Conference training*Management Games*Sensitivity training or T group training

Cont……..

In-basket exercise*Syndicate method*Multi-management*Special-courses

MDP process

• 1.Defining organizational objectives

• 2.Appraisal of present managerial talent

• 3.Creating a management skill inventory and succession plan.

• 4.Estimate the probable changes in the management team.

• 5.systematic analysis of the specific management needs and assessment.

Cont…………

• 6.Establish the management development objectives.

• 7.Design the management development programmes.

• 8.Evaluation of programmes systematically.

Need assessment

• 1.Training needs survey

• 2.Competency studies

• 3.Task analysis

• 4.Performance analysis

Ch-4/5(Training)

• TRAINING: Increases knowledge and skills for doing a particular job.

IMP/BENEFITS

• 1.Job satisfaction• 2.Better utilization of resources• 3.Higher productivity• 4.Beter organizational climate• 5.Less supervision• 6.Prevents industrial accidents• 7.Personal growth• 8.Dev of new skill• 9.Higher earning capacity• 10.Increased safety

Types of training Programmes

• 1.Induction training

• 2.Job training

• 3.Promotional training

• 4.Refresher training

• 5.Internship training

Steps in training programme

• 1.Discovering or identifying training needs.

• 2.Preparing the instructor

• 3.Preparing the trainee

• 4.presenting the operation

• 5.Try out the trainees performance

• 6.follow up

Selection of a training method

• 1.Nature of problem area

• 2.Level of trainees in the organization hierarchy

• 3.Availability of competent trainers

• 4.Availability of finance

• 5.Availability of time.

Methods

• ON-THE JOB

1.JIT

2.Coaching

3.Mentoring

4.Job rotation

Off the job

• 1.Vestibule school

• 2.Role playing

• 3.Lecture Method

• 4.Conference

Organizing training programme

• 1.Training content

• 2.Training programmes

• 3.Implication of the plan

Evaluation of training programmes

• 1.To determine whether a programme is accomplishing its objectives

• 2.To identify the strength and weakness in the HRD process.

• 3.To determine the cost and benefit ratio of a program.

• 4.To decide who should participate in future• 5.To test the clarity and validity of the content• 6.To identify which participant benefited the most or

the least• 7.To develop any future programmes.

Levels of evaluation

• 1.Reactions level

• 2.Learning level

• 3.Job behavior level

• 4.Organizational level

• 5.Ultimate level.

Performance Appraisal

• Objective assessment of an individual's performance against well defined benchmarks.

Aspects/need/objectives/importance

General applications Specific purpose

Developmental uses .identification of indv.needs

.performance feedback

.Determining transfers

.Identification of indv. Strength &dev. needs

Administrative uses .Salary

.Promotion

.retention

.lay-offs

Objectives/org. maintenance

.HR planning

.determining org. needs

Documentation .Documentation for HR Decision

.Helping to meet legal requirement

Method of appraisal:

• Past oriented methods

• Future oriented methods

Past oriented

• 1. Rating scale:

For the following performances factors, please indicate on the rating scale your evaluation of the employee named below:

Employee’s name___________Rater’s name____________Dept___Date

Excellent Good Acceptable Fair Poor

1.Dependability

2.Initiative

3.Attendence

4.Attitude

5.Co-operation

+

Total score

CHECK LIST:

• Check list for operators

Yes No

• 1.Is employee really interested in job

• 2.Does he or she obey orders• 3.Does he or she observe safety

precautions

Forced choice

• Learn fast_ _ _ _ _ _ _ _Works hard

Critical incidents method

Continuing duties

Targets Critical incidents

Schedule prod. for plant Full utilization of personnel and machinery in the plant; order delivered on time

Instituted new production scheduling system; decreased late orders by 10% last month:

Supervise procurement of raw materials and inventory control

Minimize inventory costs while keeping adequate supplies on hand

Let inventory storage costs rise 15% last month;over ordered parts”a” and “b” by 205;under-ordered part “c” by 30%

Supervise machinery maintenance

No shutdowns due to faulty machinery

Instituted new preventative maintenance system for plant; prevented a machine breakdown by discovering faulty part

Past Oriented

• Confidential records

• Essay Method

• Cost Accounting method

• Ranking method

• Paired comparison method

Future oriented appraisal

• MBO

• Psychological appraisal

• 360-degree

HRA

• It is the process of identifying and measuring data about human resource & communicating this information to interested parties.

Human resource are the energies,skills,talents and knowledge of people which are, or which potentially can be applied to the production of goods or rendering useful services.

Investment in HR

• 1.Investment pattern in HR

• 2.Investment in current cost

Investment pattern in Human resource

• 1.Expenditure on advertisement for recruitment• 2.Cost of selection• 3.On the job training cost• 4.Subsistence allowance• 5.Contribution to provident fund• 6.Educational tour expenses• 7.Medical expenses• 8.Ex-gratia payments• 9.Employee’s welfare fund

Investment in current costs

• Current cost is defined as the cost incurred with which the organization derives benefit of current nature.

Ex:Salary,wages,dearness allowance,overtime wages,bonus.

Errors in performance appraisal

• Halo effect

• Constant or systematic bias

• Leniency error

• Recency effect

• Primacy effect

• Stereo typing

Cognitive process of raters

• Category structure

• Beliefs

• Interpersonal Effect

• Attribution

Role conflict

• A situation that arises when there is a disparity between job demands and the employee’s personal standards.

Improving performance appraisal

• Training

• Providing feedback to raters

The post appraisal interview

• Offering feedback

• Reaction to criticism.

Improving post appraisal interviews

• 1.Employees should be allowed to participate actively in the appraisal process.

• 2.The post appraisal interviewer should adopt a positive ,constructive and supportive attitude.

• 3.The Interviewer should focus on specific job problems rather then on the employees personal characteristics.

Cont……..

• 4.The employee and the supervisor should establish jointly specific goals to be achieved in the period before the next appraisal.

• 5.The employee should be given the opportunity to question,challenge.

Designing effective system

• 1.Relevance

• 2.Performance standards

• 3.Sensitivity

• 4.Reliability

• 5.Acceptability

• 6.Practicality

Potential appraisal

• Potential appraisal means possibility of advancement in future career.

OR

.Career advancement in future.

Procedure of potential appraisal system

• 1.Role Descriptions: Organizational roles and functions must be defined clearly. To this end, job descriptions must be prepared for each job.

• 2. Qualities needed to perform the roles: Based on job descriptions, the roles to be played by people must be prepared (i.e., technical, managerial jobs and behavioral dimensions).

• Rating mechanisms: Besides listing the functions and qualities, the potential appraisal system must list mechanisms of judging the qualities of employees such as:

• i. Rating by others: The potential of a candidate could be rated by the immediate supervisor who is acquainted with the candidate’s work in the past, especially his technical capabilities.

• ii Tests: Managerial and behavioral dimensions can be measured through a battery of psychological tests.

Cont…………

• iii.  Games: Simulation games and exercises (assessment centre, business games, in-basket, role play, etc.) could be used to uncover the potential of a candidate.

• iv. Records: Performance records and ratings of a candidate on his previous jobs could be examined carefully on various dimensions such as initiative, creativity, risk taking ability, etc., which might play a key role in discharging his duties in a new job.

Cont………..

• Organizing the system: After covering the above preliminaries, he must set up a system that will allow the introduction of the scheme smoothly giving answers to some puzzling questions:

Cont………..

• I How much weightage to merit in place of seniority in promotions?

• ii. How much weightage to each of the performance dimensions – technical, managerial, behavioral qualities?

• iii. What are the mechanisms of assessing the individual on different indicators of his potential and with what reliability?

Cont…………..

– Feedback: The system must provide an opportunity for every employee to know the results of his assessment. “He should be helped to understand the qualities actually required for performing the role for which he thinks he has the potential, the mechanisms used by the organizations to appraise his potential and the results of such an appraisal”.

•  

Ways to make it good

• 1.Analytical power• 2.Creative imagination• 3.Sense of reality• 4.Holistic leadership• 5.conceptual skills• 6.Technical skills• 7.Communication skills• 8.Negotiation skills• 9.Proble, solving and decision making

Unit-8

•JOB ENRICHMENT

Meaning

• Job enrichment is an approach for redesigning jobs to increase intrinsic motivation and job satisfaction.

• Jobs are enriched by allowing employees more responsibility, self direction, and opportunity to perform interesting ,challenging and meaningful work.

Principles of Enrichment

• By Herzberg,in 19501.Remove some control while retaining

accountability.2.Give a persona a complete natural unit of work.3.Grant additional authority to an employee in his

activity,which is job freedom.4.Increase the accountability of individuals for their

work.5.Introduce newer and more difficult tasks not

previously handled.

Steps in job enrichment

• Job enrichment is promising approach for increasing motivation and improving employee performance.

1.For job enrichment ,appropriate jobs have to select for better results.

2.Change is a stable one. so start the programme of job enrichment with a belief that changes made in the jobs will produce good results.

3.Clear discussion is required4.Also review the list again to remove some suggestion

which are too general and which do not give any specific ideas

5.Review the list again and remove the suggestion which are concerned with additional work and which do not fall in the category of motivation.

Cont………….

• 6.Implement them(it will better if u implement on small group on earlier stage after getting positive response.

Objectives of job design

• *To meet the requirements of the organization such as high productivity, technical efficiency, and quality of work.

• * To satisfy the needs of the individual employees such as job satisfaction in terms of interest ,challenge and achievement.

• *To integrate the needs of the individual with the requirements of the organization.

Steps in job redesign

• 1.combine several jobs in to a larger job involving a wider variety of skills.

• 2.Give each employee a natural unit of work so he or she can complete a meaning full task.

• 3.allow employees more responsibility for quality control and self determination of work procedures.

• 4.Allow employee to deal directly with clients• 5.Provide channels of performance of feedback.

Ch-9

•Quality of work life…………

meaning

• Quality of work means incorporating socio-psychological needs of employees, requirements of particular technology and structure or process of an organization.

Quality of work life(qwl) at which the members of an organization can satisfy their personal requirements through their experience in an organization.

Principles of QWL

• 1.Principle of safety and security

• 2. Principle of equity

• 3. Principle of individualism

• 4. Principle of democracy

Approaches to QWL

• 1.Through Employee involvement

• 2.Qwl & HR department

Techniques for improving QWL

• 1.Flexible work schedules

• 2.Job redesign

• 3.opportunity for development

• 4.Autonomous work group

• 5.Employee’s participation in management

• 6.Job security

• 7.Equitable justice

Chapter- 10

•Quality circles

Meaning

Qc is a group of employees that meet regularly to

solve problems affecting its work area. the ideal size of the group is six to eight

members.

Features of QC…

• Voluntary group.

• Members meet at periodic intervals to discuss quality related activities.

• Members can vary between 6 to 8 members.

• Purpose of quality circle is to improve organizational functioning.

Objective of quality circles

• To contribute to the improvement and development of the organization.

• To develop respect for human relation.

• Satisfy worker’s psychological.

• Improve quality of products.

Advantages/impact of QC

• Creative ideas

• Improvement in productivity

• Better team work

• Higher motivation

• Development of problem solving-skill

• Improving communication

• More effective team work

Structures/Management of QC

» Top management

Departmental committee

facilitator

Leader

Member

Non-member

Suggestion for making QC more effective

• 1.Identify goals,evaluation and criteria• 2.Do not expect the quality circle programme to

solve all problems in the organization• 3.Provide training for managers as coordinators• 4.Start with a pilot test in supportive department• 5.provide recognition for employee efforts• 6.Implement the suggestion made by

employees.

Ch-11

•Management of careers

Meaning….

• A career is a sequence of positions held by a person during the course of a life time.

• A career consist of the changes in values,attitudes,motivation that occur as a person grows older.

Features

• 1.Career develops over time

• 2.It is the individual who ultimately must judge the success of his career

• 3.The important element in one’s career is experiencing psychological success

• 4.The typical career of a person today would probably include many different positions,transitions and organisation more so than in the past.

Important terms in career planning

• 1.Career• 2.Career goals• 3.career cycle• 4.career paths• 5.Career anchors• 6.Career progression• 7.career planning• 8.Career development• 9.Career counseling• 10.Career management• 11.Mid career crisis• 12.Reality shocks• 13 plateauing• 14Mentor

Career stages

• High

From college to work

Low25 35 50 60 70

Performance

First job and accepted

performance inc. or decline The elder

states person

Preparing for retirement

Exploration Establishment Mid career Late career Decline

How do people choose career

• 1.Interest

• 2.Self-image

• 3.Personality

• 4.Social back ground

Career anchors

• 1.Managerial competence• 2.Technical competence• 3.Security• 4.Creativity• 5.Autonomy• 6.Dedication to a cause• 7.Pure challenge• 8.Life style

Objectives of career planning

• 1.Attract and retain talent by offering careers,not jobs

• 2.Use human resource effectively and achieve greater productivity

• 3.Reduce employee turnover

• 4.Improve employee morale and motivation

Process

• 1.Identifying individual needs and aspiration

• 2.Analysing career opportunity

• 3.Aligning needs and opportunities

• 4.Action plans and periodic review

Career development

• Career development consists of the personal actions one undertakes to achieve a career plan.

Individual career development

• 1.Performance• 2.Exposure• 3.Networking• 4.Leveraging• 5.Loyality to career• 6.Mentors and sponsors• 7.Key subordinates• 8.Expand ability

Org’l career development

• 1.Self assessment tools

• 2.Individual and counselling

• 3.Information services

• *Job posting system *Skills inventory

*career laders and paths

*career resource centre

• 4.Employee assessment programmes

• * assessment centres

• *Psychological tests

• *Promotability test

• *Sucession planning

5.Employee development programmes

6.Career programmes for special groups

Career management

• By GutteridgeOrganizational career dev.

Career managementCareer planning

*identify career options*set career goals

*Align both and review

*prepare*Implement

*Monitor career plans

By Bernardin & russel

Individual career planning

Assess needsAnalyze career opportunitySet career goalsDevelop action plans

Org career planing

Assess HR requirementsCareer path for each personIntegrate career goals and org’l needsInitiate career dev efforts

Career development

*how indv can reach on top*How org can help*self assessment tools*Individual counselling*information services*assessment programmes*dev programmes*programmes for special grops

Advantages of career planning

• Advantages:

Benefits to employee

Benefits to organisation

Effective career planning

• Support

• Goals

• Reward performance

• Placement

• Career paths

• Continuous tracking

• publicity

Succession planning

• The process of ensuring a suitable supply of successors for current and future senior or key jobs arising from business strategy,so that careers of individuals can be planned and managed to optimise the organisation’s needs and the individuals aspirations.

Succession management

• 1.Identifying the shortage of leadership skills and defining the requirements.

• 2.Identifying potential successors for critical positions

• 3.coach and groom the stars

• 4.Secure top managements commitment and supports.