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BHAGYA VIJAYANJr. MSc Agricultural Extension
Topics for discussionConceptual frame work of HRDInter disciplinary approach of HRDFunction systemsCase studies HRD Interventions-Different experiences
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Definition of HRD
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Emergence of HRDEmployee needs, extend beyond the
training classroomIncludes coaching, group work, and
problem solvingNeed for basic employee developmentNeed for structured career development
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Relationship Between HRM and HRDHuman resource management (HRM)
encompasses many functionsHuman resource development (HRD) is just
one of the functions within HRM
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HRM
HRD
Human resource planning Equal employment opportunityStaffing (recruitment and selection)Compensation and benefitsEmployee and labour relationsHealth, safety, and securityHuman resource development
Primary Functions of HRM
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Secondary HRM Functions
Organization and job designPerformance management/
performance appraisal systems
Research and information systems
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HRD FunctionsTraining and development (T&D)Organizational developmentCareer development
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Training and Development (T&D)Training – improving the knowledge, skills and
attitudes of employees for the short-term, particular to a specific job or task – e.g.,Employee orientationSkills & technical trainingCoachingCounseling
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Training and Development (T&D)Development – preparing for future
responsibilities, while increasing the capacity to perform at a current jobManagement trainingSupervisor development
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Organizational Development organization’s effectiveness and
member’s wellbeing- behavioral science concepts
Focuses on both macro and micro-levels
HRD plays the role of a change agent
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Career DevelopmentOngoing process by which individuals
progress through series of changes until they achieve their personal level of maximum achievement.Career planning
Career management
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Critical HRD IssuesStrategic management and HRDThe supervisor’s role in HRDOrganizational structure of HRD
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Strategic Management & HRDStrategic management aims to ensure
organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years
HRD aims to get managers and workers ready for new products, procedures, and materials
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Supervisor’s Role in HRD
Implements HRD programs and proceduresOn-the-job training (OJT)Coaching/mentoring/counselingCareer and employee developmentA “front-line participant” in HRD
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Organizational Structure of HRD Departments
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Depends on company size, industry and maturity
No single structure usedDepends in large part on how well the HRD
manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user
Sample HRD Jobs/Roles
Executive/ManagerHR Strategic AdvisorHR Systems Designer/DeveloperOrganization Change AgentOrganization Design ConsultantLearning Program SpecialistInstructor/FacilitatorIndividual Development and Career CounselorPerformance Consultant (Coach)Researcher
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Challenges for HRDChanging workforce
demographicsCompeting in global economyEliminating the skills gapNeed for lifelong learningNeed for organizational
learning
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New technologiesNeed for more skilled and educated
workersCultural sensitivity requiredTeam involvementProblem solvingBetter communications skills
Competing in the Global Economy
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Need for Lifelong Learning
Organizations changeTechnologies changeProducts changeProcesses changePEOPLE must change!!
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Need for Organizational LearningOrganizations must be able to learn,
adapt, and changePrinciples:
Systems thinkingPersonal masteryMental modelsShared visionsTeam learning
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Creating a Learning Organization
Personal Mastery: managers empower employees and allow them to create and explore.
Mental Models: challenge employees to find new, better methods to perform a task.
Team Learning: is more important than individual learning since most decisions are made in groups.
Build a Shared Vision: people share a common mental model of the firm to evaluate opportunities.
Systems Thinking: know that actions in one area of the firm impacts all others.
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A Framework for the HRD ProcessHRD efforts should use the following four phases (or stages):
Needs assessmentDesignImplementationEvaluation
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Establishing HRD prioritiesDefining specific training and objectivesEstablishing evaluation criteria
Need Assessment Phase
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Design PhaseSelecting who delivers programSelecting and developing program contentScheduling the training program
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Implementation PhaseImplementing or delivering the
program
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Evaluation PhaseDetermining program effectiveness – e.g.,Keep or change providers?Offer it again?What are the true costs?Can we do it another way?
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Interdisciplinary ApproachInclude 6 areas
1.HRD Quality2.HRD Planning3.Personal policy and practices4.HRD data5.Performance management6.Training
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Subject matter areas from which HRD derives knowledge Education- adult education,work
orientation Psychology- career counselling,incentives System Theory- system analysis Organizational behaviour- group
dynamics,change theory Economy- micro and macro levels
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From point of view of organisation increasing organisation capacity to achieve
goalIncreases and develop employee perfomancesUsing employees knowledge and skills
efficiently Improves the organisation’s ability to manage
change
Benefits of establishing strong HRD system
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From point of view of employees
Improves equity ,employee compensation and levels of responsibilities
Helps employees understand how their work relates to the mission and value of the org.
Helps employees feel highly motivated Increases employee job satisfaction
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HRD SYSTEMS
HRD functions are carried out through its systems and sub systems.
HRD has five major systems each of the systems has sub systems 1.Career system 2.Work system 3. Development system 4. Self renewal system
5. Culture System
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individual and team oriented
organization based
1. Career system: subsystemsManpower planningRecruitment Career planningSuccession planningRetention
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2. Work system: sub systems Role analysisRole efficacyPerformance planPerformance feedback and guidancePerformance appraisalPromotionJob rotationReward
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3. Development system: subsystems
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InductionTrainingJob enrichmentSelf-learning mechanismsPotential appraisalSuccession DevelopmentCounsellingMentor system
4. Self-renewal system: sub systems
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SurveyAction researchOrganizational Development interventionsOrganizational Retreats
5. Culture system: subsystems
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• Vision, Mission and Goal • Values• Communication• Get-togethers and celebrations• Task forces• Small Groups
HRD PROCESSES • HRD - a process-oriented function
• HRD functions - fail because the processes involving the
systems are not adequately addressed.
• concerns the question of “how”& “why ”
• emphasises - behavioural &interactional dimensions.
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HRD processes centred around
1. Employee2.Role3.Teams4.Organization itself
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1.Individual: Individual is the basic constituent of an organization. All the behavioural pattern and dynamisms emerge from individuals.Efficacy Effectiveness Styles Leadership
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2.Role: Role is a dynamic entity which involves the expectations of significant others and self from the position of the role holder.
role related HRD processes in organizations.Competencies for job performanceCommitment Motivation Frustration Stress & Burnout
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3.Teams: When individuals begin to work in team,
behavioural patterns and dynamisms emerge. • Communication• Feedback• Conflict resolution• Collaboration
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4.Organization: A large number of HRD
processes are organization related.
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Organizational Climate Communication Learning Organization Organizational Change Organizational Development
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The force within us that activates our behaviour. It is a function of three distinct components, Intensity, Direction, and Persistence.
Intensity PersistenceDirection
MotivationMotivation
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Intensity refers to the amount of mental and physical effort put forth by the person.
PersistenceDirection
MotivationMotivation
Intensity
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The extent to which an individual determines and chooses efforts focused on a particular goal.
Intensity PersistenceDirection
MotivationMotivation
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The extent to which the goal-directed effort is put forth over time.
Intensity PersistenceDirection
MotivationMotivation
Motivation: Intrinsic
When doing the job is inherently motivating
ExtrinsicWhen rewards such as pay and formal recognition act as motivators
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Why Reward & Recognition
Drives Stretch in PerformanceEnhances aspirations and creates MotivationFeeling ValuedBuilds Self Esteem and sense of BelongingImproves Individual Attitudes
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Reward is a Right; Recognition is a Gift…..Rewards
Direct Financial (pay) Indirect Financial
(benefits) Work Content (work) Careers (development) Affiliation (feeling of
belonging)
Recognition
PraiseTimeToys, Trophies &
TrinketsFun, Freedom & FoodSmall MoneyOthers
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What is Diversity?In simple terms, diversity is "otherness," or
those human qualities that are different from our own and outside the groups in which we belong. There are various qualities that differentiate one individual from the next.
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Elements of DiversityAge
Gender
Sex
Ethnicity
Race
Physical Ability
Physical Characteristics
Income
Education
Marital Status
Religious Beliefs
Geographic Location
Parental Status
Personality Type
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Diversity:
The uniqueness of all individuals; includes everyone.
Principles of Diversity Management Establish a business strategy for effectively
managing a diverse workforce Create a positive work environment Promote personal and professional
development Empower all people to reach their full
potential Remove barriers that hinder progress Ensure equal opportunities and prevent
discrimination
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Techniques for Managing Diversity
Compensation and reward programs tied to achieving diversity goals
Language trainingMentoring programsCultural advisory groupsCorporate social activities that celebrate
diversity
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Managing diversity effectivelyGreater range of perspectives, ideas, and
creativity.Better problem definition, generation of
alternatives, and decisions.Greater potential of developing a high
performance team.Greater resilience in dealing with
escalating demands.
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Implications for Managers
Managing a diverse workforce is an important part of an international manager’s job
Must understand the impact of diversity and know how to utilize
Realize different cultures view diversity differently and consider impact on manager
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Potential Benefits of an Effective Diversity Management Program
Improve organizational performanceHelp prevent unlawful discrimination or harassment
incidentsImprove workplace relationsBuild more effective work teamsImprove organizational problem solvingImprove customer serviceEnhanced recruitment efforts
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Barriers in preventing a balanced workforceLimiting area of considerationLack of diversity at the senior ranks Categorizing people into certain positionsAlways recruiting from same source Grooming/developing only one person
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Types of exercises
Group discussionInterview simulations / role playsCase studies
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Group Discussionscandidates are brought together as a
committee or project team with one or a number of items to make a recommendation on.
Candidates may be assigned specific roles to play in the group or it may be structured in such a way that all the candidates have the same basic information.
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Interview Simulations / Role Playscandidates meet individually with a role player or
resource person.
gather information to form a view and make a decision, or alternatively, to engage in discussion with the resource person to come to a resolution on an aspect or issue of dispute.
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Case Studies / Analysis Exercises
the candidate is presented with the task of making a decision about a particular business case.
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Objective SettingAn objective is a simple statement of an end
result to be achieved within a specified time frame.
It should be short, clear and specific.It can also be in the form of an activity as it
may not always be possible to quantify the end results.
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Why Objective setting ?Gives direction to job.Helps focus on important job areas.Assists review and change in job emphasis.Provides a basis for appraisal, counselling
and feedback.Increases mutual job understanding with
superior.
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ObjectivesTargets – are specific conditions to be
achieved/indicates how much of what and by when
Activities – action steps which lead to the end results / used when targets are not quantifiable / indicate what by when
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Process of goal settingWhat is the job ?What are the end results expected ?What policies / procedures / work methods
are impeding performance ?What changes are needed for better results ?How can work assignments be
regrouped/altered to improve schedule ?What problems need to be overcome next
year ?
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Objectives should beS - SpecificM - MeasurableA - AttainableR - RelevantT - Time-bound
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ProcessEstablishing specific goals to support stated
purpose.Determining the importance of these goals.Making plans for action.Arriving at performance standards and
measurement criteria.Stating anticipated problems.
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Process..Weighing the resources required to carry out
the planned action.Providing for interaction of organization and
individual goals.Following up with actual performance
measurement and evaluation.
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HRs role in Performance ManagementDelivering time-lines Ensuring timely adherenceAuditing the objectives jointly with line
managersEnsuring objectives are in line with
organisational goalsRequesting modification if required
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Case studyJob satisfaction and turnover intention in
organizations :A Study across in Indian Persepective CASE:
Several organizations are facing a serious threat of employee turnover irrespective of sectors ,across countries .This case study is an attempt to identify the factors influencing job satisfaction and turnover intention of employees from multiple sectors in Chennai city.This research considered a sample of 588
employees across various sectors to find out the varied
opinions about the levels of satisfaction experinced by them.
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OBJECTIVES OF THE STUDY
Identify the factors influencing job satisfaction in multi- sector organizations
To classify the employees based on the employees’
perception of job satisfaction in multi-sector organizations
To identify the major reasons for the employee turnover intention in organizations
To identify the correlation between employee job satisfaction and turnover intention in organizations
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METHODOLOGY The study mainly depends on primary data collected
through a well- framed and structured questionnaire to elicit the opinions of the respondents , and the secondary data were obtained from scholarly articles published in journals ,websites etc.
The study was among employees across sectors from Chennai city in order to have varied opinion about
job satisfaction in various sectors during the period from 2010-2012
Sample selected – non probability convenience sampling
The respondents were from IT firms
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Research Measures
Job satisfation Turnover Intention
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Conclusion Job satisfaction turnover –negative relationship
MANAGERIAL IMPLICATIONS The study has shown that job satisfation is a
consistent worry for organization ,irrespective of sectors based on demographic aspects ,and other influencing factors like pay and promotion ,work ,organizational aspects etc.These factors are perceived differently by different individuals.Hence ,whatever steps the organization takes in order to improve with respect to these aspects ,it rests with the employees to perceive it rightly and get satisfied .
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Therefore ,it is clear that the emloyees’ intent to leave their present present organizations need not occur only if the employees are not satisfied.The employee may intend to leave an organization even if he/she is satisfied.So the organization should chalk out methods to retain the interest of the most calibered employees .Therefore the organizations should employ those methods to recruit potential personnels as soon as the present employee shows intention to quit, so that the organizational efforts are not wasted in creating features for job satisfaction to prevent turn over intention.
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HRD Interventions1. Performance management in Amul
marketing chain 2. Qualitative management (eployee
satisfaction )in facebook ,the social networking site
3. Performance management in IFFCO’s research wing
4. Capacity building of the personnell in KAMCO
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REFERANCESPrabandhan:Indian journal of ManagementInternational Journal of Management and
Business StudiesTripati,P.C. and Reddy,P.N.,2010,Principle of
ManagementUdaykumar Haldar,Human Resource
Management
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