HUMUN RESOURCE

DEVLOPMENT

THE CONCEPT

HUMAN RESOURCE DEVELOPMENT IN THE ORGANIZATION CONTEXT IS THE PROCESS BY WHICH EMPLOYEES IN 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 ORGANIZATIONAL DEVELOPMENT PURPOSE .

3 DEVELOP AN ORGANIZATIONAL CULTURE IN WHICH SUPERIOR -SUBORDINATE RELATIONSHIPS, TEAM WORK AND COLLABORATION AMONG SUB-UNITS ARE STRONG AND CONTRIBUTE TO THE PROFESSIONAL WELL- BEING ,MOTIVATION,AND PRIDE OF EMPLOYEES.

HUMAN UNITS OF AN ORGANIZATION

1 THE INDIVIDUAL EMPLOYEE

SELF-MANAGEMENT,COMPETENCE BUILDING,ADVANCEMENT.

2 THE ROLE

OPTIMUM STRESS,LINKAGE,AUTONOMY

3 THE DYAD

TRUST,MUTUALITY,COMMUNICATION

4 THE TEAM

COHESION,RESOURCE UTILIZATION

5 THE INTER-TEAM

IDENTITY,COLLABORATION

6 THE ORGANIZATION

GROWTH, IMPACT,SELF-RENEWAL

HRD MECHANISMS OR SUB-SYSTEMS

•PERFORMANCE APPRAISAL

•POTENTIAL APPRAISAL AND DEVELOPMENT

•FEEDBACK AND PERFORMANCE COACHING

•CAREER PLANNING

•TRAINING

• ORGANIZATION DEVELOPMENT (OD)

OR RESEARCH AND SYSTEMS DEVELOPMENT

• REWARDS

• EMPLOYEE WELFARE AND QUALITY OF WORK LIFE

• HUMAN RESOURCE INFORMATION

THE CONTRIBUTION OF HRD SUB-SYSTEMS TO DEVELOPMENT DIMENSION

DEVELOPMENTDIMENSIONS

INDIVIDUAL

TRAINING

HRD SUB-SYSTEMS

CAREER PLANNING

POTENTIAL APPRAISAL AND DEVELOPMENT

FEEDBACK COACHING

REWARDS

PERFORMANCEAPPRAISAL

TRAINING

rewards

FEEDBACK ANDPERFORMANCE COACHING

INDIVIDUAL IN THE PRESENT ROLE

INDIVIDUAL IN REGARD TO LIKELY FUTURE

ROLE

POTENTIAL APPRAISAL

AND DEVELOPMENT

TRAINING

PERFORMANCE APPRAISAL

FEEDBACK ANDPERFORMANCE

COACHING

DYADICRELATIONSHIPS

FEEDBACK AND PERFORMANCE COACHING

PERFORMANCE APPRAISAL

TRAINING

TEAM AND TEAMWORK

ORGANIZATION DEVELOPMENT

TRAINING

TEAM REWARDS

COLLABORATIONAMONG

DIFFERENT UNITS/TEAMS

ORGANIZATION DEVELOPMENT

TRAINING

SELF-RENEWING CAPABILITIES AND

HEALTH OFORGANIZATION

PERFORMANCE APPRAISAL

ORGANIZATION DEVELOPMENT

TRAINING

OCTAPACE CULTURE•OPENNESS

•CONFRONTATION

•TRUST

•AUTHENTICITY

•PROACTION

•AUTONOMY

•COLLABORATION

•EXPERIMENTING

ISSUES IN HRD• TRTAINING WIDELY RECOGNISED

•USE OF OTHE MECHANISMS INCREASING

•CREATING HRD CULTURE

•DEVELOPING HRD IN LARGE ORGANIZATIONS

•PUBLIC SECTOR-REMARKABLE LEAD

• HRD AT GRASSROOTS-DIFFERNET MECHANISMS

•ROLE OF TRADE UNIONS

•SHARING OF EXPERIENCES

Contd.

•ROLE OF LINE MANGERS

•HRD IN SMALL SCALE SECTOR

•HRD IN SERVICE SECTOR

•EVALUATING HRD EFFORTS

•TOP MANAGEMENT SUPORT

•CLEARITY OF PURPOSE

•INTEGRATION WITH ORGANIZATIONAL STRATEGYAND HRD STRATEGY

PRINCIPLES IN DESIGNING HRD SYSTEMS

FOCUS TO THE SYSTEM• FOCUS ON ENABLING CAPABILITIES

• BALANCING BETWEEN ADOPTION AND CHANGE IN THE ORGANIZATIONAL CULTURE• ATTENTION TO THE CONTEXTUAL FACTORS• BUILDING LINKAGE WITH OTHER FUNCTIONS• BUILDING SPECIALIZATION AND DIFFUSION OF THE FUNCTION

STRUCTURE TO THE SYSTEM• ESTABLISHING THE IDENTITY OF HRD• ENSURING THE RESPONSIBILITY OF THE FUNCTION•BALANCING DIFFERENTIATION AND INTEGRATION• ESTABLISHING LINKAGE MECHANISMS•DEVELOPING MONITORING MECHANISMS

FUNCTION OF THE SYSTEM• BUILDING FEEDBACK AND REINFORCING MECHANISM• BALANCING QUANTITATIVE AND QUALITATIVE DECISIONS• ESTABLISHING THE IDENTITY OF HRD•BALANCING INTERNAL AND EXTERNAL EXPERTISE

CONTD.

•PLANNING FOR THE EVOLUTION OF HRD

-GEOGRAPHICAL PHASING

-VERTICAL PHASING-FUNCTIONAL PHASING

- SOPHISTICATION PHASING