Notes for 6th Module

7/29/2019 Notes for 6th Module

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Human resources development

Module = 6(B.u)

Goals /objective

1) Facilitating Organizational Effectiveness:To ensure that adequate number of persons with sound industry background and experience

both in generalist and specialist are available at different operative and supervisory and

managerial levels in order to facilitate organizational effectiveness.

2) Enhancing Productivity and Quality:To evolve the human resource development system so that the employees are provided

equitable opportunities to move up in the organization on the basis of their performance and

ability so as to enhance quality and productivity. Organizations should ensure that responsibility

for results is provided right from the lower level so that employees can develop a sense of

independence and self-confidence,

3) Promoting Individual Growth and Development: The employees' confidence in the personnel

practices must be reposed. The policy should not only be fair and just but also to be perceived

as fair and just so as to promote individual growth and development. Integrating People into

Business: Jot--; should be enlarged and enriched so that they are performed in a manner that

nurtures team work providing opportunity for learning new and varied skills thus, making the

work more satisfying and meaningful, This will ensure integration of human resources into

business.

Need for HRD

1) HRM is needed to Develop Competencies: No organization can survive, let alone make a mark, if its

employees are not competent in terms of knowledge, skills and attitudes. Competent employees are as

much the necessity of a non-profit organization as of a profit -making organization. Both types of

organizations need competent employees for the success of their internal and external operations. A

profit organization interested in growing, diversifying or improving its working (such as cost reduction,

reduction in delays, increased customer satisfaction, improved quality, market image, etc.) must first

think of developing its employees' competencies. Similarly, a non-profit organization, say a university or

a hospital interested in improving its work culture, must first think of orienting its employees' attitudes.

2) HRD is needed to Mitigate some of the Evil Consequences of Industrialization: It is common

knowledge that the factory system has dehumanized and deskilled various jobs by enriching workers'

roles HRD satisfies their needs of advancement, growth, self-respect, recognition, creativity and

autonomy. Under career development plans workers are more or Jess assured about their future. Other


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HRD mechanisms such as counseling, monitoring, quality of work life, etc. enable workers to lead an

integrated life which is mostly partitioned by the factory system into two lives: the organizational life

and the personal life.

3) HRD is Needs to Bring About System-Wide Changes: Whereas traditional human resource

development methods (such as training, job-rotation, etc.) have their relevance and usefulness, they areby themselves inadequate to bring about the kind of system-wide change which is visualized in the

concept of HAD. In traditional methods often top management personnel have the attitude that all is

well with them, and it is only the lower level which needs to be trained and developed. Such attitude

makes this programme ineffective because by keeping the interdependent and interacting higher levels

out, these levels continue to remain plagued by forces of mistrust, jealousy and authoritarianism. HRD

programme bring about a system-wide change. They gradually enrich the entire socio-technical system.

Functions of Human Resources Development

1) Development Functions:These functions relate to the development of the employees and their competencies for

effective job performance. Given highly competitive nature of business, today it is crucial for

organizations to develop the skills and competencies of employees at all levels for achieving the

goals and objectives of the organization effectively. Appropriate programmes such as training of

workers/operatives, and supervisors on job specific skills for improved job performance,

management development programmes for managers for providing them with opportunities to

learn, grow, and change, in producing over the long term a cadre of managers with the skills

necessary to function effectively in the organization and fostering a environment wherein all

the employees of the organization are learners, paving the way for permanent change of

behavior necessary to adopt to a highly dynamic business scenario.

2) Maintenance Functions:These functions relate to the maintenance of the employee's satisfaction levels by removing

grievances, difficulties, and problems, both at professional and personal front. This is necessary

to maintain current performance levels of employees. Maintenance programmes such as

counseling and coaching provides opportunities to employees to discuss their emotional

problems with an objective of reducing it amicably. Other programme of mentoring helps

employees to be supported by a more experienced employee to help learn, adapt and become

skillful and articulate in one's job.

3) Control Functions: These functions relate to the control mechanisms within the organization,

established to keep synergy between various human resource development programmes, sub-

sets and organization's mission and Objectives. Human resource development helps senior

leadership of an organization to keep tab

Instruments or Mechanism of HRD


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1) Performance Appraisal: Performance appraisal is the process of assessing the performance and

progress of an employee or of a group of employees on a given job and his potential for future

development. It consists of a formal procedure used in the organizations to evaluate personalities.

Contributions and potentials of employees. The objective of performance appraisal is to detect nine

present state of efficiency of an. Employee in order to establish the actual peed for training. 'It is a

process of performance appraisal consists of setting standards for performance, communicating the

standards to the employees, measuring the performance and comparing the actual performance so itI4

the standards set. .. - .

2) Potential Appraisal: Potential appraisal is used for providing necessary data which helps in preparing

career plans for individuals. This technique aims at development of latent abilities of individuals. This is a

process of developing in the employees, capacities to perform new roles and responsibilities. This need

is generally, felt when the organization is diversifying or introducing changes. The major objective is

potential appraisal is to ensure a good match between the employees and the job.

3) Counseling and Monitoring: Counseling is a two way process in which a counselor, usually a superior

provides advice and assistance to his subordinates. Performance counseling means the help given by

superior to Isis subordinate in improving the latter's performance. It is, inflict, a process of guiding a

subordinate to adjust better with his work environment and to better understand others so that his

dealing; with them can be effective and purposeful.

4) Training: Training is an investment in the HRD process which gives dividends both in short and NMI:

run; the ultimate goal of training is improving competence of the employees for raising the standards

organizational performance. An organization can do better if it invests in technology development and

improvement of human systems, training is crucial for both of these. Lack of training may result in pool

t, work performance, low production, &motivation and customer dissatisfaction. But it must be ensured

by the 14RD section that training is translated into practice. If one acquires knowledge but does not

practice it. It will be useless.

5) Building Morale and Motivation among the Employees of an Organization: The organization must give

constant evidence to the belief that human resources in the organization are the -.key UNA

development. This requires proper motivation of the employees which provides a base for this

management functions of planning and organizing. It has been, generally, noticed that the performance

of the personnel either as individuals or members of a group is less as compared to their capabilities in

terms of skills, abilities and capacities, Climate of creativity must be developed and maintained by`4

the management so that the performance levels comes up to the mark and growth becomes a way of

life in the organization.

6) Development of Team Work: The human resources management section must try to develop a habit

of team -work among the human resources. Team work requires among other things; that the members

have an image of their own team mates, which coincides as precisely as possible with reality. In

addition, each member must have a self-image which adjusts to reality as much as possible and thus,

coincides with the image the other members have of him.


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7) Creating Effective HRD Environment: HRD climate is one of the pre-requisites of effective IIRD

process implementation. It is an integral part of organizational climate. FIRD climate creates interest

attitude motivation among the employees to stay long in an organization. It creates growth

opportunities also, recognition. Its success is vitally based on top management's confidence in

employees which Will propel them to take initiative and meet challenging responsibilities for the

organization. Employee's dignities and individuality is boosted when an effective HRD climate is created.

. .

- . 8)... Quality Circle: A quality circle is a small group of employees doing similar or related work who

meet regularly to identify, analyze and solve product related problems and to improve general relations.

The quality circles are generally, autonomous units, usually to-d by a supervisor or a senior worker and

organized as work units. The workers, who have a shared area of responsibility, meet periodically to

discuss, analyze and propose solutions to ongoing problems.

10) Quality of Working Life: The quality of the workers' conditions both working and living influences the

workers' satisfaction and job satisfaction to a large extent. Inadequate working and living conditions

produce adverse mental and physical effect on the employees, which leads to decline in their efficiency

and ultimately in the overall productivity of the organization. The HRD system should take care of

employee's health and wellbeing of their families by providing them with better living and working

conditions. Quality of working life generally, promotes a healthy atmosphere of development and

motivation among employees.

HRD Movement in India

The term HRD has become very popular in the recent past. Many organizations have either started new

HRE department or have appointed IIRD managers or at least have strengthened their personnel

departments to look after the IIRD functions. The formal introduction of the concept of Human Resource

Development (HRD) was done by Professor ten Nadler in 1969 in American Society for Training and

Development Conference. In India, Larsen & Toubro Ltd., was the first company to introduce this

concept in 1975 among the private sector companies with an objective of facilitating growth of

employees, especially people at the lower levels. Among the public sector Government companies it

was BHEL which introduced this concept in 1980. Many organizations were under the impression that it

was nothing but Training and Development concept. Certain companies started re-naming their Training

and Development Departments as Human Resource Development Departments and some have created

new departments. Later some other personnel management functions like Performance Appraisal

Potential Appraisal, Career Planning and Development, Feedback and Counseling, Organizational

Development and Data Storage Systems were included sub-systems.

Need for HRD IIRD


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While liberalization of the Indian economy many changes are taking place in the corporate sector. Many

public sector enterprises are being sold to private hands; there is increase in work load, ban on new

recruitment, retrenchment of labor, imposition of voluntary retirement schemes and so on. There is

pressure on the Indian industry to per-form-produce quality goods and provide quality services. With

increased competition there is need to become cost-effective and upgrade work methods, work norms,

technical and managerial skills and employee motivation to face up to new challenges. HRD will have to

play a very crucial role if the following changes which are sweeping through our industry are to prove

successful:

1) Restructuring of Organizations: Many Indian companies are restructuring their organization

structures by thinning their management ranks and expanding their spans of control. Seven layers in the

pyramid and seven direct subordinates for each boss, which used to be the historic norm for many large

Companies, are becoming a tiling of the past. Now the thrust is to flatten layers, expand spans and

transform the organizational pyramid from tall and narrow to short and wide. Further, the traditional

functional departmentalization cast around development, manufacturing and marketing are giving place

to departments focused on broad classes of products or services. These new departments reducehierarchy', stress better work, reward creativity and increase receptivity to the customer. The skill sets

required of those heading these departments differ from the skill sets required of those heading the

traditional functional units. Unlike the 'specialist' heads of-functional departments these heads are

required to be generalists who have working familiarity with engineering, manufacturing and marketing.

2) Technological Changes: Recent spurt in computerization and technological up gradation is, on the

one hand, streamlining process and paper work and increasing quality, service and speed and on the

other hand making several jobs obsolescent. Many companies which realize that they are not adding

value in all functional areas are increasingly outsourcing all but the most critical functions. With the

advancement in telecommunications, employees can now work in their homes. Tele work, as it is called,has freed them. From the trouble and inconvenience of traveling over long distances. Companies can

also save on office space and overhead expenses. This changes-may make workers redundant at some

places. The redundant workers everywhere need to be rehabilitated through training. The change has to

be brought about with a human face. At this point, the IIRD manger has a critical role to play.

3) Work Force Empowerment: For the corporate democracy to become a reality many companies are

now vesting their employees with greater authority, expanding their job titles and increasing their

accountability. In a country where the 'benevolent autocrat' has been the overwhelmingly preferred

style. Empowerment of the work force is going to pose a big challenge for the HRD manager.

5) More Attention to Special Categories of Workers: With the special categories of workers such as

physically handicapped, women, religious minority, backward and others forming the ever-increasing

proportion of the total work force every year measures like flexi time and tele-work are likely to assume

greater significance. Flexi time permits workers to start, finish and take meal breaks according to their

own liking within a flexible time band subject to a core time when everyone has to be in attendance.


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This measure can help women workers to balance their job demands with their family demands.

Similarly, tele-work can be of great help to the physically handicapped.

6) Compensation Linked to Shareholder Value: Top management compensation in U.S. firms is becoming

increasingly tied to shareholder value through expanded use of share options. To cite an instance as a

new chief executive assumed office at Eastman Kodak in 1993, he received options to purchase morethan 750,000 shares of Kodak stock, of little or no valve unless the stock price increased substantially

but potentially NA worth $13 million to $17 million if it did. Companies in India may follow these

examples-and link executive compensation to the production of greater investor wealth.

7) Greater Employee Retention and Commitment: Employee retention has been at the forefront of

human resource strategies in recent times. Worldwide, organizations seeking competitive advantage by

leveraging human capital had to learn to hold on to the best talents in the business. With the looming

prospect of the labor market tightening further, organizations will be hard pressed to find enduring

remedies to dysfunctional employee turnover. They will also have to sustain conditions that induce long-

term employee commitment and membership behavior. Long-term HRD interventions using behavioral

understanding are, therefore, required to establish new work ethics and to build greater employee

commitment

Training

According to H. John Bernardino, "Training is any attempt to improve employee performance on a

currently held job or one related to it".

According to Chowdhry D.P., "Training is a process which enables the trainees to achieve the goals andObjectives of their organizations".

Training Methods

On the Job Training Methods

1. Job Rotation: In this method, usually employees are put on different jobsturn by turn where they learn all sorts of jobs of various departments. The objectiveis to give a comprehensive awareness about the jobs of different departments.

Advantage employee gets to know how his own and other departments also

function. Interdepartmental coordination can be improved, instills team spirit.

DisadvantageIt may become too much for an employee to learn. It is not focused

on employees own job responsibilities. Employees basic talents may remainunderutilized.


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2. Job Coaching: An experienced employee can give a verbal presentation toexplain the nitty-grittys of the job.3. Job Instruction: It may consist an instruction or directions to perform aparticular task or a function. It may be in the form of orders or steps to perform a

task.

4. Apprenticeships: Generally fresh graduates are put under the experiencedemployee to learn the functions of job.

5. Internships and Assistantships: An intern or assistants are recruited toperform a specific time-bound jobs or projects during their education. It may

consist a part of their educational courses.

Off the Job Training Methods1. Classroom Lectures: It is a verbal lecture presentation by an instructor to alarge audience. Advantage It can be used for large groups. Cost per trainee is

low. DisadvantagesLow popularity. It is not learning by practice. It is One-waycommunication. No authentic feedback mechanism. Likely to boredom.

2. Audio-Visual: It can be done using Films, Televisions, Video, andPresentations etc. Advantages Wide range of realistic examples, quality control

possible, DisadvantagesOne-way communication, No feedback mechanism. Noflexibility for different audience.

3. Simulation: creating a real life situation for decision-making andunderstanding the actual job conditions give it. Following are some of the

simulation methods of trainings

a. Case Studies: It is a written description of an actual situation andtrainer is supposed to analyze and give his conclusions in writing. The cases are

generally based on actual organizational situations. It is an ideal method to

promote decision-making abilities within the constraints of limited data. Role

Plays: Here trainees assume the part of the specific personalities in a case study

and enact it in front of the audience. It is more emotional orientation and improves

interpersonal relationships. Attitudinal change is another result. These are

generally used in MDP.

b. Sensitivity Trainings: This is more from the point of view ofbehavioral assessment, under different circumstances how an individual will

behave himself and towards others. There is no preplanned agenda and it is instant.Advantages increased ability to empathize, listening skills, openness, tolerance,and conflict resolution skills. Disadvantage Participants may resort to their old

habits after the training.

4. Programmed Instructions: Provided in the form of blocks either in book ora teaching machine using questions and Feedbacks without the intervention of

trainer. Advantages Self paced, trainees can progress at their own speed, strong


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motivation for repeat learning, and material is structured and self-contained.

DisadvantagesScope for learning is less; cost of books, manuals or machinery is

expensive.

5. Computer Aided Instructions: It is extension of PI method, by usingcomputers. Advantages Provides accountabilities, modifiable to technologicalinnovations, flexible to time. DisadvantagesHigh cost.

SELECTION: -MEANING OF SELECTION: Selection is the process of picking up individuals (out of the pool of job applicants)

with requisite qualifications and competence to fill jobs in the organization. Aformal definition of Selection is as under

Definition of Selection: Process of differentiating

Selection is the process of differentiating between applicants in order to identify

and hire those with a greater likelihood of success in a job.

PROCESS / STEPS IN SELECTION

1. Preliminary Interview: The purpose of preliminary interviews is basicallyto eliminate unqualified applications based on information supplied in application

forms. The basic objective is to reject misfits. On the other hands preliminary

interviews is often called a courtesy interview and is a good public relations

exercise.

2. Selection Tests: Jobseekers who past the preliminary interviews are calledfor tests. There are various types of tests conducted depending upon the jobs and

the company. These tests can be Aptitude Tests, Personality Tests, and Ability

Tests and are conducted to judge how well an individual can perform tasks related

to the job. Besides this there are some other tests also like Interest Tests (activitypreferences), Graphology Test (Handwriting), Medical Tests, Psychometric Tests

etc.

3. Employment Interview: The next step in selection is employmentinterview. Here interview is a formal and in-depth conversation between

applicants acceptability. It is considered to be an excellent selection device.

Interviews can be One-to-One, Panel Interview, or Sequential Interviews. Besides


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there can be Structured and Unstructured interviews, Behavioral Interviews, Stress

Interviews.

4. Reference & Background Checks: Reference checks and backgroundchecks are conducted to verify the information provided by the candidates.

Reference checks can be through formal letters, telephone conversations. However

it is merely a formality and selections decisions are seldom affected by it.

5. Selection Decision: After obtaining all the information, the most criticalstep is the selection decision is to be made. The final decision has to be made out

of applicants who have passed preliminary interviews, tests, final interviews and

reference checks. The views of line managers are considered generally because it is

the line manager who is responsible for the performance of the new employee.

6. Physical Examination: After the selection decision is made, the candidateis required to undergo a physical fitness test. A job offer is often contingent upon

the candidate passing the physical examination.

7. Job Offer: The next step in selection process is job offer to those applicantswho have crossed all the previous hurdles. It is made by way of letter of

appointment.

Contract of Employment: After the job offer is made and candidates accept

the offer, certain documents need to be executed by the employer and the

candidate. Here is a need to prepare a formal contract of employment, containing

written contractual terms of employment etc.------------------------------------------------------------------------------------------------------------------------------------------

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Notes for 6th Module

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