HUMUN RESOURCE DEVLOPMENT

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HUMUN RESOURCE DEVLOPMENT
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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.
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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.
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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
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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

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THE CONTRIBUTION OF HRD SUB-SYSTEMS TO
DEVELOPMENT DIMENSION
DEVELOPMENT DIMENSIONS
HRD SUB-SYSTEMS
INDIVIDUAL
TRAINING
CAREER PLANNING
POTENTIAL APPRAISAL AND DEVELOPMENT
FEEDBACK COACHING
REWARDS
PERFORMANCE APPRAISAL
TRAINING
INDIVIDUAL IN THE PRESENT ROLE
rewards
FEEDBACK AND PERFORMANCE COACHING
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INDIVIDUAL IN REGARD TO LIKELY FUTURE ROLE
POTENTIAL APPRAISAL AND DEVELOPMENT
TRAINING
PERFORMANCE APPRAISAL
FEEDBACK AND PERFORMANCE COACHING
DYADIC RELATIONSHIPS
FEEDBACK AND PERFORMANCE COACHING
PERFORMANCE APPRAISAL
TRAINING
TEAM AND TEAMWORK
ORGANIZATION DEVELOPMENT
TRAINING
TEAM REWARDS
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COLLABORATION AMONG DIFFERENT UNITS/TEAMS
ORGANIZATION DEVELOPMENT TRAINING
SELF-RENEWING CAPABILITIES AND HEALTH
OF ORGANIZATION
PERFORMANCE APPRAISAL ORGANIZATION
DEVELOPMENT TRAINING
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OCTAPACE CULTURE

• OPENNESS
• CONFRONTATION
• TRUST
• AUTHENTICITY
• PROACTION
• AUTONOMY
• COLLABORATION
• EXPERIMENTING

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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.

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• 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

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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

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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

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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.


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• PLANNING FOR THE EVOLUTION OF HRD

-GEOGRAPHICAL PHASING
-VERTICAL PHASING
-FUNCTIONAL PHASING
- SOPHISTICATION PHASING