Chapter 2
FRAMEWORK of HUMAN RESOURCE DEVELOPMENT
Meaning of HRD:
Human resource refers to the talents and energies of people that are
available to an organization as potential contributors to the creation
and realization of the organization’s mission, vision, values, and goals.
Development refers to a process of active learning from experience-
leading to systematic and purposeful development of the whole
person, body, mind, and spirit. Thus, HRD is the integrated use of
training, organizational and career development efforts to improve
individual, group, and organizational effectiveness.
Definitions:
1. According to South Pacific Commission ‘human resource
development is equipping people with relevant skills to have a healthy
and satisfying life’.
2. According to Watkins, ‘human resource development is fostering
long-term work related learning capacity at individual, group and
organizational level’.
Features of HRD:
1. Systematic approach:
HRD is a systematic and planned approach through which the
efficiency of employees is improved. The future goals and objectives
are set by the entire organization, which are well planned at individual
and organizational levels.
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2. Continuous process:
HRD is a continuous process for the development of all types of skills
of employees such as technical, managerial, behavioural, and
conceptual. Till the retirement of an employee sharpening of all these
skills is required.
3. Multi-disciplinary subject:
HRD is a Multi-disciplinary subject which draws inputs from
behavioural science, engineering, commerce, management,
economics, medicine, etc.
4. All-pervasive:
HRD is an essential subject everywhere, be it a manufacturing
organization or service sector industry.
5. Techniques:
HRD embodies with techniques and processes such as performance
appraisal, training, management development, career planning,
counselling, workers’ participation and quality circles.
The HR wheel identifies three primary HRD functions:
1. Training and Development: The training and development (T&D) focus on changing
or improving the knowledge, skills, and attitudes of individuals. Training typically
involves providing employees with the knowledge and skills needed to do a particular
task or job.
2. Organization Development: Organisation development (OD) is defined as the
process of enhancing the effectiveness of an organization and the well-being of its
members. Organization development can be done through planned interventions that
apply behavioural science concepts.
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These interventions emphasize both macro and micro organizational changes.
3. Career Development: In the career development process, the individuals’ progress
through a series of stages because it is an ongoing process. Each stage in the process is
characterized by a relatively unique set of issues, themes, and tasks. The career
development process involves two distinct processes:
o Career Planning and
o Career Management
Importance of Human Resources
Development
Some of the importance of human resource development are as follows:
1. To Develop Competencies
2. To Mitigate Some of the Evil Consequences of Industrialization
3. To Bring About System-wide Changes
4. To Develop a Proper Climate in the Organization
To Develop Competencies
If the employees are not competent in terms of knowledge, skills and attitudes, no
organization can survive. The competent employees are as much the necessity of a non-
profit organization as a profit-making organisation and both types of organizations need
competent employees for the success of their internal and external operations.
To Mitigate Some of the Evil Consequences of
Industrialization
It is common information and fact that the factory system has dehumanized and deskilled
various jobs. HRD satisfies their needs of advancement, growth, self-respect, recognition,
creativity and autonomy by enriching workers’ roles.
To Bring About System-wide Changes
In traditional methods, often top management personnel have the attitude that all is well
with them, and it is only the lower level in the organization which needs to be trained and
developed.
Such an attitude of top management makes these programs ineffective because by
keeping interdependent and interacting higher levels out, these levels continue to remain
plagued by forces of mistrust, jealousy and authoritarianism.
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The HRD programs bring about a system-wide change and they gradually enrich the
entire socio-technical system.
To Develop a Proper Climate in the Organization
No other traditional method can do this and the executives in most of the traditional
organizations seem to hold different types of values. These values when held by
themselves lead to the following consequences: Values are learned commands which
once internalized, coerce human behaviour in specific directions. The executives
generally remain unaware of the human problems of their subordinates.
It is because the latter suppress their emotions and disguise their feelings. In
organizations, decision-making becomes less effective because there is dropping off of
experimentation and risk-taking with new ideas. As a result, people become more open,
independent, authentic, creative and collaborative in their behavior.
Organizational effectiveness
The effectiveness is a powerful and critical concept of organizations as a result of rapid
development and extreme competition for the survival and continuity. Barnard (1938) is the first
researcher who has attempted to provide a definition of organizational effectiveness where he
defined the organizational effectiveness is any activity associated with the success of achieving
the objective for which this activity was established. Cameron (1986) argues that in the literature,
there is still significant lack of agreement on the definition of this [Link] are wide
varieties of approaches that researchers attempted to define organizational effectiveness as
(Georgopoulos & Tannenbaum, 1957) define organizational effectiveness as the extent to which
an organization as a social system, given specific resources and means, accomplishes its
objectives without incapacitating its means and resources and without placing undue strain upon
its members. Daft (1992) states that OE is the ability of the organization to invest its
environment in acquiring or obtaining scarce and valuable resources for its functioning. Roy and
Dugal (2005) argue that OE is the net satisfaction of all constituents in the process of gathering
and transferring inputs into outputs in an efficient manner. Tabeel (2013) defines OE as the
ability of the organization to achieve its objectives under the specified resources available
through achieving job satisfaction and ensuring the survival and development of the institution.
Cameron (1980) states that the evaluating of organizational effectiveness requires selecting the
appropriate criteria. The literature and scholars have developed varieties of models to indicate
and measure the organizational effectiveness such as (Shah, 2016) in his study proposed six
indicators to measure the organizational effectiveness are: motivation, organizational
commitment, organizational attachment, organizational innovation, consensus and job
involvement. Kaur (2013) proposed four indicators to measure the organizational effectiveness:
production, efficiency, satisfaction, and organizational development. Gold et al. (2001) state the
dimensions of organizational effectiveness include innovation, coordination, and rapid
commercialization of new products.
HRD IN INDIAN CONTEXT
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In any country, HRD refers to formal and explicit activities that will enhance the ability of all
individuals to reach their full potential. By enhancing the skills, knowledge and abilities of
individuals, HRD serves to improve the productivity of people in their areas of work – whether
these are in formal or informal settings. Increased productivity and improvements to the skills
base in a country supports economic development, as well as social development. Our central
national concern is to accelerate development so that there is a match between supply and
demand for human resources. HRD is about taking purposeful action to increase the aggregate
levels of skills in the workforce so that we can maximize opportunities for individuals, thereby
benefiting society as a whole. This strategy is a call to action. Its primary purpose is to mobilize
multistakeholder participation, and to encourage individuals and organisations to take on the
challenge of improving the human resource stock of our nation.
It is well known that India‘s transition to an outward-looking strategy is a delayed one.
Compared to, say, China, India is almost a decade behind in launching its economic reforms
program, which it did in 1991 as a response to the economic crises created by the chronic fiscal
and trade imbalances of the eighties, rather than as a planned shift to outward orientation. Little
wonder then, that India, again unlike China, was unprepared for the greater openness of the
outward-oriented strategy. It had not gone through the internal adjustments and transformations
which must ideally precede trade liberalization. In fact, India is still struggling to undergo the
variety of internal economic reforms that are required to be able to face the challenges of
globalization. Among these reforms are (i) de-bureaucratization and deregulation of the
industrial environment, (ii) restructuring of the public sector, (iii) developing the agricultural and
industrial infrastructure and (iv) promoting human development. It is not a matter of chance that
the last one is not an integral component of the reform package of the government, but only a
sort of add-on to the policy package. The underlying view is that policies for human
development or social sector development, as it is referred to in the policy-making circles, are
supplementary measures required to translate economic growth into an equivalent increase in
human well being. While this view is not contestable, it is clearly insufficient. More specifically,
it does not take into account the obvious lessons from the experience of high performance east
Asian and the Chinese economies in the last two decades. The policy makers in these economies
clearly regarded the causation between human development and economic growth as bi-
directional. And in operational terms, they consciously developed the human resources to
achieve higher economic growth.
1.3 HRD MECHANISMS
In this section we make you aware with the various HRD mechanisms keeping in view the HRD
goals, subsystems and beliefs.
Goals, Subsystems and Beliefs
The goal of HRD systems is to develop:
the capabilities of each employee as an individual,
the capabilities of each individual in relation to his or her present role,
the capabilities of each employee in relation to his or her expected future role(s),
the dyadic relationship between each employee and his or her supervisgr,
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the team spirit and functioning in every organisational unit (department, group, etc.),
collaboration among different units of the organisation,
and the organisation's overall health and self-renewing capabilities which, in turn,
increase the enabling capabilities of individuals, dyads, teams, and the entire organisation.
To achieve these objectives, HRD systems may include the following processes, mechanisms or
subsystems:
Performance appraisal,
Potential appraisal and development,
Feedback and performance coaching,
Career Planning, Human resources information,
Training, Organisation development (OD) or research and system development,
Rewards,
Employee welfare and quality of work life, and Continuing education for upgradation of
knowledge and skills, etc.
These HRD mechanisms are capable of initiating the process of HRD in the organisation. The
process may start with anyone of these mechanisms. In other words the goal is the same, but the
means may be different.
What Is Employee Empowerment?
Employee empowerment is a process where an organisation gives employees authority,
responsibility and autonomy to make decisions and solve problems. It is possible only if
an organisation believes that an employee can perform decision-making responsibilities.
The organisation supports them by providing the necessary resources to act on such
decisions. They work without control or interference from their immediate supervisors or
the management. When an organisation empowers its employees, employees are more
likely to take ownership of their responsibilities, become more accountable and work
harder to achieve their goals.
HRD AS MOTIVATIONAL FACTOR:
Definition:
Motivation is defined as the feeling based on which a person acts or behaves regarding a
particular task or activity. Motivation is a human psychology factor which drives or pushes a
person to behave in a particular way. When the motivation is positive, a person is happy,
energetic, enthusiastic & self-driven and when it is negative motivation, person is demoralized,
sad, lethargic & pessimistic.
One of the most important concepts in Human resource development is motivation. For most
companies, you can about how a particular employee is not motivated to carry out his or her
work and hence their performance has seen a backseat. This is a key reason why most companies
spend a huge amount of money in organizing training and recreational activities just to motivate
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their workers. Motivation is simply the drive or desire has in order to accomplish any work. For
example, when a worker is faced with a particular task, it's motivation that will determine if such
person will complete it as required or not. Furthermore, loss of competitiveness and
underperformance can be linked to the absence of motivation, which results in a loss of
productivity and resource of the company. This is the reason why before being hired, most HR
managers will buttress a high level of motivation. There are different theories concerning
motivation and we will discuss some of them. First of such theory to disc. The motivational
aspects of Human resources development given below.
Motivational aspects of Human resources development:
Motivation is an important psychological factor for any individual as it defines the work,
ambition and drive of that person to do any work. A person with high levels of motivation is
motivated to do good quality work, help others, spread their energy and focus on achieving
goals. On the contrary, a person with low levels of motivation, demotivates others, works
shabbily and creates a negative atmosphere. Motivation is an important human factor in an
individual’s personal as well as professional life. Positive motivation for people is required in
every field like business, sports, politics, entrepreneurship etc.
HRD Process
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