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1.1 Introduction:
Human resource development in the organizational context is a process by which
the employees of an organization are helped in a continuous, planned way to: (a) acquire
or sharpen capabilities required to perform various functions associated with their present
or expected future roles; (b)develop their general capabilities as individuals and discover
and exploit their own inner potentials for their own and/or organizational development
processes; and (c) develop an organizational culture in which supervisor-subordinate
relationships, team work and collaboration among sub units are strong and contribute to
the professional well-being, motivation and pride of employees. The positive HRD
climate renders the existing systems more effective and makes the organizations more
receptive to the introduction of relevant additional system. Organizations differ in theextent to which they have these tendencies. Some organizations may have some of these
tendencies, some others may have only a few of these and a few may have most of these
If we need to find a way to develop employees in order to become effective
contributors to the goals of an organization, we need to have a clear view of what an
effective contribution would look like. The use of personal capacities can be very helpful
in describing the way in which an effective employee should operate and behave, but
there can be no general prescription of an effective employee. Effectiveness will differ
with organizational context, and on whose perspective we are adopting. The matter of
what, finally, makes an effective employee is a combination of personality, natural
capabilities, developed skills, experience and learning. The process of enhancing an
employees present and future effectiveness is called development.
1.2 Objectives of the study
To identify the nature of HRD system in the organization.
To measure the effectiveness of Training Programmes implemented andPerformance Appraisal techniques used in the organization.
To analyze the prevailing practices of workers participation in Management andstudy the relation between Management and Employees.
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1.3 Scope of the Study
The scope of the study is to understand the present Human Resource
Development Climate adopted in the organization and how Dr. Reddys Foundation canenhance the performance of employees by adopting better climate. The study is extended
only to the respondents working in the Dr. Reddys Foundation, Hyderabad. It does not
cover all the employees working in Dr. Reddys Foundation. The study covers only some
of the levels in the organization. The HRD Climate studied includes GENERAL
CLIMATE and OCTAPACE CLIMATE. This study also helps the organization to make
necessary changes in their working climate.
1.4 Need of the Study
A congenial HRD climate is extremely important for the ultimate achievement of
the business goals. In the Indian context, type of organization influences the culture
prevalent in the organization. The present study aims to see the effect of the HRD
Climate, as perceived by middle level managers, on their Organizational Commitment.
HRD Climate is the human environment in which the employees work in an organization.
It is an outcome of the favorableness or unfavourableness with which the HR practices
followed by the organization are perceived. This is turn affects employee behavior and
work attitudes like Organizational Commitment
1.5 Period of the Study
The time period of the study is from 21st
March, 2011 to 21st
May, 2011 i.e., 60
days.
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1.6 Research Methodology
Research design used for the study is descriptive research. Descriptive research study
include surveys and fact finding enquires of different kind which helps the researchers to
describe the present situation that makes the analysis about the HRD climate for the
employees easily and helps to reach the objectives.
1.6.1 Primary data
The primary data was collected from the selected employees with the help of
questionnaire.
1.6.2 Secondary data
The secondary data were also collected from firm's internal records, text books, and
internet.
1.7 Sample Size
The sample size was taken 60 employees at Dr. Reddys Foundation.
1.8 Sample Technique
Stratified random sampling procedure would be followed to select the respondents. A
required data would be collected through a schedule. The sample size is 50 and the
schedules had been given to the employees in Dr. Reddys Foundation.
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1.9 Review of Literature
HRD is concerned with the provision of learning and developmental opportunities
that support the achievement of business strategies and improvement of organizational
team individual performance (Armstrong and Baron 2002)
HRD Climate is an integral part of organizational climate. It is the perception the
employees can have on the developmental environment of an organization. The
developmental climate will have the following characteristics (Rao&Abhram, 1986):
1. A tendency at all levels starting from the top management to the lowest level to treat
the people as the most important resources.
2. A perception that developing the competencies in the employees is the job everymanager.
3. Faith in capability of employees to change and acquire new competencies at any stage
of life.
4. A tendency to be open in communication and discussion rather than being secretive
5. Encouraging risk taking and experimentation
6. Making efforts to help employees recognize their strengths and weaknesses through
feedback.
7. A general climate of trust
8. Team spirit
9. Tendency to discourage stereotypes and favoritism
10. Supportive personnel policies
11. Supportive HRD practices include performance appraisal, reward management,
potential development, job rotation and career planning.
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Banu (2007) conducted study in public sector Cement Corporation in Tamil Nadu and
found that sound HRD climate is necessary for the success of the public sector
undertakings.
Srimannarayana M, (2007) conducted a study in local bank of Dubai and found that a
good HRD climate was prevalent in the organization. He found out the differences in the
perception of employees regarding the HRD climate on the basis of demographic
variables.
Mufeed & Gurkoo,(2006) attempted to study whole gamut of HRD climate in
universities and other equivalent higher level academic institutions by eliciting employee
perceptions on HRD climate for which the university of Kashmir, Srinagar is selected as
the main focal point of study.
Mufeed S.A, (2006) examined the HRD climate in major hospitals. The result indicated
the existence of poor HRD climate in the hospitals.
Venkateshwaran, (2002) made a study in a public sector undertaking in India and found
that to a large extent, a favorable HRD climate was prevalent in the organization
Bharadwaj & Mishra, (2002) examined the HRD climate in private sector organization.
The result has shown the existence of good HRD climate in the organization. The
managers were satisfied with the HRD policies and practices of the organization.
1.10 Limitations of the study
The project report carries with it few limitations, on which the accuracy of the text
written will depend.
The first and foremost limitation is regarding the sources of information. Theinformation contained has been obtained from sources believed to be reliable
and in good faith, but which may not be verified independently.
The second limitation is that some of the calculations are based on certainassumptions considered appropriate.
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Using several statistical tools derives the estimates. Hence the findingsobviously carry all the limitations of the statistical tools used.
Same sets of data from different sources are different. Since not all the dataare available from a single source, an attempt has been made to standardize
the data wherever required, which is essential to maintain uniformity
throughout the project.
The aggregate figures for various parameters are subject to exclusion orinclusion of various constituent variables. While sincere efforts are made to
ensure the absence of mismatch, the extent to which this can be done is
limited.
One more important limitation occurred while conducting questionnaire is thatmost of the respondents had either missed it or many hadnt returned it or
many hadnt filled it particularly. So to derive actual data becomes impossible
based on those questionnaires.
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Dr. Reddys Foundation (DRF)
Organization Background
Dr. K Anji Reddys brainchild Dr. Reddys Foundation was set up in the year 1996.
DRF, A non-profit organization funded by Dr. Reddys Laboratories has grown into oneof the biggest Corporate Social Organizations in India today. It focuses on Poverty
alleviation and has been successful to achieve sustainable living for the economically
under- privileged youth. Dr. Reddys Foundation is said to be the social arm of Dr.
Reddys Laboratories. DRF strives to create sustainable livelihoods by providing quality
opportunities for learning for the marginalized youth through its innovative programs.
Dr.Reddy said The Foundation had become the laboratory for catalyzing reproducible,
sustainable and innovative experiments for social change. DRF has set an example for
the rest of corporate India to emulate.
Dr. K. Anji Reddy is the Founder-Chairman of Dr. Reddy's. Under Dr. Anji Reddy'sleadership, Dr. Reddy's Laboratories has become a pioneer and a trendsetter in the Indian
Pharmaceutical industry. He started DRL with a nominal investment of Rs.25 lakhs.
Within less than 20 years DRL has become a gigantic enterprise competing with the so-
called multinational pharmaceutical companies such as Glaxo, Pfizer, Smith klime
Becham etc. It turned the Indian bulk drug industry from import-dependent in the mid-
80s to self-reliant in the mid-90s and, finally, into the export-oriented industry that it is
today. Dr. Reddy's been the first company to begin drug discovery research in India in
1993 and has led the industry in turning from 'copycats' into innovators. Dr. Reddy's was
listed on the New York Stock Exchange in April 2001, the first non-Japanese Asian
pharmaceutical company to be listed on the NYSE. The present Revenue of the company
is 1,331.2 Million U.S. dollars.
DRFs Mission
To empower under-privileged youth through sustainable livelihoods
DRFs Values
Quality
We pursue excellence in whatever we do
Integrity We practice honesty and transparency in our actions under all
circumstances
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Respect for the
Individual
We value every individual who we work with and for - nurturing
an inclusive and trusting culture
Innovation and
ContinuousLearning
We foster a culture of innovation and learning to continuously
respond to the changing social and livelihood needs
Collaboration and
Teamwork
We seek to collaborate and work together with all stakeholders to
enhance value of all that we deliver
Frugality We believe that we must make every rupee spent count for the
larger mission and practice frugality as a way of life
DRF Programs
The many innovative programs of DRF are as follows:
Micro Entrepreneurs in Sanitation (MES)
In 1996, DRFS first project was the MES where the main purpose was to improve upon
the sanitation in urban areas by encouraging community participation in the cleanliness
and sanitation program. The Foundation trained few street dwellers and rag pickers and
made them employable by the Municipal Corporation. This gave them a source of income
in addition to the responsibility of keeping residential localities free from garbage. This
project started in Hyderabad and successfully scaled up to 10 other cities/ towns in
Andhra Pradesh in collaboration with UNICEF.
Child and Police Program (CAP)
CAP Program started in 1997 as a joint venture with the Hyderabad City Police to offer
full-time quality education to all children at risk and to provide support to improve their
living conditions. Eg: Out-of-school children like working, exploited, poor and
marginalized minority children. The foundation designed special learning programs by
setting up bridge schools for young children. After the basic education in the bridge
schools the children were enrolled in Government schools identified by the Foundation
and the state education department.
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Livelihood Advancement Business School (LABS)
LABS helps young adults (18-35) from economically weak backgrounds acquire the
required livelihood and social skills in an environment of learning and mentoring so thatthey get a fair opportunity to assimilate into the competitive job market. LABS give them
livelihood and soft skills in an environment of interactive learning and mentoring that
develops their inherent capabilities. LABS targets young adults from the lowest strata of
the society with an aim to help them acquire skills that would enable them to get jobs.
LABS successfully operate in more than 100 centers across India. 2, 01,572 youths have
been trained till date across various LABS centers in India.
LABS Curriculum
The LABS Curriculum is extensively prepared in consultation with Industry experts. The
various subjects/domains under the LABS Training program are IT Enabled Services,Business Process Outsourcing, IT Essentials, Automobile Mechanism, Multi Skilled
Technicians, Beside Patient Assistants, White Goods Servicing, Customer Relations andSales, Hospitality, Micro Irrigation, Machine Operations, Pre-Primary Teacher Training.
LABS follow a structured and systematic approach to execute these programs for the
aspirants.
Livelihood Mapping- LABS courses are set up by mapping a particular areas
employability potential. This is done by knowing more about the areas economy,
culture, natural resources, labor market, etc.
Curriculum Development- Training courses are decided after thorough Focus Group
panel discussions and interactions by Industry Experts.
Road shows/ Counseling- Local partners, Municipal bodies, self help and LABS alumni
assists in Road shows and help the program reach the truly deserving.
Interest Inventory- Interest Inventory is designed to map the candidates interest/likes in
the category of Realistic/investigative/artistic/social/enterprising/conventional areas so
that they are honed to maximum advantage.
Induction Module- Induction helps the candidate to be conversant with LABS processes.
Technical Training- This includes on-the job training, Projects, Assignments and field
visits where the candidate is continuously evaluated.
Individual Youth Development Plan- This Plan helps the candidate to realize his/herstrengths and to capitalize on it.
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Work Readiness Module- This Module helps the candidate to prepare their resumes, face
interviews, adapting to the work environment and work-life balance.
Placement- Entry level jobs in respective fields are made available and candidates withentrepreneurial skill-set and assisted in setting up micro-enterprises. Organizations like
Pantaloons, Honda, HSBC, HDFC Bank, Pizza Hut, Westside, Lifestyle etc have hired
LABS aspirants.
Post-Placement Advancement- Alumnis progress at work is continuously monitored toassess the effectiveness of LABS curriculum, identify gaps etc which helps in the
planning of new programs.
B2Y Networking- This provides a platform for the candidates to network with
prospective employers and identifies suitable placement avenues for them.
LABS Association
Over the years, the LABS model has emerged as an important ingredient of the poverty
alleviation programs of the Central Government, as well as several State Governments
across the country.
With funding and infrastructure support provided by the government, DRF has
implemented several LABS projects on the basis of creating a targeted number of
sustainable livelihoods in each state.
Brief profiles of LABS projects currently operational in association with the
Government of India and State Governments are given here:
Government of India
Grameen LABS
Funded by the Ministry of Rural Development (Government of India)
under the Swarnajayanthi Gram Swarozgar Yojana (SGSY) for creating
rural livelihoods, the Grameen LABS project was piloted in six states in
India : Bihar, Gujarat, Jammu & Kashmir, Rajasthan, Tamil Nadu and
Uttar Pradesh. Patterned on the pilot program, the Grameen LABS
project is now being scaled up in all other states across India .
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SGSY-NABARD LABS
Under Swarnajayanthi Gram Swarojgar Yojana (SGSY), DRF runs a
LABS program in association with National Bank for Agriculture andRural Development (NABARD), for demand-driven skill development
of disadvantaged youth in Sultanpur and Rae Bareli districts of UP,
with grant support from Ministry of Rural Development, Government
of India.
Government of Andhra Pradesh
IKP LABS
Employment Generation and Marketing Mission (EGMM) has been
set up by the Government of AP to address unemployment among the
economically and socially disadvantaged youth in a public-private
partnership mode. EGMM is the implementing agency for the jobs
component of Indira Kranthi Patham (IKP), a World Bank-funded
project in association with Society for Elimination of Rural Poverty
(SERP). In partnership with EGMM, DRF runs IKP-LABS to impartmarket-oriented, demand-driven vocational training programs for poor
youth.
IKP-Urban (UPADHI)
LABS In association with Mission for Elimination of Poverty in
Municipal Areas (MEPMA), DRF runs IKP-Urban (UPADHI) LABS
centers in several municipalities across Andhra Pradesh, with the
objective of eliminating urban poverty. The project is funded by the
Government of India under the Swarna Jayanthi Shahari Rozgar Yojana
(SJSRY) and Rajiv Udyog Sree (a program of the Government of
Andhra Pradesh).
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Corporation of Chennai LABS
Under an MoU with the Corporation of Chennai, DRF has launched
LABS centers for delivering livelihood advancement training to 360
economically disadvantaged students. The training is being delivered
in three batches at the Corporations Community Colleges.
Government of West Bengal
SHG LABS
To assist women SHGs in West Bengal to market their products
effectively, the Department of Panchayat and Rural Development
(Government of West Bengal) and DRF have come together to give
them training in soft skills, communications skills, sales techniques,
computer basics and Communicative English. One LABS center is
currently operational at Rajarhat (North 24 Parganas District).
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Corporate Partnerships
The LABS model has catalyzed several citizen-community-corporate partnershipstowards creation of replicable livelihood models.
DRF has been working in association with scores of likeminded partners from thecorporate sector to help it implement the LABS program in various states across thecountry.
Some of these corporate partners have even taken the LABS program forward with theirown need-based variations.
Current LABS projects operating with corporate partners are given below:
Michael & Susan Dell Foundation
MSDF LABSWith a mission for transforming the lives of youth living in
urban poverty, DRF in association with Michael and SusanDell Foundation (MSDF) launched the LABS program in
47 cities to provide employability skills to 36,000 youth
and placing them suitably in various industries.
Accenture
Accenture LABSUnder an MoU with Accenture, DRF is providing demand-driven livelihood training and placement assistance for 250
Below the Poverty Line (BPL) youth in Chennai. The
project will also provide entrepreneurship training for self-
employment initiatives.
Cisco
Cisco Networking AcademyCisco has set up a Networking Academy that imparts on-line
e-learning that cuts across geographic, socio-economic, racial
and ethnic barriers to education and advancement. Under theLABS program, the Academy conducts a globally certified
IT Essentials course that provides training in basic
hardware, software and network operating systems to
disadvantaged youth, enabling hem to get good entry-levelpositions as technicians and hardware engineers, as well as in
Marketing, Sales and BPO services.
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Confederation of Indian IndustryYoung Indians
CII - Yi LABS
In association with Confederation of Indian IndustryYoung
Indians (CII-Yi), DRF currently runs LABS programs in Puneand Mumbai. The long-term objective is to set up LABS
programs in partnership with CII-Yi chapters all over the
country. DRF sensitizes various community agencies, civic
authorities, citizen groups and industry representatives to
become stakeholders and actively contribute to the process.
Quality Education Programs
Education to be made accessible to deprived children is the main motive behind these
Programs.
SCOPE- School Community Partnership in education
The SCOPE initiated in 1999, strategizes to bring children of all age groups into
mainstream education in association with schools and communities. A program for
Enrichment of School Level Education (PESLE) with support from Aga Khan
Foundation started as the first initiative of SCOPE. The children mainstreamed into
government schools were noticed to be not- at-par with their peers .As a result, DRF
continued the SCOPE program with focus on preparing out-of-school children for the
formal education system before entry.
SCOPEs current activities are educating the children of migrant construction workers
and the community based learning centers (YUVA-Youth Learning Centers) for the
school drop-outs aged between 13-17. YUVA offers academic, counseling and job-
related training programs and specifically designed curriculum to ease children into the
culture of the formal education system.DRF coaches 250-500 school dropouts every year
to appear for the Class X Board examinations of the Government of AP.
Kallam Anji Reddy Vidyalaya (KARV Campus) set up in 2001 at Chandanagar(Hyderabad) has over 1500 students from KG to Class X and offers SSC Syllabus of the
Government of AP .The medium of instruction being Telegu and English. Specific need
of every student is catered and the ones who lag behind are provided special remedial
programs. Students are encouraged to join government/private junior colleges after theirXth exams and those failed are given intensive coaching to help them pass in subsequent
attempts. 287 students appeared for the Class X exams that were held in March-April
2008.
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The Board of Intermediate Education (Government of AP) has instituted various two-
year vocational courses for students who have cleared the Senior Secondary Certificate
(SSC) / Class X Board Examination. The Kallam Anji Reddy Vocational Junior
College, which was set up in September 2002 at Chandanagar (Hyderabad), offers
courses as Automobile Engineering Technician, Computer Science & Engineering,
Computer Graphics and Animation and Hotel Operations
DRF in Hyderabad has set up the Pudami Neighborhood Schools to mandate education
for all. Recognizing the importance of an English medium education and the competitive
world, the Foundation has started Pudami Primaries in the vicinity of bigger
neighborhood schools catering to urban poor and low income groups. They provide pre-
primary education to the age group of 3 to 8 within the local neighborhood before the
children can be integrated into a more mainstream system. As per date the enrollments in
the 29 Pudami Primaries and 4 Pudami Neighborhood Schools are 4767 and 1434
respectively.
Success Stories
The hard work and the innovative ideas of DRF have brought a social change in the
society. These programs have profoundly changed the direction and texture of peoples
lives.
Ramana was 10 when he came to DRF. A newspaper delivery boy then and the first
aspirant of LABS works with Data Tree as a Data Analyst and leading a team. He is
doing well in his career and personal life.
Rahul Eknath Kharade of Hingnigada village was working as a casual laborer in a nearbyfactory and was struggling for livelihood. He met the DRF Field workers in a meeting
organized by the farmers club. They encouraged him to set up his own enterprise by
helping him to get a contract from Suguna Poultry and even got his loan sanctioned from
the District Central Co-operative Bank. DRF gave a new direction to his dream and today
he is the proud owner of his poultry farm.
Jahangir Khan of Golkonda had lost all hope for his life. He is presently in Cherlapally
jail where he is serving his sentence. LABS gave him a new direction and a chance to see
life differently. With the technical and the life skills he acquired through LABS, he
dreams of having his own company and employ some people.
Jitendra, after his metric worked at his fathers tea stall. He had to quit his studies due to
the financial situation of his home. He was with no job until he heard about the LABS
Security services course.This not only carved a way for him to earn a living for himself
but also his family. After completion of his course he was selected by a security services
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company, Knight Watch Pvt Ltd and now works at the International Airport and draws a
monthly salary of Rs.5000.
The list goes on.
A hope for all
DRF was born out of anger, as said by Dr.K Anji Reddy. Whatever the reason might be
DRF has not only changed the lives of lakhs but has given them a source of living. A
strong commitment followed by anger has transformed the face of the economically
disadvantaged Indians giving them a hope for survival.
DRF with its innovative initiatives has altogether taken society to a new level and strives
to impact more lives in the near future. Its success is truly noteworthy. The obsession of
Dr.K.Anji Reddy of creating livelihoods has paid off well.
DRF CAP and LABS Programs has attracted wide media attention, thus spreading the
message of corporate social responsibility. It exemplified the change that could be
brought in the lives of the underprivileged through corporate initiatives.
Dr. K Anji Reddy sets an ambitious target of creating one million livelihoods by 2010.
With DRF showing the path and many other corporate joining the bandwagon for social
change, corporate social responsibility seem to have found a new meaning in corporate
India. Are we ready to take up the challenge?
Awards and Recognition
Dr. Reddys Laboratories was conferred the Corporate Social Responsibility Award at
the CNBC TV18s Indian Business Leaders Awards (IBLA)4 Dec 2009, New Delhi
DRF receives Economic Times Corporate Citizen of the year 2008 Award 17 January
2008, Mumbai
The Annual Spring Award by the American India FoundationMay 2008, NYC
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HUMAN RESOURCE DEVELOPMENT
INTRODUCTION:
The human resource is the most significant and the only active factor of the
production. All over the factors like capital, materials, buildings, plant & machine etc.
remain inactive unless there are competent people to utilize them for producing goods &
services desired by the society. Human brain which is he creation of nature has limit less
energy to think and art. The goal of achieving, greater quality and higher productivity
depend on the skill of the people.
Developing human resource, upgrading their skills and extending their knowledge
and competencies would lead to organizational development. Therefore, human resource
development is the key to entangling the effecting utilization of intellectual, technological
and entrepreneurial skills of human resource
The concept of Human Resource Development is comparatively of recent origin
and is now used at both macro and micro levels. At the macro level human resource
development is the core of all developmental efforts in the sense the organizational level
human resource development connotes the improvement in the quality of managers and
workers so as to achieve greater quality and higher levels of productivity. However are
shall concentrate on the micro view of Human Resource Development and study the
mechanisms and processes of Human resource development.
Significance of Human Resource Development:
As stated earlier the term human resource refers to the knowledge skills, creative
abilities, talents, aptitude, values and believes of an organizations workforce. The most
important aspects of human resources are aptitudly values attitudes and beliefs. But in
given situation if these vital aspects remain same, the other aspects of human resource
like knowledge, skill, creative abilities and talents play an workforce. However
enhancement of utilization value of human resource depends upon improvement of the
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human resource aspects like skill, knowledge, creative liabilities and talents and
moulding of other aspects like, values, beliefs aptitude and attitude in accordance with
the changing requirements of groups, organisation and society at large. This process is
the essence of human resource development improves the human resource development
improves the utilization values of an organisation. The effective performance of an
organisation depends not just on the available resources but its quality and conference as
required by the organisation from time to time. The difference between two nations
largely depends upon the level of quality of human resources.
Similarly, the difference in the level of performance of two organizations also
depends on utilization value of human resources. Moreover the efficiency of production
process and various area of management depend to a greater extent on the level of human
resources development.
HRD assumes significance on view of the fast changing organizational
environment and used of the organizations to adopt new techniques on order to respond
to the environmental changes. The changes environmental factors include.Unprecedented increase in competition within and outside the country consequent upon
the enouncement and implementation of economic libations. Trends toward market
economy are more prevalent in most of the countries including the while communist
countries
These trends towards marketing economy resulting in severe competition not only
among the industries in the globe but also industries within the nation. This competition
allows only the industries *** in all respects to continue in the market and the other
industries are forced to withdraw from the market. The vitality of human resources to a
nation and to industry depends upon the level of its development. Organizations to be
dynamic growth oriented and fast changing should develop their human resources. It is
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needless to say that the organisation possessing competent human resources grow faster
and can dynamic. Through the positive personnel policies and programmes motivation
the employees, but their commitment and loyalty but these effort cannot keep the
organisation dynamic and fast changing. It is needless to say that the organisation
possessing competent human resources grow faster and can dynamic. Though the positive
personnel policies and programmes motivation the employees, but their commitment and
loyalty but these efforts cannot kept the organisation dynamic and fast changing.
THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT
HRD is mainly concerned with developing the skill, knowledge and competencies
of people and it is people oriented concept when we call it is a people oriented concept
when we call it as a people oriented concept the questions of people be developed in the
larger or national context or in the smaller organizational context is it different at the
macro level.
HRD can be applied both for the nation level and organizational level. The
concept of HRD is not yet we conceived by various authors though they have defined the
term from their approach as it is of recent origin and still is in the conceptualizing stage.
It is an understanding of the terms; i.e. new or rather was new. HRD is not training and
development. But many personal manager and organizations view HRD as synonymous
to paining and development. Any organization in the country renames their training
departments as HRD departments. Some educational institutions starting awarding
degrees and diplomas in HRD even though the concept in HUF yet crystal clear. The
concept of HRD was formally introduction by Leonard Nadlering 1969 in a conference
organized by the American society for frainent and development. Leonard Nadler definedHRD as those learning experiences which are organized for a specified time and designed
to bring about the possibility of behavioral change.
The terms learning experience refers to purpose full or international learning not
incidental learning. Among the Indian authors T.V infantries wara Rao worked extensive
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on HRD. The define HRD is the organizational context as a process by which the
employees of an organisation are helped in a continuous, planned way to:-
i. Acquire or sharpen capabilities required to perform various functions associated
with their present or expected future roles.
ii. Development their funeral capabilities as individual and discover and exploit their
own inner potentials for tour own and /or organizational development purposed.
i. Development an organizational culture in which superior sub ordinalsrelationship, team work and collaboration among subunits are strong will-
having, motivation and pride employee.
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HUMAN RESOURCE DEVELOPMENT FRAME WORK
Recent economic polarization announced by government of India lend forwards
market and economic and started creating more dynamic environment in India than ever
before HRA plays a significant and crucial role in market economics under dynamic
environment human resource development should be effective for the candidate who do
not possess potentials to perform present and future roles in organizational in dynamic
environment.
HRD to be effective should essentially have a strong base of human resource
planning, recruitment and selection based on effective un effective HRD requirement.
These part features enable the organisation to develop its Human resources efficiently
human resources planning for HRD should plan for human resources not only for the
present and future jobs but also role, futures, human resource, planning should plan for
potentialities. Recruitment for HRD refers to searching for prospective employee having
skill, and also for development and motivates them to apply for jobs.
Selection for HRD refers to designing the selection techniques like written test,
selection test, interview etc. fit for selection the candidate suitable for futuredevelopment. These base factors influence the analysis of roles of employees as
individual as member of terms and organizations, along with the ever changing
environment. The positive base factors exert portative influence on the analysis of role
vice versa is true in case of negative facture.
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PROCESS OF HRD: Identification of Inputs
Analysis of Rolls as
- Individual
- Member of Teams
- Member of Organization
Forecasting manpower
needs based on HRD
Recruitment & selection
Potential Appraisal
Performance Appraisal
Employees Present Capabilities
and potentialities
Capabilities to be acquired
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Analysis of roles employees as individuals, number of ****** and number of
organization helps the positive base factors exert portative influence on the analysis of
role vice versa is true in case of negative facture. Analysis of roles of employees as
individuals, members of and members of organizations helps the organizations know the
member present capabilities and potential. Future performance appraisal and appraisal
techniques help to evaluate the present capabilities, performance and potentials more
accurately. Organizations plans including the plan for change, based on environmental
opportunities and threats are the based to determine organizational requirement,. In turn
are the based to determine the future requirement of various roles in the organization. The
difference between the employees present capabilities and future role requirement are
the human resource to be acquired and development. Organization requirement in turn
are the based to determine the future requirements of various roles in the organization.
Human resources to be acquired and developed are determined in terms of skills,
knowledge, abilities, values aptitude, beliefs, commitment etc. Suitable technique is of
human resource development is / are to be selected depending upon the resource to be
acquired and developed. These techniques include performance appraisal potential
appraisal, training, management development organizational development. Career
planning and development, worker participation in management quality circles and social
and spiritual programmers.The outcomes of HRD are four-fold, viz. to the organization, t o the individuals,
to the groups and to the society. HRD benefits the organization by developing the
employees and make them ready to accept responsibilities, welcome change, adapt to
change, enables the implementation of the programmes of total quality management
maintenance of sound human relations, increase in productivity and profitability. The
HRD, also benefits the individuals, in allowing of potentials, increase informations,
fulfilling their needs and enhancing social and psychological status.
The HRD helps the groups in the form of increase in cooperation, increase in
collaboration and team effectiveness. Further, it helps the society in the form of
developing human resources and increased contribution of human resources to the
society.
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FEATURES OF HUMAN RESOURCE DEVELOPMENT
The essential features of human resource development can be listed as follows:-
1. Human resource development is a process in which employees of the
organizations are recognized as its human resource. It believes that human
resources are most valuable asset of the organization.
2. It stresses on development of human resources of the organization. It helps the
employees of the organization to develop their general capabilities in relation to
their present jobs and expected future role.
3. It emphasis on the development and best utilization of the capabilities of
individuals in the interest of the employees and organization.
4. It helps in establishing / developing inter-personal relations. It stresses on
developing relationship based on helps trust and confidence.
5. It promotes team spirit among employees.
6. It tries to develop competencies at the organization level. It stresses on providing
healthy climate for development in the organization.
7. HRD is a system. It has several sub-systems. All these sub systems are inter
related and interwoven. It stresses on collaboration among all the sub-systems.
8. It aims to develop an organization culture in which there is good, senior subordinate relations motivation quality and sense of belonging.
9. It tries to develop competence at individual, interpersonal, group and
organizational level to meet organizational goal.
10. It is an inter-disciplinary concept. It is based on the concepts, ideas and principles
of sociology, psychology, economics etc.
11. It forms on employee, welfare and quality of work life. It tries to examining
identify employee needs and meeting them to the best possible extent.
12. It is a continuous and systematic learning process. Development is a life, long
process which never ends.
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Mr. Harald Richter, Head, Department of Senior Executives of Bayer AG, has mentioned
following eight characteristics relating to HRD:
1. The people have capabilities to learn. They can be developed by providing them
learning opportunities.
2. Investment, in human resource development can be considered as long term
investment. By investing in development of human resources long term refund
can be increased.
3. Human resources can be developed through proper education and training system.
HRD is not only the responsibility of the country. Industry will have to play a
vital role by stressing on HRD activities.
4. It is a long term approach. There is no short cut to HRD.
5. It requires common understanding between people, industry, trade unions and
government.
6. It is required at all levels. It stresses that there is constant need of retraining and
development of people to adapt to new technologies.
7. It provides possibilities for training. It stresses that on the job training, is better
than class room training.
8. It depends upon needs of the industry. HRD assists in meeting the objectives ofindividuals as well as organization. So, pace of growth of HRD depends upon the
industry's needs.
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OBJECTIVES OF HUMAN RESOURCE DEVELOPMENT
The main objectives of HRD are as follows:
1. To develop the capabilities and competences of human resources in relation to the
present job.
2. To develop capabilities and competencies, of human resources in relation to their
expected future role.
3. To build up competencies at individual interpersonal, group and organizational
levels to meet the individual and organization goals.
4. To help the development of people and their maximum utilization in the interest
of society and nation.
5. To help the employees to plan their career.
6. To develop team spirit and interpersonal relation among employees in the
organization.
7. To providing the employees a climate for job enrichment, openness,, innovation,
increased communication etc.
8. To motivate the employees for their contribution by suitable rewards.
9. To ensure the availability of competent and committed people to occupy keyposition at higher level.
10. To achieve better organization (OD) system so that organization can respond to
changes effectively.
11. To develop a suitable human resource information system to objective data on
employees / HR.
12. To increase organizational effectiveness i.e. higher productivity, lower costs,
more profits, and better organization image.
13. To develop an organizational culture.
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BENEFITS OF HUMAN RESOURCE DEVELOPMENT
Human resource development now-a-days a days is considered as the key to
higher productivity better relations and greater profitability for any organization
appropriate HRD provides unlimited benefits to the concerned organization. Some of the
important benefits are being given here.
1. HRD makes people more competes HRD develops new skill, knowledge and
attitude of the people in the concern organizations.
2. With appropriate HRD programme people become more committed to their jobs.
People are assessed on the bests of their performance by having a acceptable
performance appraisal system.
3. An environment of must and respect can be created with the help of human
resource development.
4. Acceptability towards change can be created with the help of HRD. Employees
found themselves better equipped with problem solving capabilities.
5. It improves the all round growth of the employees. HRD also improves term spirit
in the organization. They become more open in their behavior. This, now values
can be generated.
6. It also helps to create the efficiency culture in the organization. It leads to greater
organizational effectiveness, resources are property utilized and goals are
achieved in a better way.
7. It improves the participation of worker in the organization. This improves the role
of worker and workers feel a sense of pride and achievement while performing
their jobs.
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8. It also helps to collect useful and objective data on employees programmes and
policies which further facilitate rather human resource planning.
Hence it can be concluded that HRD provides a lot of benefits in every
organization. So, the importance of concept of HRD should pre recognized and given a
place of eminence, to face the present and future challenges in the organization.
PRE-REQUISITES OF EFFECTIVE HUMAN RESOURCE DEVELOPMENT
Human resource development facilitates development of an enabling culture in an
organization. Enabling culture means creating an environment where employees are
motivated to take initiative and risk, they feel enthused to experiment; innovation and
they make things happen. To achieve and to create the effect the effect the HRD certain
points must be studied and considered seriously for having effective HRD programme so,
the following prerequisites are essential
Approach of Top -level management:
The main goal of the HRD is to develop the capabilities o each employee as anIndividual in relation to his present job and future rule. This can be done only by having
knowledge of capabilities, limitations and problems of the employees of the concern.
Obviously this information can be collected by top level measurement by being in touch
with the employees at all levels of measurement. Top executives should frequently visit
the work place of the workers and spend time with term. So the top- level management
must try to know full capabilities and problems of the work force of the organization at
all levels. By adopting his approach top management can better utilize the capabilities of
the available work force and creating must among the people of the organization.
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Communication System and Feedback:
Success maintenance also depends on proper communication and feedback
system. A proper communication should be developed and implemented. It should be
such which provide all important information to the employees from the beginning to the
end. This system should be formal are well as information is connected with feed balk so
the importance of feed balk should be under spool in full and variable feedback system
should be structured.
Conditions for Growth and Development:
Human resources are the most important arrests in the organization. They can be
developed to an unlimited extent. For that a wealthy organizational climate (openness,
trust, and collaboration) should be developed. The progress of the company must be
hearted with the employees, their efforts should be appreciated and recognized by giving
them rewards promotions, incentives etc. Their excellence should be rewarded in an
appropriate and acceptable way. At the same time punishment can also be given. If
required in normal or exceptional circumstances so a balanced environment among all
these should be maintained, so as to create the conditions for development of workers.
Investment in HRD Programme:
There are to success. The maintenance of a wealthy working climate and the
development of its human resources is very complicated process. So to ensure the desired
results the top level management and HRD professionals must invest proper time, funds
and energy in each. The top level management must clear the path, create a development
climate and help the employees to realize their potential.
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Proper Utilization of Human Resource Skill:
HRD must try to make proper utilization of available and potential human
resource skills. Manpower planning and right sizing of human resources may be used for
his purpose.
Decentralization:
There should be proper system of Involvement of persons at all levels of
management. If the proper importance is given to each person this creates the since of
belongings and commitment among the worker. Although major policy decisions, may be
centralized but other important decisions should be made with the involvement of various
subordinates. A balanced approach should be maintained in the centralization and
decentralization.
So, by adopting the above-requesting even ordinary people can produce extra
ordinary results. The people in the concern itself grow and help the organization to
realize their goals and progress.
Human Resource Development and Organizational Effectiveness:
Human resource development is a process, which is linked to organizational
effectiveness. There are many instruments of Human Resource Development. These
Human Resource Development resource development climate and processes such human
resource development climate. Should result in move completing satisfied and committed
people. Ultimately these HRD outcomes improve organizational effectiveness. Prof. T.V.
Rao has developed a model which explains the interrelationship between human resource
development instruments process, at comes and organizational effectiveness.
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Prof. T.V. Rao has developed the model presenting the inter-relationship between
the following four aspects of human resource development.
I. Human Resources development mechanism or systems uninstrument.
II. Human Resources development processes and human resources development
(climate variables).
III. Human resources development out comes variables.
IV. Organizational effectiveness.
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A Schematic Presentation of linkage between HRD instruments,
Processes, outcomes and organizational effectiveness.
HRD Mechanism
or Sub systems orInstruments
HRD Process & HRD
climate variables
HRD out comes
variably
Organizational
EffectivenessDimensions
* HRD Department * Role Clarity * More
competentPeople
* Higher
productivity
* Performance
appraisal
* Planning of
Development by every
employee
* Better
development-
Roles* Review,
Discussion Feed
back, counseling
sessions
* Awareness of
competencies
required for Job
performance
* Higher work
commitment
& Job
Involvement
* Growth and
Diversification
* Role Analysis
Exercise
* Proactive on
Entation.
* Better problem
Solving.
* Cost
Reduction* Potential
Development
Exercise.
* More Trust * Higher job
satisfaction &
work motivation
* Most Profits
* Training * Collaboration &Team work
* Betterorganizational
health
* BetterImage.
* Communication * Authenticity * Most Team-
work synergy
respect to eachOther.
* Policies * Openness* Job Rotations * Risk-taking
* OD Exercises * Value Generation
* Rewards * Clarification ofnorms & standard
* Job enrichmentProgrammes
* Increasedcommunication
Other Factors: Environment,technology resources
availability history, Nature of
Business etc.* Other Mechanism *Most objective
rewards
* Generation of objectivedata on employees
Personnel Policies, Top management styles,
investment on HRD top management'scommitment History, Previous culture line
manager's interest ect.
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HRD MECHANISMS OR HRD SUB-SYSTEMS
OR HRD INSTRUMENTS
Human resource development in total system. It has various sub systems. These
sub-systems are also known as human resource development mechanism or human
resource are applied by the organization to develop desired human resource development
climate and improve organizational effectiveness through human resource development
out comes. There are the large numbers of Sub-Systems or instruments that can be used
to develop and facilitate human resources development. T.V. Rao has stated the human
resource development matrix. It includes the following sub- system.
(a) HRD Department.
(b) Performance appraisal
(c) Review, Discussion, Feedback, counseling sessions.
(d) Rate Analysis Exercise.
(e) Potential Development Exercise.
(f) Training.
(g) Communication Policies.
(h) Job Rotations
(i) OD Exercise(j) Rewards.
(k) Job Enrichment Programmes.
(l) Other Mechanisms.
HRD mechanism in sub systems should be periodically reviewed to ensure check
whether it has resulted in developing desired HRD climate or not.
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Some of the important human resource development instruments art explained in
detail as under:
(a) Performance Appraisal:
A performance is measured in terms of results. Performance appraisal is concern
with evaluating the present performance/ output of the employees by linking if with for
requirements. In indicates the extent to which an employee satisfies fulfills his present
job requirements. It's aimed at identification of competency gaps. It enables the
organization to evaluate the present position, strength and weakness of its human
resources. It helps the organization to assess where it stands in terms of its completeness
of the human resources required of different levels, of the organizational hierarchy as
against desired/expected level of human resources requirement. It also aims at identifying
the improvement potential of its human resources. According to by are and rue,
"Performance appraisal not only let the employee know how well he is performing but
should also influence her future level of effort activities result and task direction".
Similarity Prof. T.V. Rao has rightly stated that performance appraisal system here dual
approach (i) Evaluation Approach and (ii) Development approach. Development oriented
performance appraisals have gained movement. The recent years further achievinghuman resources development goals through training and developments is better then
achieving goals through performance appraisal alone.
(b) Potential Appraisal and Development:
Business and people have to be managed proactively potential appraisal means
assessment and identification of inherent capabilities i.e. skill, knowledge etc possessed
by an employees. This capability of the employee may not be in use at present. Taking
into consideration the dynamic rather of the business, development of the new
technology, diversification, modernization, increased competition etc. the potential of the
available human resources with the organization must be assessed in advance to ****
development relates enhancing the employee's potential to accept and responsibility to
handle higher position in future. Thus potential development aims at identify action and
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development of the potential of employees to occupy key position in further and accept
responsibility.
(c) Feed back and counseling:
The performance appraisal/evaluation report of employees may be used an a
feedback information. Management may discuss and evaluate the progress of the
subordinate with his immediate superior. This review and discussion may serve
various purposes. It may help in assessing the need for counseling to the
employee's. Counseling can serve various useful purposes. It may help the
seniors, to understand the problems of t heir subordi9nates and vice-versa. It can
help the employees in setting goals and designing an action plant to meet these
goals. It can also help the employees to overcome the problems faced by him and
make the best utilization of his strengths.
d) Role Analysis:
The concept of role is broader than that of a job. A job is an assignment of work
/fast. Each job calls for a specific set of duties and responsibilities. A role consists
of the total pattern of expected behavior, interaction and sentiments for an
individual possessing an assigned job. Role analysis is a process. It aims atdefining the contents of a role in relation to all those with whom the employees
have to deal and interact for performing the job. Role analysis is identified as an
intervention for the purpose of role clarity and performance appraisal.
e) Career Planning:
A career is a sequence of positions occupied by a person during the course of his
work life. Edwin B. Flippo states, "A career is a sequence of separate but related
work activities that provided continuity, order and meaning in a person's life."
Career planning is a process. It helps the employees to plan their career. It
encourages the employees to analyze and assess their capabilities and inform
them about the career opportunities that are available in the organization. The
major focus of career planning is to help the employee's to match their skills and
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abilities to the needs and demand of organization. It aims at providing accelerated
career growth opportunities for its efficient and capable employees. So, career
planning is a systemic process of determination of the career prospects, career
development and career growth of an individual employee. It helps to strengthen
human resource development system of the organization.
f) Training and Development:
Training and development are the human resource development instruments or
sub-systems used by every organization. The importance of training has increased
as a result of fact and constant improvement in the technology. Training is an act
of increasing the skill and knowledge of an employee to do a particular job. It
aims to increase the efficiency of an employee, for a specific job on the other
hand, employee development aims at overall development of the employee. So,
most of the organizational believe not only in recruiting the best in the industry
but also in developing t heir competence.
g) Organizational Development:
Bennels states "Organization Development (OD) is a complex educational so that
they can better adapt to new technologies, markets and challenges. In simplewords, organization development is a systematic process of managing change. It
is a planned effort initiated by top management to improve the organizations
health and effectiveness. It aims to improve the problem solving process in the
organization. On process includes the following steps:-
i) Diagnosis / identification of the problem.
ii) Planning strategy to introduce change.
iii) Use intervention:
OD practioners, consultants changes agents may be consulted. Organization
development may use various interventions such as sensitivity training,
management by objective programs, survey feedback, management grid etc.
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iv) Evaluating implementation change:
According to Edwin B. Flippo "OD is a planned and calculated attempt to attain
some specific goals such as:
(a) Decision making on the basis of competence
(b) Creatively resolving conflicts
(c) Maximizing collaborations
(d) Increasing commitment and a sense of ownership
(e) Increasing the degree of interpersonal trust and support
(f) Creating a climate in which human growth, development are a natural part of the
enterprises daily operation and;
(g) Developing a communication system characterized by mutual openness in solving
organizational problems.
(v) Rewards:
Reward is the compensation to the employees for their services to the
organization Rewards are necessary to retain the services of efficient employee,
motivate the employee for better performance and to attract capable and efficient
potential employees to the organization. Employees must be suitably rewarded for
their contribution to the organization. Reward may be;(i) Extrinsic reward, and
(ii) Intrinsic reward
Extrinsic reward is related to monetary benefits such as salary, promotion, bring
benefits etc. Intrinsic reward is related to the job itself i.e. job satisfaction, pride in
word, recognition as an individual etc. Better rewards help to achieve HRD goals.
Most of the successful organizations try to provide a combination of intrinsic as
well as extrinsic rewards to their employees. For instance, ITCs human resources
philosophy enables them to deliver high quality performance and reward talent
with competitively superior compensation. Similarly, BSES Ltd. confers,
"Meritorious Performance Award" to encourage employees to contribute to
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progress, prosperity and growth of organization. So, it motivate the employees to
improve their capabilities to become eligible for such intrinsic rewards.
(i) Job Rotation:
Job Rotation is another human resource development mechanism or sub-system.
This instrument is the least practiced instrument in the industry. This instrument is
used to develop managers and supervisors in an organization. It is a systemic and
planned programme of interchanging employees from one job to another for a
definite period of time. It enables to develop empathy and understanding of
functioning of other departments.
(j) Job Enrichment:
Job enrichment refers to widening the contents of a job. It is a deliberate
upgrading of responsibility, scope and challenging in work. It is a process which
helps the individual to grow slow and steady. It is based on the belief that
employees / workers want more responsibility. The success of job enrichment
depends on how effectively it is being implemented by the work groups.
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HRD PROCESS AND HRD CLIMATE VARIABLES
Human resource development mechanism or sub-system or instrument leads to
development of desired human resources development climate or process. Human
resource development culture is an essential part of the organization climate. HRD
(Human Resource Development) culture in the organization. In the words of T.V., Rao,
"Human resource development climate is the perception of the employees about the
human resources development culture in the organization, "Human resource development
experts use the term 'OCTAPACE" to express the important features of human resource,
development climate. The salient features of human resource development culture are at
presented in the following figure.
O C T A P A C E
Open-
ness
Confrontation Trust Auto-
nomy
Pro-
action
Authenticity Collabo-
ration
Experimentation
Human resource development climate in an organization is reflected by its role,
clarity, openness, trust, team work, proactive orientation, planning of development of
every employee etc. HRD departments are a sub system in instrument to initiate HRD
culture and achieve objectives of HRD.
Human resource development climate and processes are dependent on personnel
policies, top management styles, investments on HRD, top management, commitment,
line manager's, interest, previous culture etc. To sum up the relationship between human
resource development mechanism and human resource development processes and
climate can be explained as under:-
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a) HRD mechanism is most useful instruments / interventions to develop a healthy
HRD climate.
b) HRD instruments are used to develop desired human resource development
processes. For instance, performance and potential appraisal help to Arsey and
determine the competence required for job performance. Review, discussion
feedback, counseling session help in building trust and better senior subordinate
relations. Role analysis exercises result in role clarity in the organization.
Training and potential development exercises have proactive orientation. Job
enrichment is a deliverable exercise of upgrading of risk and responsibility in
work-group. OD exercises help to manage change and problems in the
organizations. It promotes openness, effective, communication; inter departmental
collaboration in the organization. It aims at providing a climate for growth and
development.
c) HRD climate is dependent on human resource development mechanism as well as
personnel policies, top management styles etc.
d) HRD mechanism and personnel policies should be periodically reviewed to create
develop desired human resources development climate.
HUMAN OUTCOMES VARIABLES:
Human resource development mechanism generates human resources
development climate and processes human resource development climate and processes
human resource development climate and processes generate human resource
development outcomes. Thus, human resource development outcome is the result of
human resource development mechanism and human resource development processes.
Better human resources development climate results in better human resource
development outcomes e.g. more competent, satisfied and committed employees. Besides
these outcomes, it results in better utilization of internal resources, team work and better
organizational health. An organization with competent and satisfied people is likely to be
more effective in comparison to an organization, which is low on these outcome
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variables. To sum up, the situation of human resource development outcomes in the
matrix is explained as under:-
a) HRD outcomes are the result of HRD climate and processes.
b) Better HRD climate and processes result in more competent, satisfied and
committed people.
c) HRD processes are many where as HRD outcomes are limited.
d) HRD outcomes generate and determine organizational effectiveness.
e) An organization with competent and committed workers is likely to be more
effective.
f) An organization with poor HRD outcomes is the result of its poor HRD climate
poor policies and commitment of its top management. It shows that here is need
of improvement in organizational climate and processes.
HRD outcomes include:
1. Training makes people more competent. They develop new skills, knowledge and
attitudes.
2. There is greater clarity of norms and standards. People become better aware of theskills required for job performance and the expectations which other members of
their role set have from them.
3. People become more committed to their jobs because now there is greater
objectivity in the administration of rewards. The data based appraisal system
reduces subjectively to minimum. They become more proactive in their
orientation.
4. People develop great trust and respect for each other. They become more open in
their behavior. Thus, new values come to be generated.
5. There is great collaboration and team work which produces synergy effect.
6. There is greater readiness on the part of employees to accept change. They find
themselves better equipped with problemsolving capabilities.
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7. Lot of useful and objective data on employees are generated which fulfill human
resource planning.
8. Participation develops in workers a sense of achievement and pride in work.
HRD at Macro and Micro level:
People are the most important assets of the organization. It is not merely a
decorative piece in the hardware of an organization. They must be treated as human. The
great or big organizations have always had good faith in their man power and their
capabilities. So it is very important to get the people who are winner but is even more
important to retain those winners due to acceptance of this concept human resource
development is in the limelight these days. But the question is what does the HRD means
at macro and micro level? The answer to it is not as easy as it seems to be. HRD is
essentially treated as a collective human and team efforts directions towards improving of
human abilities available in a given environment. It is mainly related with the
development of inner potentials of people working with the organization. One more
objective of HRD is to develop the innovative or newer capabilities in the people so as to
make them competent to face the present as well as further challenges. HRD concept
applies to both macro as well as micro level.
MICRO LEVEL:
For any dynamic and growth oriented unit, HRD activities play a very crucial
role. In the present fast changing environment, it is like a small wonder for the
organization with the help of which a unit can achieve its objective in an effective way.
Normally, HRD at micro level performs the task of organization's man power planning,
selecting training, performance appraisal, development potential appraisal, compensation,
organizational development etc. All these activities collectively provide answer science
in the organization. Human resources development's involvement in the all the above
stated areas provide advantage to the concern in the form of development man power.
Development have is related with the development of new capabilities among the
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employees of the concern with this they can achieve and face and present sub and
challenges of the future.
MACRO LEVEL:
At the macro level, HRD is related with the development of people and nation as
a whole. This takes wealth, capabilities, skill, activities of people which are more useful
to the development among them and nations for overall development as well as while
calculating the national income indicators like national income, economic planning. In
spite of importance of HRD at mass level, it has not achieved more popularity at the
national or macro level.
One thing, however, is certain that human resource development is a collective
human effort directed towards recognizing and improvising the human abilities available
in a given environment. So to achieve the benefit of human resource development it is
essential to understand the micro and macro concepts of the human resources
development.
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THE FUNCTIONS OF HRD MANAGERS
HRD managers or departments play a crucial role in the organization. They perform a
variety of functions. These functions include:
i) Role Analysis:
The HRD manager should design the wider roles rather than mere jobs
based on the organization's present and future needs. The HRD manager should
also take into consideration the internal and external environmental factors.
ii) Human Resource Planning:
The HRD manager, role analysis should plan for the human resource
which would meet not only the future organizational requirements but also
capable of being developed. The steps in human resource planning include:
a) Estimation of present and future requirements and supply of human resources
based on objectives and long range plans of the organization.
b) Calculation of net human resource requirements based on present inventory of
human resources.
c) Taking steps to mould change and develop the strength of existing employees in
the organization so as to meet the future human resources requirements.
d) Preparation of action programmes to get the rest of human resources from outside
the organization and to develop the human resources of existing employees.
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iii) Recruitment:
It is the process of searching for prospective employees and simulating
them to apply for jobs in an organization. It deals with:
a) Identification of existing sources of applicants and developing them.
b) Creation / identification of new sources of applicants.
c) Stimulating the candidates to apply for jobs in the organization.
d) Striking a balance between internal and external sources.
iv) Selection:
It is the process of ascertaining the qualifications, experiences, skills,
knowledge etc. of an applicant with a view to appraising his/her suitability to a
job. This function includes:
a) Framing and developing of application banks.
b) Creating and developing valid and reliable testing techniques.
c) Formulating interviewing techniques.
d) Checking of references
e) Setting up of medical examination policy and procedures.
f) Line managers decision
g) Sending of letters of appointment and rejection.
h) Employing the selected candidates who report for duty.
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v) Placement:
It is the process of assigning the selected candidate with the most suitable
job. It is matching of employee specifications with job requirements. This
function includes:
a) Counseling of the functional managers regarding placement.
b) Correcting misplacements, if any.
vi) Induction and orientation:
Induction and orientation are the techniques by which a new employee is
rehabilitated in the charged surrounding and introduced to the practices policies,
purposes and people etc. of the organization. They include:-
a) Acquaint the employee with the company philosophy, objectives, policies, market
share, social and community standing, company history, culture etc.
b) Introduce the employee to the people with whom he has to work such as peer,
superiors and subordinates.
c) Mould the employees attitude by orienting him to the new working and social
environment.
vii) Performance appraisal:
It is the systematic evaluation of individuals with respect to their performance on
the job and their potential for development, it includes:-
a) Developing of policies, procedures and techniques.
b) Helping the functional managers.c) Reviewing and consolidation of reports.
d) Evaluating the effectiveness of various programmes.
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viii) Training:
Training is a systemic process by which employees learn skills, knowledge,
abilities or attitudes to further organizational and personal goals. It includes:
a) Identification of training needs of the individuals and the company.
b) Developing suitable training programmes.
c) Helping and advising line management in the conduct of training programmes.
d) Imparting requisite job skills and knowledge to employees.
(e) Evaluating the effectiveness of training programmes.
ix) Management Development:
It is the process of redesigning and conducing suitable executive development the
managerial and human relations skills of employees.
It includes:
(a) Identification of the areas in which management development is needed.
(b) Conducting development programmes.
(c) Motivating the executives.
(d) Designing special de3velopment programmes for promotions.
(e) Using the services of specialists, and or utilizing the institutional executive
developmentprogrammes.
x) Career Planning and Development:
It is the planning of one's career and implementation of career plans by
means of education training, job search and acquisition of work experiences. Itincludes internal and external mobility.
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xi) Internal Mobility:
It includes vertical and horizontal movement of an employee within and
organization. It consists of transfer, promotion and demotion.
xii) Transfer:
Transfers and promotions are the two important ways of personnel adjustments.
When employees or demotion, it is simply a transfer. This activity deals with.
(a) Development employees and the management on transfers.
(b) Guiding employees and the management on transfers.
(c) Evaluating the execution of transfer policies and procedures.
xiii) Promotion:
It deals with upward reassignment given to employees in the organization to
occupy higher position which commands better status and/or pay keeping in view the
human resources of the employees and the job requirements. This function covers:
(a) Formatting of equitable, fair and consistent promotion policies and procedures.
(b) Advising line management and employees on matters relating to promotions.
(c) Evaluating the executing of promotion policies and procedures.
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Organizational
Climate & HRD
Climate
Techniques
- Performance appraisal
- Training
- Management development
- Career development
- Workers participation
- Organization Development
- Quality Circles
- Social and Spiritual Development
Human Resources
Development of
human
resources
output:
Outcomes
- Individual goals
- Team goals
-Organization
goals
- Social Goals
- Skill
- Knowledge
- Behavior
- Values
Means
- Individual
- Team
- Family & Friends
- Society
PROCESS OF HRD: Techniques and Output
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4.1. The top management believes that human resources are an extremely important
resource and that they have to be treated more humanly.
Table: 4.1
Satisfaction level Number of respondents Percentage
Strongly Agree 18 30 %
Agree 34 56.6 %
Undecided 6 10 %
Disagree 0 0 %
Strongly Disagree 2 3.4 %
Total 60 100
SourcePrimary data
Fig: 4.1
Interpretation: From the above table it determines that 56.6% of employees in the
organisation agree that the top management believes Human resources are extremely
important resources and hence they are to be treated more humanly.
18
34
60 2
30
56.6
10
03.4
0
10
20
30
40
50
60
SA A UD D SD
No of Respondents % of Response
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2. Development of the subordinates is seen as an important part of their job by the
managers/officers here.
Table: 4.2
Satisfaction level Number of respondents Percentage
Strongly Agree 14 23.3%
Agree 32 53.3%
Undecided 10 16.6%
Disagree 2 3.4%
Strongly Disagree 2 3.4%
Total 60 100
SourcePrimary data
Fig: 4.2
Interpretation: From the above chart it determines that 53.3% of employees believe that
there managers give importance towards development of their subordinates as a part of
their job responsibilities.
14
32
10
2 2
23.3
53.3
16.6
3.4 3.4
0
10
20
30
40
50
60
SA A UD D SD
No of Respondents % of Response
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3. The personnel policies of this organization facilitate employee development.Table: 4.3
Satisfaction level Number of respondents Percentage
Strongly Agree 10 16.6%
Agree 34 56.6%
Undecided 12 20%
Disagree 2 3.4%
Strongly Disagree 2 3.4%
Total 60 100
SourcePrimary data
Fig: 4.3
Interpretation: From the above chartit determines that57% agree that personnel
policies of this organization facilitate employee development and 7% disagree and 20%
stand undecided.
10
34
12
2 2
16.6
56.6
20
3.4 3.4
0
10
20
30
40
50
60
SA A UD D SD
No of Respondents % of Response
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4. The top management is willing to invest a considerable part of their time andother resources to ensure the development of employees
Table:4.4
Satisfaction level Number of respondents Percentage
Strongly Agree 8 13.3%
Agree 30 50%
Undecided 18 30%
Disagree 4 6.6%
Strongly Disagree 0 0%
Total 60 100
SourcePrimary data
Fig: 4.4
Interpretation: From the above table we can determine that 50% of employees believe
that the top management is willing to invest a considerable part of their time and other
resources to ensure the development of employees while 30% stands undecided.
8
30
18
40
13.3
50
30
6.60
0
10
20
30
40
50
60
SA A UD D SD
Development of Employees
No of Respondents % of Response
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5. People lacking competence in doing their jobs are helped to acquire competencerather than being left unattended.
Table: 4.5
Satisfaction level Number of respondents Percentage
Strongly Agree 8 13.2%
Agree 36 60%
Undecided 12 20%
Disagree 2 3.4%
Strongly Disagree 2 3.4%
Total 60 100
SourcePrimary data
Fig: 4.5
Interpretation: From the above table we can determine that 60% of employees agree
that people lacking competence in doing their jobs are helped to acquire competence
rather than being left unattended while 7% disagree and 20% stands undecided.
8 36 12 2 2
16.6 60 20 3.4 3.4
0%
20%
40%
60%
80%
100%
SA A UD D SD
No of Respondents % of Response
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6. Employees in this organization are very informal and do not hesitate to discusstheir personal problems with their supervisors.
Table: 4.6
Satisfaction level Number of respondents Percentage of Response
Strongly Agree 10 16.6%
Agree 26 43.4%
Undecided 16 26.6%
Disagree 6 10%
Strongly Disagree 2 3.4%
Total 60 100
SourcePrimary data
Fig: 4.6
Interpretation: From the above table it is determine that 43.4% employees in this
organization are very informal and do not hesitate to discuss their personal problems with
their supervisors while 26.6% stands undecided and 13.4% opposes it.
10
26
16
62
16.
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