HUMUN

RESOURCE
DEVLOPMENT

THE CONCEPT
HUMAN RESOURCE DEVELOPMENT IN THE
ORGANIZATION CONTEXT IS THE PROCESS BY
WHICH EMPLOYEES IN AN ORGANIZATION ARE
HELPED ,IN A CONTINUOUS AND PLANNED
WAY,TO :
1 ACQUIRE OR SHARPEN CAPABILITIES
REQUIRED TO PERFORM VARIOUS FUNCTIONS
ASSOCIATED WITH THEIR PRESENT OR
EXPECTED FUTURE ROLES.

2 DEVELOP THEIR GENERAL CAPABILITIES AS

INDIVIDUALS AND DISCOVER AND EXPLOIT THEIR
OWN INNER POTENTIALS FOR THEIR OWN AND
ORGANIZATIONAL DEVELOPMENT PURPOSE .
3 DEVELOP AN ORGANIZATIONAL CULTURE IN
WHICH SUPERIOR -SUBORDINATE RELATIONSHIPS,
TEAM WORK AND COLLABORATION AMONG SUBUNITS ARE STRONG AND CONTRIBUTE TO THE
PROFESSIONAL WELL- BEING ,MOTIVATION,AND
PRIDE OF EMPLOYEES.

HUMAN UNITS OF AN ORGANIZATION

1 THE INDIVIDUAL EMPLOYEE
SELF-MANAGEMENT,COMPETENCE
BUILDING,ADVANCEMENT.
2 THE ROLE
OPTIMUM STRESS,LINKAGE,AUTONOMY
3 THE DYAD
TRUST,MUTUALITY,COMMUNICATION
4 THE TEAM
COHESION,RESOURCE UTILIZATION
5 THE INTER-TEAM
IDENTITY,COLLABORATION
6 THE ORGANIZATION
GROWTH, IMPACT,SELF-RENEWAL

HRD MECHANISMS OR SUB-SYSTEMS

PERFORMANCE APPRAISAL
POTENTIAL APPRAISAL AND DEVELOPMENT
FEEDBACK AND PERFORMANCE COACHING
CAREER PLANNING
TRAINING
ORGANIZATION DEVELOPMENT (OD)
OR RESEARCH AND SYSTEMS DEVELOPMENT
REWARDS
EMPLOYEE WELFARE AND QUALITY OF
WORK LIFE
HUMAN RESOURCE INFORMATION

THE CONTRIBUTION OF HRD SUB-SYSTEMS TO

DEVELOPMENT DIMENSION
DEVELOPMENT
HRD SUB-SYSTEMS
DIMENSIONS
TRAINING
INDIVIDUAL

INDIVIDUAL IN THE
PRESENT ROLE

CAREER PLANNING

POTENTIAL
APPRAISAL AND DEVELOPMENT
FEEDBACK
COACHING

REWARDS

PERFORMANCE
APPRAISAL

TRAINING
rewards

FEEDBACK AND
PERFORMANCE COACHING

POTENTIAL
APPRAISAL
TRAINING
INDIVIDUAL
AND
IN REGARD TO
DEVELOPMENT
LIKELY FUTURE
FEEDBACK AND
ROLE
PERFORMANCE
PERFORMANCE
APPRAISAL
COACHING
FEEDBACK AND PERFORMANCE
COACHING
DYADIC
PERFORMANCE APPRAISAL
RELATIONSHIPS
TRAINING
ORGANIZATION DEVELOPMENT
TEAM AND
TEAMWORK

TRAINING
TEAM REWARDS

COLLABORATION
ORGANIZATION DEVELOPMENT
AMONG
DIFFERENT UNITS/TEAMS
TRAINING
SELF-RENEWING
CAPABILITIES AND
HEALTH OF
ORGANIZATION

PERFORMANCE APPRAISAL
ORGANIZATION DEVELOPMENT
TRAINING

OCTAPACE CULTURE

OPENNESS

CONFRONTATION
TRUST
AUTHENTICITY
PROACTION
AUTONOMY
COLLABORATION
EXPERIMENTING

ISSUES IN HRD
TRTAINING WIDELY RECOGNISED
USE OF OTHE MECHANISMS INCREASING
CREATING HRD CULTURE
DEVELOPING HRD IN LARGE ORGANIZATIONS
PUBLIC SECTOR-REMARKABLE LEAD
HRD AT GRASSROOTS-DIFFERNET MECHANISMS
ROLE OF TRADE UNIONS
SHARING OF EXPERIENCES

ROLE OF LINE MANGERS

HRD IN SMALL SCALE SECTOR
HRD IN SERVICE SECTOR
EVALUATING HRD EFFORTS
TOP MANAGEMENT SUPORT
CLEARITY OF PURPOSE
INTEGRATION WITH ORGANIZATIONAL
STRATEGYAND HRD STRATEGY

PRINCIPLES IN DESIGNING HRD

SYSTEMS
FOCUS TO THE SYSTEM
FOCUS ON ENABLING CAPABILITIES
BALANCING BETWEEN ADOPTION AND
CHANGE IN THE ORGANIZATIONAL
CULTURE
ATTENTION TO THE CONTEXTUAL
FACTORS
BUILDING LINKAGE WITH OTHER
FUNCTIONS
BUILDING SPECIALIZATION AND
DIFFUSION OF THE FUNCTION

STRUCTURE TO THE SYSTEM

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

FUNCTION OF THE SYSTEM

BUILDING FEEDBACK AND
REINFORCING MECHANISM
BALANCING QUANTITATIVE AND
QUALITATIVE DECISIONS
ESTABLISHING THE IDENTITY OF HRD
BALANCING INTERNAL AND EXTERNAL
EXPERTISE
CONTD.

PLANNING FOR THE EVOLUTION OF

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