“A CRITICAL STUDY OF HUMAN RESOURCE

DEVELOPMENT INITIATIVE AND PROGRAMMES AT

BHEL HARIDWAR”

SYNOPSIS
FOR THE DEGREE
OF DOCTOR OF PHILOSOPHY
IN MANAGEMENT
SUBMITTED TO
UTTRAKHAND TECHNICAL UNIVERSITY
DEHRADUN
SUPERVISOR: RESEARCH SCHOLAR:
DR. PANKAJ BIJALWAN MR. ASHUTOSH SINGH
Professor Assistant Professor

OIMT Rishikesh NCR Business School

 INTRODUCTION

Human Resource Development defined

Human Resource Development (HRD) is the framework for helping employees by

developing their personal and organizational skills, knowledge, and abilities.

Human Resource Development includes employee training, employee career

development, performance management & development, coaching, mentoring,

succession planning, key employee identification, tuition assistance, organization

development etc.

The focus of all aspects of Human Resource Development is on developing the

most superior workforce so that the organization and individual employees can

accomplish their work goals particularly service to customers.

Organizations usually provide numerous opportunities for human resources (or

say, employee) development, both within and outside of the workplace.

Human Resource Development can be formal such as classroom training, a college

course, an organizational planned change effort or it can be informal as in case of

employees’ coaching by a manager during working. Healthy organizations believe

in Human Resource Development and cover all of these aspects.

The conceptual and experiential understanding by groups of people defined human

resource development (HRD) as a dynamic, ongoing, continuing, empowering

process. The individual human being’s growth is multidimensional, influencing

the cognitive, affective, physical and spiritual facets of the human person. These

definitions recognize the strengths and limitations of people as well as their

potentials.

In the corporate world of business and industry a systematic set of formal

structures must be established. Top management now recognizes that productivity

objectives depend to a large extent on the implementation of the Law of

Performance. High performance is a function of motivation multiplied by abilities.

High Performance = f (motivation x abilities)

Workforce is not simply a means to an end but rather, the life-force of an

organization. The life of an organization have spurred responsible management to

plan more holistic programs (holistic programs meaning programs that make a

steady effort to be fully functioning in the body, mind, emotions, and spirit) which

went beyond mere development of workers technical skills to a more

comprehensive personal and professional development and since more women

have joined the workforce, this holistic programs were given more gender-sensitive

terms.

Human Resource Development (HRD):

HRD is one of the formal structures. What do we understand about human

resources? A corporation to operate needs resources like financial resources, raw

materials and the most important is human resources. The later is the most

important because without the work force there can be no production. Human

Resource (HR) refers to the personnel. HR is the most critical resource of any

company because it is the most flexible among other resources. Personnel are

human beings who could be an inventor. They can change the environment in

which they find themselves. They come up with new ideas on what to do and how

to do things, unlike machineries, or computers, they can only do what somewhat

precisely tells it to do. They are capable not only of performing well- defined and

predetermined or pre-planned scales but also something more creative. They are

sensitive and idiosyncratic (more of expression peculiar to individual). They have

certain fundamental rights. They have notions of their own dignity that must be

met. They have aspirations toward better and more fulfilling lives. They are also

the only resource that can be considered spontaneous. There are certain things that

persons will do that no one can predict. How to deal with Human Resources? In

dealing with human resources, two related phenomena are considered namely:

(1) Motivation

(2) Development.

Motivation – Because we know from the experience that the degree to which

members respond to the demands of the organization is determined to a very large

extent by whether the members believe that it is in their best interest to do what the

organization wants them to do. A study on motivation revealed that next to good

wages, good interpersonal relationships with co-workers and supervisors is what

will spur the Filipino work force to work harder than they already do. In a survey

made on the policies, programs and publications of multisectoral the result show

that human resource development is simply a component of wide spectrum of

human development. HRD is about development of people within organization.

Development - Because only human resources are capable of renewal and

evolution to a higher plane of capacity. The development of industry needs a large

pool of trained personnel. Extensive preparation should precede actual work.

Development of people refers to the advancement of knowledge, skills and

competences and the improved behavior of people within the organization for the

both their personal and professional use.

 PURPOSE OF THE STUDY

In simple terms, an organization's human resource management strategy should

maximize return on investment in the organization's human capital and minimize

financial risk. Human resource managers seek to achieve this by aligning the

supply of skilled and qualified individuals and the capabilities of the current

workforce, with the organizations ongoing and future business plans and

requirements to maximize return on investment and secure future survival and

success.

In ensuring such objectives are achieved, the human resource function is to

implement an organization's human resource requirements effectively, taking into

account federal, state and local labor laws and regulations; ethical business

practices; and net cost, in a manner that maximizes, as far as possible, employee

motivation, commitment and productivity.

The main purpose of my study will be as follows:-

1. How do HRD departments in Public Sector Units envision their own role in

stimulating and supporting employee learning?

2. What strategies do they adopt to realize their envisioned role?

3. What factors inhibit the realization of this new role? How do HRD

practitioners cope with them?

 4. What factors facilitate the realization of HRD’s new role?

REVIEW OF LITERATURE

Behind the theoretical debates concerning the nature of HRD, there is a set argument
pertaining to the purpose of HRD. The purposes of HRD are said to influence the nature
and extent of HRD activities being implemented (McLean and McLean, 2001). Holton
(2000) proposes that the purposes of HRD are centred on learning and performance
perspectives, both benefiting the individual and the interests of shareholders. In a wider
perspective, Hatcher (2000) argues that the purposes centre on economic benefits,
social benefits and the ethics of HRD. These points indirectly suggest that a
reconciliation of the purposes of HRD centrally focus on training, development and
learning within organisations for individual development to achieve business strategies
and for the development of organisational competence (Gourlay, 2001). In general, the
purpose of HRD, extracted from the definitions above, is to enhance individual
performance and improve organisational effectiveness and productivity (see, for
example, McLagan, 1989; Chalofsky, 1992; Stewart & McGoldrick, 1996).

However, some definitions have very specific purposes, from behavioural change
(Nadler,1970; Chalofsky & Lincoln, 1983; Megginson et al, 2000) to developing a
learning climate or learning organisation (Marquardt & Engel, 1993; Marsick & Watkins,
1994: see Table1). Moreover, in consonance with globalisation and new technology, the
purpose of HRD is to meet regulatory requirements, improving quality and training for
implementing new technology (Parker & Coleman,1999; Rothwell & Kolb, 1999).
Conversely, the purpose of HRD could also be seen from the perspective of the
activities or key functions in HRD. The main key functions of HRD are individual
development, organisational development, career development and performance
improvement. In analysing the various definitions of HRD, most writers and researchers
have indicated that the primary focus of HRD is individual development (see for
example, Nadler, 1970; McLagan, 1983) or organisational development (Nadler &
Wiggs, 1986; Swanson, 1987). However, some researchers have argued that individual
and organisational development are connected and interrelated. From this perspective,
employees are expected to be provided with T&D or learning activities to improve
performance, which leads to organisational effectiveness (see, for example, Chaflofsky,
1992; Swanson, 1995; Stewart & McGoldrick, 1996). On the contrary, it has been
argued that when T&D is provided, other than for organisational effectiveness, it helps
to develop key competencies, which enable individuals to improve their current job
performance and enhance future performance for career development (Gilley &
Eggland, 1989; Marsick & Watkins, 1994; Desimone, et al, 2002: see Table 1). Hence, it
has been argued that the purpose of HRD is to develop an individual’s career
progression, rather than to encourage individual and organisational development
(Marsick & Watkins, 1994; Desimone et al, 2002; Gilley et al, 2002).Nevertheless,
another key purpose of HRD drawn out from the various definitions is performance
improvement. It has been claimed that performance forms one of the four key functions
of

HRD, as it is an important extension of HRD theory (see, for example, Smith, 1990;
Chalofsky, 1992; Marquardt & Engel, 1993; Swanson, 1995; Desimone et al, 2002;
Gilley et al, 2002). Hence, individual development, organisational development, career
development and performance development are the four main functions of HRD and
can be described as interrelated functions within HRD. However, some researchers
hold contrasting viewpoints on these four functions (see, for example, Nadler, 1970;
Craig, 1976; Chalofsky & Lincoln, 1983).
 OBJECTIVES OF THE STUDY

• To study in detail theoretical foundation of the concept of Human Resource

Training and Development and also the needed necessity of management in

organizational context.

• To Determine and construct the objective of Human Resource Growth and

Development Programme with special aim at Executive Development plan.

• To discuss the various methods and techniques of Human Resource

Development on-the job as well as off-the job.

• To explain special programme and method which are being employed to

develop the managerial personnel particularly in the public sector enterprise

in our country.

• To know organization managerial and other aspect of the organization under

study.

• To critically examine the Human Resource Training and Development

Programme in one of the BHEL unit in Haridwar.

• To Point out and find out and locate the short coming of Training and

Development Programme of the company.

 • To recommend for the suitable measures to the company adoption of

suitable Trainings and Development method most conducive and beneficial

for the upliftment of Human Resource in company.

HYPOTHESIS:

In view of the above research, the main hypothesis will be as under:

• Null Hypothesis: “Managers at middle and lower level are satisfied with

Human Resource Development Programmes at BHEL, Haridwar.”

• Alternate hypothesis: “Managers at middle and lower level are not satisfied

with Human Resource Development Programmes at BHEL, Haridwar.”

 RESEARCH METHODOLOGY

Following research methodology will be adopted to conduct this study:

Area of the study: the proposed research study will be conducted in BHEL

Haridwar.

Period of the study: The proposed research study will be conducted primarily at

micro level and the proposed period of the study will remain 2011-13

Sample design: 100 Managers at lower and middle level management will be

taken at random basis to conduct personal survey.

Method of Data Collection:

Primary data:

a) Survey method and

b) Interview method.

For this a detailed Questionnaire will be prepared and pretested, also the necessary

corrections will be made in it if seems necessary.

Secondary data: It will be collected through books, journals, company’s website,

internet etc.

Analysis and interpretation of Data and Information:

Collected data will be analyzed using required appropriate statistical tools. After
completing the analysis work the results will be interpreted in a systematic manner.

Tabulation, Analysis and interpretation of Data and Information:

Collected data will be arranged in tabular form according to the requirement of the

study and will be analyzed using required statistical tools like…………………..

After completing the analysis work the results will be interpreted in a systematic

manner.

Conclusion and suggestions:

In the end findings of the research will be given with appropriate suggestions so

that they can improve their HRD Programmes.

 BIBLIOGRAPHY

Books:

• Gilley, J.W. & Eggland, S.A., Principles of Human Resource Development,

Addison-Wesley, NY, 1989, p. 5.

• McLagan, Patricia A., "Models for HRD Practice." Training and

Development Journal, September 1989, pages 49-59.

• Budhwar, P., and Sparrow, P. (1998), ‘National Factors Determining Indian

and British HRM Practices: An Empirical Study,’ Management International

Review, 38, Special Issue 2, 105– 121.

 • Budhwar, P., and Sparrow, P. (2002), ‘Strategic HRM through the Cultural

Looking Glass: Mapping the Cognition of British and Indian Managers,’

Organization Studies, 23, 4, 599– 639.

• Cascio, W.F. (1991), Costing Human Resources: The Financial Impact of

Behaviour in Organizations. (3rd ed.). Boston, MA: PWS-Kent.

Journals:

• The International Journal of Human Resource Management,

Vol. 19, No. 7, July 2008, 1278–1297

• Bordia, P., and Blau, G. (1998), ‘Pay Referent Comparison and Pay Level

Satisfaction in Private versus Public Sector Organizations in India,’

International Journal of Human Resource Management, 9, 1, 155– 167.

• Singh, K. (2003), ‘Strategic HR Orientation and Firm Performance in India,’

International Journal of Human Resource Management, 14, 4, 530– 543.

Websites:

• http://www.bhelhwr.co.in/bhelweb/index.jsp

• http://humanresources.about.com

• www.hr2hr.us.tt
• http://www.labourlawreporter.com/