Section-A

1. Human Resource Development

INTRODUCTION Development of human resources is essential for any organisation that would like to be dynamic and growth-oriented. Unlike other resources, human resources have rather unlimited potential capabilities. The potential can be used only by creating a climate that can continuously identify, bring to surface, nurture and use the capabilities of people. Human Resrouce Development (HRD) system aims at creating such a climate. A number of HRD techniques have been developed in recent years to perform the above task based on certain principles. This unit provides an understanding of the concept of HRD system, related mechanisms and the changing boundaries of HRD. HRD concept was first introduced by Leonard Nadler in 1969 in a conference in US. He defined HRD as those learning experience which are organized, for a specific time, and designed to bring about the possibility of behavioral change. Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring , succession planning , key employee identification, tuition assistance, and organization development. 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 in service to customers.

Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource. Development and cover all of these bases.

Features of Human Resource development

The essential features of human resource development can be listed as follows:

Human resource development is a process in which employees of the organisations are recognized as its human resource. It believes that human resource is most valuable asset of the organisation. It stresses on development of human resources of the organisation. It helps the employees of the organisation to develop their general capabilities in relation to their present jobs and expected future role. It emphasise on the development and best utilization of the capabilities of individuals in the interest of the employees and organisation. It helps is establishing/developing better inter-personal relations. It stresses on developing relationship based on help, trust and confidence.

It promotes team spirit among employees. It tries to develop competencies at the organisation level. It stresses on providing healthy climate for development in the organisation. 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. It aims to develop an organisational culture in which there is good senior-subordinate relations, motivation, quality and sense of belonging. It tries to develop competence at individual, inter-personal, group and organisational level to meet organisational goal. It is an inter-disciplinary concept. It is based on the concepts, ideas and principles of sociology, psychology, economics etc. It form on employee welfare and quality of work life. It tries to examine/identify employee needs and meeting them to the best possible extent. It is a continuous and systematic learning process. Development is a life long process, which never ends.

Benefits of Human Resource Development

Human resource development now a days is considered as the key to higher productivity, better relations and greater profitability for any organisation. Appropriate HRD provides unlimited benefits to the concerned organisation. Some of the important benefits are being given here:

HRD (Human Resource Development) makes people more competent. HRD develops new skill, knowledge and attitude of the people in the concern organisations. With appropriate HRD programme, people become more committed to their jobs. People are assessed on the basis of their performance by having a acceptable performance appraisal system. An environment of trust and respect can be created with the help of human resource development. Acceptability toward change can be created with the help of HRD. Employees found themselves better equipped with problem-solving capabilities. It improves the all round growth of the employees. HRD also improves team spirit in the organisation. They become more open in their behaviour. Thus, new values can be generated. It also helps to create the efficiency culture In the organisation. It leads to greater organisational effectiveness. Resources are properly utilised and goals are achieved in a better way. It improves the participation of worker in the organisation. This improve the role of worker and workers feel a sense of pride and achievement while performing their jobs.

It also helps to collect useful and objective data on employees programmes and policies which further facilitate better human resource planning. Hence, it can be concluded that HRD provides a lot of benefits in every organisation. So, the importance of concept of HRD should be recognised and given a place of eminence, to face the present and future challenges in the organisation.

2. Functions of HRD
The core of the concept of HRS is that of development of human beings, or HRD. The concept of development should cover not only the individual but also other units in the organisation. In addition to developing the individual, attention needs to be given to the development of stronger dyads, i.e., twoperson groups of the employee and his boss. Such dyads are the basic units of working in the organisation. Besides several groups like committees, task groups, etc. also require attention. Development of such groups should be from the point of view of increasing collaboration amongst people working in the organisation, thus making for an effective decision-making. Finally, the entire department and the entire organisation also should be covered by development. Their development would involve developing a climate conducive for their effectiveness, developing self-renewing mechanisms in the organisations so that they are able to adjust and pro-act, and developing relevant processes which contribute to their effectiveness. Hence, the goals of the HRD systems are to develop: The capabilities of each employee as an individual. The capabilities of each individual in relation to his or her present role. The capabilities of each employee in relation to his or her expected future role(s). The dyadic relationship between each employee and his or her supervisor. The team spirit and functioning in every organizational unit (department, group, etc.). Collaboration among different units of the organization. The organizations overall health and self-renewing capabilities which, in turn, increase the enabling capabilities of individuals, dyads, teams, and the entire organization. Functions of HRD Training and development (T&D) Organizational development Career development

Training and Development (T&D)

Training improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task e.g.,

 Employee orientation Skills & technical training Coaching Counseling Development preparing for future responsibilities, while increasing the capacity to perform at a current job Management training Supervisor development

Organizational Development The process of improving an organizations effectiveness and members well-being through the application of behavioral science concepts Focuses on both macro- and micro-levels HRD plays the role of a change agent Career Development Ongoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement. Career planning Career management

6. Negative Reinforcement
Negative reinforcement occurs when something already present is removed (taken away) as a result of a person's behaviour, creating a favourable outcome for that person. Basically, when a person's behaviour leads to the removal of something that was unpleasant to that person then negative reinforcement is occuring.

The purpose of Negative Reinforcement is to increase the frequency of certain desired behaviors. That is removing a negative event (the undesired behavior) with the hopes that a desired behavior will increase. Examples Traffic on the way to work. The ATM machine will beep until you take your card out, and then allow you to continue with your transaction

8. Lewins change model

The concept of change management is familiar in most organisations today but how they manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. Organisations that handle change well appear to thrive, whilst those that do not may struggle to survive. A key part of this depends on how far people within the organisation understand and deal with the change process. One of the cornerstone models for understanding organisational change was developed by Kurt Lewin in the 1950s, and is still used today. His model is a simple and easy-to-understand framework for managing change known as Unfreeze Change Refreeze. Lewin, a physicist as well as social scientist, explained organisational change using the analogy of changing the shape of a block of ice, i.e. unfreezing a large cube of ice to change it and reform it into a cone of ice. By recognising these three distinct stages of change, you can plan to implement the change required. You start by creating the motivation to change (unfreeze) as it is necessary to change existing attitudes towards working practices and prepare the ground. Communication about the proposed change is vital at this stage if people are to understand and support it. You move through the change process by promoting effective communications and empowering people to embrace new ways of working and learn new values, attitudes and behaviours. Problems are identified and action plans developed to enable implementation. Maximum flexibility is needed in the planning and implementation of the change. The process ends when the organisation returns to a sense of stability (refreeze) and the benefits of the change are realised, which is necessary for creating the confidence from which to embark on the next inevitable change. Praise, rewards and other reinforcement by managers are required on an individual level and more effective performance at an organisational level. Not until the change has become incorporated into the culture can it be said to be frozen. Unfreezing Change efforts to overcome the pressures of both individual resistance and group conformity. Arouse dissatisfaction with the current state. Activate and strengthen top management support. Use participation in decision making. Build in rewards. Moving Efforts to get employees involved in the change process. Establish goals. Institute smaller, acceptable changes that reinforce and support change. Develop management structures for change. Maintain open, two-way communication. Refreezing

Stabilizing a change intervention by balancing driving and restraining forces. Build success experiences. Reward desired behaviour. Develop structures to institutionalize the change. Make change work.

Lewins Framework for Change

Section-B

1. Systems of Human Resource Development

Human Resource Development (HRD) is the frameworks for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring , succession planning , key employee identification, tuition assistance and organization development. HRD means building: Competency in people Commitment in people Culture in the organization HRD means building competencies. The most important HRD function is to build competencies in each and every individual working in an organization. Competencies are to be built and multiplied in roles and individuals. HRD means building commitment in people. Competencies will not make sense without commitment. Think of an organization where all the employees are competent but not willing to put into use their competencies. Hence, competencies without commitment will not contribute towards effectiveness. HRD is all about building a development culture in an organization. HRD ensures that culture-building practices are adopted from time to time to create a learning environment in the organization. It builds such a culture that the built-in culture in turn will build competencies and commitment in the people who work with the organization.

HRD can be defined as the branch of human resources management function that endeavors to build competencies, commitment and a learning culture in organizations with the purpose of bringing in competitive advantages to achieve business excellence in all its operations. A. HRD SYSTEMS

HRD functions are carried out through its systems and sub systems. HRD has five major systems and each of the systems has sub systems as elaborated below: the first three systems viz., Career system, Work system and Development system, are individual and team oriented while the fourth and the fifth systems viz. Self renewal system and Culture Systems are organization based.

1. Career system: As an HRD system, career system ensures attraction and retention of human resources through the following sub-systems.

Manpower planning Recruitment Career planning Succession planning Retention

2. Work system: Work-planning system ensures that the attracted and retained human resources are utilized in the best possible way to obtain organizational objectives. Following are the sub systems of the work planning system.

Role analysis Role efficacy Performance plan Performance feedback and guidance Performance appraisal Promotion Job rotation Reward

3. Development system: The environmental situation and the business scenario is fast changing. The human resources within the organization have to raise upto the occasion and change accordingly if the organization wants to be in business. The development system ensures that the retained (career system) and utilized (work system) human resources are also continuously developed so that they are in a position to meet the emerging needs of the hour. Following are some of the developmental sub - systems of HRD that make sure that human resources in the organization are continuously developed.

Induction Training Job enrichment Self-learning mechanisms Potential appraisal Succession Development Counselling Mentor system

4. Self-renewal system: It is not enough to develop individuals and teams in the organizations but occasionally there is a need to renew and re-juvenate the organization itself. Following are some of the sub systems that can be utilized to renew the organization.

Survey Action research Organizational Development interventions Organizational Retreats

5. Culture system: Building a desired culture is of paramount importance in todays changed business scenario. It is the culture that will give a sense of direction, purpose, togetherness, and teamwork. It is to be noted that whether an organization wants it or not along with the time common ways of doing things (culture) will emerge. If not planned carefully and built systematically such common traits may not help the business but may become a stumbling block. Hence it is very important to have cultural practices that facilitate business. Some of the culture building subsystems are given below:

Vision, Mission and Goal Values Communication Get-togethers and celebrations Task forces Small Groups