OC

The change means the alteration of status quo or making things different. It may refer to any alteration which occurs in the overall work environment of an organization. When an organizational system is disturbed by some internal or external force, the change may occur. The change is modification of the structure or process of a system, that may be good or even bad. It disturbs the existing equilibrium or status quo in an organization. The change in any part of the organization may affect the whole of the organization, or various other parts of organization in varying degrees of speed and significance. It may affect people, structure, technology, and other elements of an organization. It may be reactive or proactive in nature. When change takes place due to external forces, it is called reactive change. However, proactive change is initiated by the management on its own to enhance the organizational effectiveness. The change is one of the most critical aspects of effective management. It is the coping process of moving from the present state to a desired state that individuals,

Organizational change is the process by which organizations move from their present state to some desired future state to increase their effectiveness. The goal of planned organizational change is to find new or improved ways of using resources and capabilities in order to increase an organization’s ability to create value and improve returns to its stakeholders. An organization in decline may need to restructure its resources to improve its fit with the environment. IBM and General Motors, for example, experienced falling demand for their products in the 1990s and have been searching for new ways to use their resources to improve their performance and attract customers back. 

The Importance of Change

One can try to predict the future. However, predictions produce at best a blurred picture of what might be, not a blueprint of future events or circumstances. The effective and progressive management of change can assist in shaping a future which may better serve the enterprise’s survival prospects. Change will not disappear or dissipate. Technology, civilizations and creative thought will maintain their ever accelerating drive onwards. Managers, and the enterprises they serve, be they public or private, service or manufacturing, will continue to be judged upon their ability to effectively and efficiently manage change. Unfortunately for the managers of the early twenty-first century, their ability to handle complex change situations will be judged over ever decreasing time scales. The pace of change has increased dramatically; mankind wandered the planet on foot for centuries before the invention of the wheel and its subsequent “technological convergence” with the ox and horse.

In one ‘short’ century a man has walked on the moon; satellites orbit the earth; the combustion engine has dominated transport and some would say society; robots are a reality and state of the art manufacturing facilities resemble scenes from science fiction; your neighbour or competitor, technologically speaking, could be on the other side of the planet; and bio-technology is the science of the future. The world may not be spinning faster but mankind certainly is! Businesses and managers are now faced with highly dynamic and ever more complex operating environments. Technologies and products, alongwith the industries they support and serve, are converging. Is the media company in broadcasting, or telecommunications, or data processing, or indeed all of them? Is the supermarket chain in general retail, or is it a provider of financial services? Is the television merely a receiving device for broadcast

the airline a provider of transport or the seller of wines, spirits and fancy goods, or the agent for car hire and accommodation?

As industries and products converge, along with the markets they serve, there is a growing realization that a holistic approach to the marketing of goods and services is required, thus simplifying the purchasing decision. Strategic alliances, designed to maximize the ‘added value’ throughout a supply chain, while seeking to minimize costs of supply, are fast becoming the competitive weapon of the future. Control and exploitation of the supply chain make good commercial sense in fiercely competitive global markets. The packaging of what were once discrete products (or services) into what are effectively ‘consumer solutions’ will continue for the foreseeable future. Car producers no longer simply manufacture vehicles, they now distribute them through sophisticated dealer networks offering attractive servicing arrangements, and provide a range of financing options, many of which are linked to a variety of insurance packages.

Utility enterprises now offer far more than their original core service. Scottish power have acquired utilities in other countries and have recently moved into water, gas and telecommunications, to become a ‘unified’ utilities company offering ‘one-stop shopping’ to domestic and commercial customers. How can we manage change in such a fast moving environment without losing control of the organization and existing core competencies? There are no easy answers and certainly no blueprints detailing best practice. Designing, evaluating and implementing successful change strategies largely depend upon the quality of the management team, in particular the team’s ability to design

Training

MBA II SEMESTER
(HUMAN RESOURCE MANAGEMENT)
MODULE/UNIT 2


TRAINING DEFINITION :
The term training refers to the acquisition of knowledge, skills, and
competencies as a result of the teaching of vocational or practical
skills and knowledge that relate to specific useful competencies

To make proficient with specialized instruction and practice.

Meaning:
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees.
Training is activity leading to skilled behavior.
* It’s not what you want in life, but it knows how to reach it.
* It’s not where you want to go, but it knows how to get there.

* It’s not how high you want to rise, but it knows how to take off.
* It may not be quite the outcome you were aiming for, but it will be an Outcome.
* It’s not what you dream of doing, but it’s having the knowledge to do it * It’s not a set of goals, but it’s more like a vision
* It’s not the goal you set, but it’s what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current





situation looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.
ROLE OF TRAINING
























TRAINING   AND   DEVELOPMENT   is   a   subsystem   of   an
organization. It ensures that randomness is reduced and learning or
behavioral change takes place in structured format.

TRADITIONAL  AND  MODERN  APPROACH  OF  TRAINING
AND DEVLOPMENT
Traditional Approach - Most of the organizations before never used to
believe in training. They were holding the traditional view that managers
are born and not made. There were also some views that training is a
very costly affair and not worth. Organizations usedto believe more in




executive  pinching.  But  now  the  scenario  seems  to  be  changing.

The modern approach of training and development is that Indian
Organizations  have  realized  the  importance  of  corporate  training.
Training is now considered as more of retention tool than a cost. The
training system in Indian Industry has been changed to create a smarter
workforce and yield the best results

TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make
sure  the  availability  of  a  skilled  and  willing  workforce  to  an
organization.  In  addition  to  that,  there  are  four  other  objectives:
Individual, Organizational, Functional, and Societal.
Individual Objectives - help employees in achieving their personal goals,  which  in  turn,  enhances  the  individual  contribution  to  an organization.

Organizational Objectives - assist the organization with its primary
objective by bringing individual effectiveness.
Functional Objectives - maintain the department’s contribution at a
level suitable to the organization’s needs.
Societal Objectives - ensure that an organization is ethically and
socially responsible to the needs and challenges of the society.
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TRAINING NEEDS ASSESSMENT

A “training needs assessment”, or “training needs analysis”, is the
systematic method of determining if a training need exists and if it does,
what training is required to fill the gap between the standard and the
actual performance of the employee. Therefore, training needs analysis
is
Systematic method of determining performance discrepancies causes of performance discrepancies

Reasons to conduct training needs analysis
Identify the deficiencies
Determine whether employees lack KSAs Benchmark for evaluation of training
makes sure training is provided to the right people Increases the motivation of training

Training needs = Job and organizational requirements -
Employee Specifications
Training needs can be identified through identifying the organizational needs based on:

1. Organizational Analysis:
This includes analysis of objectives, resource utilization, environments
canning  and  organizational  climate.    Organizational  strengths  and
weakness in different areas like accidents, excessive scrap, frequent
breakage of machinery ,excessive labor turnover ,market share, and
other marketing areas ,quality and quantity  of the output ,production
schedule ,raw materials and other production areas, personnel, finance ,
etc…
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2. Department Analysis :
Department strength and weakness including special problems of the
department or a common problem of a group of employees  like
acquiring skills and knowledge in operating computer by accounting
personnel . .
3. Job Role Analysis:
This include study of jobs/roles, design of jobs due to changes, Job enlargement and job enrichment etc..

3. Manpower Analysis: Individual strengths and weakness in the areas
of job knowledge, skills etc…




Individual Training Group Training Organizational
Needs Needs Training Needs


IMPORTANCE OF TRAINING

•  Optimum Utilization of Human Resources - Training and Development
helps in optimizing the utilization of human resource that further helps the
employee to achieve the organizational goals as well as their individual
goals.

•  Development of Human Resources - Training and Development helps to
provide an opportunity and broad structure for the development of human
resources’ technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.

•  Development of skills of employees - Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps
to expand the horizons human intellect and an overall personality of the
employees.
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•  Productivity -   Training   and   Development   helps   in   increasing   the
productivity of the employees that helps the organization further to achieve its long-term goal


• Team spirit - Training and Development helps in inculcating the sense of
team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees

• Organization Culture - Training and Development helps to develop and
improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization

• Organization  Climate -  Training  and  Development  helps  building  the
positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

• Quality - Training and Development helps in improving upon the quality of
work and work-life.

• Healthy work-environment - Training and Development helps in creating
the  healthy  working  environment.  It  helps  to  build  good  employee, relationship so that individual goals aligns with organizational goal.
• Health and Safety - Training and Development helps in improving the
health and safety of the organization thus preventing obsolescence.

• Morale - Training and Development helps in improving the morale of the
work force.

• Image - Training and Development helps in creating a better corporate
image.

• Profitability - Training and Development leads to improved profitability and
more positive attitudes towards profit orientation.

• Training   and   Development   aids   in   organizational   development   i.e.
Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies.
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•  Training and Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful workers and
managers usually display.



METHODS OF TRAINING:
There are two methods of training which are as:

1. On the job methods
2. Off the job methods
I. ON THE JOB METHODS (OJT): -

1. On the job training :
It is the responsibility of supervisors and managers to utilize available resources to train, qualify, and develop their employees.
On-the-job training (OJT) is one of the best training methods because it is planned, organized, and conducted at the employee's worksite. OJT will generally be the primary method used for broadening employee skills and increasing productivity. It  is  particularly  appropriate  for  developing  proficiency  skills  unique  to  an employee's job - especially jobs that are relatively easy to learn and require locallyowned equipment and facilities.
Morale,  productivity,  and  professionalism  will  normally  be  high  in  those organizations that employ a sound OJT program.
An analysis of the major job requirements (identified in the position description
and performance plan) and related knowledge’s, skills, and abilities form the basis
for setting up an OJT plan. To be most effective, an OJT plan should include:
•    The subject to be covered;
•    Number of hours;
•    Estimated completion date; and
•    Method by which the training will be evaluated
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To have a successful OJT program, supervisors need to assign a coach to each employee involved in OJT. It is the responsibility of the coach to plan training carefully and conduct it effectively.


2. Job Instruction Training (JIT):
Job Instruction Training (JIT) is a logical outgrowth of Job Hazard Analysis. It is a proven technique for teaching new skills and safe, healthful work habits faster and more effectively. All new employees and those transferred to new jobs should receive JIT.
One of the first steps is trainer selection - preferably a supervisor or a skilled person within the department.

Regardless of who is selected, the trainer should: ■ Know the job in question thoroughly
■ Have leadership skills
■ Have a desire to teach others
■ Be friendly and cooperative
■ Have a professional attitude toward the job and other employees

3. Vestibule Training (Training Centre):

In the early 1800s, factory schools were created, due to the industrial revolution, in which workers were trained in classrooms within the factory walls. The apprentice system was inadequate due to the number of learners that had to be trained as the machines of the Industrial Revolution increased the ability of the factory to produce goods. The factory owners needed trained workers quickly because there was a large demand for the produced goods.
Towards the end of the 1800s, a method that combined the benefits of the
classroom  with  the  benefits  of  on-the-job  training,  called  vestibule  training,
became a popular form of training. The classroom was located as close as
conditions allowed to the department for which the workers were being trained. It
was furnished with the same machines as used in production. There were normally
six to ten workers per trainer, who were skilled workers or supervisors from the
company.
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4. Simulation Training :
Technical  companies  that  are  required  to  train  employees  on  dangerous  or expensive equipment are most likely to benefit from simulation-based training. Simulations allow the user to observe the impact of their choices without the outcomes having any impact on the real operation. Trainees can learn how to respond  to  emergencies,  how  individual  actions  and  decisions  affect  entire processes, and how to operate complex pieces of equipment.
Eg:


















Figure 1. Simulated Airplane cockpit.
The airplane cockpit simulation takes on a new approach to simulation training.
The user has the opportunity to observe how all the components of the cockpit
work  together.  This  approach  allows  the  user  to  gain  a  perspective  of  the
interactions and correlations between the numerous components contained in an
airplane cockpit.
Eg:
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5. Demonstration and examples :
This method is a visual display of how something works or how to do something. As an example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more effective, demonstration method should be should be accompanied by the discussion or lecture method.

To carry out an effective demonstration, a trainer first prepares the lesson plan by breaking the task to be performed into smaller modules, easily learned parts. Then, the trainer sequentially organizes those modules and prepares an explanation for why that part is required. While performing the demonstration, trainer.
•  Demonstrates the task by describing how to do, while doing.

•  Helps the focusing their attention on critical aspects of the task.

•  Tells the trainees what you will be doing so they understand what you will
be showing them.
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•  Explains why it should be carried out in that way.

The difference between the lecture method and the demonstration method is the
level of involvement of the trainee. In the lecture method, the more the trainee is
involved, the more learning will occur.
The financial costs that occur in the demonstration method are as follows:
•    Cost of training facility for the program
•    Cost of materials that facilitate training
•    Food, travel, lodging for the trainees and the trainers
•    Compensation of time spent in training to trainers and trainees
•    Cost related to creating content, material
•    Cost related to the organization of the training
After completing the demonstration the trainer provide feedback, both positive and or negative, give the trainee the opportunity to do the task and describe what he is doing and why.
6. Apprenticeship :
A major part of training time is spent on the on the job productive work. Each
apprenticeship   is   given   a   programme   of   assignments   according   to
predetermined schedules which provides for efficient training in trade skills.
This method is appropriate for training in crafts, trades, and technical areas,
especially when proficiency in a job is the result of a relatively long training or
apprenticeship period, e.g.; job of a crafts man, a printer, a tool maker, and a
mechanic. Etc.
II. OFF THE JOB METHODS

1. Lecturers (or class room instructions) :
Lectures are regarding as one of the simplest ways of imparting knowledge to
the trainees, especially when facts, or principles, attitudes, theories and problem
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solving abilities are to be taught. Lectures are formal organized talks by the training specialist, the formal superior or other individual specific topics.
The lecture method can be used for very large groups which are to be trained
within a short time, thus reducing the cost per trainee. Lectures are essential
when it is a question of imparting technical or special information of a complex
nature.

2. Conference Method:
The conference training method is a good problem-solving approach. A group considers a specific problem or issue and they work to reach agreement on statements or solutions.
Pros: There is a lot of trainee participation. The trainees build consensus and the trainer can use several methods (lecture, panel, and seminar) to keep sessions interesting.
Cons: It can be difficult to control a group. Opinions generated at the conference may differ from the manager’s ideas, causing conflict.
3. Seminar :
Seminars often combine several group methods: lectures, discussions, conferences, demonstrations.
Pros: Group members are involved in the training. The trainer can use many group methods as part of the seminar activity.
Cons: Planning is time-consuming. The trainer must have skill in conducting a
seminar. More time is needed to conduct a seminar than is needed for many other
methods
4. Role Playing
During a role play, the trainees assume roles and act out situations connected to the learning concepts. It is good for customer service and sales training.
Pros: Trainees can learn possible results of certain behaviors in a classroom
situation. They get an opportunity to practice people skills. It is possible to
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experiment with many different approaches to a situation without alienating any actual customers.
Cons: A lot of time is spent making a single point. Trainers must be skilled and creative in helping the class learn from the situation. In some role play situations, only a few people get to practice while others watch.
5. T Group:
T- Group Training is a technique of off the job training methods. It is a group experience designed to provide maximum opportunity for the individuals to expose their behavior, give and take feedback and experience new behavior and develop awareness about self and others. The t- group training is also known as several names such as sensitivity training, action training, human capacity movement, group dynamics, and awareness expertise and as forth.
This training involves development techniques to attempt to increase or improve human sensitivity and awareness. The goal of this training is to helping trainees to improve and participate in human affairs. The T-group training enables trainee to understand themselves and others, changed their attitude towards self, others and groups  role,  increase  their  interpersonal  skills  and  provide  organizational improvement as groups rather than individuals.
In this training, the numbers of trainees should be limited to 10 to 15 persons so that regular interaction could happen throughout the training programme. Usually there is no leader, no planned agenda and stated goal. The trainees can be given any assignment like case study, role play etc that leads the group interaction. The participants would be encouraged to be thoughtful and understanding towards the feeling of others.  The trainees should feel secure to express their personal feeling and reactions to what happening in the group and understand the others behavior and feelings. The emphasis is on face to face interaction.
Merits of T-group training
1. The trainee learn more about themselves, specially their weakness and emotions
2. They understand that how they react to others and how others react to them
3. They discover how the groups work and identify human relation problems
4. Find out how to behave more effectively in inter-personal relationship and
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manage people through means rather than power.
5. Developed more capable and genuine relations in which feelings are expressed openly.
6. Confront interpersonal problems directly to find out solution instead of avoiding them.
After training, trainees usually become more sensitive to others and open. Such
training can also result in improved performance and increased company’s profit.
The demerits T-group training
1. During the training, the trainer often create stressful situation. In such situation, the training may do a job of tearing apart people instead of bringing them together.
2. The changes trainees acquire during the training are tend to face out when trainee returns to c insensitive environment of workplace.
3. This training may make the management trainee as sensitive towards others that they become unwilling to take necessary hard decisions.
4.  T  group  training  proved  less  effective  when  it  is  applied  ob  technical professional.
5. Such training may make people frustrated and upset as many stressful situations are created during this technique.


Some basic to implement the T group training:
1. T-group training is more suitable for develop “organic” Organisation. If such openness and flexible organizational structure is not available, this training is not appropriate.
2. The participants should be selected on the basis of their emotional stability and anxiety tolerance
3. The participation should be strictly voluntary
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4. The trainees should know in advance that what sort of training they are going to receive
5. The transfer of learning back to the Organisation should be ensured.


6. In-Basket Method:
In-Basket Technique - It provides trainees with a log of written text or information
and requests, such as memos, messages, and reports, which would be handled by
manger, engineer, reporting officer, or administrator.
Procedure of the In-basket Technique
In this technique, trainee is given some information about the role to be played such as, description, responsibilities, general context about the role.
The trainee is then given the log of materials that make up the in-basket and asked to respond to materials within a particular time period.
After all the trainees complete in-basket, a discussion with the trainer takes
place.


In this discussion the trainee describes the justification for the decisions.
The trainer then provides feedback, reinforcing decisions made suitably or
encouraging  the  trainee  to  increase  alternatives  for  those  made  unsuitably.
A variation on the technique is to run multiple, simultaneous in-baskets in which
each trainee receives a different but organized set of information. It is important
that  trainees  must  communicate  with  each  other  to  accumulate  the  entire
information required to make a suitable decision.
This technique focuses on:
•    Building decision making skills
•    Assess and develops Knowledge, Skills and Attitudes (KSAs)
•    Develops of communication and interpersonal skills
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•    Develops procedural knowledge
•    Develops strategic knowledge



. Incident Method:
This method was developed by Paul Pigors. It aims to develop the trainee in
the areas of intellectual ability, practical judgment and social awareness.
Under this method each employee developed in a group process .Incidents
are prepared on the basis of actual situations which happened in different
organizations. Each Employee in the training group is asked to study the
incident and to make short term decisions in the role of a person who has to
cope with the incident in the actual situation. Later, the group studies and
discusses the incident and takes decisions relating to incident, based on the
group interaction and decisions taken by each member . Thus, this method is
similar to a combination of case method and in basket method.
8. Syndicate Method:
Syndicate is a group of individuals or organizations combined or making a joint effort to undertake some specific duty or carry out specific transactions or negotiations. It is not actually one group that constitutes the components of syndicate method.
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This method is suitable for learning at a higher level. Therefore, this method was  experimented,  found  useful  and  widely  used  in  teaching-  learning situations, especially in top level management training.


EVALUATION OF A TRAINING PROGRAMME
Vital aspect of any sort of evaluation is its effect on the person being evaluated.
Feedback is essential for people to know how they are progressing, and also, evaluation is crucial to the learner's confidence too.
And since people's commitment to learning relies so heavily on confidence and a belief that the learning is achievable, the way that tests and assessments are designed and managed, and results presented back to the learners, is a very important part of the learning and development process.
People can be switched off the whole idea of learning and development very
quickly if they receive only negative critical test results and feedback. Always look
for positives in negative results. Encourage and support - don't criticize without
adding some positives, and certainly never focus on failure, or that's just what
you'll produce.
This is a much overlooked factor in all sorts of evaluation and testing, and since this element is not typically included within evaluation and assessment tools the points is emphasised point loud and clear here.
So  always  remember  -  evaluation  is  not  just  for  the  trainer  or  teacher  or Organisation or policy-makers - evaluation is absolutely vital for the learner too, which is perhaps the most important reason of all for evaluating people properly, fairly, and with as much encouragement as the situation allows.
Training Evaluation


The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their
respective workplaces, or to the regular work routines.






Purposes of Training Evaluation
The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training
Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.







Process of Training Evaluation
Before Training: The learner’s skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals
After Training: It is the phase when learner’s skills and knowledge are
assessed again to measure the effectiveness of the training. This phase is
designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.
Techniques of Evaluation

The various methods of training evaluation are:
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• Observation
• Questionnaire
• Interview
• Self diaries
• Self recording of specific incidents

What is Performance Measurement?


Performance  Measurement  can  be  best  understood  through  considering  the
definitions of the words 'performance' and 'measurement' according to the Baldrige
Criteria.
•    Performance refers to output results and their outcomes obtained from
processes, products, and services that permit evaluation and comparison
relative   to   goals,   standards,   past   results,   and   other   organisations.
Performance can be expressed in non-financial and financial terms.
•    Measurement refers to numerical information that quantifies input, output,
and performance dimensions of processes, products, services, and the overall
Organisation (outcomes). Performance measures might be simple (derived
from one measurement) or composite
The challenge for organisations today is how to match and align performance measures with business strategy, structures and corporate culture, the type and number  of  measures  to  use,  the  balance  between  the  merits  and  costs  of introducing these measures, and how to deploy the measures so that the results are used and acted upon.
Who uses Performance Measurement?
All organisations measure performance to some extent. However, there is a large
disparity among organisations in terms of which performance measures are used
with many primarily focusing on financial measures. There has however, been a
general move away from financial measurement since the early 1980's. This was
accelerated in the 1990's and 2000’s by the worldwide acceptance of business
excellence models and performance measurement frameworks that address all
stakeholders' needs.
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Performance measurement is one of the cornerstones of business excellence.
Business excellence models encourage the use of performance measures, but in
addition  and  more  importantly,  they  consider  the  design  of  performance
measurement systems to ensure that measures are aligned to strategy, and that the
system  is  working  effectively  in  monitoring,  communicating,  and  driving
performance.
What   are   the   common   challenges   associated   with   the   Performance Measurement approach?
The  performance  measurement  revolution  has  seen  a  move  away  from  the problems  of  past  measurement systems.  Five common  features of out-dated performance measurements systems were:
•    Dominant financial or other backward-looking indicators
•    Failure to measure all the factors that create value
•    Little account taken of asset creation and growth
•    Poor measurement of innovation, learning and change
•    A concentration on immediate rather than long-term goals
The focus in performance measurement is now on achieving a balanced framework
that addresses the issues described above. Examples of these new frameworks are
Kaplan and Norton’s Balanced Scorecard, Skandia’s navigator model and the
Performance  Prism.  Others  recommend  that  the  results  sections  of  business
excellence models should be used to generate a balanced set of performance
measures.
There are a number of challenges that are faced when designing an effective Performance Measurement System, these include the following:
•    How to measure non-financial performance
•    What measures to choose and why
•    How to use them - what to do with the results
•    Who should be responsible for using the results
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•    How and to whom, to communicate the results
•    The resources needed to consider the above and design and deploy the
measurement system
There are other major requirements that an Organisation needs to consider before
an effective performance measurement system can be designed or installed. Apart
from lower level measures that may be vital for the operation of processes, all
measures need to be chosen to support the attainment of specific performance or
behavior identified by the organization’s leaders as important or necessary to work
towards the organisational goals. This being the case, there must be clearly defined
goals/objectives and strategies chosen to reach them before measures can be
chosen  to  support  their  attainment.  Similarly  the  key  processes,  drivers  of
performance, and  the core competencies required by employees  need to be
identified before effective performance measurement can be achieved.


PERFORMANCE APPRAISAL
People differ in their abilities and their aptitudes. There is always some
difference between the quality and quantity of the same work on the same job being done by two different people. Therefore, performance management and performance appraisal is necessary to understand each employee’s abilities, competencies and relative merit and worth for the organization. Performance appraisal rates the employees in terms of their performance.
Performance appraisals are widely used in the society. The history of
performance appraisal can be dated back to the 20th century and then to the
second world war when the merit rating was used for the first time. An
employer evaluating their employees is a very old concept. Performance
appraisals are an indispensable part of performance measurement.
Performance appraisal is necessary to measure the performance of the
employees and the organization to check the progress towards the desired goals
and aims.

Approaches to Performance Development or Methods of
Performance Appraisal

Performance appraisal - Traditional approach
Traditionally,  performance  appraisal  has  been  used  as  just  a  method  for determining and justifying the salaries of the employees. Than it began to be used a tool for determining rewards (a rise in the pay) and punishments (a cut in the pay) for the past performance of the employees.
This approach was a past oriented approach which focused only on the past performance of the employees i.e. during a past specified period of time. This approach did not consider the developmental aspects of the employee performance i.e. his training and development needs or career developmental possibilities. The primary concern of the traditional approach is to judge the performance of the organization as a whole by the past performances of its employees.
Therefore, this approach is also called as the overall approach. In 1950s the
performance appraisal was recognized as a complete system in itself and the
Modern     Approach to performance appraisal was developed.

Performance appraisal - Modern approach
The modern approach to performance development has made the performance
appraisal process more formal and structured. Now, the performance appraisal is
taken as a tool to identify better performing employees from others, employees’
training  needs,  career  development  paths,  rewards  and  bonuses  and  their
promotions to the next levels.
Appraisals have become a continuous and periodic activity in the organizations.
The results of performance appraisals are used to take various other HR decisions
like promotions, demotions, transfers, training and development, reward outcomes.
The modern approach to performance appraisals includes a feedback process that
helps to strengthen the relationships between superiors and subordinates and
improve communication throughout the organization.

The modern approach to Performance appraisal is a future oriented approach and is developmental in nature. This recognizes employees
as individuals and focuses on their development.

The various methods and techniques used for Performance appraisal can be categorized as the following traditional and modern methods

Traditional Methods of Performance Appraisal:

1. ESSAY APPRAISAL METHOD
This traditional form of appraisal, also known as “Free Form method” involves a
description of the performance of an employee by his superior. The description is

an evaluation of the performance of any individual based on the facts and often
includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator.

2. STRAIGHT RANKING METHOD
This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation.
3. PAIRED COMPARISON
A better technique of comparison than the straight ranking method, this method
compares each employee with all others in the group, one at a time. After all the
comparisons on the basis of the overall comparisons, the employees are given the final rankings.

4. CRITICAL INCIDENTS METHODS
In this method of Performance appraisal, the evaluator rates the employee on the
basis of critical events and how the employee behaved during those incidents. It
includes both negative and positive points. The drawback of this method is that the
supervisor has to note down the critical incidents and the employee behavior as and
when they occur.
5. FIELD REVIEW
In this method, a senior member of the HR department or a training officer
discusses and interviews the supervisors to evaluate and rate their respective
subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors’ personal bias.
6.CHECKLIST METHOD
The rater is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.
7. GRAPHIC RATING SCALE
In this method, an employee’s quality and quantity of work is assessed in a graphic
scale indicating different degrees of a particular trait. The factors taken into
consideration include both the personal characteristics and characteristics related to
the on-the-job performance of the employees. For example a trait like Job
Knowledge may be judged on the range of average, above average, outstanding or
unsatisfactory.


8. FORCED DISTRIBUTION
To eliminate the element of bias from the rater’s ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal
distribution curve. The rater chooses the appropriate fit for the categories on his
own discretion.
Modern Appraisal Method

1.MBO:

The concept of ‘Management by Objectives’ (MBO) was first given by Peter
Drucker in 1954. It can be defined as a process whereby the employees and the
superiors come together to identify common goals, the employees set their goals to
be achieved, the standards to be taken as the criteria for measurement of their
performance and contribution and deciding the course of action to be followed.
The essence of MBO is participative goal setting, choosing course of actions and
decision making. An important part of the MBO is the measurement and the
comparison of the employee’s actual performance with the standards set. Ideally,
when employees themselves have been involved with the goal setting and the
choosing the course of action to be followed by them, they are more likely to fulfill
their responsibilities.
THE MBO PROCESS

Reward Management 

Reward management involves the analysis and effective control of employee remuneration and covers salary and all benefits. It assesses the nature and extent of rewards and the way they are delivered as well as considering their effect on both the Organisation and staff.
Cornwell consultants take a holistic approach to reward management, treating every element of reward as an investment. We help assist organisations to review each part of reward to determine:
•    Its purpose
•    An organisation’s ‘return’ on investment
•    The most appropriate areas for investment
Working closely with IDS our consultants have access to one of the largest private and public sector salary databases  in the country. This association and our involvement with strategic remuneration bodies helps our consultants identify and advise on emerging trends and practices in addition to establishing appropriate levels of pay at national and regional levels. We also conduct bespoke salary surveys focusing on specific sectors or roles.


Leadership
Definition:
“Leadership is the factor that helps individuals and groups to achieve the goal. It is the process of influencing and supporting employees or others to work enthusiastically toward achieving the objectives”.
“Leadership is the process of influencing people to direct their efforts towards the attainment of some particular goal or goal

A grievance is a wrong or hardship suffered, which is the grounds of a complaint.
Grievance Procedure
Grievance procedure is a formal communication between an employee and the
management designed for the settlement of a grievance. The grievance procedures differ from organization to organization.
1. Open door policy
2. Step-ladder policy
Open door policy: Under this policy, the aggrieved employee is free to meet the top executives of the organization and get his grievances redressed. Such a policy works well only in small organizations. However, in bigger organizations, top management executives are usually busy with other concerned matters of the company. Moreover, it is believed that open door
policy is suitable for executives; operational employees may feel shy to go to top management.
Step ladder policy: Under this policy, the aggrieved employee has to follow a step
by step procedure for getting his grievance redressed. In this procedure, whenever
an employee is confronted with a grievance, he presents his problem to his
immediate supervisor. If the employee is not satisfied with superior’s decision,
then he discusses his grievance with the departmental head. The departmental head
discusses the problem with joint grievance committees to find a solution. However,
if the committee also fails to redress the grievance, then it may be referred to chief
executive. If the chief executive also fails to redress the grievance, then such a
grievance is referred to voluntary arbitration where the award of arbitrator is
binding on both the parties.

GRIEVANCE PROCEDURE IN INDIAN INDUSTRY
The 15th session of Indian Labor Conference held in 1957 emphasized the need of
an established grievance procedure for the country which would be acceptable to
unions as well as to management. In the 16th session of Indian Labor Conference,
a model for grievance procedure was drawn up. This model helps in creation of
grievance machinery. According to it, workers’ representatives are to be elected for
a department or their union is to nominate them. Management has to specify the
persons in each department who are to be approached first and the departmental
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heads who are supposed to be approached in the second step. The Model
Grievance Procedure specifies the details of all the steps that are to be followed while redressing grievances. These steps are:

STEP 1: In the first step the grievance is to be submitted to departmental
representative, who is a representative of management. He has to give his answer within 48 hours.
STEP 2: If the departmental representative fails to provide a solution, the
aggrieved employee can take his grievance to head of the department, who has to give his decision within 3 days.
STEP 3: If the aggrieved employee is not satisfied with the decision of
departmental head, he can take the grievance to Grievance Committee. The
Grievance Committee makes its recommendations to the manager within 7 days in the form of a report. The final decision of the management on the report of
Grievance Committee must be communicated to the aggrieved employee within three days of the receipt of report. An appeal for revision of final decision can be made by the worker if he is not satisfied with it. The management must
communicate its decision to the worker within 7 days.
STEP 4: If the grievance still remains unsettled, the case may be referred to voluntary arbitration.
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HRD

HUMAN RESOURCE DEVELOPMENT

INTRODUCTION :

HRD is a process in which the employees of an organization are continuously helped in a planned way to acquire or sharpen their capabilities and to develop their general enabling capabilities as individuals so as to perform various tasks and functions associated with their present and future expected role

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 organisations 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 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 organisations 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 organisational environment and used of the organisations 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 announcement and implementation of economic libations. Trends toward market economy are move 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. Organisations to be dynamic growth oriented and fast changing should develop their human resources. It is 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 need less 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 as a people oriented concept the questions of people be developed in the larger or national context or in the smaller organisational context is it different at the macro level.

HRD can be applied both for the nation level and organisational 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 organisations view HRD

as synonymous to paining and development. Any organisations in the country renames heir 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 defined HRD 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 on HRD. The define HRD is the organisational 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 organisational development purposed.

iii. Development an organisational culture in which superior subordinals retations hip, term work and collaboration among subunits are strong will-having, motivation and pride employee.

HUMAN RESOURCE DEVELOPMENT FRAME WORK

Recent economic peralization announced by government of India lend forwards market and economic and started creating more dynamic environment in India then ever before HRA plays a significatn 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 organisational 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 planfor 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 future development. These base factors influence the analysis

of roles of employees as individual as membe of terms and organisations, 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.

Process of HRD :  Identification of Inputs

Analysis of Rolls as

Individual

Member of Teams

Member of Organisation

Potential Appraisal

Performance Appraisal

Employees Present Capabilities and

potentialities

Capabilities to be acquired

input skills, knowledge, values behaviour etc.

Forecasting manpower needs based on

HRD

Recruitment   &   selection   based   on

HRD

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 oppurtunities 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.

A SCHEMATIC REPRESENTATION OF HUMAN RESOURCES DEVELOPMENT SYSTEM IN LARSEN AND TOUBRO LIMITED

Manpower Planning	Critical Attribute	Industrial Relation
1. Forecast manpower	Analysis	1.	Recruitment &
needs based on the policies	1. Determine the	placement.
and strategies of the ****	technical skills required	2.	Job analysis
etc.	for each job, list them.	3.	Supervision
2. Determine the  adequacy	2. Determine the	4.	Wage administration
of current manpower	behavioural skills	5.	Trade Union matters
resources in relation to	required for each job,	6.	Job redesigning
future needs.	list them.
3. Complete manpower	3. Determine the
planning based on forecast,	managerial and other
internal search and	skills required for each
manpower audit.	job, list them.
	4. Develop indicators of
	each of the attributes
	and valid methods of
	assessing and measuring
	them.

Selection & Placement	Feedback and								Training
Use the criteria and	counselling								1.	Assess training needs of
measures developed for	1.	Give		critical			and		different groups of
selection procedures and	supporting feedback.								employees.
placements.	2.	Discuss			with		the		2.	Search available outside
	employee the difference								training facilities.
	between		his		self		rating		3.	Develop in co. training
	by	the	immediate						strategy including pre-
	superior.								training and post training
	3. Discuss the steps the								activities.
	employee			can		take		for	4.	Prepare training packages
	improvement.								and modules.
									5.	Organise specific
									programmes as welfare
									general development
									programmes with own and
									outside resources.
									6.	Evaluate training efforts.

Reinforcement and		Performance		Organisation
advancement		appraisal		Development
1.	Promotion	1.	Help employee in	1.	Organisation diagnosis
2.	Salary review	self-appraisal.		2.	Team building.
3.	Salary administration	2.	Review his	3.	Task force
4.	Rewards and	performance in relation		4.	Other structural and
punishment		to the objectives and		process intervention like
		other behaviours.		role development, job
		3.	Check review done	enrichment, job re-
		by the supervisors		designing etc.
		4.	Send summary
		information for central
		storage and use

Date storage &	Potential appraisal					Career  development  and
processing	1.	Make	thorough			career planning
1. Maintain systematic	potential		appraisal		of	1. Make new employee
information about the	the employee once in 3					aware of the general phases
individual emp: history,	years.					of their development in the
characteristics,	2.	Appraise		the		company.
performance record,	potential		of	the		2. Plan with senior
potential record,	employee annually.					employees career paths.
promotion, other						3. Plan development and
promotion, other records,						coping strategies with
additional qualification,						employees showing limited
remarkable achievements,						potential.

salaries etc.

Supply files to deptt. whenever solicited for counselling, career planning, training etc.

Design data cars for computers

Monitor feeding in an out of the data.

Process data for research

on trends etc.

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 is most valuable asset of the organisation.

2. 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.

3. It emphasis on the development and best utilization of the capabilities of individuals in the interest of the employees and organisation.

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.

It tries to develop comprehence at individual, interpersonal, group and organizational level to meet organizational 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 examining identify employee needs and meeting them to the best possible extent.

It is a continuous and systematic learning process. Development is

life, long process which never ends.

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.

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.

It is a long term approach. There is no short cut to HRD.

It requires common understanding between people, industry, trade unions and government.

It is required at all levels . It stresses that there is constant need of retraining and development of people to adapt to new technologies.

It provides possibilities for training. It stresses that on the job training, is better than class room training.

It depends upon needs of the industry. HRD assists in meeting the objectives of individuals as well as organization. So, pace of growth of HRD depends upon the industry's needs.

OBJECTIVES OF HUMAN RESOURCE DEVELOPMENT

The main objectives of HRD are as follows:

To develop the capabilities and comprehences of human resources in relation to the present job.

To develop capabilities and competencies, of human resources in relation to their expected future role.

To build up competencies at individual interpersonal , group and organisational levels to meet the individual and organisation goals.

To help the development of people and their maximum utilization

in the interest of society and nation.

To help the employees to plan their career.

To develop team spirit and interpersonal relation among employees in the organization.

To providing the employees a climate for job enrichment, opennes,, innovation, increawed communication etc.

To motivate the employees for their contribution by suitable rewards.

To ensure the availability of competent and committed people to occupy key position at higher level.

To achieve better organization (OD) system so that organization can respond to changes effectively.

To develop a suitable human resource information system to objective data on employees / HR.

To increase organizational effectiveness i.e. higher productivity, lower costs, more profits, better organization image.

To develop an organizational culture.

BENEFITS OF HUMAN RESOURCE DEVELOPMENT

Human resource development now-a-days a days is considered as the key to higher productivity better relahons and greater profitability for any organisation appropriate HRD provides unlimited benefits to the concerned organisation. 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 organisations.

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.

An environment of must and respect can be created with the help of human resource development.

Acceptability towards change can be created with the help of HRD. Employees found them selves better equipped with problem solving capabilities.

5. It improves the all round growth of the employees. HRD also improves term spirit in the organisation. They become more open in their behaviour. This, now values can be generated.

6. It also helps to create the efficiency culture in the organisation. It leads to greater organisational effectiveness, resources are property 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 alievement while performing their jobs.

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 benifits in every organisation. So, the importance of concept of HRD should pre – recognised and given a place of eminence, to face the present and future challenges in the organisation

PRE-REQUISITES OF EFFECTIVE HUMAN RESOURCE

DEVELOPMENT

Human resource development facilitates development of an enabling culture in an organisation. Enabling culture means creating an environment where employees are motivated to take initiative and risk, they feel enthused to experiment, innouation 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 an Individual in relation to his present job and future rule. This can be done only by having a 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 organisation at all levels. By adopting his approach top management can better utilise the capabilities of the

available work force and creating must among the people of the organisation.

Communication System and Feedback:

A success-mentation also depends on proper communication and fredback system. A p[roper 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 veliable feed balk system should be structured.

Conditions for Growth and Development:

Human resources are the most important arrests in the organisation. They can be developed to an unlimited extent. For that a wealthy organisational elimate (epenness, frust, couaboration ) should be developed. The progress of the company must be hearted with the employees, their efforts should be appreciated and recognised 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 weathly 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.

Proper Utilisation of Human Resource Skill:

HRD must try to make proper utilisation of available and potential human resource skills. Manpower planning and right sizing of human resources may be used for his purpose.

Decentralisation:

There should be proper system of Involvement of persons at all levles of management. If the proper importance is given to each person this creates the since of belongings and commitment among the worker. Although major polity decisions, may be centralised but other important decisions should be made with the involvement of various subordinates.

A balanced approach should be maintained in the centralisation and decentralisation.

So, by adopting the above-requesting even ordinary people can produce extra ordinary results. The people in the concern it self grow and help the organisation to realise their goals and progress.

Human Resource Development and Organisational Effectiveness:

Human resource development is a process, which is linked to organicational 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 organisational effectiveness. Prof. T.V. Rao has developed a model which explains the interrelationship between human resource development instruments process, at comes and organisational effectiveness.

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 un instrument.

II. Human Resources development processes and human resources development (climate variables.

III. Human resources development out comes variables. IV. Organisational effectiveness.

A Schematic Presentation of linkage between HRD instruments, Porcesses, out comes and organisational effectiveness.

HRD   Mechanism	HRD   Process   &   HRD	HRD   out   comes	Organisational
or Sub systems or	limake variables	variably	Effectiveness
Instruments			Dimensions
*   HRD	* Role Clarity  * More		* Higher
Department		competent	productivity
		People
* Performance	* Planning of	* Better
appraisal	Development by every	development-
	employee	Roles
* Review,	* Awarness of	* Higher work	* Growth and
Discussion Feed	comptencies	commitment	Diversification
back,	required for Job	& Job
counselling	performance	Involvement
sessions
* Role Analysis	* Proactive on	* Bether problem	* Cost
Exercise	entation.	solving.	Reduction
* Potential	* More Trust  * Higher job		* Most Profits
Development		satisfaction &
Exercise.		work motivation
* Training  * Collaboration &		* Better	* Better
	Team work	organisational	Image.
		health
* Communication * Authenticity  * Most Team-		work synergy
		respect poreach
		other.

Policies  * Openness

Job Rotations * Risk-taking

OD Exercises * Value Generation

Rewards * Clarification of

	norms & standard
* Job enrichment	* Increased				Other   Factors  Environment,
Programmes	communication				technology   resources
* Other	*Most objective				availability history, Nature	of
					Business etc.
Mechanism	rewards
		* Generation of	objective

data on  employees

Personnel Policies, Top management styles, investment on HRd top management's commitment History, Previous culture line manager's interest ect.

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 organisation to develop desired human resource development climate and improve organisational 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.

HRD Department.

Performance appraisal

Review, Discussion, Feed back, counseling sessions.

Rate Anlysis Exercise.

Polential Development Exercise.

Training.

Communication Policies.

Job Rotations

OD Exercise

Rewards.

Job Enrichment Programmes.

(l) Other Mechanisms.

HRD mechanism in sub systems should be periodically reviewed to ensure check whether if has resulted in developing desired HRD climate or not.

Some of the Important human resource development instruments art explained in detail as under:

(a) Performance Appraisal:

Performances is measured lerns 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 organisation to evaluate the present position, strength and weakness of its human resources. It helps the organisation to assess where it stands in terms of

its completeness of the human resources required of different levels, of the organisational hierarchy as against desered/expleted level of human resources requirement. It also aims at idecutifying 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 furture level of effurt 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 movementum. The recent years further achieving human 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 approsal 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 organisation 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 cation and 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 counselling to the employee's. Counselling 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 behaviour, interaction and sentiments for an individual possessing an assigned job. Role analysis is a process. It aims at defining 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.

Career Planning:

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 analyse 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 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  results		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, marketsf and challenges. In simple words, 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:-

Diagnosis / identification of the problem.

Planning strategy to introduce change.

Use intervention:

OD practioners, consultaants changes agents may be consulted. Organization development may use various intervention such as sensitivity training, managment by objective programs, survey feedback, management grid etc.

iv) Evaluating implementation change:

According to Edwin B. Flippq "OD is a planned and calculated attempt to a attain some specific goals such as :

Decision making on the basis of competence

Creatively resolving conflicts

Maximizing collaborations

Increasing commitment and a sense of ownership

Increasing the degree of interpersonal trust and support

Creating a climate in which human growth, development are a natural part of the enterprises daily operation and;

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;

Extinsic reward, and

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, recognization as an individual etc. Better rewards helps to achieve HRD goals . Most

of the successful organizations try to provide a combination of intrensic 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 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.

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-	Confron-	Trust Auto-	Pro-	Authen-	Collabo-	Experi-
ness	tation	nomy	action	ticity	ration	mentation

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:-

a) HRD mechanism are 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 feedack, counselling session help in building trust and better senior subordinate relations. Role analysis exercises result in role clarity in the organization. Training and potential development exercise have proactive orientation. Job enrichment is a deliberals 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 the these outcome variables. To sum up, the situation of human resource development outcomes in the matrix is explained as under:-

HRD outcomes are the result of HRD climate and processes.

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.

An organization with competent and committed workers is likely to be more effective.

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:

Training makes people more competent. They develop new skills, knowledge and attitudes.

There is greater clarity of norms and standards . People become better aware of the skills required for job performance and the

expectations which other members of their role set have from them.

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.

People develop great trust and respect for each other. They become more open in their behaviour. Thus, new values come to be generated.

There is great collaboration and team work which produces synergy effect.

There is  greater   readiness  on  the part  of   employees  to  accept

change.  They find themselves  better   equipped  with problem   –

solving capabilities.

Lot of useful and objective data on employees are generated which fulfill human resource planning.

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 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.

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:

Estimation of present and future requirements and supply of human resources based on objectives and long range plans of the organization.

Calculation of net human resource requirements based on present inventory of human resources.

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.

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.

Creation / identification of new sources of applicants.

Stimulating the candidates to apply for jobs in the organization.

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:

Framing and developing of application banks.

Creating and developing valid and reliable testing techniques.

Formulating interviewing techniques.

Checking of references

Setting up of medical examination policy and procedures.

Line managers decision

Sending of letters of appointment and rejection.

Employing the selected candidates who report for duty.

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:

Counselling of the functional managers regarding placement.

Correcting misplacements, if any.

vi) Induction and orientation:

Induction and orientation are the techniques by which a new employee is rehabilitated in the charged surroundingly and introduced to the practices policies, purposes and people etc. of the organization. They include:-

Acquaint the employee with the company philosophy , objectives, policies, market share, social and community standing, company history, culture etc.

Introduce the employee to the people with whom he has to work such as peer, superiors and subordinates.

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