Completed HRD

1.
1 Introduction:
Human resource development in the organizational context is a process by which the employees of an organization are helped in a continuous, planned way to: (a) acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; (b)develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organizational development processes; and (c) develop an organizational culture in which supervisor-subordinate relationships, team work and collaboration among sub units are strong and contribute to the professional well-being, motivation and pride of employees. The positive HRD climate renders the existing systems more effective and makes the organizations more receptive to the introduction of relevant additional system. Organizations differ in the extent to which they have these tendencies. Some organizations may have some of these tendencies, some others may have only a few of these and a few may have most of these If we need to find a way to develop employees in order to become effective contributors to the goals of an organization, we need to have a clear view of what an effective contribution would look like. The use of personal capacities can be very helpful in describing the way in which an effective employee should operate and behave, but there can be no general prescription of an effective employee. Effectiveness will differ with organizational context, and on whose perspective we are adopting. The matter of what, finally, makes an effective employee is a combination of personality, natural capabilities, developed skills, experience and learning. The process of enhancing an employees present and future effectiveness is called development.
1.2 Objectives of the study

To identify the nature of HRD system in the organization. To measure the effectiveness of Training Programmes implemented and Performance Appraisal techniques used in the organization. To analyze the prevailing practices of workers participation in Management and study the relation between Management and Employees.
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1.3 Scope of the Study

The scope of the study is to understand the present Human Resource Development Climate adopted in the organization and how Dr. Reddys Foundation can enhance the performance of employees by adopting better climate. The study is extended only to the respondents working in the Dr. Reddys Foundation, Hyderabad. It does not cover all the employees working in Dr. Reddys Foundation. The study covers only some of the levels in the organization. The HRD Climate studied includes GENERAL CLIMATE and OCTAPACE CLIMATE. This study also helps the organization to make necessary changes in their working climate.
1.4 Need of the Study

A congenial HRD climate is extremely important for the ultimate achievement of the business goals. In the Indian context, type of organization influences the culture prevalent in the organization. The present study aims to see the effect of the HRD Climate, as perceived by middle level managers, on their Organizational Commitment. HRD Climate is the human environment in which the employees work in an organization. It is an outcome of the favorableness or unfavourableness with which the HR practices followed by the organization are perceived. This is turn affects employee behavior and work attitudes like Organizational Commitment
1.5 Period of the Study

The time period of the study is from 21st March, 2011 to 21st May, 2011 i.e., 60 days.
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1.6 Research Methodology

Research design used for the study is descriptive research. Descriptive research study include surveys and fact finding enquires of different kind which helps the researchers to describe the present situation that makes the analysis about the HRD climate for the employees easily and helps to reach the objectives.
1.6.1 Primary data

The primary data was collected from the selected employees with the help of questionnaire.
1.6.2 Secondary data

The secondary data were also collected from firm's internal records, text books, and internet.
1.7 Sample Size

The sample size was taken 60 employees at Dr. Reddys Foundation.
1.8 Sample Technique

Stratified random sampling procedure would be followed to select the respondents. A required data would be collected through a schedule. The sample size is 50 and the schedules had been given to the employees in Dr. Reddys Foundation.
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1.9 Review of Literature

HRD is concerned with the provision of learning and developmental opportunities that support the achievement of business strategies and improvement of organizational team individual performance (Armstrong and Baron 2002) HRD Climate is an integral part of organizational climate. It is the perception the employees can have on the developmental environment of an organization. The developmental climate will have the following characteristics (Rao&Abhram, 1986): 1. A tendency at all levels starting from the top management to the lowest level to treat the people as the most important resources. 2. A perception that developing the competencies in the employees is the job every manager. 3. Faith in capability of employees to change and acquire new competencies at any stage of life. 4. A tendency to be open in communication and discussion rather than being secretive 5. Encouraging risk taking and experimentation 6. Making efforts to help employees recognize their strengths and weaknesses through feedback. 7. A general climate of trust 8. Team spirit 9. Tendency to discourage stereotypes and favoritism 10. Supportive personnel policies 11. Supportive HRD practices include performance appraisal, reward management, potential development, job rotation and career planning.
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Banu (2007) conducted study in public sector Cement Corporation in Tamil Nadu and found that sound HRD climate is necessary for the success of the public sector undertakings. Srimannarayana M, (2007) conducted a study in local bank of Dubai and found that a good HRD climate was prevalent in the organization. He found out the differences in the perception of employees regarding the HRD climate on the basis of demographic variables. Mufeed & Gurkoo,(2006) attempted to study whole gamut of HRD climate in universities and other equivalent higher level academic institutions by eliciting employee perceptions on HRD climate for which the university of Kashmir, Srinagar is selected as the main focal point of study. Mufeed S.A, (2006) examined the HRD climate in major hospitals. The result indicated the existence of poor HRD climate in the hospitals. Venkateshwaran, (2002) made a study in a public sector undertaking in India and found that to a large extent, a favorable HRD climate was prevalent in the organization Bharadwaj & Mishra, (2002) examined the HRD climate in private sector organization. The result has shown the existence of good HRD climate in the organization. The managers were satisfied with the HRD policies and practices of the organization.
1.10 Limitations of the study

The project report carries with it few limitations, on which the accuracy of the text written will depend. The first and foremost limitation is regarding the sources of information. The information contained has been obtained from sources believed to be reliable and in good faith, but which may not be verified independently. The second limitation is that some of the calculations are based on certain assumptions considered appropriate.
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Using several statistical tools derives the estimates. Hence the findings obviously carry all the limitations of the statistical tools used. Same sets of data from different sources are different. Since not all the data are available from a single source, an attempt has been made to standardize the data wherever required, which is essential to maintain uniformity throughout the project.
The aggregate figures for various parameters are subject to exclusion or inclusion of various constituent variables. While sincere efforts are made to ensure the absence of mismatch, the extent to which this can be done is limited.
One more important limitation occurred while conducting questionnaire is that most of the respondents had either missed it or many hadnt returned it or many hadnt filled it particularly. So to derive actual data becomes impossible based on those questionnaires.
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Dr. Reddys Foundation (DRF)

Organization Background Dr. K Anji Reddys brainchild Dr. Reddys Foundation was set up in the year 1996. DRF, A non-profit organization funded by Dr. Reddys Laboratories has grown into one of the biggest Corporate Social Organizations in India today. It focuses on Poverty alleviation and has been successful to achieve sustainable living for the economically underprivileged youth. Dr. Reddys Foundation is said to be the social arm of Dr. Reddys Laboratories. DRF strives to create sustainable livelihoods by providing quality opportunities for learning for the marginalized youth through its innovative programs. Dr.Reddy said The Foundation had become the laboratory for catalyzing reproducible, sustainable and innovative experiments for social change. DRF has set an example for the rest of corporate India to emulate. Dr. K. Anji Reddy is the Founder-Chairman of Dr. Reddy's. Under Dr. Anji Reddy's leadership, Dr. Reddy's Laboratories has become a pioneer and a trendsetter in the Indian Pharmaceutical industry. He started DRL with a nominal investment of Rs.25 lakhs. Within less than 20 years DRL has become a gigantic enterprise competing with the socalled multinational pharmaceutical companies such as Glaxo, Pfizer, Smith klime Becham etc. It turned the Indian bulk drug industry from import-dependent in the mid80s to self-reliant in the mid-90s and, finally, into the export-oriented industry that it is today. Dr. Reddy's been the first company to begin drug discovery research in India in 1993 and has led the industry in turning from 'copycats' into innovators. Dr. Reddy's was listed on the New York Stock Exchange in April 2001, the first non-Japanese Asian pharmaceutical company to be listed on the NYSE. The present Revenue of the company is 1,331.2 Million U.S. dollars. DRFs Mission To empower under-privileged youth through sustainable livelihoods DRFs Values
Quality We pursue excellence in whatever we do Integrity
We practice honesty and transparency in our actions under all circumstances
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Respect for the Individual Innovation and Continuous Learning Collaboration and Teamwork Frugality
We value every individual who we work with and for - nurturing an inclusive and trusting culture We foster a culture of innovation and learning to continuously respond to the changing social and livelihood needs We seek to collaborate and work together with all stakeholders to enhance value of all that we deliver We believe that we must make every rupee spent count for the larger mission and practice frugality as a way of life
DRF Programs
The many innovative programs of DRF are as follows: Micro Entrepreneurs in Sanitation (MES) In 1996, DRFS first project was the MES where the main purpose was to improve upon the sanitation in urban areas by encouraging community participation in the cleanliness and sanitation program. The Foundation trained few street dwellers and rag pickers and made them employable by the Municipal Corporation. This gave them a source of income in addition to the responsibility of keeping residential localities free from garbage. This project started in Hyderabad and successfully scaled up to 10 other cities/ towns in Andhra Pradesh in collaboration with UNICEF. Child and Police Program (CAP) CAP Program started in 1997 as a joint venture with the Hyderabad City Police to offer full-time quality education to all children at risk and to provide support to improve their living conditions. Eg: Out-of-school children like working, exploited, poor and marginalized minority children. The foundation designed special learning programs by setting up bridge schools for young children. After the basic education in the bridge schools the children were enrolled in Government schools identified by the Foundation and the state education department.
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Livelihood Advancement Business School (LABS) LABS helps young adults (18-35) from economically weak backgrounds acquire the required livelihood and social skills in an environment of learning and mentoring so that they get a fair opportunity to assimilate into the competitive job market. LABS give them livelihood and soft skills in an environment of interactive learning and mentoring that develops their inherent capabilities. LABS targets young adults from the lowest strata of the society with an aim to help them acquire skills that would enable them to get jobs. LABS successfully operate in more than 100 centers across India. 2, 01,572 youths have been trained till date across various LABS centers in India. LABS Curriculum The LABS Curriculum is extensively prepared in consultation with Industry experts. The various subjects/domains under the LABS Training program are IT Enabled Services, Business Process Outsourcing, IT Essentials, Automobile Mechanism, Multi Skilled Technicians, Beside Patient Assistants, White Goods Servicing, Customer Relations and Sales, Hospitality, Micro Irrigation, Machine Operations, Pre-Primary Teacher Training. LABS follow a structured and systematic approach to execute these programs for the aspirants. Livelihood Mapping- LABS courses are set up by mapping a particular areas employability potential. This is done by knowing more about the areas economy, culture, natural resources, labor market, etc. Curriculum Development- Training courses are decided after thorough Focus Group panel discussions and interactions by Industry Experts. Road shows/ Counseling- Local partners, Municipal bodies, self help and LABS alumni assists in Road shows and help the program reach the truly deserving. Interest Inventory- Interest Inventory is designed to map the candidates interest/likes in the category of Realistic/investigative/artistic/social/enterprising/conventional areas so that they are honed to maximum advantage. Induction Module- Induction helps the candidate to be conversant with LABS processes. Technical Training- This includes on-the job training, Projects, Assignments and field visits where the candidate is continuously evaluated. Individual Youth Development Plan- This Plan helps the candidate to realize his/her strengths and to capitalize on it.
Work Readiness Module- This Module helps the candidate to prepare their resumes, face interviews, adapting to the work environment and work-life balance. Placement- Entry level jobs in respective fields are made available and candidates with entrepreneurial skill-set and assisted in setting up micro-enterprises. Organizations like Pantaloons, Honda, HSBC, HDFC Bank, Pizza Hut, Westside, Lifestyle etc have hired LABS aspirants. Post-Placement Advancement- Alumnis progress at work is continuously monitored to assess the effectiveness of LABS curriculum, identify gaps etc which helps in the planning of new programs. B2Y Networking- This provides a platform for the candidates to network with prospective employers and identifies suitable placement avenues for them.
LABS Association
Over the years, the LABS model has emerged as an important ingredient of the poverty alleviation programs of the Central Government, as well as several State Governments across the country.
With funding and infrastructure support provided by the government, DRF has implemented several LABS projects on the basis of creating a targeted number of sustainable livelihoods in each state.
Brief profiles of LABS projects currently operational in association with the Government of India and State Governments are given here:
Government of India Grameen LABS Funded by the Ministry of Rural Development (Government of India) under the Swarnajayanthi Gram Swarozgar Yojana (SGSY) for creating rural livelihoods, the Grameen LABS project was piloted in six states in India : Bihar, Gujarat, Jammu & Kashmir, Rajasthan, Tamil Nadu and Uttar Pradesh. Patterned on the pilot program, the Grameen LABS project is now being scaled up in all other states across India .
SGSY-NABARD LABS Under Swarnajayanthi Gram Swarojgar Yojana (SGSY), DRF runs a LABS program in association with National Bank for Agriculture and Rural Development (NABARD), for demand-driven skill development of disadvantaged youth in Sultanpur and Rae Bareli districts of UP, with grant support from Ministry of Rural Development, Government of India. Government of Andhra Pradesh
IKP LABS Employment Generation and Marketing Mission (EGMM) has been set up by the Government of AP to address unemployment among the economically and socially disadvantaged youth in a public-private partnership mode. EGMM is the implementing agency for the jobs component of Indira Kranthi Patham (IKP), a World Bank-funded project in association with Society for Elimination of Rural Poverty (SERP). In partnership with EGMM, DRF runs IKP-LABS to impart market-oriented, demand-driven vocational training programs for poor youth.
IKP-Urban (UPADHI) LABS In association with Mission for Elimination of Poverty in Municipal Areas (MEPMA), DRF runs IKP-Urban (UPADHI) LABS centers in several municipalities across Andhra Pradesh, with the objective of eliminating urban poverty. The project is funded by the Government of India under the Swarna Jayanthi Shahari Rozgar Yojana (SJSRY) and Rajiv Udyog Sree (a program of the Government of Andhra Pradesh).
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Corporation of Chennai LABS Under an MoU with the Corporation of Chennai, DRF has launched LABS centers for delivering livelihood advancement training to 360 economically disadvantaged students. The training is being delivered in three batches at the Corporations Community Colleges.
Government of West Bengal
SHG LABS To assist women SHGs in West Bengal to market their products effectively, the Department of Panchayat and Rural Development (Government of West Bengal) and DRF have come together to give them training in soft skills, communications skills, sales techniques, computer basics and Communicative English. One LABS center is currently operational at Rajarhat (North 24 Parganas District).
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Corporate Partnerships
The LABS model has catalyzed several citizen-community-corporate partnerships towards creation of replicable livelihood models. DRF has been working in association with scores of likeminded partners from the corporate sector to help it implement the LABS program in various states across the country. Some of these corporate partners have even taken the LABS program forward with their own need-based variations. Current LABS projects operating with corporate partners are given below:
Michael & Susan Dell Foundation MSDF LABS With a mission for transforming the lives of youth living in urban poverty, DRF in association with Michael and Susan Dell Foundation (MSDF) launched the LABS program in 47 cities to provide employability skills to 36,000 youth and placing them suitably in various industries. Accenture Accenture LABS Under an MoU with Accenture, DRF is providing demanddriven livelihood training and placement assistance for 250 Below the Poverty Line (BPL) youth in Chennai. The project will also provide entrepreneurship training for selfemployment initiatives. Cisco Cisco Networking Academy Cisco has set up a Networking Academy that imparts on-line e-learning that cuts across geographic, socio-economic, racial and ethnic barriers to education and advancement. Under the LABS program, the Academy conducts a globally certified IT Essentials course that provides training in basic hardware, software and network operating systems to disadvantaged youth, enabling hem to get good entry-level positions as technicians and hardware engineers, as well as in Marketing, Sales and BPO services.
Confederation of Indian Industry Young Indians CII - Yi LABS In association with Confederation of Indian Industry Young Indians (CII-Yi), DRF currently runs LABS programs in Pune and Mumbai. The long-term objective is to set up LABS programs in partnership with CII-Yi chapters all over the country. DRF sensitizes various community agencies, civic authorities, citizen groups and industry representatives to become stakeholders and actively contribute to the process.
Quality Education Programs

Education to be made accessible to deprived children is the main motive behind these Programs.
SCOPE- School Community Partnership in education

The SCOPE initiated in 1999, strategizes to bring children of all age groups into mainstream education in association with schools and communities. A program for Enrichment of School Level Education (PESLE) with support from Aga Khan Foundation started as the first initiative of SCOPE. The children mainstreamed into government schools were noticed to be not- at-par with their peers .As a result, DRF continued the SCOPE program with focus on preparing out-of-school children for the formal education system before entry. SCOPEs current activities are educating the children of migrant construction workers and the community based learning centers (YUVA-Youth Learning Centers) for the school drop-outs aged between 13-17. YUVA offers academic, counseling and jobrelated training programs and specifically designed curriculum to ease children into the culture of the formal education system.DRF coaches 250-500 school dropouts every year to appear for the Class X Board examinations of the Government of AP. Kallam Anji Reddy Vidyalaya (KARV Campus) set up in 2001 at Chandanagar (Hyderabad) has over 1500 students from KG to Class X and offers SSC Syllabus of the Government of AP .The medium of instruction being Telegu and English. Specific need of every student is catered and the ones who lag behind are provided special remedial programs. Students are encouraged to join government/private junior colleges after their Xth exams and those failed are given intensive coaching to help them pass in subsequent attempts. 287 students appeared for the Class X exams that were held in March-April 2008.
The Board of Intermediate Education (Government of AP) has instituted various twoyear vocational courses for students who have cleared the Senior Secondary Certificate (SSC) / Class X Board Examination. The Kallam Anji Reddy Vocational Junior College, which was set up in September 2002 at Chandanagar (Hyderabad), offers courses as Automobile Engineering Technician, Computer Science & Engineering, Computer Graphics and Animation and Hotel Operations DRF in Hyderabad has set up the Pudami Neighborhood Schools to mandate education for all. Recognizing the importance of an English medium education and the competitive world, the Foundation has started Pudami Primaries in the vicinity of bigger neighborhood schools catering to urban poor and low income groups. They provide preprimary education to the age group of 3 to 8 within the local neighborhood before the children can be integrated into a more mainstream system. As per date the enrollments in the 29 Pudami Primaries and 4 Pudami Neighborhood Schools are 4767 and 1434 respectively. Success Stories The hard work and the innovative ideas of DRF have brought a social change in the society. These programs have profoundly changed the direction and texture of peoples lives. Ramana was 10 when he came to DRF. A newspaper delivery boy then and the first aspirant of LABS works with Data Tree as a Data Analyst and leading a team. He is doing well in his career and personal life. Rahul Eknath Kharade of Hingnigada village was working as a casual laborer in a nearby factory and was struggling for livelihood. He met the DRF Field workers in a meeting organized by the farmers club. They encouraged him to set up his own enterprise by helping him to get a contract from Suguna Poultry and even got his loan sanctioned from the District Central Co-operative Bank. DRF gave a new direction to his dream and today he is the proud owner of his poultry farm. Jahangir Khan of Golkonda had lost all hope for his life. He is presently in Cherlapally jail where he is serving his sentence. LABS gave him a new direction and a chance to see life differently. With the technical and the life skills he acquired through LABS, he dreams of having his own company and employ some people. Jitendra, after his metric worked at his fathers tea stall. He had to quit his studies due to the financial situation of his home. He was with no job until he heard about the LABS Security services course.This not only carved a way for him to earn a living for himself but also his family. After completion of his course he was selected by a security services
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company, Knight Watch Pvt Ltd and now works at the International Airport and draws a monthly salary of Rs.5000. The list goes on.
A hope for all DRF was born out of anger, as said by Dr.K Anji Reddy. Whatever the reason might be DRF has not only changed the lives of lakhs but has given them a source of living. A strong commitment followed by anger has transformed the face of the economically disadvantaged Indians giving them a hope for survival. DRF with its innovative initiatives has altogether taken society to a new level and strives to impact more lives in the near future. Its success is truly noteworthy. The obsession of Dr.K.Anji Reddy of creating livelihoods has paid off well. DRF CAP and LABS Programs has attracted wide media attention, thus spreading the message of corporate social responsibility. It exemplified the change that could be brought in the lives of the underprivileged through corporate initiatives. Dr. K Anji Reddy sets an ambitious target of creating one million livelihoods by 2010. With DRF showing the path and many other corporate joining the bandwagon for social change, corporate social responsibility seem to have found a new meaning in corporate India. Are we ready to take up the challenge? Awards and Recognition Dr. Reddys Laboratories was conferred the Corporate Social Responsibility Award at the CNBC TV18s Indian Business Leaders Awards (IBLA) 4 Dec 2009, New Delhi DRF receives Economic Times Corporate Citizen of the year 2008 Award 17 January 2008, Mumbai The Annual Spring Award by the American India Foundation May 2008, NYC
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HUMAN RESOURCE DEVELOPMENT
INTRODUCTION: The human resource is the most significant and the only active factor of the production. All over the factors like capital, materials, buildings, plant & machine etc. remain inactive unless there are competent people to utilize them for producing goods & services desired by the society. Human brain which is he creation of nature has limit less energy to think and art. The goal of achieving, greater quality and higher productivity depend on the skill of the people. Developing human resource, upgrading their skills and extending their knowledge and competencies would lead to organizational development. Therefore, human resource development is the key to entangling the effecting utilization of intellectual, technological and entrepreneurial skills of human resource The concept of Human Resource Development is comparatively of recent origin and is now used at both macro and micro levels. At the macro level human resource development is the core of all developmental efforts in the sense the organizational level human resource development connotes the improvement in the quality of managers and workers so as to achieve greater quality and higher levels of productivity. However are shall concentrate on the micro view of Human Resource Development and study the mechanisms and processes of Human resource development. Significance of Human Resource Development: As stated earlier the term human resource refers to the knowledge skills, creative abilities, talents, aptitude, values and believes of an organizations workforce. The most important aspects of human resources are aptitudly values attitudes and beliefs. But in given situation if these vital aspects remain same, the other aspects of human resource like knowledge, skill, creative abilities and talents play an workforce. However enhancement of utilization value of human resource depends upon improvement of the
human resource aspects like skill, knowledge, creative liabilities and talents and moulding of other aspects like, values, beliefs aptitude and attitude in accordance with the changing requirements of groups, organisation and society at large. This process is the essence of human resource development improves the human resource development improves the utilization values of an organisation. The effective performance of an organisation depends not just on the available resources but its quality and conference as required by the organisation from time to time. The difference between two nations largely depends upon the level of quality of human resources.
Similarly, the difference in the level of performance of two organizations also depends on utilization value of human resources. Moreover the efficiency of production process and various area of management depend to a greater extent on the level of human resources development.
HRD assumes significance on view of the fast changing organizational environment and used of the organizations to adopt new techniques on order to respond to the environmental changes. The changes environmental factors include.
Unprecedented increase in competition within and outside the country consequent upon the enouncement and implementation of economic libations. Trends toward market economy are more prevalent in most of the countries including the while communist countries
These trends towards marketing economy resulting in severe competition not only among the industries in the globe but also industries within the nation. This competition allows only the industries *** in all respects to continue in the market and the other industries are forced to withdraw from the market. The vitality of human resources to a nation and to industry depends upon the level of its development. Organizations to be dynamic growth oriented and fast changing should develop their human resources. It is
needless to say that the organisation possessing competent human resources grow faster and can dynamic. Through the positive personnel policies and programmes motivation the employees, but their commitment and loyalty but these effort cannot keep the organisation dynamic and fast changing. It is needless to say that the organisation possessing competent human resources grow faster and can dynamic. Though the positive personnel policies and programmes motivation the employees, but their commitment and loyalty but these efforts cannot kept the organisation dynamic and fast changing.
THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT HRD is mainly concerned with developing the skill, knowledge and competencies of people and it is people oriented concept when we call it is a people oriented concept when we call it as a people oriented concept the questions of people be developed in the larger or national context or in the smaller organizational context is it different at the macro level.
HRD can be applied both for the nation level and organizational level. The concept of HRD is not yet we conceived by various authors though they have defined the term from their approach as it is of recent origin and still is in the conceptualizing stage. It is an understanding of the terms; i.e. new or rather was new. HRD is not training and development. But many personal manager and organizations view HRD as synonymous to paining and development. Any organization in the country renames their training departments as HRD departments. Some educational institutions starting awarding degrees and diplomas in HRD even though the concept in HUF yet crystal clear. The concept of HRD was formally introduction by Leonard Nadlering 1969 in a conference organized by the American society for frainent and development. Leonard Nadler 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 organizational context as a process by which the employees of an organisation are helped in a continuous, planned way to:-
i.
Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles.
ii.
Development their funeral capabilities as individual and discover and exploit their own inner potentials for tour own and /or organizational development purposed.
i.
Development an organizational culture in which superior sub ordinals relationship, team work and collaboration among subunits are strong willhaving, motivation and pride employee.
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HUMAN RESOURCE DEVELOPMENT FRAME WORK
Recent economic polarization announced by government of India lend forwards market and economic and started creating more dynamic environment in India than ever before HRA plays a significant and crucial role in market economics under dynamic environment human resource development should be effective for the candidate who do not possess potentials to perform present and future roles in organizational in dynamic environment.
HRD to be effective should essentially have a strong base of human resource planning, recruitment and selection based on effective un effective HRD requirement. These part features enable the organisation to develop its Human resources efficiently human resources planning for HRD should plan for human resources not only for the present and future jobs but also role, futures, human resource, planning should plan for potentialities. Recruitment for HRD refers to searching for prospective employee having skill, and also for development and motivates them to apply for jobs.
Selection for HRD refers to designing the selection techniques like written test, selection test, interview etc. fit for selection the candidate suitable for future development. These base factors influence the analysis of roles of employees as individual as member of terms and organizations, along with the ever changing environment. The positive base factors exert portative influence on the analysis of role vice versa is true in case of negative facture.
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PROCESS OF HRD: Identification of Inputs
Analysis of Rolls as -
Individual Member of Teams Member of Organization
Forecasting manpower needs based on HRD
Recruitment & selection based on HRD
Potential Appraisal Performance Appraisal Employees Present Capabilities and potentialities Capabilities to be acquired Input skills, knowledge, values behavior etc.
Analysis of roles employees as individuals, number of ****** and number of organization helps the positive base factors exert portative influence on the analysis of role vice versa is true in case of negative facture. Analysis of roles of employees as individuals, members of and members of organizations helps the organizations know the member present capabilities and potential. Future performance appraisal and appraisal techniques help to evaluate the present capabilities, performance and potentials more accurately. Organizations plans including the plan for change, based on environmental opportunities and threats are the based to determine organizational requirement,. In turn are the based to determine the future requirement of various roles in the organization. The difference between the employees present capabilities and future role requirement are the human resource to be acquired and development. Organization requirement in turn are the based to determine the future requirements of various roles in the organization. Human resources to be acquired and developed are determined in terms of skills, knowledge, abilities, values aptitude, beliefs, commitment etc. Suitable technique is of human resource development is / are to be selected depending upon the resource to be acquired and developed. These techniques include performance appraisal potential appraisal, training, management development organizational development. Career planning and development, worker participation in management quality circles and social and spiritual programmers. The outcomes of HRD are four-fold, viz. to the organization, t o the individuals, to the groups and to the society. HRD benefits the organization by developing the employees and make them ready to accept responsibilities, welcome change, adapt to change, enables the implementation of the programmes of total quality management maintenance of sound human relations, increase in productivity and profitability. The HRD, also benefits the individuals, in allowing of potentials, increase informations, fulfilling their needs and enhancing social and psychological status. The HRD helps the groups in the form of increase in cooperation, increase in collaboration and team effectiveness. Further, it helps the society in the form of developing human resources and increased contribution of human resources to the society.
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FEATURES OF HUMAN RESOURCE DEVELOPMENT
The essential features of human resource development can be listed as follows:1. Human resource development is a process in which employees of the organizations are recognized as its human resource. It believes that human resources are most valuable asset of the organization. 2. It stresses on development of human resources of the organization. It helps the employees of the organization to develop their general capabilities in relation to their present jobs and expected future role. 3. It emphasis on the development and best utilization of the capabilities of individuals in the interest of the employees and organization. 4. It helps in establishing / developing inter-personal relations. It stresses on developing relationship based on helps trust and confidence. 5. 6. It promotes team spirit among employees. It tries to develop competencies at the organization level. It stresses on providing healthy climate for development in the organization. 7. HRD is a system. It has several sub-systems. All these sub systems are inter related and interwoven. It stresses on collaboration among all the sub-systems. 8. It aims to develop an organization culture in which there is good, senior subordinate relations motivation quality and sense of belonging. 9. It tries to develop competence at individual, interpersonal, group and organizational level to meet organizational goal. 10. It is an inter-disciplinary concept. It is based on the concepts, ideas and principles of sociology, psychology, economics etc. 11. It forms on employee, welfare and quality of work life. It tries to examining identify employee needs and meeting them to the best possible extent. 12. It is a continuous and systematic learning process. Development is a life, long process which never ends.
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Mr. Harald Richter, Head, Department of Senior Executives of Bayer AG, has mentioned following eight characteristics relating to HRD:
1.
The people have capabilities to learn. They can be developed by providing them learning opportunities.
2.
Investment, in human resource development can be considered as long term investment. By investing in development of human resources long term refund can be increased.
3.
Human resources can be developed through proper education and training system. HRD is not only the responsibility of the country. Industry will have to play a vital role by stressing on HRD activities.
4. 5.
It is a long term approach. There is no short cut to HRD. It requires common understanding between people, industry, trade unions and government.
6.
It is required at all levels. It stresses that there is constant need of retraining and development of people to adapt to new technologies.
7.
It provides possibilities for training. It stresses that on the job training, is better than class room training.
8.
It depends upon needs of the industry. HRD assists in meeting the objectives of individuals as well as organization. So, pace of growth of HRD depends upon the industry's needs.
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OBJECTIVES OF HUMAN RESOURCE DEVELOPMENT
The main objectives of HRD are as follows:
1.
To develop the capabilities and competences of human resources in relation to the present job.
2.
To develop capabilities and competencies, of human resources in relation to their expected future role.
3.
To build up competencies at individual interpersonal, group and organizational levels to meet the individual and organization goals.
4.
To help the development of people and their maximum utilization in the interest of society and nation.
5. 6.
To help the employees to plan their career. To develop team spirit and interpersonal relation among employees in the organization.
7.
To providing the employees a climate for job enrichment, openness,, innovation, increased communication etc.
8. 9.
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.
10.
To achieve better organization (OD) system so that organization can respond to changes effectively.
11.
To develop a suitable human resource information system to objective data on employees / HR.
12.
To increase organizational effectiveness i.e. higher productivity, lower costs, more profits, and better organization image.
13.
To develop an organizational culture.
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BENEFITS OF HUMAN RESOURCE DEVELOPMENT
Human resource development now-a-days a days is considered as the key to higher productivity better relations and greater profitability for any organization appropriate HRD provides unlimited benefits to the concerned organization. Some of the important benefits are being given here.
1.
HRD makes people more competes HRD develops new skill, knowledge and attitude of the people in the concern organizations.
2.
With appropriate HRD programme people become more committed to their jobs. People are assessed on the bests of their performance by having a acceptable performance appraisal system.
3.
An environment of must and respect can be created with the help of human resource development.
4.
Acceptability towards change can be created with the help of HRD. Employees found themselves better equipped with problem solving capabilities.
5.
It improves the all round growth of the employees. HRD also improves term spirit in the organization. They become more open in their behavior. This, now values can be generated.
6.
It also helps to create the efficiency culture in the organization. It leads to greater organizational effectiveness, resources are property utilized and goals are achieved in a better way.
7.
It improves the participation of worker in the organization. This improves the role of worker and workers feel a sense of pride and achievement while performing their jobs.
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8.
It also helps to collect useful and objective data on employees programmes and policies which further facilitate rather human resource planning.
Hence it can be concluded that HRD provides a lot of benefits in every organization. So, the importance of concept of HRD should pre recognized and given a place of eminence, to face the present and future challenges in the organization.
PRE-REQUISITES OF EFFECTIVE HUMAN RESOURCE DEVELOPMENT
Human resource development facilitates development of an enabling culture in an organization. Enabling culture means creating an environment where employees are motivated to take initiative and risk, they feel enthused to experiment; innovation and they make things happen. To achieve and to create the effect the effect the HRD certain points must be studied and considered seriously for having effective HRD programme so, the following prerequisites are essential
Approach of Top -level management:
The main goal of the HRD is to develop the capabilities o each employee as an Individual in relation to his present job and future rule. This can be done only by having knowledge of capabilities, limitations and problems of the employees of the concern. Obviously this information can be collected by top level measurement by being in touch with the employees at all levels of measurement. Top executives should frequently visit the work place of the workers and spend time with term. So the top- level management must try to know full capabilities and problems of the work force of the organization at all levels. By adopting his approach top management can better utilize the capabilities of the available work force and creating must among the people of the organization.
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Communication System and Feedback:
Success maintenance also depends on proper communication and feedback system. A proper communication should be developed and implemented. It should be such which provide all important information to the employees from the beginning to the end. This system should be formal are well as information is connected with feed balk so the importance of feed balk should be under spool in full and variable feedback system should be structured.
Conditions for Growth and Development:
Human resources are the most important arrests in the organization. They can be developed to an unlimited extent. For that a wealthy organizational climate (openness, trust, and collaboration) should be developed. The progress of the company must be hearted with the employees, their efforts should be appreciated and recognized by giving them rewards promotions, incentives etc. Their excellence should be rewarded in an appropriate and acceptable way. At the same time punishment can also be given. If required in normal or exceptional circumstances so a balanced environment among all these should be maintained, so as to create the conditions for development of workers.
Investment in HRD Programme:
There are to success. The maintenance of a wealthy working climate and the development of its human resources is very complicated process. So to ensure the desired results the top level management and HRD professionals must invest proper time, funds and energy in each. The top level management must clear the path, create a development climate and help the employees to realize their potential.
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Proper Utilization of Human Resource Skill:
HRD must try to make proper utilization of available and potential human resource skills. Manpower planning and right sizing of human resources may be used for his purpose.
Decentralization:
There should be proper system of Involvement of persons at all levels of management. If the proper importance is given to each person this creates the since of belongings and commitment among the worker. Although major policy decisions, may be centralized but other important decisions should be made with the involvement of various subordinates. A balanced approach should be maintained in the centralization and decentralization.
So, by adopting the above-requesting even ordinary people can produce extra ordinary results. The people in the concern itself grow and help the organization to realize their goals and progress.
Human Resource Development and Organizational Effectiveness:
Human resource development is a process, which is linked to organizational effectiveness. There are many instruments of Human Resource Development. These Human Resource Development resource development climate and processes such human resource development climate. Should result in move completing satisfied and committed people. Ultimately these HRD outcomes improve organizational effectiveness. Prof. T.V. Rao has developed a model which explains the interrelationship between human resource development instruments process, at comes and organizational effectiveness.
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Prof. T.V. Rao has developed the model presenting the inter-relationship between the following four aspects of human resource development. I. II. Human Resources development mechanism or systems un instrument. Human Resources development processes and human resources development
(climate variables). III. IV. Human resources development out comes variables. Organizational effectiveness.
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A Schematic Presentation of linkage between HRD instruments, Processes, outcomes and organizational effectiveness.
HRD Mechanism or Sub systems or Instruments * HRD Department HRD Process & HRD climate variables * Role Clarity HRD out comes variably * More competent People * Better developmentRoles * Higher work commitment & Job Involvement * Better problem Solving. * Higher job satisfaction & work motivation * Better organizational health * Most Teamwork synergy respect to each Other. Organizational Effectiveness Dimensions * Higher productivity
* Performance appraisal * Review, Discussion Feed back, counseling sessions * Role Analysis Exercise * Potential Development Exercise. * Training
* Planning of Development by every employee * Awareness of competencies required for Job performance * Proactive on Entation. * More Trust
* Growth and Diversification
* Cost Reduction * Most Profits
* Collaboration & Team work * Authenticity
* Better Image.
* Communication
* Policies * Job Rotations * OD Exercises * Rewards * Job enrichment Programmes * Other Mechanism
* Openness * Risk-taking * Value Generation * Clarification of norms & standard * Increased communication *Most objective rewards * Generation of objective data on employees
Other Factors: Environment, technology resources availability history, Nature of Business etc.
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 organization to develop desired human resource development climate and improve organizational effectiveness through human resource development out comes. There are the large numbers of Sub-Systems or instruments that can be used to develop and facilitate human resources development. T.V. Rao has stated the human resource development matrix. It includes the following sub- system. (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) (l) HRD Department. Performance appraisal Review, Discussion, Feedback, counseling sessions. Rate Analysis Exercise. Potential Development Exercise. Training. Communication Policies. Job Rotations OD Exercise Rewards. Job Enrichment Programmes. Other Mechanisms. HRD mechanism in sub systems should be periodically reviewed to ensure check whether it has resulted in developing desired HRD climate or not.
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Some of the important human resource development instruments art explained in detail as under:
(a)
Performance Appraisal:
A performance is measured in terms of results. Performance appraisal is concern with evaluating the present performance/ output of the employees by linking if with for requirements. In indicates the extent to which an employee satisfies fulfills his present job requirements. It's aimed at identification of competency gaps. It enables the organization to evaluate the present position, strength and weakness of its human resources. It helps the organization to assess where it stands in terms of its completeness of the human resources required of different levels, of the organizational hierarchy as against desired/expected level of human resources requirement. It also aims at identifying the improvement potential of its human resources. According to by are and rue, "Performance appraisal not only let the employee know how well he is performing but should also influence her future level of effort activities result and task direction". Similarity Prof. T.V. Rao has rightly stated that performance appraisal system here dual approach (i) Evaluation Approach and (ii) Development approach. Development oriented performance appraisals have gained movement. The recent years further 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 appraisal means
assessment and identification of inherent capabilities i.e. skill, knowledge etc possessed by an employees. This capability of the employee may not be in use at present. Taking into consideration the dynamic rather of the business, development of the new technology, diversification, modernization, increased competition etc. the potential of the available human resources with the organization must be assessed in advance to **** development relates enhancing the employee's potential to accept and responsibility to handle higher position in future. Thus potential development aims at identify action and
development of the potential of employees to occupy key position in further and accept responsibility.
(c)
Feed back and counseling: The performance appraisal/evaluation report of employees may be used an a feedback information. Management may discuss and evaluate the progress of the subordinate with his immediate superior. This review and discussion may serve various purposes. It may help in assessing the need for counseling to the employee's. Counseling can serve various useful purposes. It may help the seniors, to understand the problems of t heir subordi9nates and vice-versa. It can help the employees in setting goals and designing an action plant to meet these goals. It can also help the employees to overcome the problems faced by him and make the best utilization of his strengths.
d)
Role Analysis: The concept of role is broader than that of a job. A job is an assignment of work /fast. Each job calls for a specific set of duties and responsibilities. A role consists of the total pattern of expected behavior, interaction and sentiments for an individual possessing an assigned job. Role analysis is a process. It aims 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.
e)
Career Planning: A career is a sequence of positions occupied by a person during the course of his work life. Edwin B. Flippo states, "A career is a sequence of separate but related work activities that provided continuity, order and meaning in a person's life." Career planning is a process. It helps the employees to plan their career. It encourages the employees to analyze and assess their capabilities and inform them about the career opportunities that are available in the organization. The major focus of career planning is to help the employee's to match their skills and
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abilities to the needs and demand of organization. It aims at providing accelerated career growth opportunities for its efficient and capable employees. So, career planning is a systemic process of determination of the career prospects, career development and career growth of an individual employee. It helps to strengthen human resource development system of the organization.
f)
Training and Development: Training and development are the human resource development instruments or sub-systems used by every organization. The importance of training has increased as a result of fact and constant improvement in the technology. Training is an act of increasing the skill and knowledge of an employee to do a particular job. It aims to increase the efficiency of an employee, for a specific job on the other hand, employee development aims at overall development of the employee. So, most of the organizational believe not only in recruiting the best in the industry but also in developing t heir competence.
g)
Organizational Development: Bennels states "Organization Development (OD) is a complex educational so that they can better adapt to new technologies, markets and challenges. In 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:-
i) ii) iii)
Diagnosis / identification of the problem. Planning strategy to introduce change. Use intervention: OD practioners, consultants changes agents may be consulted. Organization development may use various interventions such as sensitivity training, management by objective programs, survey feedback, management grid etc.
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iv)
Evaluating implementation change: According to Edwin B. Flippo "OD is a planned and calculated attempt to attain some specific goals such as:
(a) (b) (c) (d) (e) (f)
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;
(g)
Developing a communication system characterized by mutual openness in solving organizational problems.
(v)
Rewards: Reward is the compensation to the employees for their services to the organization Rewards are necessary to retain the services of efficient employee, motivate the employee for better performance and to attract capable and efficient potential employees to the organization. Employees must be suitably rewarded for their contribution to the organization. Reward may be;
(i) (ii)
Extrinsic 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, recognition as an individual etc. Better rewards help to achieve HRD goals. Most of the successful organizations try to provide a combination of intrinsic as well as extrinsic rewards to their employees. For instance, ITCs human resources philosophy enables them to deliver high quality performance and reward talent with competitively superior compensation. Similarly, BSES Ltd. confers, "Meritorious Performance Award" to encourage employees to contribute to
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progress, prosperity and growth of organization. So, it motivate the employees to improve their capabilities to become eligible for such intrinsic rewards.
(i)
Job Rotation: Job Rotation is another human resource development mechanism or sub-system. This instrument is the least practiced instrument in the industry. This instrument is used to develop managers and supervisors in an organization. It is a systemic and planned programme of interchanging employees from one job to another for a definite period of time. It enables to develop empathy and understanding of functioning of other departments.
(j)
Job Enrichment: Job enrichment refers to widening the contents of a job. It is a deliberate upgrading of responsibility, scope and challenging in work. It is a process which helps the individual to grow slow and steady. It is based on the belief that employees / workers want more responsibility. The success of job enrichment depends on how effectively it is being implemented by the work groups.
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HRD PROCESS AND HRD CLIMATE VARIABLES
Human resource development mechanism or sub-system or instrument leads to development of desired human resources development climate or process. Human resource development culture is an essential part of the organization climate. HRD (Human Resource Development) culture in the organization. In the words of T.V., Rao, "Human resource development climate is the perception of the employees about the human resources development culture in the organization, "Human resource development experts use the term 'OCTAPACE" to express the important features of human resource, development climate. The salient features of human resource development culture are at presented in the following figure.
O Openness
A Autonomy
P Proaction
A Authenticity
C Collaboration
E Experimentation
Confrontation Trust
Human resource development climate in an organization is reflected by its role, clarity, openness, trust, team work, proactive orientation, planning of development of every employee etc. HRD departments are a sub system in instrument to initiate HRD culture and achieve objectives of HRD.
Human resource development climate and processes are dependent on personnel policies, top management styles, investments on HRD, top management, commitment, line manager's, interest, previous culture etc. To sum up the relationship between human resource development mechanism and human resource development processes and climate can be explained as under:-
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a)
HRD mechanism is most useful instruments / interventions to develop a healthy HRD climate.
b)
HRD instruments are used to develop desired human resource development processes. For instance, performance and potential appraisal help to Arsey and determine the competence required for job performance. Review, discussion feedback, counseling session help in building trust and better senior subordinate relations. Role analysis exercises result in role clarity in the organization. Training and potential development exercises have proactive orientation. Job enrichment is a deliverable exercise of upgrading of risk and responsibility in work-group. OD exercises help to manage change and problems in the organizations. It promotes openness, effective, communication; inter departmental collaboration in the organization. It aims at providing a climate for growth and development.
c)
HRD climate is dependent on human resource development mechanism as well as personnel policies, top management styles etc.
d)
HRD mechanism and personnel policies should be periodically reviewed to create develop desired human resources development climate.
HUMAN OUTCOMES VARIABLES:
Human
resource
development
mechanism
generates
human
resources
development climate and processes human resource development climate and processes human resource development climate and processes generate human resource development outcomes. Thus, human resource development outcome is the result of human resource development mechanism and human resource development processes. Better human resources development climate results in better human resource development outcomes e.g. more competent, satisfied and committed employees. Besides these outcomes, it results in better utilization of internal resources, team work and better organizational health. An organization with competent and satisfied people is likely to be more effective in comparison to an organization, which is low on these outcome
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variables. To sum up, the situation of human resource development outcomes in the matrix is explained as under:-
a) b)
HRD outcomes are the result of HRD climate and processes. Better HRD climate and processes result in more competent, satisfied and committed people.
c) d) e)
HRD processes are many where as HRD outcomes are limited. HRD outcomes generate and determine organizational effectiveness. An organization with competent and committed workers is likely to be more effective.
f)
An organization with poor HRD outcomes is the result of its poor HRD climate poor policies and commitment of its top management. It shows that here is need of improvement in organizational climate and processes.
HRD outcomes include:
1.
Training makes people more competent. They develop new skills, knowledge and attitudes.
2.
There is greater clarity of norms and standards. People become better aware of the skills required for job performance and the expectations which other members of their role set have from them.
3.
People become more committed to their jobs because now there is greater objectivity in the administration of rewards. The data based appraisal system reduces subjectively to minimum. They become more proactive in their orientation.
4.
People develop great trust and respect for each other. They become more open in their behavior. Thus, new values come to be generated.
5. 6.
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.
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7.
Lot of useful and objective data on employees are generated which fulfill human resource planning.
8.
Participation develops in workers a sense of achievement and pride in work.
HRD at Macro and Micro level:

People are the most important assets of the organization. It is not merely a decorative piece in the hardware of an organization. They must be treated as human. The great or big organizations have always had good faith in their man power and their capabilities. So it is very important to get the people who are winner but is even more important to retain those winners due to acceptance of this concept human resource development is in the limelight these days. But the question is what does the HRD means at macro and micro level? The answer to it is not as easy as it seems to be. HRD is essentially treated as a collective human and team efforts directions towards improving of human abilities available in a given environment. It is mainly related with the development of inner potentials of people working with the organization. One more objective of HRD is to develop the innovative or newer capabilities in the people so as to make them competent to face the present as well as further challenges. HRD concept applies to both macro as well as micro level.
MICRO LEVEL:
For any dynamic and growth oriented unit, HRD activities play a very crucial role. In the present fast changing environment, it is like a small wonder for the organization with the help of which a unit can achieve its objective in an effective way. Normally, HRD at micro level performs the task of organization's man power planning, selecting training, performance appraisal, development potential appraisal, compensation, organizational development etc. All these activities collectively provide answer science in the organization. Human resources development's involvement in the all the above stated areas provide advantage to the concern in the form of development man power. Development have is related with the development of new capabilities among the
employees of the concern with this they can achieve and face and present sub and challenges of the future.
MACRO LEVEL:
At the macro level, HRD is related with the development of people and nation as a whole. This takes wealth, capabilities, skill, activities of people which are more useful to the development among them and nations for overall development as well as while calculating the national income indicators like national income, economic planning. In spite of importance of HRD at mass level, it has not achieved more popularity at the national or macro level.
One thing, however, is certain that human resource development is a collective human effort directed towards recognizing and improvising the human abilities available in a given environment. So to achieve the benefit of human resource development it is essential to understand the micro and macro concepts of the human resources development.
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THE FUNCTIONS OF HRD MANAGERS
HRD managers or departments play a crucial role in the organization. They perform a variety of functions. These functions include:
i)
Role Analysis:
The HRD manager should design the wider roles rather than mere jobs based on the organization's present and future needs. The HRD manager should also take into consideration the internal and external environmental factors.
ii)
Human Resource Planning:

The HRD manager, role analysis should plan for the human resource which would meet not only the future organizational requirements but also capable of being developed. The steps in human resource planning include:
a)
Estimation of present and future requirements and supply of human resources based on objectives and long range plans of the organization.
b)
Calculation of net human resource requirements based on present inventory of human resources.
c)
Taking steps to mould change and develop the strength of existing employees in the organization so as to meet the future human resources requirements.
d)
Preparation of action programmes to get the rest of human resources from outside the organization and to develop the human resources of existing employees.
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iii)
Recruitment:
It is the process of searching for prospective employees and simulating them to apply for jobs in an organization. It deals with:
a) b) c) d)
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:
a) b) c) d) e) f) g) h)
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.
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v)
Placement:
It is the process of assigning the selected candidate with the most suitable job. It is matching of employee specifications with job requirements. This function includes:
a) b)
Counseling 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 surrounding and introduced to the practices policies, purposes and people etc. of the organization. They include:-
a)
Acquaint the employee with the company philosophy, objectives, policies, market share, social and community standing, company history, culture etc.
b)
Introduce the employee to the people with whom he has to work such as peer, superiors and subordinates. Mould the employees attitude by orienting him to the new working and social environment.
c)
vii)
Performance appraisal:
It is the systematic evaluation of individuals with respect to their performance on the job and their potential for development, it includes:-
a) b) c) d)
Developing of policies, procedures and techniques. Helping the functional managers. Reviewing and consolidation of reports. Evaluating the effectiveness of various programmes.
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viii)
Training:
Training is a systemic process by which employees learn skills, knowledge, abilities or attitudes to further organizational and personal goals. It includes:
a) b) c) d) (e)
Identification of training needs of the individuals and the company. Developing suitable training programmes. Helping and advising line management in the conduct of training programmes. Imparting requisite job skills and knowledge to employees. Evaluating the effectiveness of training programmes.
ix)
Management Development:
It is the process of redesigning and conducing suitable executive development the
managerial and human relations skills of employees. It includes: (a) (b) (c) (d) (e) Identification of the areas in which management development is needed. Conducting development programmes. Motivating the executives. Designing special de3velopment programmes for promotions. Using the services of specialists, and or utilizing the institutional executive development programmes.
x)
Career Planning and Development:

It is the planning of one's career and implementation of career plans by means of education training, job search and acquisition of work experiences. It includes internal and external mobility.
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xi)
Internal Mobility:
It includes vertical and horizontal movement of an employee within and organization. It consists of transfer, promotion and demotion.
xii)
Transfer:
Transfers and promotions are the two important ways of personnel adjustments.
When employees or demotion, it is simply a transfer. This activity deals with. (a) (b) (c) Development employees and the management on transfers. Guiding employees and the management on transfers. Evaluating the execution of transfer policies and procedures.
xiii)
Promotion:
It deals with upward reassignment given to employees in the organization to
occupy higher position which commands better status and/or pay keeping in view the human resources of the employees and the job requirements. This function covers: (a) (b) (c) Formatting of equitable, fair and consistent promotion policies and procedures. Advising line management and employees on matters relating to promotions. Evaluating the executing of promotion policies and procedures.
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Organizational Climate & HRD Climate
Techniques - Performance appraisal - Training - Management development - Career development - Workers participation - Organization Development - Quality Circles
- Social and Spiritual Development
Human Resources
Development of human resources output: - Skill - Knowledge - Behavior - Values
Outcomes - Individual goals - Team goals -Organization goals - Social Goals
Means - Individual - Team - Family & Friends - Society
PROCESS OF HRD: Techniques and Output
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4.1. The top management believes that human resources are an extremely important resource and that they have to be treated more humanly. Table: 4.1 Satisfaction level Strongly Agree Agree Undecided Disagree Strongly Disagree Total Number of respondents 18 34 6 0 2 60
Source Primary data
Percentage 30 % 56.6 % 10 % 0% 3.4 % 100
60 50 40 30 20 10 0 SA A 18 30 34
56.6
6 UD
10 0 D % of Response 0 2 SD 3.4
No of Respondents
Fig: 4.1 Interpretation: From the above table it determines that 56.6% of employees in the organisation agree that the top management believes Human resources are extremely important resources and hence they are to be treated more humanly.
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2. Development of the subordinates is seen as an important part of their job by the managers/officers here. Table: 4.2 Satisfaction level Strongly Agree Agree Undecided Disagree Strongly Disagree Total Number of respondents 14 32 10 2 2 60
Source Primary data
Percentage 23.3% 53.3% 16.6% 3.4% 3.4% 100
60 50 40 30 20 10 0 SA A 14 23.3 32
53.3
16.6 10 2 UD D % of Response 3.4 2 SD 3.4
No of Respondents
Fig: 4.2 Interpretation: From the above chart it determines that 53.3% of employees believe that there managers give importance towards development of their subordinates as a part of their job responsibilities.
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3. The personnel policies of this organization facilitate employee development.

Table: 4.3 Number of respondents 10
Satisfaction level Strongly Agree
Percentage 16.6%
Agree Undecided Disagree Strongly Disagree Total
34 12 2 2 60
Source Primary data
56.6% 20% 3.4% 3.4% 100
60 50 40 30 20 10 10 0 SA A 16.6 34
56.6
20 12 2 UD D % of Response 3.4 2 SD 3.4
No of Respondents
Fig: 4.3
Interpretation: From the above chart it determines that 57% agree that personnel policies of this organization facilitate employee development and 7% disagree and 20% stand undecided.
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4. The top management is willing to invest a considerable part of their time and other resources to ensure the development of employees
Table:4.4
Satisfaction level Strongly Agree Agree Undecided Disagree Strongly Disagree Total
Number of respondents 8 30 18 4 0 60
Source Primary data
Percentage 13.3% 50% 30% 6.6% 0% 100
Development of Employees
60 50 40 30 20 10 0 SA A UD D % of Response SD No of Respondents 8 13.3 30 18 4 6.6 0 0 30 50
Fig: 4.4
Interpretation: From the above table we can determine that 50% of employees believe that the top management is willing to invest a considerable part of their time and other resources to ensure the development of employees while 30% stands undecided.
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5. People lacking competence in doing their jobs are helped to acquire competence rather than being left unattended.
Table: 4.5
Number of respondents 8 36 12 2 2 60
Source Primary data
Percentage 13.2% 60% 20% 3.4% 3.4% 100
100% 80% 60% 40% 20% 0% SA A No of Respondents UD D % of Response SD 8 36 12 2 2 16.6 60 20 3.4 3.4
Fig: 4.5
Interpretation: From the above table we can determine that 60% of employees agree that people lacking competence in doing their jobs are helped to acquire competence rather than being left unattended while 7% disagree and 20% stands undecided.
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6. Employees in this organization are very informal and do not hesitate to discuss their personal problems with their supervisors.
Table: 4.6 Number of respondents
Satisfaction level
Percentage of Response
Strongly Agree Agree Undecided Disagree Strongly Disagree Total
10 26 16 6 2 60
Source Primary data
16.6% 43.4% 26.6% 10% 3.4% 100
No of Respondents 43.4
% of Response
26 16.6 10 16
26.6
10 2 D SD 3.4
SA
UD
Fig: 4.6
Interpretation: From the above table it is determine that 43.4% employees in this organization are very informal and do not hesitate to discuss their personal problems with their supervisors while 26.6% stands undecided and 13.4% opposes it.
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7. The top management of this organization makes efforts to identify and utilize the potential of the employees.
Table: 4.7
Number of respondents 10 22 18 4 6 60 Source Primary Data
Percentage 16.6% 36.6% 30% 6.6% 10% 100
40 35 30 25 20 15 10 5 0 SA 10 16.6 22
36.6 30
18 10 4 6.6 6
No of Respondents % of Response
UD
SD
Fig: 4.7 Interpretation: From the above table we can determine that 36.6% of employees agree that top management of this organization makes efforts to identify and utilize the potential of them while 30% stands undecided and 17% opposes it.
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8. Promotion decisions are based on the suitability of the promotee rather than on favouritism
Table:4.8
Percentage 16.6% 50% 23.3% 6.6% 3.4% 100
No of Respondents 50
% of Response
30 23.3 16.6 10 14 4 SA A UD D 6.6 2 SD 3.4
Fig: 4.8
Interpretation: From the above table it is determine that 50% of employees agreed that promotion decisions are based on the suitability of the promotee rather than on favouritism while 10% opposes it.
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9. There are mechanisms in this organization to reward any good work done or any contribution made by employees.
Table:4.9
Percentage 16.6% 53.4% 10% 10% 10% 100
60 50 40 30 20 10 10 0 SA 16.6 32
53.4
No of Respondents % of Response 6 10 6 10 6 10
UD
SD
Fig: 4.9 Interpretation: From the above table it determines that 54% of employees agree that the organisation has good mechanism which provides rewards for any good work done or any contribution made by them
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10. Performance appraisal reports in our organization are based on objective assessment and adequate information and not on favouritism.
Table: 4.10
Percentage 16.6% 56.6% 16.6% 6.6% 3.4% 100
60 50 40 30 20 10 10 0 SA 16.6 34
56.6
No of Respondents 16.6 10 4 A UD 6.6 2 3.4 SD % of Response
Fig: 4.10
Interpretation: From the above table it is determine that 57% of employees agreed that performance appraisal reports in the organization are based on objective assessment and adequate information and not on favouritism while 10% opposes it and 17% stands undecided.
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11. Employees are encouraged to experiment with new methods and try out creative ideas.
Table: 4.11
Percentage 13.3% 63.3% 16.6% 6.6% 0% 100
70 60 50 40 30 20 10 0 SA 8 13.3 38
63.3
No of Respondents % of Response 16.6 10 4 A UD 6.6 0 0 D SD
Fig: 4.11 Interpretation: From the above table it is determine that 64% of employees are encouraged to experiment with new methods and try out creative ideas while 17% stands undecided.
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12. When any employee makes a mistake his supervisors treat it with understanding and help him to learn from such mistakes rather than punishing him or discouraging him.
Table: 4.12
Percentage 26.6% 60% 3.4% 6.6% 3.4% 100
70 60 60 50 40 30 20 10 0 SA A UD D SD 16 2 3.4 4 6.6 2 3.4 26.6 36 No of Respondents % of Response
Fig: 4.12
Interpretation: From the above table we can determine that 60% of employees believe that when any employee makes a mistake his supervisors treat it with understanding and help him to learn from such mistakes rather than punishing him or discouraging him while 10% stands disagree.
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13. Employees are sponsored for training programmes on the basis of genuine training needs.
Table: 4.13
Percentage 16.6% 60% 16.6% 3.4% 3.4% 100
70 60 60 50 40 30 20 10 10 0 SA A UD D SD 16.6 10 2 3.4 2 3.4 16.6 36 No of Respondents % of Response
Fig: 4.13
Interpretation: From the above table it is determined that 60% of employees agree that organisation provides training programmes on the basis of genuine training needs while 17% stands undecided.
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14. Employees are encouraged to take initiative and do things on their own without having to wait for instructions from supervisors.
Table: 4.14
Percentage 10% 43.3% 20% 20% 6.6% 100
50 45 40 35 30 25 20 15 10 5 0 SA A UD D SD 6 10 12 12 4 6.6 26 20 20 No of Respondents % of Response 43.3
Fig: 4.14
Interpretation: From the above table it is determine that 44% of employees agree that they are encouraged to take initiative and do things on their own without having to wait for instructions from supervisors while 20% stands disagree and 20% stands undecided.
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15. Delegation of authority to encourage juniors to develop handling higher responsibilities is quite common in this organization
Table: 4.15
Percentage 10% 53.3% 23.3% 10% 3.4% 100
60 50 40 30 32
53.3
No of Respondents 20 % of Response 6 10 2 3.4 D SD 14
20 10 0 SA A 6 10
UD
Fig: 4.15
Interpretation: From the above table we can determine that 54% of employees agree that delegation of authority to encourage juniors to develop handling higher responsibilities is quite common in this organization while 24% stands undecided and 13% opposes it.
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16. When problems arise people discuss these problems openly and try to solve them rather than keep accusing each other behind the back.
Table4.16
Percentage 16.6% 40% 26.6% 13.3% 3.4% 100
45 40 35 30 25 20 15 10 5 0 SA 10 16.6 24
40
26.6 No of Respondents 16 8 2 3.4 13.3 % of Response
UD
SD
Fig: 4.16
Interpretation: From the above table we can determine that 40% of employees agree that when problem arises people discuss their problems openly and try to solve them rather than accusing each behind the back but 17% of employees opposes it and 24% stands undecided.
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17. This organization ensures employee welfare to such an extent that the employees can save a lot of their mental energy for work purposes.
Table: 17.1
Number of respondents
4 30 16 6 4
Percentage
6.6% 50% 26.6% 10% 6.6%
60 Source: Primary data
100
60 50 50 40 30 30 20 10 0 SA A UD D SD 4 6.6 16 6 10 4 6.6 26.6 No of Respondents % of Response
Fig: 17.1
Interpretation: From the above table it is determined that more than 50% of employees agree that the organisation ensures employee welfare to such extent that the employees can save a lot of their mental energy for work purposes while 17% stands disagree and 27% stands undecided.
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18. Job-rotation in this organization facilitates employee development.

Table: 18.8
Number of respondents
4 36 14 4 2
Percentage
6.6% 60% 23.4% 6.6% 3.4%
60 Source Primary Data
100
70 60 60 50 40 30 20 10 0 SA A UD D SD 4 6.6 14 4 6.6 2 3.4 36 No of Respondents 23.4 % of Response
Fig: 18.8
Interpretation: From the above table it is determined that more than 60% of employees agree that job-rotation in this organization facilitates employee development while 10% opposes and 24% stands undecided.
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Findings & Analysis

1. Most of the employees in the organisation agree that the organizational polices are helping them to develop their career and help them to grow. 2. Employees in the organisation ensure that the top management invests a considerable time and other resources for the development of employees. 3. Most of the employees agree that the organisation has good inter personal relationship with their superiors. 4. Few of the employees agree that the organisation makes efforts for identifying and utilizing the potential of them. 5. Majority of the employees believe that the organisation has good reward mechanism. 6. Most of the employees conclude that the organisation prepares appraisal reports based on the objective assessment and adequate information. 7. Majority of the employees in the organisation agree that top management motivates and guide them in their work rather than discouraging. 8. Most of the employees in the organisation have freedom to exercise the work by them rather awaiting for their supervisors instructions. 9. Most of the employees agree that organisation ensures in assisting them with good welfare activities. 10. Most of the employees in the organisation in the organisation agree with the training activities conducted by the top management and believe that these activities help them to acquire competence.
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CONCLUSION:
Climate is the atmosphere that employees perceive and it is created in their organization by practices, procedures and rewards. A sound climate is the long-time proposition. HRD climate is an important key to employees' satisfaction, motivation and performance. In this study, the type of culture existing in the Dr. Reddys Foundation and employees perception of the organizational culture has been studied. The study reveals that there is uniformity of perception about various attributes of organizational culture among the employees of Dr. Reddys Foundation. Though the employees have different educational qualifications and varying years of experience, their perception about organizational processes are uniform and positive. If the suggestion are implemented it would create a further conductive climate for the organization to achieve its objectives effectively
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SUGGESTIONS:
Programs must be organized to help the employees to identify their strengths and weakness so that they can improve their performance in future. Manual work should be reduced, so that executive employees can more concentrate in their core job. Sizeable numbers of employees do not agree that the promotions are made on the suitability of the promotee. This requires remedial action. For this purpose it is suggested that personnel department must meet the employees in groups and explain the criteria used for promotion. This will also provide an opportunity to personnel department to identify the reasons for dissatisfaction among employees about the promotional policies.
Efforts must be made for greater social interaction among employees in the form of competitions, annual days etc., so that it will be helpful in building an informal atmosphere which will be conducive for organizational growth.
Few employees doubt the utility of training programs. They have expressed their opinion-that many employees do not take training program seriously. It is suggested that training plans are to be reviewed in consultation with the employees and suitable modifications must be made in the content of the training program. This will help the employees in taking greater interest in training programs.
The management should also encourage its employees in taking initiatives in problem solving on their own. The Departments should develop constructive towards each other.
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HRD CLIMATE SURVEY Dear Sir/Madam I Harika.Viswanatham, pursuing my MASTERS IN BUSINESS ADMINSTRATION (HR) in Padmasri. Dr.B.V.Raju Institute of Technology. I am conducting a study on the analysis of HRD Climate Survey. Can you please spare few minutes to answer the following questions? Name: - Gender: - .. Designation:- Age:-
Email-id:-
1. The top management believes that human resources are an extremely important resource and that they have to be treated more humanly. a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 2. Development of the subordinates is seen as an important part of their job by the managers/officers here. a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 3. The personnel policies of this organization facilitate employee development a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 4. The top management is willing to invest a considerable part of their time and other resources to ensure the development of employees a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 5. People lacking competence in doing their jobs are helped to acquire competence rather than being left unattended.
a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 6. Employees in this organization are very informal and do not hesitate to discuss their personal problems with their supervisors. a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 7. The top management of this organization makes efforts to identify and utilize the potential of the employees a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 8. Promotion decisions are based on the suitability of the promotee rather than on favouritism a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree. 9. There are mechanisms in this organization to reward any good work done or any contribution made by employees a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 10. Performance appraisal reports in our organization are based on objective assessment and adequate information and not on favouritism. a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 11. Employees are encouraged to experiment with new methods and try out creative ideas. a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 12. When any employee makes a mistake his supervisors treat it with understanding and help him to learn from such mistakes rather than punishing him or discouraging him a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 13. Employees are sponsored for training programmes on the basis of genuine training needs. a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree
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14. Employees are encouraged to take initiative and do things on their own without having to wait for instructions from supervisors a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 15. Delegation of authority to encourage juniors to develop handling higher responsibilities is quite common in this organization a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 16. When problems arise people discuss these problems openly and try to solve them rather than keep accusing each other behind the back. a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 17. This organization ensures employee welfare to such an extent that the employees can save a lot of their mental energy for work purposes. a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree 18. Job-rotation in this organization facilitates employee development. a) Strongly agree b) agree c) undecided d) Disagree e) Strongly disagree
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BIBLIOGRAPHY Books:
HRD Missionary by T.V.Rao Human Resource Management by Ashwathapa. C.B.Mamoria, Personnel Management, Himalaya publishing house, 1999. Bhagoliwal T.N, Personal Management and Industrial Relations. III Edition, Sahitya Bhawan, 1993. Luthans Fred, Organizational behavior, Seventh Edition, McGraw-Hill International editions. L.M.Prasad, organizational Behavior, third edition, Sultan Chand & Sons.
WEB SITES:
References www.drreddys.com www.drreddysfoundation.org www.financialexpress.com www.thehindubusinessline.com www.business-standard.com
www.citehr.com
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Completed HRD

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1.

1.2 Objectives of the study

1.3 Scope of the Study

1.4 Need of the Study

1.5 Period of the Study

1.6 Research Methodology

1.6.1 Primary data

1.6.2 Secondary data

1.7 Sample Size

1.8 Sample Technique

1.9 Review of Literature

1.10 Limitations of the study

Dr. Reddys Foundation (DRF)

Quality We pursue excellence in whatever we do Integrity

We practice honesty and transparency in our actions under all circumstances

Government of West Bengal

Quality Education Programs

SCOPE- School Community Partnership in education

HUMAN RESOURCE DEVELOPMENT

HUMAN RESOURCE DEVELOPMENT FRAME WORK

PROCESS OF HRD: Identification of Inputs

Individual Member of Teams Member of Organization

Forecasting manpower needs based on HRD

Recruitment & selection based on HRD

FEATURES OF HUMAN RESOURCE DEVELOPMENT

OBJECTIVES OF HUMAN RESOURCE DEVELOPMENT

The main objectives of HRD are as follows:

To develop an organizational culture.

BENEFITS OF HUMAN RESOURCE DEVELOPMENT

PRE-REQUISITES OF EFFECTIVE HUMAN RESOURCE DEVELOPMENT

Approach of Top -level management:

Communication System and Feedback:

Conditions for Growth and Development:

Investment in HRD Programme:

Proper Utilization of Human Resource Skill:

Human Resource Development and Organizational Effectiveness:

* Growth and Diversification

* Cost Reduction * Most Profits

* Collaboration & Team work * Authenticity

HRD MECHANISMS OR HRD SUB-SYSTEMS OR HRD INSTRUMENTS

(a) (b) (c) (d) (e) (f)

Developing a communication system characterized by mutual openness in solving organizational problems.

Extrinsic reward, and Intrinsic reward

HRD PROCESS AND HRD CLIMATE VARIABLES

HUMAN OUTCOMES VARIABLES:

HRD outcomes include:

Participation develops in workers a sense of achievement and pride in work.

HRD at Macro and Micro level:

THE FUNCTIONS OF HRD MANAGERS

Human Resource Planning:

Counseling of the functional managers regarding placement. Correcting misplacements, if any.

Induction and orientation:

Career Planning and Development:

Organizational Climate & HRD Climate

Development of human resources output: - Skill - Knowledge - Behavior - Values

Outcomes - Individual goals - Team goals -Organization goals - Social Goals

Means - Individual - Team - Family & Friends - Society

PROCESS OF HRD: Techniques and Output

Percentage 30 % 56.6 % 10 % 0% 3.4 % 100

Percentage 23.3% 53.3% 16.6% 3.4% 3.4% 100

16.6 10 2 UD D % of Response 3.4 2 SD 3.4

3. The personnel policies of this organization facilitate employee development.