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HUMUN RESOURCE DEVLOPMENT

HUMUN RESOURCE DEVLOPMENT. THE CONCEPT HUMAN RESOURCE DEVELOPMENT IN THE ORGANIZATION CONTEXT IS THE PROCESS BY WHICH EMPLOYEES IN AN ORGANIZATION ARE HELPED ,IN A CONTINUOUS AND PLANNED WAY,TO :

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HUMUN RESOURCE DEVLOPMENT

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  1. HUMUN RESOURCE DEVLOPMENT

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

  3. 2 DEVELOP THEIR GENERAL CAPABILITIES AS INDIVIDUALS AND DISCOVER AND EXPLOIT THEIR OWN INNER POTENTIALS FOR THEIR OWN AND ORGANIZATIONAL DEVELOPMENT PURPOSE . 3 DEVELOP AN ORGANIZATIONAL CULTURE IN WHICH SUPERIOR -SUBORDINATE RELATIONSHIPS, TEAM WORK AND COLLABORATION AMONG SUB-UNITS ARE STRONG AND CONTRIBUTE TO THE PROFESSIONAL WELL- BEING ,MOTIVATION,AND PRIDE OF EMPLOYEES.

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

  5. HRD MECHANISMS OR SUB-SYSTEMS • PERFORMANCE APPRAISAL • POTENTIAL APPRAISAL AND DEVELOPMENT • FEEDBACK AND PERFORMANCE COACHING • CAREER PLANNING • TRAINING • ORGANIZATION DEVELOPMENT (OD) • OR RESEARCH AND SYSTEMS DEVELOPMENT • REWARDS • EMPLOYEE WELFARE AND QUALITY OF WORK LIFE • HUMAN RESOURCE INFORMATION

  6. THE CONTRIBUTION OF HRD SUB-SYSTEMS TO DEVELOPMENT DIMENSION DEVELOPMENT DIMENSIONS HRD SUB-SYSTEMS INDIVIDUAL TRAINING CAREER PLANNING POTENTIAL APPRAISAL AND DEVELOPMENT FEEDBACK COACHING REWARDS INDIVIDUAL IN THE PRESENT ROLE PERFORMANCE APPRAISAL TRAINING rewards FEEDBACK AND PERFORMANCE COACHING

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

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

  9. OCTAPACE CULTURE • OPENNESS • CONFRONTATION • TRUST • AUTHENTICITY • PROACTION • AUTONOMY • COLLABORATION • EXPERIMENTING

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

  11. ROLE OF LINE MANGERS • HRD IN SMALL SCALE SECTOR • HRD IN SERVICE SECTOR • EVALUATING HRD EFFORTS • TOP MANAGEMENT SUPORT • CLEARITY OF PURPOSE • INTEGRATION WITH ORGANIZATIONAL STRATEGYAND HRD STRATEGY

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

  13. STRUCTURE TO THE SYSTEM • ESTABLISHING THE IDENTITY OF HRD • ENSURING THE RESPONSIBILITY OF THE FUNCTION • BALANCING DIFFERENTIATION AND INTEGRATION • ESTABLISHING LINKAGE MECHANISMS • DEVELOPING MONITORING MECHANISMS

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

  15. PLANNING FOR THE EVOLUTION OF HRD -GEOGRAPHICAL PHASING -VERTICAL PHASING -FUNCTIONAL PHASING - SOPHISTICATION PHASING

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