Functions of hrd
- 2. Introduction :- HRD is the framework for helping employees develop their personal and organizational skills, knowledge and ablities. A set of systematic and planned activities designed by an organization or HR department to provide its members with the necessary skills to meet current and future job demands.
- 3. Theoretical Aspects :- The Human Resources (HR) concept has undergone significant changes in how it is viewed as a capability in modern industry. The study of HR is fraught with disagreement regarding its origin as well as laden with discourse on the implications for contemporary management. Drucker (1954) created the term “human resources” in his seminal work The Practice of Management and focused on its use as a function in managing operations, managing managers, and directing people in their work. Academicians and practitioners alike herald the common mantra that people are the most irreplaceable asset of any organization inasmuch as human persons are responsible for the decision making that occurs at all levels of the organization, including “managing cash flow, making business transactions, communicating through all forms of media, and dealing with customers”
- 4. The organization is a constitution of all the talent, time, energy, creativity, expertise, potential, and intelligence of its members. Developing a solid understanding of human resources can facilitate innovation and flexibility as the organization negotiates factors of the external environment such as government regulation, technology, economic transition, customer perceptions, news media, and supplier relationships. For the majority of the 20th century, HR was principally a functional area within the organization, performing the necessary tasks to manage the human capital in order to maintain staffing levels and ensure the continuous operations of the firm. In the traditional, authority- and productivity- driven organizations of the recent past, this HR role served the somewhat singular purpose of sustaining the workforce in order to meet production goals of the firm.
- 5. As organizations have evolved from less production- driven to more employee-centric, the role of HR in modern organizations has shifted in terms of its utility and influence to the firm overall. As such, the purpose of HR has subsequently changed from the predominately functional role of human capital management to the more strategic role of developing and maintaining a dynamic, knowledgeable, and progressive career-oriented staff. This latter role can be operationalized, for the purposes of this discussion, as Human Resource Development (HRD). Nadler (1970) defined HRD as “a series of organized activities conducted within a specified time and designated to produce behavioral change” and Desimone, Werner, and Harris (2002) reflect the contemporary application of HRD as “a set of systemic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands”
- 6. No longer singularly concerned with production output as the chief operating metric, contemporary businesses have learned that the growth and development of the people which comprise their workforces is integral to success. Beginning with work reform and regulation starting in the 1970s, HR has become responsible for more important aspects of the growth of the organization, such as manager development and assistance with strategic planning (Jacoby, 2004). As stated by Kaufman (1993), “Whereas human relations had led managers to emphasize the improvement of interpersonal relations and social conditions in the plant through techniques such as sensitivity training, human resource management encouraged firms to focus on practices and techniques that promoted employee development, such as job enrichment and pay for knowledge” . This growth from that of managing personnel to managing the development of human capital is the essence of the evolution of HRD.
- 7. The purpose of this paper is to present a literature review which describes the evolution of HR from its inception as the personnel administration utility of the company to its current HRD role as a partner that helps to develop employees as strategic assets and grow firms into dynamic, high-performance organizations. The discussion that follows will highlight the current literature which provides a description of how this evolution has occurred over time, as well as how it mirrors the overall progression of the organizational paradigm from traditional to developmental. Next, critical issues with respect to the current state of HRD will be addressed, further illuminating both the current facts and details as well as the future areas of interest surrounding this topic. This paper will then conclude with a summary examination of the literature regarding how HRD can be leveraged by the modern high-performance organization to meet the strategic challenges of the current competitive business landscape.
- 8. • Human Resource Development (HRD) – Functions • The important functions of human resource development (HRD) are as follows: 1. Performance Appraisal 2. Employee Training 3. Executive Development 4. Career Planning and Development 5. Organisational Change and Development 6. Involvement in Social and Religious Organisations 7. Involvement in Quality Circles 8. Involvement in Worker’s Participation in Management.
- 9. • The following is the brief explanation of the above cited functions: 1. Performance Appraisal: Employees’ performance appraisal or merit-rating is an important function of the HRD. This is necessary for the HRD to assess the relative efficiency of various workers as reflected in their performance of their jobs. While job evaluation is concerned with the rating of the job to be performed, performance appraisal or merit-rating is concerned with the rating of the workers on their jobs. HRD has to perform this function to analyse and classify the differences amongst the workers vis-a-vis job standards. 2. Employee Training: The next function of the HRD is to provide proper training to its employees or workers. Training is the act of increasing the knowledge and skills of an employee for doing a particular job. Training is considered to be the corner-stone of sound personnel administration. The employees could be systematically and scientifically trained, if they are to do their jobs effectively and efficiently.
- 10. 3. Executive Development: Another important functions of the HRD is to provide for executive development in the organization. Executive development is the programme by which executive capacities to achieve desired objectives are increased. Programme must be related to development of various inter-related matters, factors and needs.Executive capacities involve different individual abilities of present and prospective managers at different levels of management. The desired objectives include objectives of the concern, its executives and the persons to be managed. 4. Career Planning and Development: The next function of HRD is career planning and development. Career planning is a systematic process by which an individual selects his career goals and the path to these goals. From the organisation’s point of view, career planning means helping the employees to plan their career in terms of their capacities within the context of the organisation’s requirements. Career planning and development involve formulation of an organizational system of career improvement and growth opportunities for employees from the time of their appointment in the organization to their retirement time.
- 11. 5. Successful Planning and Development: The HRD is also required to perform the function of planning and development of the business of the organization in successful manner. For this purpose, it has to plan every aspect of its organization and develop the same successfully. 6. Organisational Change and Development: Another main function of the HRD is the organizational change and development. It involves organizational diagnosis, team building, task force and other structural and process interventions such as role development, job enrichment, job re-designing etc. 7. Involvement is Social and Religious Organisation: The HRD manager should arrange for social and religious programmes and enable the employees to learn from each other. Such programmes enable the employees to interact closely with each other, open up their cognitions, share the strengths etc.
- 12. 8. Involvement in Quality Circles: Quality Circle is a self-governing group of workers with or without the supervisors who voluntarily meet regularly in order to identify, analyse and solve problems of their work field. This process of solving problems voluntarily enables the workers to learn decision-making and problem-solving skills from each other. 9. Involvement in Workers’ Participation in Management: The participation of workers in management enables the representatives of both the management and the workers to share and exchange their ideas and view-points in the process of joint decision-making in the organization. The joint decision-making process creates a plat-form for mutual learning and development. Therefore the HRD managers should encourage the workers to participate in the management of the organisation.
- 13. Examples • A supervisor retuning a packet of work to the incorrect employee, assuming he knows who the work is form. • Suppose you want to train your department in a new skill. You could just lecture them but you know there must a better way. • Best developers in our own company to improve performance. • Specific- I will learn how to use micro of excel specific goal will be completed by my side Measurable- I want to increase my sallary by 20% extra.