HUMAN RESOURCE DEVELOPMENT

By : Associate Prof. Rajesh Kumar Tripathy

MODULE - III
Implementing HRD Programmes, On the job, JIT, Job designing Job rotation, Job
enrichment, Job enlargement, Coaching, Mentoring & empowerment, Creating HRD
environment, Evaluation frame work; Collecting data for evaluation, Research
design, Issues concerning evaluation, Assessing impact of HRD.
IMPLEMENTATING HRD PROGRAMMES:
There are several HRD programmes are there which need to be implemented
properly. Proper delivery or implementation assumes that an important for training
has been identified.
ON THE JOB TRAINING:

It involves conducting training at a trainee's regular work, station (desk,

machine).

This is the most common form of training.

Most employees receive at least some training & coaching on the job.

Virtually any type of one -on -one instruction between coworkers or between
the employee & supervisor can be classified as OJT,

On the job training has been promoted as a means for organizations to deal
with the shortage of applicants who possess the skills needed to perform many
current jobs, & as a means for organizations to deal with accelerating market cycles.

Structured OJT programs are generally conducted by an assigned trainer who

is recognized, reworded, & trained to provide appropriate instructional techniques.

OJT facilitates the transfer of learning to the job because the trainee has (an
immediate opportunity to practice the work tasks on the job.

OJT reduce training costs because no training facilitates are needed.

There are four identifiable OJT techniques, including job instruction training,
job rotation, coaching & mentoring.
JOB INSTRUCTION TRAINING:
It is defined as sequence of instructional procedures used by the trainer to train
employees while they work in their assigned job,

HUMAN RESOURCE DEVELOPMENT

The content of a JIT program is distinguished by its simplicity.

It involves four-step process that helps the trainer to prepare worker, present
the task, allow practice time & follow-up.

Step 1: Prepare the Worker: It is important because they need to know what
to expect. Preparation may include providing employees with a training
manual, handouts or job -aids that can be used as reference.

Step-2: Presenting the task should be carried out in such a way that the
trainee understands & can replicate the task. Some trainers demonstrate the
task before asking the trainee to repeat the process.

Step -3: Practice Time is important for the trainee to master a particular set
of skills.

Step-4: Follow-up: Finally, the trainer needs to conduct a follow up as a way of

ensuring that the trainee is making progress. During this follow-up session,
the trainer should apply coaching techniques when appropriate.

The success of JIT depends on the ability of trainer to adapt his or her own
style
to the training process.
JOB DESIGN:
It has significant impact on both the employees & the organization. The term
job
design refers to the way the tasks are combined to form a complete job.
Job design is a process which integrates work content (task, functions, and
relationships), the reward & the qualification (skill, knowledge, abilities)
required for
each job in a way that meet the needs of employees & the organization.
The point is that jobs differ in the way their tasks are combined, & different
combinations create a variety of job designs in the organization.
PUP-POSE OF JOB DESIGN:
There are three objectives of job design which are as follows:
a.
To meet the organizational requirements such as higher productivity,
operational efficiency, quality of product/service.
b.
To satisfy the needs of the individual employees like interest, challenge,
achievement or accomplishment
c.
To integrate the needs of the individual with the organizational requirements.
JOB ROTATION:

Job rotation is intended to develop job related skills, but with this approach
the trainee is generally expected to learn more by observing & doing than by
receiving instruction.

Rotation as the term implies, involves a series of assignments to different

positions or departments for a specified period.

During this assignment, the trainee is supervised by a department employee,

usually a supervisor, who is responsible for orienting, training & evaluating the
trainee.

Job -rotation is frequently used for first -level management training,

particularly for new employees.


It is so because the new manager needs to develop a working knowledge of
the organization before they con be successful managers

HUMAN RESOURCE DEVELOP'MENT

Job rotation is the movement between different jobs.
One way that employer can meet these aspiration is through more flexible form of
work organization that provides more opportunities for workers to use their skills do
a variety of tasks & have more influencing over their work,
Flexible approach is job rotation or cross training that is training employees in a
range of tasks & rotating them through different position. Job rotation can benefit
for both employers & employees. Workers learn new skills & face less boredom from
performing similar tasks over & over.
Greater variety & a wide range of tasks make work more interesting & challenging.
Job rotation & cross training can also benefit employers.
Job rotation is believed to boost innovation by enabling workers to apply knowledge
of one task to others.
Moreover , exposing employees to other types of jobs within the f irm promotes a
better understanding of what others in the firm do & how each job contributes to
the whole.
Finally the multi skilled workforce can more readily adopt to changing markets.
A closer look at some Indian companies shows that job rotation is becoming an
increasingly accepted practice.
Ex : Consider: LG electronics India. In the past 5years, close to half the Korean
electronics major's 2,800 employees have switched function within the organization
at least twice.
Job rotation is not an instinctive process. " There has to be clear justification. Why
you are picking certain employees to be transf erred" stated by Verma Director HR LG electronic India.
"It works , provided its done objectively."
So companies should base all inter-f unctional transfers on a structured
performance assessment & pick the best performers to change jobs.
The parameters of judging performance need to include not only functional skills
but also core & leadership competencies.
"People move -but only for the right reasons" - Martin Apple VP - HP IBM India.
According to him The Company needs to show them a proper & realistic career map.

IBM for instance conducts annual interviews where it examines a potential next role
for each employee after mapping his performance.
" If the rotation is not planned well & not linked to career & succession plans, the
company may end up losing a good employees"
Picking the best performer from a team means that team is less one asset. So a
succession plan that identifies & develops worthy substitutes, from within the some
team.
Ex: At Mac Donald's too job rotations are encouraged globally in India.
" it is a win - win situation - win for the organization, the team & the employees"
says - Amit Jotio- JV partner & Mb - MacDonald western India.
So companies need to identify potentials job swaps at the right time when the
employee has matured in particular function & is mentally ready for a move.
This avoids the employees are becoming bored as with job rotation they are doing
different job all the time & learning new skills.

HUMAN RESOURCE DEVELOPMENT

Multi skilling is when -people have many skills so they are able to carry out many
dif f erent jobs.
Multi skilling benefit f he employers if they are short of staff in one area, they can
move people across.
Job Potation has the following advantages:
a.
It is an excellent means of boarding the work experience of employees & also
turning specialists into generalists.
b.

It reduces boredom & monotony & stimulates development of new ideas.

c.
Since it permits greater understanding of other activities within the
organization, people are prepared more rapidly to assume greater responsibility
especially at other positions.
Draw backs:

a.
Job rotation leads to increase in development cost A decrease in productivity
due to movement of employees to new positions just when their efficiency on
particular jobs has resulted in organizational economies.
b.
It can demotivate intelligent & aggressive trainees who seek specific
responsibility in a chosen specialty.
c.

It has limited impact on employee motivation & productivity.

JOB ENLARGEMENT:

Job enlargement means assignment of varied tasks or duties of the jobs of

employees all on the some level.

Enlargement in the horizontal dimension & it may be that the monotonous

job remain s monotonous only on large scale.

Hertzberg a pioneer in job design has characterized job enlargement as

simply "adding zero to zero meaning that one set of beforing task is simply added to
another set of boring tasks.

Job enlargement serves to increase variety, lengthens work cycle time,

provides wholeness & identity with the task & increases the knowledge necessary to
perform it.

For instance, a clerk in an office who is doing the typing work only way also
be assigned the tasks drafting letters, sorting of incoming mail
filing of letters.

This will reduce his boredom & make him satisfied with the job.

JOB ENRICHMENT:
U It implies increasing the contents of a job or the deliberate upgrading of
responsibility, scope & challenge in work.
Job enrichment is a motivational technique which emphasis the need for
challenging & interesting work.
It

leads to vertically enhanced job by adding functions from other

organizational levels, making it contain more variety & challenge & offer
autonomy & pride to the job-holder.

HUMAN RESOURCE DEVELOPMENT

It is an attempt to build into the job a higher sense of challenge & importance
of achievement.
In order to enrich the job, management should take the following measures:
1.
give sufficient freedom to employees in deciding about work methods, pace,
sequence
2.

add new task

3.

increase responsibility

4.

encourage participation

5.

provide feedback to the employees

6.
Make the personnel understand how tasks contribute to a finished product of
the enterprise.
There are different sources of Job Enrichment
1.

Prearrange existing tasks in the job

2.

Add new responsibility

3.

Add new tasks

4.

Include work done before the job

5.

Increase feedback on performance

6.

Eliminate dissatisfying tasks from job

7.

Increase exposure to new tasks

8.

Include work done after the job

The advantages of job enrichment are

1.

it makes the work interesting

2.

It decrease the rate of absenteeism & Labour turnover

3.

It helps in motivation through opportunities for growth advancement

4.

Workers get higher job satisfaction

5.
The enterprises gains through improvement of output both quantitatively&
qualitatively.
6.

Increase the skill of workers. The Limitations are

1.

Technology may not permit the enrichment of all jobs.

2.
Job enrichment has proved to be a costly process in certain cases as
expenditure involves is higher than the gains in productivity.
3.
All those who prefer job enrichment may not have the requisite capability to
meet the new challenges.
COACHING: Coaching is defined as a performance improvement technique.
Fournies defines coaching cis a face-to-face discussion between a manager & a
subordinate to get the subordinate to stop performing an undesirable behavior &
being performing desirable behaviors.

HUMAN RESOURCE DEVELOPMENT

Kinlow defines coaching as a "mutual conversation between a manager & an
employee that follows a predictable process & leads to superior performance,
commitment to sustained improvement & positive relationship.
MENTORING:
As a technique of HPD, mentoring has been in existence ever since the human race
come on the planet earth.
1.
It is process whereby a senior manager acts as a friend-philosopher & guide
to a new recruit, easing the latter through the rites of passage from the B-school to
organizational life.
2.
It is an emotional kind of support provided by an experienced person to
younger people through teaching, coaching, counseling, guiding.
3.
It reduces training time, ensures individual attention to problems makes the
learning flexible rather than structured.
4.
It is valuable tool for developing self-confident & empowered managers who
can operate under stress while retaining their quality standards & values.
5.

Ex- Smith Kline Becham consumer Health care mentoring consists of steps.

a.
Initiation: the mentoring process begins with a meeting between the mentor
& mentee. The first meeting breaks the ice & facilitate the cultural transition of
mentee.
b.
Progression: As the mentor-mentee relationship begins to crystallize, the
mentor provides coaching & counseling. Pegular meeting help to forge relationships.
c.
Assimilation: The mentor goes on to build close ties with her mentee. The
latter may even discussion her personal problems At receive help on how to solve
them & to integrate better into the organization.
d.
Integration: Buddies are attached to the mentee.[)rawn from peer groups.
They act as communication bridges whenever there are gaps because of age
difference between the mentor & mentee.

1
Profiling mentee &
Extending
deciding on the
concept
match effective
to the peer
behavior modeling

Familliciring mentee
with corporate

4
Avoidance of mentor
manager role- conflict

functions & smooth

initiation

with mentee

& foreign closer ties

level

the

HUMAN RESOURCE DEVELOPMENT

Interviews
Advantages:
Flexible
Opportunity for clarification
Depth possible
Personal contact
Limitations:
High reactive effects
High cost
Face-to-face threat potential
Labor intensive
Trained observers needed
Questionnaires
Advantages:
Low cost to administer
Honesty increased
Anonymity possible
Respondent sets the pace
Variety of options
Limitations:
Possible inaccurate data
Response conditions not controlled
Respondents set varying paces
Uncontrolled return rate
Direct Observation
Advantages:

 No threatening
Excellent way to measure behavior change Limitations:
Possibly disruptive
Reactive effects are possible
May be unreliable
Need trained observers
Simulation/Performance Tests
Advantages:
Reliable
Objective

HUMAN RESOURCE DEVELOPMENT

Close relation to job performance
Includes cognitive, psychomotor and affective domains Limitations:
Time consuming
Simulations often difficult to create
High costs to development and use
Archival Performance Data
Advantages:
Reliable
Objective
Job-based
Easy to review
Minimal reactive effects Limitations:
Criteria for keeping/ discarding records
Information icon system discrepancies
Indirect
Not always usable
Records prepared for other purposes Research Design:
Research design is critical to HPD evaluation. It specifies the expected results of the
evaluation study, the methods of data collection, & how the data will be analyzed.
Awareness of research design issues & possible design alternatives can help
managers & HPL) professionals do a better job of conducting evaluations &
critiquing the result of evaluation studies.
When evaluating any HPL) effort, the researcher or HPI) professional would like to
have a high level of confidence that any changes observed after the program or
intervention were due to that intervention & not to some other factor. This is the
basic notion of validity.
The basic picture is as follows.
Training provided Evaluation measures collected.

Trainer would obviously like to see high values on each measure collected. Ex,
Positive reaction, high scores on the learning measures, & positive indications of
behaviour change & result.
The following practices should be included in the research design.
1. Pretest & protest,
2. Control Group
1. Pretest & Posttest: including both a pretest & posttest allows the trainer to
see what has changed after the training. If the majority of trainees already knew

HUMAN RESOURCE DEVELOPMENT

the materials covered in training. If the majority of trainees already knew the
material covered in training become much less impressive.
2. Control Group: Compares performance of group with training against the
performance of a similar
group without training

RECOMMENDED SEARCH DESIGN

Pretest and posttest with control group

Whenever possible:
Randomly assign individuals to the test group and the control group to
minimize bias
Use "time-series" approach to data collection to verify performance
improvement is due to
training
Issues Concerning Evaluation

Confidentiality

Informed consent

Withholding training from control groups

Use of deception

Pressure to produce positive results

Assessing the Impact of HRD :
First we have to see what the impact of the HP() is

HRD plays significant role in market economics & more so in an economy

tending towards
condition like India.

Global Competitiveness has created customers diagonally opposite to what

have today.

This is the problem of challenge & opportunity

The liberalization has positive impact on HPD.

Creating autonomous jobs

Delargeing/ downsizing of organization structure.

Building organization structure based on the characteristics.

Performance planning & development

Enriching the jobs at all levels.

Providing conducive climate of team work.

Culture building

Competence building

Motivation building

Confidence building.
Then we will assess the impact on HRO: Knowledge & skill needed to evaluate the
importance & return on investment on HPL) efforts. Focus on how to plan & conduct
systematic evaluations of HPD efforts, including the choice, development & use of
various tools to measure individual, group & organizational change.

HUMAN RESOURCE DEVELOPMENT

MODULE - IV
CHAPTERIZATION :
Organization culture & HPD
Work force Diversity & HRE)
Labor market Changes
Equal Market Changes
Equal Employment Opportunity
Adapting demographic changes & gender issues
HP1) practices in Manufacturing & Service Sector.
ORGANISATION CULTURE & HRD:
Culture can be defined as asset of shared values, beliefs, norms artifacts that are
used to interpret the environment & a guide for all kinds of behavior.
So Organization Culture was defined as a set of shared values, beliefs, norms,
artifacts patterns of behavior that are used as frame of reference for the way one
looks at, attempts to understand, & works within any organization.
Definition:
"A set of shared values, beliefs, norms, artifacts and patterns of behavior that are
used as a frame of reference for the way one looks at, attempts to understand, and
works within an organization."

WORK FORCE DIVERSITY & HRD:

Diversity describes the spectrum of human similarities &differences. "As defined by
the workplace diversity network, it refers to the composition of people associated
with the origination, configures opportunity, interaction, communication,
information & decision making to utilize the potential of diversity".

DEFINATION of Work force Diversity:

This equal opportunity philosophy is aimed at helping & pursuing goals that
organizations make & allow for the best use of the diverse workforce. This also
helps talent available locally to assist the organization achieve its goals in on more
effective manner.

Need For Workforce Diversity:

Change in the mindset of people is brought about by travel since the ability to
relocate allows people to experiment with clothes, language & culture of different
regions. The common goal which brings together common goal which brings
together persons from varied backgrounds is work.
Over generations people have migrated to "greener pastures" & have mixed with
the native to have sub cultural workforce.
Increased attention to recruiting, hiring, and developing a more diverse workforce
0 Greatest amount of attention has been paid to racial and gender diversity

HUMAN RESOURCE DEVELOPMENT

Other forms of diversity are increasingly being considered
Nationality
Language
Ability/Disability
Religion
Lifestyle
t) ADVANTAGES OF WORKFORCE DIVERSM:
0ong more with less has become a dictum most organizations today.
Notwithstanding the importance of technology, funding the most important
resources of an organization, its human capital, is essential for the success of an
organization. Every investment has a risk & that related to human resource is no
small one.
Externally the organization is governed by its public & has to be in the framework of
the regulatory authorities. The fear of adverse publicity when there are negative
reports of abuse or harassment is a deterrent for implementation of these policies.
Lack of confidentialities is yet another f ear of the employee who may not want to
confide in the same time no organization lacks diversity.
LABOUR MARKET CHANGES:

The demographic shifts that are occurring in the population will continue to impact
the workforce in the future. Discrimination remains a concern in today's workplace.
Discrimination:
Discrimination can occur in various ways. Ex. Access discrimination occurs when an
organization places limits on job availability through such things as restricting
advertisement & recruitment, rejecting applicants or offering a lower starting salary.
Treatment discrimination occurs after a person is hired A takes the form of limiting
opportunities(training, promotion & rewards) or harassing certain individuals
because of who they are both types of discrimination are covered under equal
employment opportunity laws.
Two main forms of Discrimination
Access discrimination
- Jobs are unavailable (or less available) to people with certain characteristics or

Backgrounds
Treatment discrimination
People are treated differently after they

are hired (e.g,, in

the training
or
promotion opportunities available).
Treatment discrimination against women in organizations
Promotion
Pay

HUMAN RESOURCE DEVELOPMENT

Sexual Harassment
What evidence is there of progress in these areas?
Where are there still significant disparities or problems?
Sexual harassment

Unwanted sexual comments or behavior at work,

Two main forms:

Quid pro quo

Hostile work environment

Treatment discrimination against minorities in organizations

Promotion

Racial Harassment

What evidence is there of progress in these areas?

Where are there still large disparities or problems?
EQUL EMPLOYMENT OPPORTUNITY:
Equal Employment Opportunity (EEO)
E
Title VII of the 1964 Civil Rights Act and other federal laws make it generally
unlawful for employers to make decisions based on:
Pace
Color
Sex
National origin
Age
Disability/handicap
Veteran's status
Pregnancy
Equal Employment Opportunity

Monitored by the Equal Employment Opportunity Commission (EEOC)

Federal Civil Rights laws cover:

Allraces
All colors
Both genders

preventing

61ass ceiling - an invisible but seemingly impenetrable boundary

women and minorities from advancing to senior management levels

Adapting to Demographic Changes

Affirmative Action Programs

Initiated in 1965 by Executive Order 11246

Focus on government agencies and contractors

Monitored by the Office of Federal Contract Compliance Programs (OFCCP)

Promotes efforts "to bring members of underrepresented groups... into 0

higher degree of participation in some beneficial program"

Most often targeted at women and minorities

Valuing differences and diversity training

HUMAN RESOURCE DEVELOPMENT

Creating an environment where "each person's cultural differences are respected"
(Walker) Basis for much of the diversity training conducted since 1980 Goal: to
make employees aware of their attitudes towards others, and increase their
understanding and acceptance of others
Effectiveness of diversity training programs: Anecdotal evidence of increasing
awareness from "valuing differences" approach Concern for lack of tangible
outcomes from this approach, plus charges that it is too often driven by a 'political"
agenda
Managing diversity :
E

"A comprehensive managerial process for developing an organizational

culture that works for all employees" (R. Thomas)
Seeks to "create a level playing field for all employees without regard to
cultural distinction"
Goes beyond affirmative action or valuing diversity
Requirements for managing diversity:
A long-term commitment to change
Substantive changes in the organizational culture
A modified definition of the leadership and management roles
Both individual and organizational adaptation
Structural changes (Ivancevich & Gilbert, 2000)
Effectiveness of managing diversity approaches:
Anecdotal evidence of success using this approach
Lack of strong empirical evidence for overall effectiveness

Must ensure that efforts are strategic, proactive, and grounded in solid
empirical and theoretical research
Affirmative Action
Reactive, based on law/moral basis
Not directly linked to team building
Emphasizes women and people of color
Emphasizes employees Diversity Management
Proactive
Emphasizes building diverse teams
Inclusive
*

Diversity internally and externally

HRD Programs for Culturally Diverse Employees

Existing HPD programs can be used to promote cultural diversity:

Socialization and orientation

Career development
Mentoring women and minorities
Sexual and racial harassment training

HUMAN RESOURCE DEVELOPMENT

HRD PRACTICE IN MANUFACTURING COMPANY:
HRD PRACTICE IN SAIL:
SAIL was formed on 24 1h January 1973 which become public sector company in 1"
May 1975.
SAIL has its own Board of Directors, who formulate the general policies for its
different units all over the country. The MI) of unit is one of the members of the
Board of Directors of SAIL. The Execution of the policies of SAIL at Unit level as well
as the overall operation of the unit is the responsibility of the MO of unit Thus the
MI) is the chief executive of the organization.

For smooth functioning of the organization & to assist the MI) & for delegation of
authority & responsibility down to the ladder for effective management, structural
relationship is quite essential. A well - designed origination structure as a basic
imperative in this direction for better & efficient management is noticed very well in
unit to assist the Mo. Executive director works is responsible for entire works
Divisional Heads in different areas are there to assist Eb works.
The major area of personnel & administration is headed by GM (P & A). He looks
after the areas like personnel, general administration. Public relation & liaison.
Industrial Relation Scenario:
The progress & prosperity of an enterprise depends to a large extent on the healthy
industrial relation climate. Harmonious Industrial relation is necessary for better
motivation of employees & improved Labour productivity. On the other hand a well
developed HPI) climate can result into a harmonious industrial of ion in an
organization.
IP over the years gives an idea of changing course of Labour management relation
in the plant with a general impression of peaceful co-existance.
PARTICIPATIVE CULTURE:
The participative culture is quite encouraging with a number of bipartite committees
functioning since 1961. A number of participative forum taking representatives from
both management & workmen are functioning.
Joint Participative Forums:
1.
2.
3.
4.
5.
6.
7.

Work committee
Central grievance committee
Zonal grievance committee
Central production Committee
bepartment production committee
Central safety committee
Township welfare & amenities committee

HUMAN RESOURCE DEVELOPMENT

8.

canteen managing committee

9.

plant level committee

10.

Joint implementation committee

To
cope with the ongoing modernization a conducive IR environment is an
absolute
necessity for implementing its projects timely & HP[) initiatives more effectively.
Accordingly a proactive IP management policy has been adopted to minimize
conflicts.
The objective of the present IR policy are:
1.
to attain higher standards in quality of work, work life & productivity through
proactive participation of employees
2.
to resolve all differences with employees organizations in an atmosphere of
mutual trust, cooperation & goodwill
3.
to establish symbolic relationship between individual interests &
organizational goals. In the running modernization efforts & its relative time cost
implementation, prevention of any loss due to adverse by mean of generating an
optimistic IP environment assumes prime importance.
WELFARE FACILITIES:
Unit as a model employer always aims at developing & sustaining a favorable
employee attitude & obtaining maximum contribution from employees through
stable employment, adequate compensation, safe working condition & job
satisfaction. For creating a congenial atmosphere for living & working which has
great bearing on the physical, mental & emotional well-being of an individual,
employee's welfare has been given a great emphasis by 5AIL, from the very
inception.. SAII provides statutory welfare amenities as per the factories act,
voluntary welfare amenities & other benefits
SATUTORY WELAFARE FACILITIES:
According to 5ec 42 to 50 of factories act 1948 a lot of welfare facilities such as
drinking water, washing facilities, public convenience Building, rest room, first-aid,
canteen & cr6ches etc. are provided to the employees of as statutory welfare
facilities.
VOLUNTARY WELAFARE AMENITIES:

The welfare measure provided by 5AIL outside the working premises cover housing
medical education, transport, co-operative, social & cultural, diary & poultry &
employee counseling facilities.
EMPLOYEE BENEFIT:
Financial benefits are provided to the employees under various schemes these
circle:
1.

Contributory PF

2.

gratuity

3.

Travel concession

HUMAN RESOURCE DEVELOPMENT

4. Compensation Under Workmen's compensation Act 5. Compassionate
Employment's 6. medical services to Ex-employees 7. medical services to Exemployees 8. employees family benefit voluntary scheme: 9. Financial Advances
Hence "improving work culture" was identified as an essential pre-requisite to
consolidate the post ills (& regain its glory & achieve prosperity.
Therefore , in the ongoing research work an attempt has been made to analyze the
various measures taken by the organization to improve the work culture & how
different HRD practices after coming up of the document in 1985-86 are modified to
bring a conducive work culture where employees can work happily towards
achievement of the long term objective of the organization.