HUMAN RESOURCE

DEVELOPMENT

PROJECT REPORT ON
“ATTITUDE OF
TOP MANAGEMENT TOWARDS HRD”

SUBMITTED TO:
MS. SUMEDHA KHANNA

SUBMITTED BY:
RAVEENA
M.COM 2ND (A)
20509
HUMAN RESOURCE DEVELOPMENT

Human resource development can be defined as a set of

systematic and planned activities designed by an organisation
to provide its members with the opportunities to learn
necessary skills to meet current and future job demands.
Learning is at the core of all HRD efforts. HRD activities
should begin when an employee joins an organisation and
continue throughout his or her career, regardless of whether
that employee is an executive or a worker on an assembly
line, HRD programs must respond to job changes and
integrate the long-term plans and strategies of the organisation
to ensure the efficient and effective use of resources.
CHARACTERSTICS OF HRD

1. Systematic approach:
HRD is a systematic and planned approach through which the
efficiency of employees is improved. The future goals and
objectives are set by the entire organization, which are well
planned at individual and organizational levels.
2. Continuous process:
HRD is a continuous process for the development of all types
of skills of employees such as technical, managerial,
behavioural, and conceptual. Till the retirement of an
employee sharpening of all these skills is required.

3. Multi-disciplinary subject:
HRD is a Multi-disciplinary subject which draws inputs from
behavioural science, engineering, commerce, management,
economics, medicine, etc.
4. All-pervasive:
HRD is an essential subject everywhere, be it a manufacturing
organization or service sector industry.
5. Techniques:
HRD embodies with techniques and processes such as
performance appraisal, training, management development,
career planning, counselling, workers’ participation and
quality circles.
 TOP MANAGEMENT

Top management is generally a team of personnel accountable

to make primary and basic decisions in a company or
corporation.They have the higher responsibilities than the
lower levels of management and workers.
Human Resource Development managers are professionals
who set up activities in their organizations to improve
employees’ performance. Aspiring HRD managers require a
combination of education and a background in human
resource policies such as employees’ benefits plans. The
prerequisites for the job is a bachelor’s degree in human
resource or business administration, as well as strong
interpersonal skills.
ATTITUDE OF TOP MANAGEMENT
TOWARDS HRD

Organisational Culture is the pattern of beliefs, knowledge,

attitudes, and customs that exists within an organisation.
Organisational Culture may result in part from senior
management's beliefs and in part from the beliefs of
employees. Organisational Culture can be supportive or
unsupportive and positive or negative towards HRD
practices, It can affect the ability or willingness of
employees to adapt or perform well within the organisation.
The most effective work culture is one that supports the
organisation's 'HR Strategies' by aligning behaviors,
processes and methods with the desired results.
Organisational Culture is not about just achieving the results
but also about the methods through which the results are
achieved that are critical to long-term success. Before any
HR strategy is designed there must be a clear understanding
of the organisation, its current values, its structure, its people
as well as its goals and vision for the future. HRD practices
also include performance appraisal, training, reward
management, potential development, job-rotation, career
planning, etc.
 ROLE OF TOP MANAGEMENT
IN HRD
A) Evaluation

HRD managers work closely with departmental heads to

evaluate the overall condition of organizational efficiency.
They design, develop and implement program evaluations.
Administering benefit programs for well-performing
employees also falls under their docket. The aim is to assess
the training and development needs of employees for the
purpose of organizational growth. After analyzing the relevant
data, they proceed to organize programs for career
development and organizational activities that improve their
employees’ performance and output delivery.

B) Management of the Learning System

The primary role of HRD managers is to foster learning

among personnel in the organization. They communicate the
results they obtain from their assessments to organizational
decision makers for corrective actions. In addition, HRD
managers must understand the significance of career
development to determine when it's appropriate to incorporate
into the learning system.

C) Operations Development

In order to facilitate the development of their organizational

operations, HRD managers must identify external threats and
opportunities. They do this by identifying prevailing trends
that impact human resource development. Such trends include
technological advancements in instructional strategies and
organizational delivery systems.

D) Marketing

HRD managers act as marketing specialists for their

organization. They often become actively involved in
management functions such as attending meetings and making
progress presentations. In addition, they may write articles on
the significance of observing human resource development for
organizational growth and development. The aim is to build
and maintain favorable and supportive internal and external
relations for the general welfare of their organizations.

E) Production And Operation

It is beneficial in increasing the level of production and

increases efficiency and effectiveness in the operations.

F) Evaluate HR programe

It is useful in evaluation of HR programmes used for the

development of employees and taking corrective actions
timely, if required.

G) Periodic Review
Periodic anylysis is required so that corrective measures can
be taken on time.

Assessing HRD Needs

An organisation may think of assessing its HRD needs for the
following reasons:

If the organisation is planning to increase its production

output substantially then skilled manpower and well frained
managerial personnel are required to handle various
functions.
If the organisation is planning to expand through
diversification and is setting up new units and factories.
A change in the market conditions requiring executives and
other staff to change their attitudes and develop new
competencies to meet the new challenges.
A technological change requiring the company to adapt to
new technology or modernise itselfo
The role of the organisation in society is changing. The
demands on the organisation and expectations of the client
system require that employees undertake new tasks and
respond to environmental changes,
The organisation has reached a saturation point in its
gowth. Employees are stagnating due to lack of gowth
opportunities. Level of frustration among employees is on
the increase.
 A vaccum at senior and middle levels of management is
likely because a large number of old guards are retiring
soon, There is immediate need for trained managerial
manpower.
The internal management situation is messy. Most line
managers are not able to handle the situation. Management
systems and controls are weak. The internal processes need to
be streamlined requiring employees to change and exhibit
higher levels of potential, maturity and competence.