HUMAN RESOURCE DEVELOPMENT

Introduction
Organization made up of people and function through people. With out people
organization cannot exist. The resources of man, money, materials and machinery are
collected, coordinated and utilized through the people. These resources by themselves
cannot fulfill the objectives of an organization. Without united human efforts no
organization can achieve its goals. All the activities of an organization they are
initiated and completed by the persons who make up the organization. Therefore,
people are the most significant resources of any organization.
Definition
Human resources is defined as whole consisting of inter related,
interdependent and interacting physiological, psychological, sociological and ethical
components.
- juices
From the national view point, Human resources may be defined as the
knowledge, and skills, creative abilities, talents and attitude obtained in the
population.
- C.B. Gupta.
Characteristics of human resources
 Human resources of an organization are the product of their biological
inheritance and interactions with in the environment
 Human resources are heterogeneous. They consist of large number of
individuals, each having a unique personality, different need, attitudes and
values.
 Human resources are dynamic and behave differently
 Human resources are the most important element in an organization. The
effective of all other utilization depends upon the quality human resources.
 Human resources have the greatest potential develop and right climate is
provide to them
 The term human resources is wider than the term personnel.
Objectives
 To help the organization attain its goals by providing well trained and well
motivated employees
 To employ the skills and knowledge of employees efficiently and effectively,
i.e., to utilize human resources effectively, i.e., to utilize human resources
effectively.
 To enhance job satisfaction and self actualization of employees by
encouraging and assisting every employee to realize his or her full potential.
 To establish and maintain and maintain productive self respecting and
internally satisfying working relationships among all the members of the
organization.
 To bring about maximum individual development of members of the
organization by providing opportunities for training and advancement.

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  To secure the integration of all the individual and group with the organization,
by reconciling individual group with those of an organization.
 To develop and maintain a quality of work life.
Scope of human resources management
According to Dale Yoder the scope of human resource management vary wide. It
consist of the following functions
 Setting and specific management policy for organizations relationships and
establishing and maintain a suitable organization leadership and cooperation.
 Collective bargaining, contract negotiation and grievance handling.
 Staffing the organization, findings, getting and holding prescribed types and
number of workers.
 Developing and auditing manpower management in the organization.
 Reviewing and auditing manpower management in the organization.
The National Institute of Personnel management, Calcutta has specified the
scope of HRM as follows,
1. The labour or personnel aspect: It is concerned with man power
planning, recruitment, selection, placement , induction, transfer,
promotion, demotion, termination, training and development, layoff
and wage and salary administration, incentives, productivity.
2. The welfare aspect: this aspect is concerned with working conditions
such as canteens, crèmes, rest rooms, lunch rooms, transport, washing
facilities and cultural facilities.
3. The industrial relation aspect: this is concerned with the company’s
union management relations, joint consultation, negotiating, disciplinary
action, settlement of industrial disputes.
HRM as central subsystem in an organization,
As the central subsystem HRM interacts closely and continuously with all other
subsystems of an organization.
 The quality of people in subsystem depends largely upon the policies,
programmes and practices of the HRD subsystem.
 The quality of human resources determines in turn the success of an
organization.

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 Finance
subsystem

Material HRD subsystem Technical

subsyste subsyste
m m

Marketing
subsystem

Functions:
1. Managerial function
2. Operating function
Managerial function:
Planning:
 Planning is a predetermined course of action. It is a process of determining
the organizational goal and formulation pf polices and programmes for
achieving them.
 Thus, planning is future oriented concerned with clearly charting out the
desired direction of business activities.
Organization:
Organization is a process by which the structure and allocation of job are
determined. thus organizing involves giving each subordinate a specific task,
establishing departments, delegating authority to subordinates, establishing channels
of authority and communication, coordinating the work of subordinates and so on.
Staffing:
This is a process by which managers select and promote and retire their sub
ordinates. This involves deciding what type of people should be hired, recruiting
prospective employees, evaluating performance counseling employee training and
developing employees.
Directing / Leadings:
Directing is the process of activating group efforts to achieve the desired goals.
It includes activities like getting subordinates to get the job done, maintaining morale
motivating subordinates ect…. for achieving the goals of the organization.
Controlling:
It is the process of setting standards for performance, checking to see how actual
performance compares with these set standards and taking corrective action as
needed.

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Operating function:
Procurement
It involves procuring the right kind of people in appropriate number to be placed
in the organization. It consists of activities such as man power planning, recruitment,
selection, placement and induction or orientation of new employees.
Manpower planning:
It is the process of estimating the present and future man power required
personnel and stimulating them to apply for job in the organization.
Recruitment
It is the process of searching for required personnel and stimulating them to apply for
jobs in the organization.
Selection
It implies judging the suitable jobs to the selected candidates’ jobs in the organization
and choosing the moist appropriate people.
Placement
It means assigning suitable jobs to the selected candidates.
Induction or orientation:
It involves familiarizing the new employee with the company, the work
environment and the existing employee so that the new people feel at home and can
start work confidentially.
Development function:
Human resource development is the process of improving the knowledge, skill,
aptitudes, and values of employees so that can perform the present and future job
more effectively.
Compensation function
Compensation function involves determination of wages and salaries matching
with contribution made by employees to organizational goals. In other words, this
function ensures equitable and fair remuneration for employee in the organization.
Integration function:
It is the process of reconciling the goals of the organization with those its members.
Integration involves motivating employees through various financial and non
financial incentives, providing job satisfaction, handling employee.
Personnel records and research are also important elements of the maintenance
function.
HUMAN RESOURCE MANAGEMENT IN INDIA:
Like U.S.A and U.K. the evolution and development of H.R.M in India was
not voluntary. The after match of the First World War rendered the country with
difficult conditions. These manifested in various malpractices in the recruitment of
workers and payment of wages leading to trade unionism in organizations.
The royal commission of labour in India, in 1931, under the chairmen ship of
J.H. whitely recommended the abolition of ‘jobber’ system and the appointment of
labour officers in industrial enterprise to deal with the recruitment of labour and to
settle their grievances.

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 In course of time, two professional bodies are emerged; “The Indian institute
of personal management, Calcutta and the “National institute of labour management,
Bombay”, these two places were the primer centers of traditional industries in pre –
independent India. After Second World War independence workers needs and
expectations beyond welfare function. The professionalism in managing organizations
becomes quite discernible by the 1970s.
Evolving along the years, the approach has shifted to human values and
productivity through people. It is against such as shift in managing people, in the
1990s, a new approach has emerged i.e., human resource management (H.R.M). This
approach focuses more on development aspects of human resources i.e., human
resources development.
Factors influencing human resources management
Environment of H.R.M:-
Environment comprises all those forces which have their bearing on the
functioning of various activities including human resources activities.
H.R.M is performed in two type of environment
(I) Internal (ii) External environment
1) Internal Environment:
These are the forces internal to an organization internal forces have profound
influence on human resources functions. The internal environment of HRM consists
of unions, organizational conflict, professional bodies, organizational objectives,
policies etc.
Unions:-
Trade unions are formed to safe guard the interest of its members/ workers.
H.R. activities like recruitment, selection, training, compensation, industrial relations
and separations are carried out in consultation with trade union leaders.
Organizational culture and conflict
As individuals have personality, organizations have culture; each organization
has its own culture that distinguishes one organization from another. Culture may be
understood as sharing of some core values or belief by the members of the
organization.
 HR practices needed to be implemented that best fit the organizations culture.
 There is often conflict between organizational culture and employees attitudes.
 Conflict usually surfaces because of dualities such as personnel goal Vs
organizational goal, discipline Vs autonomy, right Vs duties, etc.
Professional bodies:-
Like professional bodies, the NIPM as the HR professional body regulator the
functions of practitioners in India. For this, the NIPM India has laid down a code of
ethics which the HR practitioners are expected to declare their allegiance to code thus;
professional bodies also influence HR functions of an organization.
External Environment:-
It includes forces like economic, political, technological and demographic etc.
Economic:-

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 Economic forced include growth rate and strategy, industrial production,
national and per capita income, money and capital markets, competitions, industrial
labour and globalization.
Political:
Political environment covers the impact of political institutions an HRM
practices. The total political environment is composed to three institutions.
1) Legislature:- It is the government that implements the law
2) Executive:- It is the government implements the law
3) Judiciary: - It ensured that both legislature and the executive work in the
confined of the constitution and also in the overall interest of the people.
Technological:-
Technology is a systematic application of organized knowledge to practical
tasks. Technological, advances affect the HR functions in more than one way.
 First, technology makes the job more technological or upgraded.
 Second, if renders workers dislocated if they do not equip themselves to the
job.
 Third, job becomes challenging for the employees who cope with the
requirements of technology.
 Fourth, technology reduced human interaction at work places
 Fifth, job holders become highly professionalized and knowledgeable in the
job they perform.
Demographic:
Demographic variable includes sex, age, literacy; mobility etc. modern work
force is characterized by literature, women and schedule caste and schedules tribes
workers. Now workers are called “Knowledge workers” and the originations where
they work are called “Knowledge organization”.
HRD in indian industry:
Larsen and toubro is perhaps the first company in India to design the
implement an integrated HRD system in the 1970s.
IN 1982, T.V. Rao conducted a survey of HRD practices in Indian industry.
The survey indicated by and large a positive trend in the use of open appraisal system,
improving the training function, taking up organization development and using
employee counseling however, no major break through were reported in potential
appraisal and development, reward administration and promotion decisions.
Another survey was carried out to judge HRD climate Indian organizations.
The survey revealed that the general climate was not very conductive to HRD due to
general indifferences of employees to their own development. The top management in
most organizations was not making sufficient efforts to improve the quality of work
life.
A separate ministry of human resources development has been crated in the
central government. Attempts are being to develop appropriate linkages between
education, public health, adult literacy and other social programmes so as to ensure

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the overall development of people in the country. Scientific and technological
achievements are making it all the more important to develop human resources.
HUMAN RESOURCE PLANNING
The starting point in attracting qualified human resource is planning.. Human
resource planning in turn involves job analysis and for casting the demand and supply
of labour.
1) Job analysis:-
Job analysis is a systemic analysis of jobs within an organization. A job
analysis is made up of two parts.

a) Job description: - This lists the duties of a job, the job’s working condition
and the tools materials and equipment used to perform it.
b) Job specification: - This lists the skills, abilities and other credentials
needed to do the job.
2) Forecasting human resource demand and supply:-
After managers fully understood the job to be performed within the
organization, they can start planning for the organizations future human resource
needs. The manager starts by assessing trends in past human resources usage, future
organizational plans and general economic trends. A good sales forecast is often the
foundation, especially for small organization. Historical ratios can then be used to
predict demand for employees such as operating employees and sales representatives.
At higher levels of organizations, managers plan for specific people and
positions. The technique most commonly used is replacement chart, which lost each
important managerial position, who occupies it how long he or she will probably stay
on it before moving on and who is now qualified or soon will be qualified to move
into the position.
To facilitate both planning and identifying persons for current transfer or
promotion, some organization also have employee information system or skills
inventory .Such system are usually computerized and contain information on each
employees education, skills, work experience and career aspirations.
3) Matching human resource supply and demand:-
After comparing future demand and internal supply, mangers can make plans
to manage predicated short falls or over staffing. If a short fall is predicted, new
employees can be hired, present employees can be retrained and transferred into the
under staffed area, individuals approaching retirement can be convinced to stay on or
labour saving or productivity, enhancing system can be installed.
4) Recruiting Human Resources:-
Once an organization has an idea of its future human resource needs, the next
phase is usually recruiting new employees. Recruiting is the process of attracting
qualified persons to apply for the job that are open.
i. Internal recruiting: - This means considering present employees as
candidates for openings. Promotion from within can help build morale and
keep high quality employees from leaving the firm for higher level positions,

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 a skills inventory systems may be used to identify internal candidates or
mangers may be asked to recommend individuals who should be considered.
ii. External recruiting: - involves attracting persons outside the organization to
apply for jobs. External recruiting methods involve advertising, campus
interviews, employment agencies or executive search firms, referrals by
present employees.
5) Selecting human resources:-
Once the recruiting process has attracted a pool of applications, the next step
in select whom to hire. The intent of the selection process is together from applicants
information that will predict their job success and then to hire the candidates likely to
be most successful. The following steps are there in selecting human resource.
a) Application banks: - The first step in selection is usually asking the candidate
to fill out an application bank. Application banks are an efficient method of
gathering information about the applicant’s previous work history, educational
bank ground and other job related demographic data. They should not contain
questions about areas not related to the job.
b) Tests: - Tests of ability, skill, aptitude or knowledge that is relevant to the
particular job are usually the best predictors of job success, although tests of
general intelligence or personality are occasionally useful. All candidates
should be giving the same direction, should be allowed the same amount of
time and should experience the same testing environment.
c) Interviews: - In a structured interview, questions are written in advance and all
interviewers follow the same question list with each candidate they
interviewed.
d) Assessment centers – Assessment centers are popular method used to selected
managers and particularly good selecting current employees for promotion.
The assessment center is a content valid stimulation of major part of the
managerial job. A typical center lasts two to three days, with group of six to
twelve persons participating in a variety of managerial exercises. Centers may
also include interviews, public speaking and standardized ability test.
e) Other techniques – depending on the circumstances. Polygraph test, once
popular are declining in popularity.
TRAINING AND DEVELOPMENT:-
Meaning:-
Training is the act of increasing the knowledge and skills of an employee for
doing a particular job.
Development means growth of an individual in all aspects.
Benefits of training to employee:-
Training helps the employees or workers in the following ways:
a) Confidence: - Training creates a feeling of confidence in the minds of workers. It
gives safety and security to them at the workplace.
b) New skills – Training develops skills which serve as a valuable personal asset of
the worker. It remains permanently with the worker himself.
c) Promotion – Training gives the way for promotion and self development.

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d) Higher earnings – By imparting skills, training facilitates higher remuneration and
other monetary benefits to the workers
e) Adaptability – Training develops adaptability among workers
f) Increased safety – Trained workers handle the machines safely. They also know the
use of various safety devices in the factory. Thus, they are less prone to industrial
accidents.
Types of Training:-
Some of the more common types of training programmes are given below:
1) Induction or orientation training – Induction is concerned with introducing
or orienting a new employee to the organization and its procedures, rules and
regulations. When a newly appointed employee reports for work, he must be
helped to get acquainted with the environment and the follow employees. It is
advisable to give him a friendly welcome when he joins the organization, get
him introduced to the organization and help him introduced to the organization
and help him to get a general ideal about the rules and regulations, working
conditions, etc of the organization.
Aims of induction program are:
a) To buildup the new employee’s confidence in the organization and in himself
so that he may be come an efficient employee.
b) To ensure that new employees may not form false impressions regarding their
place of work because first impression is the last impression in many cases.
c) To promote a feeling of belonging and loyalty to the organization among the
new comers.
d) To give the new employees the information they need such as location of
locker rooms, cafeteria and other facilities, time to break off, leave rules etc.
The orientation training course should not be too lengthy. The range of
information that can be covered under orientation training may relate to the
following. Matters: history of the company, product of the company, company’s
organization structure, location of departments and employee’s services personnel
polices and practices, rules and regulations, standing orders, grievance procedure,
safety measures.
2) Refresher Training;-
The refresher training is meant for the old employees or the enterprise. The
basic purpose of refresher training is to acquaint the existing workface with the latest
methods of performing their jobs and improve their efficiency. Factors influencing
refresher training are.
a) Rapid technological changes make even the most qualified workers obsolete in
course of time because new technology is associated with new work methods and
job requirements. Existing workers need to learn new work methods to use new
techniques in doing their jobs.
b) Workers require training to bring them up to date with the knowledge and skills
and to relearn what they have forgotten.

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c) Refresher training becomes necessary because many new jobs which are created
due to changes in the demand for goods and services are to be manned by the
existing employees.
The existing talented employees may also be given adequate training to make
them eligible for promoting to higher jobs in the organization. It is known as training
for promotion.
3) Apprenticeship training:-
Apprenticeship training programme tends more towards education than merely
on the vocational training. Under this, both knowledge and skills in doing a job or a
series of related jobs are involved.
The trainees receive wages while learning and they acquire valuable skills
which command a high wage in the labour market. Apprenticeship training is
desirable in industries which require a constant flow of new employees expected to
become all – round craftsmen. It is very much prevalent in printing, building and
construction and crafts like mechanics, electricians, welders etc.
4) Internship training:-
Internship training programmes have become popular these days. Because of
cooperation between employers and vocational and professional, institutes. Under this
method, the vocational or professional institutes enter into arrangement with a big
business enterprise.
For example: Engineering students are sent to big industrial enterprises for
gaining practical work experience and medical students to big hospital to get practical
knowledge. The period of such training varies from six months to two years.
METHODS OF TRAINING:-
The important methods of training to the employees:-
1) on the job training
2) vestibule training
3) Special courses or class room training.
1) On the job Training:-
The worker is given training at his workplace by his immediate – superior who
knows exactly what the trainee should learn to do on the job training may take anyone
or more of the following forms:
i) Coaching: - On the job coaching is a procedure by which a superior teaches
job knowledge and skills to a subordinate. The emphasis in the job coaching is
learning by doing.
ii) Understudy: - Superior gives training to a subordinate as his understudy. The
subordinate chosen for under study is designed as their apparent and his future
depends upon what happens to his boss. The purpose of understudy is to prepare
someone to fill the vacancy caused by death, retirement promotion or transfer of
the superior.
ii) Position rotation: - The purpose of position rotation is to broaden the
background of the trainee in various positions. The trainee is periodically rotated
from job to job instead sticking to one job so that he acquires a general
background of different jobs.

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2) Vestibule training:-
In vestibule training, employee are taken through a short course under
working conditions that approximate actual shop, sales or office conditions. It gets its
name from the resemblance of the school to a vestibule through which one passes
before entering the main hall of a house.
Vestibule training is suitable where it is not advisable to put the burden of
training on line supervisors and where a special coaching is required. The staff of the
vestibule school consists of expert and specialist instructors.
3) Classroom training or special course:-
Classroom instruction is useful when concepts, attitudes, theories and problem
solving abilities are to be taught. It is associate with more knowledge than skill.
Orientation about organization and safety training can be accomplished more
effectively in the classroom. The standard instructional method to employees is a
formal lecture by an instructor. The lecture method can be used for large groups. The
other classroom methods are conference, case study and role playing.
TRAINING PROCESS:-
In HRM, training usually refers to teaching operational or technical employees
how to do the job for which they are hired.
Development refers to teaching mangers and professional the skills needed for
both present and future jobs. Most organizations provide regular training and
development programs for managers and development programs for managers and
employees.

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 Assess training needs.
- Who needs to be trained?
- What do they need to know?
- What do they already know?

Set training objective

 Specific
 measurable

Plan training evaluation Develop training program

- Did trainee like the - Content
training? - Methods
- Can they meet the - Duration
training objectives? - Location
- Do they perform better - trainers
on their job

Conduct training

Evaluate training

Modify training program

based on need

There are so many steps are there in training process.

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 1) Assessing training needs: - The first step in developing a training plan is to
determine what needs exist. For example, if employees don’t know how to
operate the machinery is clearly needs, on the other hand a group of office
workers are performing poorly; training may not be the answer. The problem
could be motivation, aging equipment, poor supervision, inefficient work design
or deficiency of skills and knowledge. As training set specific and measurable
goals specifying what participants is to learn.
2) Develop training program: - Many different training and development
methods are available. When the training content is factual material, assigned
reading, programmed learning and lecture relations or group decision making,
however firms must use a method that allows interpersonal contact such as role
playing or case discussion groups.
3) Conduct training:-
After developing the training programme the training should be conducted with
any one of the method.
4) Evaluations of Training
Training and development programs should always be evaluated. Typical
evaluation approaches include measuring one or more relevant criteria before and
after the training and determining whether the criteria changed. Evaluation measures
collected at the end of training are early to get but actual performance measures
collected when the trainee is on the job are more important.

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