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Table Of Contents

Lesson 1 Introduction
HRD—A philosophical view point
HRS philosophy
HRD—Definition and conceptual framework
Dimensions of HRD
Contribution and HRD sub-systems to different development dimensions
Personal function and human resource systems
Personal function and human resource system : A comparison
Functional of HRS
Systems designing of human resource
Organisational context
Organisational culture
Societal culture context in designing HRS
Designing principles of HRS
Task
Job
Position or office
Role
Work
Role set as a strategy of selection and appraisal system
Key performance areas
Critical attribution
Observation
Interview
Critical incidents technique
Check-list
Determination of critical attributes: instruction sheet
Developing the person in the role performance appraisal
Assumptions underlying open appraisal systems
Main components of a performance appraisal system
Conditions for use of open appraisal system
Linkage with other systems
Some commonly asked questions
Linkages with other systems
What constitutes counselling?
The process of counselling
Objective of counselling
Sequential process of performance counselling
Suggestion for making counselling effective
Minimize arguments
Conditions for development
Individual-level review
Feedback to groups or teams
Value in the helping process
Conditions for effective counselling
The outcomes and process of learning
Behaviorist approaches to learning
Feedback (or knowledge of results)
The choice of whole or part learning
The role of memory in learning
Fitts’s stages of skills acquisition
Gagne’s classification of learning
Koib’s learning cycle
Effective learning calls for learners
The Lancaster cycle of learning
Need for basic purposes of training
Importance of training
Responsibility for training
Creation of a desire for training
Principles or concepts of training
Steps in training programmes
Support material for training
Training methods/techniques
On-the-job-training (OJT)
Merits of on-the-job-training
Demerits of on-the-training
Job instruction training (JIT)
Vestibule training (or training-centre training)
Merits of the vestibule training
Demerits of the vestibule training
Class-room or off-the-job methods
Retraining
Steps to increase to improve effectiveness of training
Designs for evaluation training
Assessing the costs and benefits of training
Organisation development
Operational goals of OD
Conditions for OD success
Phases of organisation development
Socialization of members
Developing organizational philosophy
Value orientation and value sharing
Managerial model behaivour
Reinforcing the right belief
Conclusions
Defining TQM
The essential aspects of TQM – Attitudes and values
TQM, and its processes
Human resource planning in public enterprises—Strategic issues
Selection
Appraisal and reward system – the ‘monitoring’ task
Training & Development
Potential assessment
Conceptualization
Participation
Philosophy
Climate
Systems
Skills
Training
Appraisal
Career planning
Succession planning
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432 Human Resource Development

432 Human Resource Development

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Published by: Manju KKrriisshh Rahman-Sachiniiac on Oct 19, 2011
Copyright:Attribution Non-commercial

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12/13/2012

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