HRD OVERVIEW IN

:

# GOVERNMENT SYSTEMS & PUBLIC SYSTEMS # DEFENCE # POLICE # VOLUNTARY ORGANISATIONS # PANCHAYATI RAJ INSTITUTIONS

ROLE OF HRD IN GOVERNMENT:
• DIRECT ROLE
– Administrative machinery – Public sector organizations

• INDIRECT ROLE
– Creating environment – Policies & practices – Non-governmental sectors

Factors affecting HRD policies of government:
• Red-tapism & bureaucratic delays • Government organizations are very large & complex systems • Diverse in nature • Scattered across the country • Legacy problems • Highly volatile social, political & economic environment

Contd…..

• • • • •

Lack of motivation Unstable governments Political diversity Limited financial resources Resistance to change

BASIC OBJECTIVES OF HRD IN GOVERNMENT :
• To equip the civil servant with precision & clarity in transaction of business • To attune the civil servant to new tasks • To develop resistance to the danger of being mechanized • To develop capacity of higher work • To develop & maintain staff morale • To inculcate right attitude towards the public • To sustain the human touch

HRD DEVELOPMENTS IN GOVERNMENT SYSTEMS:
• Need to transform administration from a colonial to a development-oriented system • Emphasis on importance of better systems of T&D • Management training & concepts brought into the training institutions of IAS & other public systems such as IT, Postal & Police • Failures in implementation of plans, projects & programmes led to formation of HRD Ministry • Ministers & secretaries of govt. departments deployed to attend various training & development programmes at reputed management

CURRENT SYSTEMS OF HRD IN GOVERNMENT
• • • • • •

Training Job rotation Data bank Selection Manpower forecasting Performance appraisal

NEW APPROACH TO AN INTEGRATED HRD SYSTEM IN GOVT. ADMINISTRATION
Some of the important conditions that need to be fulfilled: • Goals or objectives should be clearly stated • Activities or tasks exhaustively identified and listed • Periodical review of the above should be done • Competency development should be done on a regular & continuous basis •

MECHANISMS TO ENSURE CONTINUOUS HRD
• Activity or task or role analysis • Identification of critical attributes • Performance appraisal • Potential development • Training • Organization development

HRD IN DEFENCE SERVICES
DEFENCE SECTOR: • Largest, most differentiated, geographically dispersed • High degree of unpredictability in events • Absence of lateral induction of personnel at any level of the heirarchy •

Institute for Defence Management
Terminal objectives of IDM : • Create self awareness in participants • Improve their knowledge • Improve their understanding • Improve their decision making ability • Improve their skills of making better use of human resources

HRD IN POLICE ADMINISTRATION
Indian police system: • Conceived in 1861, remodeled in 1902 • Strengths like: loyalty, dedication, job security, espirit de corps • Suffers severe weaknesses due to political interference, corruption, lack of open interaction among members • Absence of proper & integrated human resources systems – major impediment in way of proper functioning of police department

DEPARTMENT OF PERSONNEL FOR POLICE FORCES OF CENTRAL & STATE GOVERNMENTS

• • • • • •

Recommendations to ensure maximum utilization of human resources to help attain organizational objectives: Objective recruitment methods based on manpower planning & forecasts Induction & training systems to better orient policemen Career management Uniform promotion policy Policies & systems for individual & collective grievance handling Comprehensive welfare policies

HRD IN PANCHAYATI RAJ INSTITUTIONS
The roles which panchayati raj was expected to fulfill: • Encourage participative decision making at the micro level • Look after day-to-day administration of local areas & administering day-to-day facilities • Formulating micro level plans on basis of constraints of development • Taking care of local physical infrastructure • Working for the awakening of people & making them aware of their rights & plight •

Reasons for absence of adequate attention to human resource development in panchayati raj:
• Leadership in hands of vested interests • Absence of trained & competent people to carry out the tasks of administration • Absence of proper & adequate organizational structures & institutional mechanisms to lend stability & continuity to the panchayati raj institutions

• Clarifying purposes & ensuring they reflect in pertinent strategies • Developing people as change agents & culture builders • T&D for developing capacities & potential • Strengthening panchayati raj & other institutions engaged in development • Increasing administrative accountability through task & role clarity & appropriate monitoring & appraisal mechanisms • Motivation of functionaries • Developing & implementing appropriate reward systems

Major priorities for success of panchayati raj institutions form HRD point of view:

HRD IN VOLUNTARY ORGANIZATIONS
Voluntary organizations: • Autonomous • Dynamic • Usually small in size • Flexible • Ideological commitment • Empathy for underprivileged sections of society • Able to take risks & undertake controversial activities
 

HRD interventions which may be useful in voluntary organizations:
• Diagnostic HRD activities, climate surveys & culture building or culture changing interventions & team development • Need for systematic mechanisms of performance & potential appraisal & T&D • Need for achievement oriented & warm interpersonal relations & mutuality fostering programs • Rewards & recognition for volunteers • Programs for development of people with right attitudes, values & motivations

Sign up to vote on this title
UsefulNot useful