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HRD—System Designing Functional of HRS It is being a much more dynamic concept that the traditional personnel function in an organisation

. It has multiple functions. Like personnel it is not only deals the administration of personnel function it also helps the organizations on different ways. The functions of HRS are five types:      Providing support to other systems. Developing of systems and research Management of HR. Developing competency of various kinds. Catering to the process needs.

If we look in to brief about the above said functions it clearly explains as: Supportive role This role has mainly two functions:   Strengthening operating and executive levels Consolidating existing strengths

Role of systems development and research Its role is briefly mentioned have as         Planning for future manpower needs Getting the best people available Utilizing people select. Retaining, motivating and integrating people. Assessing people for their contribution. To plan the growth of people Job analysis and evaluation Facilitating key organizational task processes.

Role of developing competence The most important function of HRS is to develop various types of competencies which relate to general areas:      Technical competence Managerial competence Process competence Helping competence Coping competence

Process role Due to the increasing complexity and new emerging expectations of the employees from the organisation. The process role plays a vital role to the organisation climate. There are three main functions by this process role:    Creating the necessary culture and values in the organisation. Proper diagnosis of problem in organizations. Interventions at the necessary time.

Systems designing of human resource In any organisation designing a Human Resources System play an eminent role. While designing the HR system it should take several factors in to accountability. These different dimensions and context are discussed with the support of general principles as below.

The values contributing are simply coded as (OCTAOACE). Fatalism vs. individualistic Other-directed vs. In the same way some of the factors to be considered as an organizational characteristic factors for a specific design. Traditional (past). The following aspects are suggested for the study of cultures (a) Nature (b) Environment Structure Sensitivity Concern 1. identity-bound. . By referring the models developed by Kluchohn. Strodtbeck and McClelland. These are:       Size of the organization Technology of function Skill levels available in organisation Support from organisation Availability of outside support Practice of existing facilities Organisational culture Based on the culture contribution designing of HRS is planned to have an effective system. High contextual vs. non-tolerance 3. 7. existential(present) future oriented (c) Time (d) Collectivity Primary Norms Boundary Linkage 6. Collectivistic vs. This is nothing but O C T A P A C E Openness Confrontation Trust Authenticity Pro activity Autonomy Collaboration Experimenting Societal culture context in designing HRS Like the organizational context dimensions. 8. Ambiguity tolerance vs. the societal culture is also a very important context in designing HRS. Its size and the filed of operation makes it unique. Convergent (self-centred or narcissistic) 5. Scientism 2. 9. This profile of organizational culture helps us to develop the HRS system. inner-directed Particularistic vs. six concerning factors of a society can be used to mention the various aspects of its culture. low contextual 4.Organisational context Any organisation will try to develop its own identity based on its own tradition and history. universalistic Role-bound vs.

Introduce rewards.(e) Gender (f) Power Tolerance Type 10. the following suggestions are made for HRD practices:     Use individual performance appraisal only for development. Attempting to build linkages with other functions. and not performance (e. Proper functional designations for the roles. Androgynous vs. To adapt the implementation of monitoring mechanisms. expanding Designing principles of HRS On the part of designing HRS for an organisation some of the principle should be considered. Modi Xerox’s use of quality as the criterion of rewards). assertive. Utilizing the planning function in HRS. Power distance tolerance vs. Balancing between differentiation and integration. emphasize coaching. . In the light of the understanding of the Indian culture. Structure of the system Principles suggested in the part of structure in designing HRS are:       Identity establishment necessity To ensure the respectability for the function. Introduce some form of mentoring system. Function of the system Considering factors from the side of functions in designing HRS are:     To build the feedback and reinforcing mechanisms. The HRD system can be effectively used to create more conductive cultures. To perform the internal and external help of balancing. conserving. Balancing specialization and diffusion of the function. Do not reward individuals. sexist 11. Focus of the system These principle parameters are locating on these factors they are:      Focus to enable the capabilities Maintaining the balance to the existing and changing organisation culture. Use appraisal by peers and subordinates also. To give on attention to the contextual factors.g. Balancing techniques between qualitative and qualification decisions. Expressive. and link them with indicators of group effectiveness. nontelerance 12. These principles been discussed under three main categories:    Focus of the system Structure of the system Functions of the system The principle parameters been regularized for the utilization of HRS designing as said below. Mechanisms of linkages to be utilized in organizations.

Break large organizations into small and autonomous units (in India. Use various ways of employees’ participation and collectively responsibility.. Introduce team rewards. bonus. special trips etc. smaller organizations work more effectively).      Use potential appraisal from promotions (to be done only if positions of higher responsibility are available or created. . Introduce more rituals (like celebrations) to communicate the respect the value the organizations has for its present and ex-employees. Link major rewards like increments. with team results. Improve communicating. and not under pressure).