Professional Documents
Culture Documents
Chapter 1 Complete Notes PDF
Chapter 1 Complete Notes PDF
MANAGEMENT &
1.A.1 Introduction
1. A.7 HR Activities
Human resource management is the organization function that deals with issues
related to people such as compensation, hiring, performance management,
organization development, safety, wellness benefits, employee motivation,
communication, administration and training. The purpose of human resource
management in an organization is to achieve maximum individual development,
favourable working atmosphere and constructive relationship between employers and
employees; in other words effective utilization of Human Resources. Human resource
management is a strategic approach to the motivation and development of people, and
to gaining their commitment so that they can make their best contribution to
organization success, while also meeting their own needs and aspirations.
1 | Page
In short, HRM aims at achieving organizational goals meet the expectations of
employees; develop the knowledge, skills and abilities of employees, improve the
quality of working life and manage human resources in an ethical and socially
responsible manner. The effective use of people is the critical factor in the successful
accomplishment of corporate goals. To this end HR managers have to understand the
needs, aspirations of employees proactively, face the challenges head on resolve
issues amicably in the years ahead.
2 | Page
1. A.2 MEANING & DEFINITIONS
Human resource management can be defined as that part of management process
which develops and manages the human elements of enterprise considering the
resourcefulness of the organization’s own people in terms of total knowledge, skills,
creative abilities, talents, aptitudes and potentialities. It refers to the qualitative and
quantitative aspects of employees working in an organization. It is a process of
making the efficient and effective use of human resources so that the set goals are
achieved.
According to Leon C. Megginson, the term human resources can be thought of as “the
total knowledge, skills, creative abilities, talents and aptitudes of an organization’s
workforce, as well as the values, attitudes and beliefs of the individuals’ involved”1.
1 Megginson L.C., Human Resources, Cases & Concepts, Harcout Brace, New York, 1967.
2 Dale Yoder, Personnel Management & Industrial Relations, Prentice Hall, New Delhi, 1982.
3 Michael J. Jucius, Personnel Management, Richard D. Irwin Inc. Homewood, Illinois, 1979.
4 Edwin B. Flippo, Principles of Personnel Management, Mcgraw Hill Publications, 1976.
3 | Pa g e
French defined, “Personnel Management is the recruitment, selection, development,
utilization of accommodation to human resource of an organization consists of all
individuals regardless of their role, who are engaged in any of the organization
activities”5.
Human Resource Management is the term increasingly used to refer the philosophy,
policies, procedures and practices relating to the management of people within
organizations. It is the qualitative improvement of human beings who are considered
the most valuable asset of an organization- the sources, resources, and end-users of all
products and services.
Dun & Stephens defined, “Personnel Management is the process of attracting, holding
and motivating people, innovating all managers-line & staff’6.
Paul Pigors & Charles Myres defined, “It is a method of developing potentialities of
employees so that they get maximum satisfaction out of their work and give their best
efforts to the organization”7.
5 French Wendell, the Personnel Management Process: Human Resource Administration, Houghton
Mifflin Company, New York, 1943.
6 Dun, J.D. & Stephens, Ec., Management of People, McGraw Hill Book Company, New York, 1972.
7 Pigors, Paul & Myres, Charles A., Personnel Administration; A point of View & Method, McGraw Hills
Books Company, Kagakusha Ltd., Tokyo, Second Edition, 1961.
8 Spates, Thomas G., An objective Scrutiny of Personnel Administration, American Management
Association, New York, 1944.
4 | Pa ge
According to Decenzo and Robbins, “Human Resource Management is concerned
with the people dimension management. Since every organization is made of people,
acquiring, their services, developing their skills, motivating them to higher levels of
performance and ensuring that they continue to maintain their commitment to the
organization, essential for achieving organizational objectives. This is true, regardless
of the type of organization- government, business, education, health, recreation or
social action”9 .
Prof. Cynthia D. Fisher, Lyle F. Schoenfeldt and James B. Shaw stated that, “Human
Resource Management involves all management decisions and practices that directly
affect or influence the people or human resources who work for the organization. In
recent years, increasing attention has been devoted to how the organizations manage
human resources. It is important to examine as to how organization’s employees
enable as organization to achieve its goals”10.
It is clear from the above definitions that human resources refer to the qualitative and
quantitative aspects of employee working in an organization. Human Resource
Management as a process of making the efficient and effective use of human
resources so that the set goals are achieved.
9 David A. Decenzo & Steppen P. Robbins, Human Resource Management, John Wiley & Soans Inc.
New York, 1994.
10 Prof. Cynthia D. Fisher, Lyle F. Schoenfeldt & James B. Shaw, Human Resource Management,
Houghton Muffic company, Boston, 1977.
11 Guest D.E., Human Resource Management & Industrial Relations, Journal of Management Studies,
1987.
5 | Pa ge
A3 EVOLUTION OFHRM
The early part of the century saw a concern for improved efficiency through careful
design of work. During the middle part of the century emphasis shifted to the
availability of managerial personnel and employee productivity. Recent decades have
focused on the demand for technical personnel, responses to new legislation and
governmental regulations, increased concern for the quality of working life, total
quality management and a renewed emphasis on productivity. The evolution and
development of HRM has interrelationship with that of management.
6 | Page
According to Taylor, “Planning should be the result of co-operation between the
management and workers and that a provision should exist for compensating the
personnel with financial incentives”.
3) Trade Unionism:
The view point underlying trade unionism was to safeguard the worker’s interest and
to sort out of their problems such as use of child labour, long working hours and poor
working conditions. Unions tried to improve the lot of workers through collective
bargaining, resolving the grievances of workers relating to working conditions, pay
and benefits, disciplinary actions, etc. For the acceptance of their problems, this union
used strikes, slowdowns, walkouts, picketing, boycotts and sabotage as weapons.
4) Paternalistic Era:
7 | Page
5) Industrial Psychology Era:
The organization is a social system that has both economic and social dimensions.
The objective of human relations approach was to make employees productive and it
was realized that employees’ satisfaction is the best means of making the employee
productive. The human relations’ movement has been a major influence on modem
human resource management.
This movement is characterized by its focus on group behaviour and workers’ feelings
as they relate to productivity and morale. Therefore, management must be mainly
concerned with the informal, spontaneous behaviour of work groups and the
sentiments and attitudes of employees.
8 | Page
Evolution Development of HRM in India
Chart No: 1. C. S. Venkataraman and B.K. Srivastava, Personnel Management and Human
Resources 1991, Tata McGraw Hill, New Delhi, Pg.5
1. A.4. NATURE OFHRM
In every phase of life, man learns new things and makes use of those in his daily
routines. This nature builds a person to develop and change from time to time. When
this change is well utilized by a person to coincide the organizational and individual
goal, it becomes an effective human resources management.
1) Pervasive Force:
HRM is pervasive in nature. It is present in all enterprises. HRM is the central sub
function of an organization and it permeates all types of functional management viz.,
production management, marketing management and financial management. Each and
every manager is involved with human resource function.
2) Action Oriented:
HRM focuses attention on action, rather than on record keeping, written procedures or
rules. The problems of employees at work are solved through rational policies.
3) Individually Oriented:
It tries to help employees develop their potential fully. It encourages them to give
their best to the organization. Under HRM, every employee is considered as an
individual so as to provide services and programmes to facilitate employees’
satisfaction and growth. In other words, it is concerned with the development of
human resources, i.e., knowledge, capability, skill, potentialities and attaining and
achieving employee goals.
4) People Oriented:
HRM is all about people at work, both as individual and groups. It tries to put people
on assigned jobs in order to produce good results. The resultant gains are used to
reward people and motivate them toward further improvements in productivity. It is
the process of bringing people and organization together so that the goals of each are
met.
10 | P a g e
5) Future Oriented:
Effective HRM helps an organization meet its goals in the future by providing for
competent and well-motivated employees.
6) Development Oriented:
HRM intends to develop the full potential of employees. The reward structure is tuned
to the needs of employees. Training is offered to sharpen and improve their skills.
Employees are rotated on various jobs so that they gain experience and exposure.
Every attempt is made to use their talents fully in the service of organizational goals.
Individual employee-goals consist of job satisfaction, job security, high salary,
attractive fringe benefits, challenging work, pride, status, recognition, opportunity for
development etc. HRM is concerned with developing the potential of employees, so
that they derive maximum satisfaction from their work and give their best efforts to
the organization.
7) Integrating Mechanism:
HRM tries to build and maintain cordial relations between people working at various
levels in the organization. In short, it tries to integrate human assets in the best
possible manner in the service of an organization.
8) Comprehensive Function:
HRM is, to some extent, concerned with any organizational decision which has an
impact on the workforce or the potential workforce. The term ‘workforce’ signifies
people working at various levels, including workers, supervisors, middle and top
managers. It is concerned with managing people at work.
9) Auxiliary Service:
HR departments exist to assist and advise the line or operating managers to do their
personnel work more effectively. HR manager is a specialist advisor. HR managers do
not manufacture or sell goods but they do contribute to the success and growth of an
organization by advising the operating departments on personnel matters.
11 | P a g e
10) Inter-disciplinary Functions:
According to George R.Terry, “it cannot be turned on and off like water from a
faucet; it cannot be practiced only one horn each day or one day each week. Personnel
management requires a constant alertness and awareness of human relations and their
importance in everyday operations.
Managing of human resources are challenging job due to the dynamic nature of
people. HRM aims at securing unreserved co-operation from all employees in order to
attain pre-determined goals.
12 | P a g e
A. 5 FUNCTION OF HRM
A. Managerial Functions
B. Operative Functions
A. Managerial Functions:
1) Planning:
Planning is a hard job, for it involves the ability to think, to predict, to analyze and to
come to decisions, to control the actions of its personnel and to cope with a complex,
dynamic fluid environment. It is a pre-determined course of action.
According to Allen, “It is a trap laid to capture the future”. In fact, “Planning today
avoids crises tomorrow”.
Thus, planning is future oriented concerned with clearly charting out the desired
direction of business activities in future.
2) Organizing:
3) Directing:
4) Controlling:
Controlling is the process of setting standards for performance, checking to see how
actual performance compares with these set standards, and taking corrective actions as
needed. It is through control that action and operation are adjusted to pre-determined
standards, and its basis is information in the hands of the managers. By check,
analysis and review the personnel department assists in realizing the personnel
objectives.
14 | P a g e
B. Operative Functions:
The operative functions of personnel management are concerned with the activities
specially dealing with procuring, developing, compensating, integrating and
maintaining an efficient workforce. These functions are also known as service
functions. It varies from department to department depending on the nature of the
department. The operative functions of HRM relate to ensuring right people for right
jobs at right times.
1) Procurement:
2) Development:
3) Compensation:
15 | P a g e
4) Maintenance:
The maintenance function deals with sustaining and improving the conditions that
have been established. It aims at protecting and preserving the physical and
psychological health of employees through various welfare measures. So maintenance
function ensures that employees’ needs are well taken care of by the management by
providing benefits and services.
5) Integration:
HRM tries to integrate the management and the workers to have mutual respect for
each other and bring in a new sense of industrial relations in the enterprise for
economic progress and industrial harmony. It is mainly focus on employees to
understand that they are part and partial of the enterprise and inculcate a feeling of
belonging to the enterprise.
In short, the key role of HRM function is to play a part in the creation of an
environment which enables people to make the best use of their capabilities and to
realize their potential to the benefits of both the organization and themselves. It is also
essentially a business-oriented philosophy concerning the management of people in
order to obtain added value from them and thus achieve competitive advantage.
Today HRM function is not only more integrated but is holistic as well. HR
practitioners of today are not narrowly specialist in his/her personnel area. It is
important to note that the managerial and operative functions of HRM are performed
in conjunction with each other in an organization, be large or small organizations.
16 | P a g e
Functions of HRM
17 J P a g e
L A.6. OBJECTIVE OFHRM
Human resources are managed to divert and utilize their resources towards and for the
accomplishment of organizational objectives. The most important objective of any
organization would be to find out the right person for the right job, so that the
organizational goals are achieved. The objectives of HRM changes from time to time
and from organization to organization.
1) Societal Objectives:
To be ethically and socially responsible to the needs, and challenges of the society,
while minimizing the negative impact of such demands upon the organization. The
failure of organizations to use their resources for the society’s benefit in ethical ways
may lead to restrictions.
2) Organizational Objectives'.
3) Functional Objectives:
serves.
4) Personal Objectives:
To assist employees in achieving their personal goals, at-least in so far as these goals
enhance the individual’s contribution to the organization.
18 | P a g e
Hence objectives in order to improve business performance and develop
organizational culture that foster innovation and flexibility. Management has to create
conducive environment and provide necessary pre-requisites for the attainment of the
objectives of HRM. Objectives should be based on 3H’s i.e. Heart, Head & Hand. We
should feel by Heart, think by Head & implemented by Hand.
Objectives of HRM
.. ... Objectives
Personal ... .... ..... .. ... 1) Training and Development
2) Appraisal
3) Placement
4) Compensation
5) Assessment
19 | P a g e
Objectives of HRM
20 | Page
L A. 7.HR ACTIVITIES
One aspect of getting the greatest contribution from human capital in an organization
requires that a fit be made with how people are treated and the long-term effect on the
company’s bottom-line. The way that happens is through HR activities that are based
on research, best practices, and continuing enhancement of HR efforts. HRM can be
thought of as seven interlinked activities taking place within organizations.
Additionally, external forces- legal, economic, technological, global, environment,
cultural/geographic, political and social- significantly affect HR activities and how
they are designed, managed and changed.
1) Strategic HRM:
Compliance with equal employment opportunity (EEO) laws and regulations affects
all other HR activities. The diversity of a workforce creates additional challenges. For
instance, a company must have sufficient diversity to meet affirmative action
requirements.
3) Staffing:
The aim of staffing is to provide a sufficient supply of qualified individuals to fill jobs
in an organization. Job analysis lays the foundation for staffing by identifying what
people do in their jobs. These analyses are used when recruiting applicants for job
openings. The selection process is concerned with choosing qualified individuals to
fill those jobs in the organization.
21 | P a g e
4) Talent Management & Development:
5) Total Rewards:
Compensation in the form of pay incentives, benefits, rewards people for performing
organizational work. To be competitive, employers develop and refine their basic
compensation systems and may use variable pay programs such as gain sharing and
productivity rewards. The rapid increase in the cost of benefits will continue to be a
major issue for most employers.
The relationship between managers and their employees must be handled effectively.
Employee rights and privacy issues must be addressed. It is important to develop,
communicate, and update HR policies and procedures so that managers and
employees alike know what is expected. In some organizations, union/management
relations must be addressed as well.
22 | P a g e
HR Activities
SOCIAL
C EXTERNAL ENVIRONMENT
23 | P a g e
1. A.8. THE CHALLENGE TO HRM
As Ulrich (1998) points out, environmental and contextual changes present a number
of competitive challenges to organizations, which mean that HR has to be involved in
helping to build new capabilities. Globalization requires organizations to move
people, ideas, products and information around the world to meet local needs.
1) Vision Penetration:
Vision not only provides the fuel and directions to business strategy, but also helps
managers evaluate management practices and make decisions. Penetration of vision
shall therefore, become an important integral part of man management in future.
2) Internal Environment:
The paradigm of managing managers would include not only assisting them to acquire
new skills and knowledge and to evaluate environmental changes, to evolve business
strategies, but also to live in a psychological state of readiness to continuous change.
24 | P a g e
6) Increasing size of workforce:
The workers are becoming much aware of their higher level needs. This awareness is
likely to intensify further in the future workforce. Therefore, managers would be
required to evolve appropriate techniques of motivating the workers and getting work
for them.
In the wake of technological advances new jobs will be created and may old jobs will
become redundant. Unemployment resulting from modernization could be liquidated
by properly assessing manpower needs and training of redundant employees in
alternate skills.
To meet with the increasing changes in the legal environment, necessary adjustments
will have to be made so that greater utilization of human resources can be achieved.
The new generation workforce comprising educated and conscious workers will ask
for higher degree of participation and avenues for self-fulfilment. It is rather difficult
to motivate many of the new generation workers than their predecessors. This is partly
due to change in their value system and higher levels of professional competency.
Therefore, today personnel managers may find themselves obsolete because of the
rapidly changing business environment, and they should also constantly update their
knowledge and skills by looking at the organization’s needs and objectives.
Challenges of HR Managers
27 | P a g e
B. HUMAN RESOURCE DEVELOPMENT
1. B.1 Introduction
1. B.l INTRODUCTION
Human resource development is concerned with the development of human resource
in an organization. Development means improving the existing capabilities to the
human resources in the organization and helping them to acquire new capabilities
required for the achievement of the corporate as well as individual goals. It believes
that individuals in an organization have unlimited potential for growth and
development and their potential can be developed and multiplied through appropriate
and by providing the right type of climate in the organization, individuals can be
helped to give foil expression of their potential, contributing to the achievement of
goals of the organization and thereby ensuring optimization of human resources.
The term “HRD” implies development qualities, capabilities, positive work aptitudes
of all the people working at all levels in an organization, so that their performance in
the present jobs is increased and they become prepared to take on increased
responsibilities in the foture. HRD is a process, which consists of a series of activities
conducted in order to design behavioural efforts should be made in such a way that
the employees should contribute willingly and wholeheartedly towards the
accomplishment of the goals or objectives of their organization. It is expected that
HRD should help and motivate the employees of an organization to acquire and
develop necessary technical, managerial and behavioural knowledge, skills and
abilities to mould the values, beliefs, attitudes required to perform present as well as
foture roles by realizing human potentials with a view to contribute positively to the
organizational, group, individual and social goals. HRD helps the employees to
28 | P a g e
acquire expertise required to perform all their activities, jobs efficiently and
effectively for their own well being as well as of their organization.
HRD, on the other hand is a proactive function, as it prepares people to face, future
challenges with confidence. In a broad sense, HRD is the process of increasing
knowledge and capabilities of all the people in a given society. In the national context,
HRD is a process by which the people in various groups are helped to acquire new
competence continuously so as to make them more and more self-reliant and
simultaneously develop a sense of pride in our country. In the corporate vision, the
HRD framework views employees as an asset to the enterprise, whose value is
enhanced by development. As far as industrial organization is concerned, human the
‘Human’ aspect where people are seen as having skills, having potential and the
ability to grow, change and develop; the ‘Resource’ aspect where individuals are
considered resources rather than problems and the ‘development’ aspect, where is an
emphasis on the discovery and nurturing of their potentials.
29 | P a g e
HRD a Humanistic Concept
0
•H
*v
Focus on the strengths of people and help them
y
overcome their weaknesses.
30 | P a g e
1. B.2 MEANING & DEFINITION
According to Peter F. Drucker, “The prosperity if not the survival of any business
19
depends on the performance of its managers of tomorrow.”
i
According to Kelly D., HRD can be defined simply as developing the most important
section of any business its human resource by, “Attaining or upgrading the skills and
attitudes of employees at all levels in order to maximize the effectiveness of the
enterprise. The people within an organization are its human resource.14
31 | P a g e
A successful Human Resources Development program will prepare the individual to
undertake a higher level of work, “Organized learning over a given period of time, to
provide the possibility of performance change”.16
K.C. Gupta in his research paper HRD is organization concept & Mechanism states,
“HRD means safeguarding, maintaining, and improving existing skills of human
beings (i.e. human resources) so as to increase their productivity for ultimate well
being of organizations as well as their own.”17
personal goals” .
In short, HRD means to develop available manpower through suitable methods such
as training, promotions, transfers and opportunities for career development. It is
organized learning activities arranged within an organization in order to improve
performance and personal growth for the purpose of improving the job, the individual,
and the organization.
16 Nalder L. Ed., The Handbook of HRD, John Wiley & Sons, New York, 1984.
17 K.C Gupta Research paper of HRD, organization concept and Mechanism states,
WWW.hrmnotes.com
18 Gupta Santosh & Gupta Sachin, Human Resource Development, Deep & Deep Publications Pvt. Ltd.,
New Delhi, 2005.
32 | P a g e
L B.3 EVOLUTION OF HKD
The early part of the century saw a concern for improved efficiency through careful
design of work. Improving employee productivity and efficiency was the next big
thing to hit the business world. Recent years have witnessed an increasing towards the
quality of working life, product, and quality, speedy and efficient delivery of work.
During this middle part of the century emphasis shifted to the availability of
managerial personnel and employee productivity.
The term HRD has become very popular in the recent past. Many organizations have
either started new HRD department or have appointed HRD managers or at least have
strengthened their personal departments to look after the HRD functions. The format
introduction of the concept of Human Resource Development (HRD) was done by
Prof. Len Nadler in 1969 in American Society for Training and Development
Conference.
In India, Larsen and Toubro Ltd, was the first company to introduce this concepts in
1975 among the private sector companies with an objectives of facilitating growth of
employees, especially people at the lower levels. Among the public sector
Government companies it was BHEL, which introduced this concept in 1980. Even
while introducing HRD, many organizations were under the impression that it was
nothing but Training and Development concept. Certain companies started renaming
their Training and Development Departments and some have created new
departments.
A survey by Industrial Team Service in 1969 indicated that the personnel function is
no longer viable, if it doesn’t include or allow scope for employment, training,
welfare measures, employee education, employee benefits, industrial relations and
industrial insurance. Thus, the concept was subject to serious criticism and this has
ultimately paved the way for the emergence of Human Resources Development.
33 | P a g e
Evolution of IIRD
The factor of production Labour is like any other factor of production, viz,
money, materials, land etc. Workers are like machine
concept
tools
The Goodwill concept Welfare measures look safety, first aid, lunch room,
and restroom will have a positive in productivity.
\
Employees are the most valuable assets of an
The Human Resource
organization. There should be a conscious effort to
concept
realise organizational goals by satisfying needs and
aspirations of employees.
34 | P a g e
1. B.4 NATURE OF HRD
HRD is a process, by which the employees of an organization are helped to help
themselves and develop the organization. Following are some of the important
features of HRD, which makes the concepts of HRD clearer. They are as follows:
HRD is mainly concerned with developing the knowledge, skills and capabilities,
competencies of the employees and hence, it is said that HRD is the employee
oriented concept. It can be applied for the development of the total human resources
at the national level as well as for the development of employees employed in an
organization.
2) HRD is a system:
Now-a-days, it is found that business environment is changing very fast and becoming
challenging, competition is keen. HRD is not merely to cope with the needs of an
organization, but it has to anticipate them in advance in a continuous and planned
manner. The proactive HRD practices can positively contribute to set the journey in
the right direction. The proactive HRD practices can successfully integrate
productivity with quality of work life and help the effectiveness. Hence, the approach
of HRD should be proactive and not reactive. d.d-3
35 | P a g e
5) HMD is an interdisciplinary concept:
HRD aims at developing the capabilities of human resources and emphasis of building
the right work culture by motivating the people properly.
Considering the needs, necessary actions are taken. HRD programmes for developing
human resources are adopted.
HRD enables the employee to discover and utilize their capabilities in service of
organizational goals. It finds a new meaning in work, when managers support such
initiatives through incentive plans and challenging work assignments. The whole
effort of HRD thus, is focused on improving the quality of life of employees working
at various levels in an organization.
36 | P a g e
Shifts in HR Management
I
„| Traditional HR Functions Emerging HR Practices
If
I0 ' f
a %■ &
If Administrative Focus Strategic Focus i
Reactive Proactive
Chart No: 9. Source: HR 21: Human Resource for the Next Century
37 | P a g e
1. B. 5 FUNCTIONS OFHRD
1) Role A nalysis:
HRD includes designing the wider roles than more jobs based on the organization
present-future needs.
Based on role analysis, plan for human resource, which would meet only the future
organizational requirement, but also capable of being developed comes the previews
ofHRD.
3) Recruitment:
4) Selection".
Induction and orientation are the techniques by which a new employee is rehabilitated
in changed surroundings and introduced to the practices, policies, purpose and people,
etc of the organization.
6) Performance Appraisal:
38 | P a g e
7) Training:
8) Management Development:
HRD deals with his/her planning and development of career of employer, so that
don’t leave the organization, but plan for internal mobility by means like transfer
problem etc.
11) Compensation:
HRD should arrange for social and cultural programmes to enable the employees to
leam from each other.
HRD function includes employee counselling about his/her job and organizational
related activities to help them acquire additional skill, knowledge and ability from
his/her counsellor.
39 I P a g e
14) Teamwork:
HRD functions also include encouraging the team spirit among the employees for
developing the organizational human process efficiently and effectively.
The free flow of communication both ways are to share new ideas, experience and
work related issues.
40 | P a g e
Functions of HRD
41 | P a g e
1. B. 6 AIMS OF HRD
The overall aim of HRD is to see that the organization has the quality of people it
needs to attain its goals for improved performance and growth. This aim is achieved
by ensuring as far as possible that everyone in the organization has the knowledge and
skills and reaches the level of competence required to carry out their work effectively,
that the performance of individuals and teams is subject to continuous improvement,
and that people are developed in a way that maximizes their potential for growth and
promotion.
42 | P a g e
1.B.7HRD MATRIX
The HRD matrix shows the interrelationships between HRD instruments, Processes,
outcomes and organizational effectiveness.
a) HRD Instruments:
b) HRD Processes:
The HRD instruments lead to the generation of HRD of processes like role charity,
performance planning, development climate, risk-taking, dynamism in employees.
Such HRD processes should result in more competent, satisfied and committed people
that would make the organization grow by contributing their best to it.
c) HRD Outcomes:
HRD instruments and processes make people more committed and satisfied, where
they tend to give their best to the organization enthusiastically.
43 | P a g e