Edu-605

Human Resource Development

B.Ed. Weekend 3rd Semester
Section ‘’A’’

By: Ms Hina Z’
7/03/2021
INTRODUCTION
• IN 1970, LEONARD NADLER PUBLISHED HIS BOOK ‘’DEVELOPING
HUMAN RESOURCES’’ IN WHICH HE COINED THE TERM ‘HUMAN
RESOURCE DEVELOPMENT’ (HRD).
• OF ALL THE RESOURCES THE HUMAN RESOURCES IS THE MOST
SIGNIFICANT AND ONLY ACTIVE FACTOR OF PRODUCTION.
• THE GOAL OF ACHIEVING GREATER QUALITY AND HIGHER
PRODUCTIVITY DEPENDS UPON THE SKILL OF THE PEOPLE.
CONCEPT OF HRD
• USE AT MICRO AND MACRO LEVEL
• MACRO LEVEL: HRD IS DESCRIBING AS THE CORE OF ALL
DEVELOPMENTAL EFFORTS IN THE SENSE OF IMPROVEMENT OF
QUALITY OF THE LIFE OF THE PEOPLE AT THE NATION.
• MICRO LEVEL ORGANIZATIONAL LEVEL: HRD CONNECT THE
IMPROVEMENT IS THE QUALITY OF MANAGERS AND WORKERS TO
ACHIEVE GREATER QUALITY AND HIGHER LEVEL OF PRODUCTIVITY.
MEANING
• HUMAN RESOURCES REFER TO THE TALENTS AND ENERGIES OF PEOPLE
THAT ARE AVAILABLE TO AN ORGANIZATION AS POTENTIAL CONTRIBUTORS
IN ORGANIZATION’S MISSION, VISION, VALUES AND GOALS.
• DEVELOPMENT REFERS TO A PROCESS OF ACTIVE LEARNING FROM
EXPERIENCE-LEADING TO SYSTEMATIC AND PURPOSEFUL DEVELOPMENT
OF THE WHOLE PERSON, BODY, MIND AND SPIRIT.
• IT MAY BE DEFINED AS A CONTINUOUS PROCESS TO ENSURE THE
DEVELOPMENT OF EMPLOYEES COMPETENCIES, DYNAMISM, MOTIVATION
AND EFFECTIVENESS IN SYSTEMATICS AND PLANNED WAY.
• IT ENSURE THE ALL AROUND DEVELOPMENT OF THE PEOPLE SO THAT THEY
CAN CONTRIBUTE THEIR BEST TO ORGANIZATION SOCIETY AND NATION.
DEFINITION
• HUMAN RESOURCES DEVELOPMENT IS FOSTERING LONG TERM
WORK RELATED LEARNING CAPACITY AT INDIVIDUAL, GROUP AND
ORGANIZATIONAL LEVEL.
• The American society for training and development human resources
development is the process of increasing the capacity of the human
resource through development.
• It is thus adding value to individual, teams or an organization as a
human system.
• May be defined as development of people providing the right
environment where each individual may grow to this fullest potential.
Nature/Features of HRD
• System Perspective: core of large system known as human resources
System. Concerned with providing learning experience for the
organizational members to develop their competencies. HRD is only a
subsystem of the organization which is integrated with all other
subsystem production. Finance and marketing.
• Behavioral science knowledge:- use knowledge from psychology,
sociology and anthropology and implementation various programs for
the development of individuals. Groups and the organization.
Nature/Features of HRD
• Development of competencies at four levels:
• At the individual level
• At the interpersonal level
• At the group level
• At the organizational level
 Human Resources in a competitive
business environment
Human Resources Development
In this sense, human resources development is about identifying, nurturing, managing,
and using the abilities demonstrated by employees in order to help the company to attain
its objectives. The human resources development management office in a company is in
charge of this function and is there to create the right climate in the organization that the
employees need to help them develop so that they can help the company to develop.
When a candidate receives some kind of training while in school that helps them to
prepare for the job, then the job of the human resources department is made much easier
because a lot less has to be invested in the training of an employee upfront when they
join a company.
The Role of Human Resources in the
Business Environment

A business owner has many considerations in operating his

company, but he's never far away from the needs of his staff.
The role of human resources is most important in a business
environment in which human labor is a big part of how
customers are served. If you own a business, you must become
an expert at managing people or else bring on board a person
with that expertise. Without the right HR practices in place,
you are not likely to get the maximum effort from your staff.
Firm Performance

One way to think about the role of human resources is to understand that
people do important work. They are the labor force that you depend on
to produce results. These results lead to some benefit for customers. In a
factory, employees use their physical labor and operate machines so that
products are produced and ready to sell to customers. In service
businesses, employees deliver services or perform business activities
that support business operations.
Customer Value

The resource-based view of a business's competitive advantage refers to

how you would produce long-term value for customers from those
resources. Employees are one kind of resource in which you can invest.
Their value relates to their "skills, judgment and intelligence,"
emphasizes an article from the Center for Advanced Human Resource
Studies at Cornell University. You make investments in areas like
training and development to help employees become more effective. It
makes sense to implement HR practices to evaluate and recommend
better working conditions, improved compensation and other rewards to
keep employees happy. You want them to stay and work for your
business so that your investment is secured.
Recruitment

Before you get employees trained and performing at the desired level,
you need effective ways to recruit them into your company. You must
compete with other businesses recruiting similar talent. However, in its
early years, your company may have limited money to spend on
attractive salaries and benefits packages. What you do have more
control over is creating positions that really challenge employees and
give them a lot of authority and programming flexibility. They might
choose to work for your business because they prefer the work and the
small, organic culture over a better salary at a larger firm with less
chance to have control over their work.
Organizational Design

The HR function also helps you decide the best arrangement of

employees in various jobs. If your company has one manager and a
sales team and another manager and a back office team, then you have
a simple organizational design. Each employee is assigned tasks to
support the purpose of her team. When the distribution of work is not
efficient, you can rearrange employee positions and assigned tasks
until you find a more logical system. Without knowledge of how to
manage employees' needs, such as achieving buy-in for big changes
and reducing resistance, you could have difficulty achieving success
with your new arrangement. You need knowledge of employee
motivation and performance management, which are important
aspects of the HR function.