CHAPTER 1

THE NATURE, SCOPE, AND ENVIRONMENT

OF HUMAN RESOURCE DEVELOPMENT
(HRD)

A
SOUMENDU BISWAS
PRESENTATION
Principles and purpose of the HRD system (Pareek
& Rao, 1975)

• HRD systems should help:

• In increasing the organization’s enabling capabilities

• In helping individuals recognize their potential

• In supporting individual autonomy through increased

responsibility

• In facilitating decentralization through delegation and

shared responsibility
Principles and purpose of the HRD system (Pareek
& Rao, 1975)

• HRD systems should help:

• In facilitating participative decision making

• By balancing current organizational culture along with

changing cultures

• Through continuous review and renewal of the

functions
HRD in various countries
United States of America

• Beginning from 1970s for over a decade HRD was

identified largely with training and development (T&D)

• Nadler (1970) defined HRD as a series of activities

conducted within a specified period of time, and designed
to produce behavioural changes

• Nadler’s (1984) revised definition of HRD proposed it as

organized learning experiences in a definite time period to
increase the possibility of job performances and growth
HRD in various countries
United States of America

• McLean and Mclean (2001) identified the following issues pertaining

to HRD in the USA:
• No consensus over the definition of HRD
• The US definitions appear to have influenced the global
definition of HRD
• National factors are a crucial determinant to define HRD
• Differences in perception about HRD and HR practices
between local companies and multinational companies
(MNCs)
• In many countries HRD is viewed systematically as a part of
HR and not a specialized profession
HRD in various countries
China

• In China, HRD is understood as:

• A planned and organized education and learning

process provided by organizations to improve
employees’ knowledge and skills as well as change
their job attitudes and behaviour

• It is the process that helps unleash the employees’

expertise for the purpose of enhancing the
individual performance and achieving effective
organizational functioning
HRD in various countries
France

• In France, HRD covers all practices that work towards increasing

contribution of people towards organizational objectives, such as:

• Competence development

• Satisfaction to the human requirements of organizational

development

• Training

• Mapping an individual’s internal career path

• The term ‘development social’ is often used synonymously with HRD

HRD in various countries
Germany

• No specific field defined as HRD

• Personnel specialists do some research related to this area

Korea

• Most Korean staff treat HRD equivalent to training and

development

• Sometimes organizational development and career

development are also included
HRD in various countries
Japan

• In Japan, the concept of HRD is identified by three terms:

• Noryuku Kathatu (development of individual abilities)

• Jinzai Keisei (level of mastery over human resources through

the work systems and training)

• Jinzai Ikusei (fostering of development of human resources

through the management of human resource processes)

• Individual development, career development, and organizational

development are the three major components of HRD in Japan
HRD in various countries
United Kingdom (UK)

• The key elements of HRD in UK includes the following activities:

• All processes that are expected to have an impact on

organizational and individual learning

• Planned interventions in individual and organizational learning

• Interventions planned to change organizational behaviour

• Strategic, long term, cultural, and organizational changes

• HRD is a relatively new concept in UK and is yet to be accepted and

established
HRD in various countries
Singapore

• In Singapore, HRD is described as a set of activities

related to knowledge and skill development through
organizational and community development, education,
training and re-training, in a life long learning process to
improve productivity at the personal, organizational, and
community levels.
PROFESSION
• Definitions:
• An open declaration or avowal of a belief or
opinion (Merriam-Webster Dictionary, 1971, p.
402)

• [where] ethical standards are central to

understanding what constitutes proper conduct
as well as expectations of virtues professionals
should possess (Gellerman, Frankel, &
Ladenson, 1990, p.8)
SALIENCE OF A PROFESSION
(Barber, 1963)
• A high degree of generalized and systematic
knowledge
• Primary interest towards the community’s interest
rather than to self interest
• A high degree of controlled [social] behaviour
within the [professional] community
• A system of rewards [extrinsic and intrinsic] that
is primarily a manifestation of [job-related]
achievements and thus an end in themselves and
not means to some end of individual self-interest
OCCUPATION –
CONCEPTUALLY DEFINED
• “…..that which occupies or engages the
time and attention; the principal business of
one’s life (The Webster Dictionary)”

• An occupation acquires the status of a

profession when it incorporates all its [the
profession’s] core characteristics
PROFESSIONALS – CONCEPTUAL
CHARACTERISTICS
• Those who possess the following characteristics:
• A high degree of generalized and systematic knowledge
• A possession of basic aptitudes required of a profession
• Those who have undergone a sufficient period in the
acquisition of the basic skills through adequate
education, training, and socialization
• Legally recognized as a practitioner of a given
profession
• Can offer specialized service(s)
• Can identify with others of the same community
through generalized and systematic shared knowledge
• Can comprehend the codes of conduct demanded by the
profession
HRD as a PROFESSION
• Development of identity of individuals and roles in the
organization

• Managing manpower effectively

• Creating synergies so that teams work efficiently to

achieve organizational goals

• Achieving equity and justice by ensuring that persons who

work in organizations are rewarded according to their
contributions