HRD Matrix

Schematic Presentation of Linkages between HRD Instruments, Processes,

Outcomes and Organizational Effectiveness.

HRD Mechanisms HRD Processes HRD Outcomes Organizational

effectiveness
HRD Department Role clarity More competent people
Higher productivity
Performance appraisal Planning of development Better developed roles
by every employee Growth & Diversification
Review Role analysis Performance More problem solving
 Exercises Cost reduction
More trust Better utilization of
Training Job Rotations human resources More profits
Collaboration & Team
OD exercises work Better generation of Better image
Authenticity internal resources
Job- Enrichment
 programs Openness Teamwork

Risk taking
Other Factors include
Value generation Other Factors Include
Environment, technology,
Increased communication Personnel policies, top resource availability,
management styles, history, nature of business,
investments in HRD, top etc.
management commitments,
history, previous culture,
line manager’s interest,
etc.
HRD SYSTEM
HRD functions are carried out through its systems and sub systems. HRD has five major systems
and each of the systems has sub systems as elaborated below: the first three systems viz., Career
system, Work system and Development system, are individual and team oriented while the fourth
and the fifth systems viz. Self renewal system and Culture Systems are organization based.
CAREER SYSTEM:
As an HRD system, career system ensures
attraction and retention of human resources
through the following sub-systems.

•Manpower planning
•Recruitment
• Career planning
• Succession planning
• Retention
Work system:

Work-planning system ensures that the

attracted and retained human resources are
utilized in the best possible way to obtain
organizational objectives.

•Role efficacy
•Performance plan
•Performance appraisal
•Promotion and Reward
•Job rotation
DEVELOPMENT SYSTEM:
The environmental situation and the business
scenario is fast changing. The human resources
within the organization have to raise up to the
occasion and change accordingly if the
organization wants to be inbusiness. The
development system ensures that the retained
(career system) and utilized (work system)
human resources are also continuously
developed so that they are in a position
to meet the emerging needs of the hour.
Following are some of the developmental sub -
systems of HRD that make sure that human resources
in the organization are continuously developed.
• Induction
•
• Training
•
• Job enrichment
•
• Potential appraisal
•
• Succession Development
•
• Counselling
• Mentor system
SELF-RENEWAL SYSTEM:
It is not enough to develop individuals and
teams in the organizations but occasionally there
is a need to renew and regenerate the
organization itself. Following are some of the
sub systems that can be utilized to renew the
organization.
• Organizational Development interventions
• Survey
• Action research
• Organizational Retreats
CULTURE SYSTEM:
Building a desired culture is of paramount
importance in today·s changed business scenario. It
is the culture that will give a sense of direction,
purpose, togetherness, and teamwork. It is to be
noted that whether an organization wants it or not
along with the time common ways of doing things
(culture) will emerge. If not planned carefully and
built systematically such common traits may not
help the business but may become a stumbling
block. Hence it is very important to have
cultural practices that facilitate business.
Some of the culture building subsystems are
given below:

•Vision, Mission and Goal

•
• Values
•
• Communication
•
• Get-togethers and celebrations
•
• Task forces
•
• Small Groups
 PRINCIPLES IN
DESIGNING HRD
SYSTEM
•System should be appropriate & relevant to the
business goals

•It should focus on current & future needs of the

corporation

•The HRD strategies & system should flow from

the corporate strategies

•The systems should be well designed &

should have a structural maturity
•The system should be implemented well

*The employers should be taking them

seriously implemented

* The employees should be taking them

seriously & meticulously what has been
envisaged in each system
•The sub systems should be well integrated &
• should have internal synergy

•Sub system should be adequate & should take

care of the HRD requirements of the organisation
Role Situations
 Role – a set of behaviors expected of
individuals holding a given position in a
group
 Role overload – more than can be

reasonably expected from an individual

 Role conflict – unclear expectations from

others
 Role ambiguity – role itself is unclear
 Common in newly created positions
Dimensions of
Organizational Roles
 Inclusionary – social dimension (e.g., outsider,
probationary, permanent status)
 Functional – task dimension (e.g., sales,
engineering, administrative)
 Hierarchical – rank dimension (e.g., line
employee, supervisor, management, officer)