Human Resource Development: Doms University of Madras

HUMAN RESOURCE
DEVELOPMENT
DOMS
UNIVERSITY OF MADRAS
BUSE207 HUMAN RESOURCES DEVELOPMENT
UNIT I
Introduction: Definition, Scope and objectives - Evolution of HRD -
Developmental Perspective of HRD - HRD at macro and micro levels:
Outcomes of HRD in the National and Organizational contexts. Qualities
and Competencies required in a HRD professional. Importance of HRD in
the Present Context. Development of HRD Movement in India. Difference
between HRM and HRD Organisation of HRD Function

UNIT II
Human Resource Development System: HRD Mechanisms – Climate and
Culture – Influences of Employee Behaviour – Model of Employee
Behaviour – External and Internal Factors Influencing Employee Behaviour.
Learning and HRD: Learning Principles – Maximizing Learning – Individual
Differences in the Learning Process – Learning Strategies and Styles –
Recent Developments in Instructional and Cognitive Psychology.
BUSE207 HUMAN RESOURCES DEVELOPMENT
UNIT III
Developing Human Capacity: Aptitude - Knowledge - Values - Skills of Human
Relations - Responsiveness - Loyalty and Commitment - Transparency -
Leadership Development.
Evaluating HRD: Human Resource Accounting - HR Audit and Benchmarking -
Impact Assessment of HRD initiatives on the bottom-line of an organization.
UNIT IV
Training and Development: Meaning and Scope of training - education and
development; Training need analysis - Types of training Internal and external -
Outbound Training - Attitudinal training - Principles Involved in Selection of
Training Method – Techniques of Training Different Levels - Training effectiveness.
UNIT V
Career Planning and Development: Definition - objectives – importance – career
development – principles of theories career planning – steps involved –
succession planning.
Recent Trends in HRD: Training for trainers and HRD professionals - Promoting
Research in HRD.
Human Resource Development
Meaning
Leonard Nadler introduced the term HRD in
1969.Human Resource Development ( HRD) is a
positive concept in human resource
management. It is based on the belief that an
investment in human beings is necessary and
will invariably bring in substantial benefits to the
organization in the long run. It aims at overall
development of human resources in order to
contribute other well being of the employees,
organization and the society at large.
Human Resource Development (HRD) is the
framework for helping employees develop
their personal and organizational skills,
knowledge, and abilities.
According to Harris and Desimone
HRD is a set of systematic and planned
activities designed by an organization to
provide its members with the necessary skill
to meet current and future job demands.
Definition
Human resource development (HRD) is a
planned process of continuously helping
employees to acquire and sharpen necessary
skills to efficiently perform their present and
future job assignments and also to equip them
with capabilities to discover and exploit their
inner potential for their own satisfaction as
well as for organizational effectiveness.
The Scope of HRD
The scope of HRD
i. Recruiting the employees within the dimensions and
responsibilities for developing human resources.
ii. Selecting those employees having potentialities for
development to meet the present and the future
organizational needs.
iii. Analyzing, appraising and developing performance
of employees as individuals, members of a group and
organizational with a view to develop them by
identifying the gaps in skills and knowledge.
The Scope of HRD
iv. Help the employees to learn from their superiors
through performance consultation, performance
counseling and interviews.
v. Train all the employees in acquiring new technical
skills and knowledge.
vi. Develop the employees in managerial and
behavioral skills and knowledge.
vii. Planning for employee’s career and introducing
developmental programs. Planning for succession and
develop the employees.
The Scope of HRD
ix. Changing the employees behavioral through
organizational development.
x. Employees learning through group dynamics.
xi. Learning through social and religious
interactions.
xii. Learning through job rotation, job enrichment
and empowerment.
xiii. Learning through quality circles and schemes
of workers participation in the management
Objectives of HRD
• To develop capabilities of all individuals working in an
organization in relation to their present and changing
future job requirements.
• To develop better interpersonal and employer-employee
relationships in an organization
• To develop team spirit
• To develop coordination among different units of an
organization
• To develop organizational health by continuous renewal
of individual capabilities (averting manpower
obsolescence), keeping pace with the technological
changes
Objectives of HRD
• Suitable need based training programs
• Prepare newly inducted staff to perform their
work with high level of competency and excellence.
• Promote a culture of creativity, innovation,
human development, respect and dignity.
• Achieve excellence in every aspect of working life.
• Create environment for the trainees conducive to
their character building.
Objectives of HRD
• Drive fear out of the work place
• Create conditions to enable employees to take
pride in their workmanship
The Major Objectives are

Equity
Employability and
Adaptability/Competitiveness
EVOLUTION OF HRD
EVOLUTION OF HRD
Early Apprenticeship Training Program
• The origins of Human Resource can be traced since
18th century by apprenticeship training.
• In this era, small shops operated by skilled artisans
produced virtually all household goods, such as
furniture, clothing & shoes
• To meet a growing demand for their products craft
shop owners had to employ additional workers
• Without vocational training or technical schools, the
shop keepers had to educate & train their own workers
EVOLUTION OF HRD
• For little or no wages, these trainees or
apprentices, learned the craft of their master,
usually working in the shop
• Apprentices who mastered skills were
considered “yeomen”, & could leave their
masters & establish their own shops
EVOLUTION OF HRD
Early Vocational Education Programs
• De Witt Clinton, in 1809, founded the first
recognized privately funded vocational
school, referred as manual school, in New
York
• The purpose was to provide occupational
training to unskilled young people who were
unemployed or had criminal records
EVOLUTION OF HRD
Early Factory Schools
• With the advent of the industrial revolution during late
1800‟s, machines began to replace the hand tools of the
artisans.
• “Scientific” management principles recognized the
significant role of machines in better & more efficient
production systems
• Specifically semi skilled workers using machines could
produce more than the skilled workers in small craft shops
• This marked the beginning of factories
• Factories made it possible to increase production by using
machines
EVOLUTION OF HRD
Early Training Programs for Semiskilled & Unskilled
Workers
• Both apprenticeship programs & factory schools
provided training for skilled workers, very few
companies during this time offered training programs
for unskilled workers
• This changed after 2 significant historical events.
• 1st was the introduction of model T by Henry Ford in
1913. Model T was the 1st car to be mass produced
using an assembly line, in which production required
only the training of semiskilled workers to perform
several tasks
EVOLUTION OF HRD
• The new assembly lines cut production costs significantly
& Ford lowered its prices, making the model T affordable
to a much larger segment
• With increasing demand for Model T, ford had to design
more assembly lines, & this provided more training
opportunities
• The 2nd historical event was to out break of World War
1. To meet the huge demand for military equipments,
many factories that produced non-military goods had to
retool their machinery & retain their workers, including
the semiskilled.
EVOLUTION OF HRD
The Human Relations Movement
• One of the undesirable by–products of the factory system
was the frequent abuse of unskilled workers, including
children, who were often subjected to unhealthy working
conditions, long hours and low pay.
• The appalling / awful conditions urge a national anti-factory
campaign Led by Mary Parker Follett & Lillian Gilbreth
• The campaign gave rise to the “human relations” movement
advocating more humane working conditions
• The human relations movement provided a more complex &
realistic understanding of workers
• The HR movement highlighted the importance of human
behaviour on the job.
EVOLUTION OF HRD
The Establishment of Training Profession
• With the outbreak of World War II, the industrial
sector was once again asked to retool its factories to
support the war efforts
• With the World War II, the initiative led to the
establishment of new training program, with larger
organizations & unions
• The federal government established ”Training with
Industry” (TWI) services to coordinate training
programs across defence – related industries
EVOLUTION OF HRD
Emergence of HRD
• During 1960’s & 70’s, professional trainers realized
that their role extended beyond the classroom
training
• The move towards employee involvement in many
organizations required trainers to coach & counsel
employees
• T&D therefore expanded to include interpersonal
skills such as coaching, group process facilitation &
problem solving
EVOLUTION OF HRD
• 1980’s saw greater changes affecting the T & D
• In late 70’s early 80’s, discussions centered on
rapidly expanding profession
• Influential books helped to clarify & define HRD
• Since 90’s efforts are made to strengthen the
strategic role of HRD, i.e. How HRD links to &
supports the goals & objectives of organization
Evolution of HRD in India
• The Concept of HRD came into picture only in
1970’s. Larsen and Toubro was the pioneer
in India to design and implement an
integrated HRD system in the 1970’s.
Slowly other companies also started
establishing it.
• The first workshop of HRD was held in 1979. Xavier
Labour Relations Institute, Jamshedpur was the first
to establish a centre for HRD.
• A survey conducted in 1982 by T.V Rao has shown
that the organizations have started implementing HR
policies with a positive approach and the techniques
like open appraisal system, training and
development, grievance handling etc. were being
used in the developed organizations.
• In 1985, the national HRD network was established.
• To analyses HRD climate in Indian
organizations another survey was carried out
and it was found that there were
indifferences among employees due to which
the general climate was not very conducive.
The top management’s commitment and
devotion towards effective implementation of
HRD was also not satisfactory.
• Slowly the need and importance of HRD evolved
and the Indian Government also started realizing
its importance. A separate ministry of Human
Resource Development created by the Central
Government is its result. Government is also
making valuable contribution by formulating new
policies to develop appropriate linkages between
education, public heath, adult literacy and other
social programmes so as to ensure the overall
development of people in the country.
• In this modern scientific and technological era it’s
the ardent need of hour to develop new
and innovative HR practices by undergoing
research and development operations. It has
been well understood that human resource is
the most important resource and without good,
effective and competent, human resource, all
other resources will be waste. It should be
mandatory for all organisations to have a
separate HR department working under a
dynamic, competent and effective HR manager.
EVOLUTION OF HRD IN
CHRONOLOGICAL SEQUENCE
1) THE COMMODITY CONCEPT
Human resource was referred as ‘a
commodity’ to be bought and sold. Wages
were decided on the basis of demand and
supply forces. Government also did not care
much about the work force at that time
2) THE FACTOR OF PRODUCTION CONCEPT
Labour is treated as any other factor of
production, money, material, land, etc.
EVOLUTION OF HRD IN
3)THE GOODWILL CONCEPT
Welfare measures like safety, first aid, lunch room, rest
room, etc. these measures proved to be a source of boosting
up the morale of workers, and enhancing their performance
4) THE PATERNALISTIC CONCEPT
Management must assume a fatherly and protective attitude
towards employers. Paternalism does not mean merely
providing benefits but it signifies to satisfy various needs of
employees just as parents meet the requirements of the
children.
5) THE HUMANITARIAN CONCEPT
To improve the productivity, physical, social and
psychological needs of workers must be fulfilled.
EVOLUTION OF HRD IN
6) THE HUMAN RESOURCE CONCEPT
Employees are the most valuable assets of an organisation.
There should be a conscious effort to realize organizational
goals by satisfying needs and aspirations of employees
7) THE EMERGING CONCEPT: HRD
Employees should be accepted as partners in the progress
of a company. They should have a feeling that the
organisation is their own. To this end, managers must offer
better quality of working life and provide opportunities to
people to exploit their potential fully. There should be
opportunities for self fulfilment in one’s work.
Qualities of a HRD Manager
According to Rao, a successful HRD manager requires the following
skills:
I. Essential Qualities
• Positive thinking and positive attitudes towards people.
• A high desire to learn.
• Interest in people.
• Helpful attitude.
• Initiative taking or proactivity.
• Practice and perseverance.
• Communication skills.
• Objectivity in approach.
• Personal example and sense of discipline.
Qualities of an HRD Manager
II. Functional Competencies
• Knowledge of appraisal systems and their functioning in
various organisations.
• Knowledge of potential appraisal, assessment centres, in
basket exercises and such other potential development
mechanisms.
• Knowledge of various tests, questionnaires and other
measures of human and organizational processes.
• Ability to design and coordinate training programs for
managers, supervisors and
• Professional knowledge of human resource management
and basic understanding of the industrial relations.
• Knowledge of organizational culture and organizational
diagnosis and development skills.
• Knowledge of Career Planning Practices and skills to
develop systems.
• Knowledge and skills in counselling.
• Knowledge and skills in behavioural science research.
• Knowledge of role analysis methods, team building
interventions, job rotation etc.
• Knowledge of learning theories and personality
development.
III. Managerial Competencies
• Organising ability – the ability to identify
talent and organize work, maintenance and
monitoring and feedback of information.
• System design and development skills.
• Implementing skills.
• Change agentry skills.
• Leadership abilities.
Comparison Chart
BASIS FOR COMPARISON HRM HRD
Meaning Human Resource Human Resource

Management refers to the Development means a
application of principles of continuous development
management to manage the function that intends to
people working in the improve the performance of
organization. people working in the
organization.
Nature Management function. Subset of Human Resource

Management.
Function Reactive Proactive

Objective To improve the To develop the skills,
performance of the knowledge and
employees. competency of
employees.
Process Routine Ongoing
Dependency Independent It is a subsystem.
Concerned with People only Development of the
entire organization.
Responsibility Responsibility of human Responsibility of HRD is
resource development is given to all managers at
given to the personnel/ various levels of the
human resource organisation.
management
department and
specifically to personnel
manager
Activity coverage Broad- include Human Part of HRM- includes
Utilization functions like functions such as
recruitment, selection, performance and
placement, compensation, potential appraisal,
etc. career planning, etc.
Focus and orientation Growth and prosperity of Adding value to

the organization as a individuals, teams, and
productive unit. organization as a human
system.
Outcome Socialism and integration Healthy organizational

of employees culture conductive to
with the organization organizational goal
accomplishment and
effectiveness.
HRD @ Macro and Micro Level
Micro level
Generally, HRD at micro level involves an organization’s
manpower planning, selection, training, performance
appraisal, development, potential appraisal, compensation,
organizational development, etc. Human resource
development is taken up at the organization or firm level
Macro level
Concerned with the development of people for the
nation’s well being. It takes, health, capabilities, skills,
attitudes of people, etc. useful to the development of the
nation as a whole.
Micro Level
• Personnel Management is concerned with man at
work and with their group relationship, with a view to
achieve the objectives of the organization through
their maximum personal contribution towards the
work-goal achievement
• Considering the importance of human factor in the
achievement of organizational goals, the
management and development of human resources
acquires immense importance. To give human
resources its due importance and to treat it
differently from non-human factors of production.
• HRD is the process of achieving the best fit between
individuals, jobs, organizations and the environment. It is
the process of bringing the people and organization together
so that the goals of each are met.
• The HRD outcomes may include a higher level of employee
competence, better utilization of human resources through
higher motivation and commitment. The HRD outcomes can
influence the business goals of the organization.
• Good HRD practices may build the competencies and
commitment of employees to such an extent that they
make sure that the other variables are taken care of to a
great extent.
Macro Level
• The economic development of a national economy
normally depends upon the availability and efficient
utilization of its resources. So far the development
experts and economists were concentrating more on
physical resources and physical capital formation.
• During the recent years it is being increasingly realized
that the importance of Human Resources cannot be
underestimated in the context of socio-economic
development and transformation in countries like
India.
• Of all the factors of production, man has the highest
priority and is the most significant factor of production
and plays a pivotal role in the area of productivity and
quality.
• Human resource development means accumulation of
human capital and it's effective utilization for the
development of economy.
• Human capital is produced by an application of
productive resources to raw labour. The result of this
particular application is a trained worker whose
enhanced productive capacity results in a stream of
services of increased value.
Growth in GDP by investment in Human
Resources
(a) The higher the investment in human capital,
the greater would be the efficiency of workforce
per unit of output resulting in wealth generation
in the productive segment of the economy.
(b) A country which makes significant achievement
in HRD is generally supposed to make major
strides in overall growth of the economy.
(c) There is a strong correlation between HRD and
economic growth.
Resources
(d) The investment in HRD may get reflected in GDP growth
of the country. However it does not imply an increase in
industrial production and increased productivity in the
corporate sector.
(e) The corporate sector has to evolve its own HRD
strategies for the increase in labour efficiency.
(f) If there is proper development of human resources by
raising human capabilities at the gross-root level;
balanced absorption of human resources among major
economic activities can be achieved. Thus human
resources are the most strategic and crucial determinants
of growth.
Resources
(g) Better health and nutrition improves
longevity and enable them to maintain higher
productivity for longer periods of life. The
income generating life span increases.
Importance of HRD
• Human resource development now a days is considered as
the key to higher productivity, better relations and
greater profitability for any organisation. Appropriate HRD
provides unlimited benefits to the concerned organisation.
• HRD (Human Resource Development) makes people more
competent. HRD develops new skill, knowledge and
attitude of the people in the concern organisations.
• An environment of trust and respect can be created with
the help of human resource development.
• Helps the organisation in keeping the right person at the
right place for the right time and making its effective use.
Importance of HRD
• With appropriate HRD programme, people become more
committed to their jobs. People are assessed on the basis of
their performance by having an acceptable performance
appraisal system.
• It improves the all round growth of the employees. HRD also
improves team spirit in the organisation. They become more
open in their behaviour. Thus, new values can be generated.
• Improves the communication system to open the
channel of communication so that every one
understands the other person in a better way and there is
no chance of ambiguity.
Importance of HRD
• Acceptability toward change can be created with the help of
HRD. Employees found themselves better equipped with
problem-solving capabilities.
• It also helps to create the efficiency culture In the organisation.
It leads to greater organisational effectiveness. Resources are
properly utilised and goals are achieved in a better way.
• It also helps to collect useful and objective data on employees
programmes and policies which further facilitate better human
resource planning.
• Makes employees ready to change and undergo transformation
and relearn after unlearning what they had already learnt.
Importance of HRD
• It improves the participation of worker in the
organisation. This improve the role of worker and
workers feel a sense of pride and achievement
while performing their jobs.
• Hence, it can be concluded that HRD provides a lot
of benefits in every organisation. So, the
importance of concept of HRD should be recognised
and given a place of eminence, to face the present
and future challenges in the organisation.
HRD Functions
HRD Mechanisms/Sub-Systems
• Human Resource Development (HRD) is an organizational
framework for improving and developing their human
capital for which the management implement certain
sub-systems or methods.
• The intended purpose of implementing such HRD
instruments is to gain a competitive edge in market place
through a competent and capable work force.
• Methods of HRD can focus on teaching the necessary
skills to the employees on the job, more specific abilities
that help to accomplish any task or responsibilities in an
organization; it improves technical and communicative
skills which improves the efficiency of employees
Different types of sub-systems/ mechanisms
• Performance Appraisal
• Potential Appraisal and Development
• Career Planning
• Training and Development
• Career Development
• Organizational Development
• Role Analysis
• Employee Welfare and Quality of Work Life
• Self-Renewal and Institution Building
• Rewards
• Quality Circles, Task forces and Assignment Groups
• Employee Counseling and Coaching
Performance Appraisal
• It is an indispensable aspect of HRD of analyzing the
performance of employees which enables the management
to understand where their people stand, what is been
expected from them and what they are actually contributing.
• Performance Appraisal is the most crucial HRD instrument,
under which the performance of the employees is
periodically appraised in the light of the difficulties faced by
the employees, along with the identification of their growth
needs.
• The purpose of conducting such an analysis is to assess the
present position of employees and to forecast the need for
training.
Performance Appraisal consists of
• Job Analysis
• Establishing Performance Standards
• Communicating Performance Standards to the
employees
• Measurement of actual performance
• Comparison of Actual with the Standards developed
and evaluating deviations in performance
• Taking Corrective Action, if necessary
Potential Appraisal and Development
• The term ‘potential’ refers to the abilities and skills possessed by
an employee. It is different from performance appraisal which
shows an employee’s current performance in his existing role.
• The purpose of Potential Appraisal is to develop latent abilities of
individuals. It provides all important information regarding
individuals that could be beneficial for them in framing career
opportunities.
• It ensures a good match between the potential of employees
and their job.
• The appraisal is carried out on the basis of (i) supervisor’s
observations, (ii) data retrieved from the earlier performance of
the employee’s, (iii) performance on roles in simulated settings
related to a new position.
Career Planning
• Planning of Career is of utmost importance for the growth
of employees.
• The first and the foremost step in career planning is to make
one’s SWOT analysis.
• Career must be planned in accordance with the education,
training, job search and work experience. Employees
should trace their career in the light of their individual
needs and capabilities.
• They should be aware of their potentiality and capabilities
that could exploit the available opportunities and career
should be planned accordingly.
Organizational Development
• It intends to change beliefs, attitudes, values and structure of
organizations that they can better become accustomed to new
technologies, markets and challenges at the dizzying rate of
change itself.
• Since organization is an open system, it must develop itself by
adopting various changes
• It provides a framework in which changes in climate and culture
of the organization takes place. It enables an organization to
harness human potential for attaining organizational objectives.
• O.D. includes survey feedback, team-building inter personal
sensitivity training, M.B.O, brain storming, process consultation,
stress management, etc.
Employee Welfare and Quality of Work life
• Welfare of employees should be the prior issue among the
managers in an organization. Since employees are considered
to be the greatest asset in any organization, their welfare must
be given preference by the management
• Proper healthy and hygienic working conditions and a
cohesive environment must be provided to them which could
motivate them for exhibiting better performance at work.
• The work life of the employees should be of good quality so
that they could feel comfortable at work and a sense of
belongingness would be developed among them, enabling
them to perform in an organized and optimum manner.
Rewards
• Reward is the appreciation of work in the form of bonus,
promotion, salary increment, control of preferred job
assignment etc which enhance the morale of employees and
motivate them to work with more zeal and enthusiasm. It is
the utmost important task of HRD department to look after the
reward that has to be given to the deserving employees over
and above their usual wages and salaries.
• Rewards are of two types viz; Intrinsic and Extrinsic.
• Intrinsic rewards are those which are received by the
individuals themselves as a result of satisfaction on job.
Extrinsic reward on the other hand is in the form of direct
compensation to be linked with the assessment of performance
of employees at work.
Quality Circle, Task forces and Assignment groups
• Quality Circle is a small group of workers engaged in similar
type of job. It is a participative type of management
system which enables the people involved to seek guidance
from a trainer to understand certain issues related to their
job and to find out solutions for the same.
• They meet voluntarily with each other on regular basis for
an hour per week, during office hours under the supervision
of a supervisor who provide them required training. It
promotes respect and understanding among the
subordinates and managers and it helps in maintaining
healthy relationship in an organization
Training and Development
• Training refers to the systematic process of developing the
competencies relating to the job of employees for the
present and future roles and responsibilities in the
organization.
• Training Programmes are designed to increase the
knowledge, skills and capabilities of the employees in
order to make them competent to face the dynamic
challenges of globalization.
• To be effective, training programme should be
premeditated in a systematic way- backed up by the careful
needs assessment and thorough analysis of results.
Role Analysis
• Role is set of expected behavior patterns attributed to a person
occupying a given position in a unit. It is a process of accumulating,
examining and recording the information to define the requirement
of the roles in order to provide a basis for the role profile.
• Role analysis is a technique of maximizing the contribution of
human beings in attainment of organizational goals. It lays
emphasis over the demands made by the role holder, of what they
need to learn and of what they are capable of performing.
However, such analysis should be conducted periodically and must
be designed according to the constant changes taking place in
internal and external environment in which the organization exists.
The role should be developed in a way that could create
compatibility among the organizational strategies and the
employee’s needs.
Self-renewal System
• Organizations are the interactive social system of our
society. They must adapt themselves with the ever-
changing environment in which they exist.
• Proper research regarding the opportunities and threats
must be conducted which should be backed by regular
feedback. Self-renewal system implies that an organization
must keep itself updated and upgraded with time. It
should be ready to face any type of competition and must
be competent enough to survive in the era of cut-throat
competition. Self-renewal system requires role efficacy,
team building etc. activities for employees
Employee Counseling
• It is an essential instrument of HRD. It is a process of
dealing with the emotional problems and issues of the
employees to make them feel light and relaxed at work.
• It may be of different types viz; appraisal counseling,
career counseling, disciplinary counseling etc.
• It is being done to enable the employees to have positive
attitude towards work and to improve their performance.
Employee counseling is a process of handling the
psychology of the employees and making them happy at
work so that they could feel gratified while working which
ultimately leads to improved and enriched performance.
Career Development
• The action plans undertaken by the organization and the
individual employee to meet out the demands of their job
and career aspirations is to be termed as Career
Development.
• It refers to a set of programmes designed to match an
individual’s needs, abilities and career goals with current
and future opportunities in the organization.
• Since, Career Development focuses on future prospects of
development and growth; it has essentially a long term
orientation. It consists of all those activities that could
promote the development of an individual’s career
HRD Culture & Climate
HRD Culture
• Denison (1996) suggested that ‘Culture’ refers
to the deep structure of organizations, which
is rooted in the values, beliefs and
assumptions held by organizational
members.
• In contrast, ‘Climate’ refers to those aspects
of the environment that are consciously
perceived by organizational members.
HRD Culture
• Organizational culture is a system of shared
assumptions, values, and beliefs, which governs
how people behave in organizations. These shared
values have a strong influence on the people in the
organization and dictate how they dress, act, and
perform their jobs.
• Every organization develops and maintains a unique
culture, which provides guidelines and boundaries
for the behavior of the members of the organization
HRD Culture
• Organizational or corporate culture is the pattern
of values, norms, beliefs, attitudes and
assumptions that may not have been articulated
but shape the ways in which people in
organizations behave and things get done.
• ‘Values’ refer to what is believed to be important
about how people and organizations behave.
• ‘Norms’ are the unwritten rules of behaviour.
HRD Culture
Characteristics of culture
Furnham and Gunter (1993)
• It is difficult to define.
• It is multi-dimensional, with many different components
at different levels.
• It is not particularly dynamic and ever-changing.
• It takes time to establish and therefore time to change a
corporate culture.
• Culture represents the ‘social glue’ and generates a ‘we-
feeling’.
HRD Culture
The values and norms that are the basis of culture
are formed in following ways;
• over a period of time,
• by the leaders in the organization,
• is formed around critical incidents,
• develops from the need to maintain effective
working relationships among organization
members,
• is influenced by the organization’s environment.
HRD Culture
• Culture is learnt over a period of time, there
are two ways in which this learning takes place.
THE TRAUMA MODEL
– in which members of the organization learn to cope
with some threat by the erection of defence
mechanisms.
THE POSITIVE REINFORCEMENT MODEL
– where things that seem to work become embedded
and entrenched.
HRD Culture
Components of Culture
▶Values – Explicit or Implicit
▶Norms
▶Artefacts
▶Management style
HRD Culture
Artefacts
• are the visible and tangible aspects of an
organization that people hear, see or feel and
which contribute to their understanding of the
organization’s culture.
• can include such things as the working
environment, the tone and language used in
official environment.
• can be very revealing.
HRD Culture
Management style
-is the approach managers use to deal with
people. It is also called ‘leadership Style’, it
consists of the following extremes:
• Charismatic/Non-Charismatic.
• Autocratic/Democratic.
• Enabler/Controller.
• Transactional/Transformational.
HRD Culture
Classifications of organizational culture
• Power-oriented
• People-oriented
• Task-oriented
• Role-oriented
Supporting and changing cultures
• It may not be possible to define an ideal culture or to prescribe
how it can be developed.
• But embedded cultures exert considerable influence on OB and
therefore performance.
• If there is an appropriate and effective culture, it would be
desirable to take steps to support or reinforce it.
• If the culture is inappropriate, attempts should be made to
determine what needs to be changed and to develop and
implement plans for change.
HRD Climate
HRD climate is the perception that the employees have
about the policies, procedures, practices, and conditions
which exist in the working environment.
Organisational climate is also referred to as the “situational

determinants” or “Environmental determinants” which
affect the human behaviour.
HRD Climate has three dimensions (T.V. Rao and E. Abraham)

• General climate,
• OCTAPAC culture and
• Implementation of HRD mechanisms
HRD Climate
The general climate
The general climate deals with the
importance given to human resources
development in general by the top
management and line managers.
HRD Climate
The OCTAPAC items deal with the extent to which are
• Openness
• Confrontation
• Trust
• Autonomy
• Pro-activity
• Authenticity and
• Collaboration
valued and promoted in the organization.
HRD Climate
• Openness is there when employees feel free to discuss their ideas,
activities and feelings with each other.
• Confrontation is bringing out problems and issues in open with a
view to solving them rather than hiding them for fear of hurting or
getting hurt.
• Trust is taking people at their face value and believing what they say.
• Autonomy is giving freedom to let people work independently with
responsibility.
• Pro-activity is encouraging employees to take an initiative and risks.
• Authenticity is the tendency on the part of people to do what they
say.
• Collaboration is to accept interdependencies to be helpful to each
other and work as teams
HRD Climate
HRD climate is characterised by the tendencies such as
• Treating employees as the most important resources
• Perceiving that developing employees is the job of every manager
• Believing in the capability of employees
• Communicating openly
• Encouraging risk taking and Experimentation
• Making efforts to help employees recognize their strengths and
weaknesses
• Creating a general climate of trust
• Collaboration and autonomy
• Supportive personnel policies, and Supportive HRD practices
An optimal level of development climate is essential for facilitating

HRD activities
HRD Climate
Organizations with
• Better learning
• Training and Development Systems
• Reward and Recognition and
• Information Systems
promotes a favorable HRD climate.
Influences of Employee Behaviour
Employee Behaviour
Employee behaviour, also called organizational
behaviour, is a result of factors that influence
the ways employees respond to their work,
leadership and customers. Identifying the
internal and external factors that affect their
behaviour can help the company understand
why employees are committed and motivated.
Influencing Factors of Employee Behaviour
Internal Factors
1) Perception of oneself
2) Self-esteem
3) Personal Expectations
4) Salary
5) Interest
6) Job satisfaction
7) The achievement of the work produced
External Factors
1)organization where people work
2) working group where someone joins
3) The type and nature of work
4) The situation of the working environment.
Model of Employee Behaviour
Influences of Employee Behaviour
Performance Expectations
Pygmalion Effect
The Pygmalion Effect explains that people tend to perform up to the level that
others expect of them. The concept of the Pygmalion Effect is that having high
expectations of people will produce better results
Golem Effect
When people have low expectations for a person, that person tends to
perform poorly, thus meeting the low expectations others have. This is the
Golem Effect and is the opposite of the Pygmalion Effect, in which someone
performs to a high level when others have high expectations.
Outcomes
Personal outcomes – are valuable to the individual such as pay, promotion,
rewards, recognition, motivation etc.
Organisational outcomes – are valuable to the organisation such as
productivity, product quality, team work, satisfaction, customer delight etc..
Need Activation-Need Satisfaction Process
Attitude & Behaviour
Learning
Learning
• Learning is the process of acquiring new, or modifying
existing, knowledge, behaviours, skills, values, or preferences
• Learning is Measurable and relatively permanent change in
behaviour through experience, instruction, or study. Whereas
individual learning is selective, group learning is essentially
political its outcomes depend largely on power playing in the
group. Learning itself cannot be measured, but its results can
be.
• In the words of Harvard Business School psychologist Chris
Argyris, learning is "detection and correction of error” where
an error means "any mismatch between our intentions and
what actually happens.“
General Principles of Learning
General Principles of Learning
• Readiness
• Exercise
• Effect
• Primacy
• Recency
• Intensity
• Requirement
• Freedom
General Principles Of Learning
Readiness
Readiness implies a degree of concentration and eagerness.
Individuals learn best when they are physically, mentally, and
emotionally ready to learn, and do not learn well if they see no
reason for learning. Getting students ready to learn, creating
interest by showing the value of the subject matter, and providing
continuous mental or physical challenge, is usually the instructor’s
responsibility.
Exercise
The principle of exercise states that those things most often
repeated are best remembered. It is the basis of drill and practice.
It has been proven that students learn best and retain information
longer when they have meaningful practice and repetition. The key
here is that the practice must be meaningful. It is clear that practice
leads to improvement only when it is followed by positive feedback.
Effect
The principle of effect is based on the emotional reaction of the
student. It has a direct relationship to motivation. The principle of
effect is that learning is strengthened when accompanied by a
pleasant or satisfying feeling, and that learning is weakened when
associated with an unpleasant feeling. Every learning experience
should contain elements that leave the student with some good
feelings.
Primacy
The state of being first, often creates a strong, almost unshakable,
impression. Things learned first create a strong impression in the
mind that is difficult to erase.
Recency
The principle of recency states that things most recently learned
are best remembered.
Intensity
The principle of intensity implies that a student will learn more from
the real thing than from a substitute.
Requirement
The law of requirement states that "we must have something to
obtain or do something." It can be ability, skill, instrument or
anything that may help us to learn or gain something. A starting
point or root is needed.
Freedom
The principle of freedom states that things freely learned are best
learned. Since learning is an active process, students must have
freedom: freedom of choice, freedom of action, freedom to bear
the results of action — these are the three great freedoms that
constitute personal responsibility. If no freedom is granted, students
may have little interest in learning.
Principles of Learning
(1) Learning needs a purposeful activity.
(2) Knowledge of results facilitates learning.
(3) Reinforcement principle helps in learning effectively to achieve
improvement in performance.
(4) Problems can be solved through learning. Challenges stimulate
learning.
(5) Competition stimulates learning.
(6) Logical and orderly teaching is a must for learning.
(7) Effective learning needs continuous evaluation.
(8) Transfer of application of knowledge stimulates learning.
(9) Appreciation and credit provide strong base for learning.
(10) Learning is a process. So knowledge can be acquired gradually
and the rate of learning can be plotted graphically. Learning curve
reveals the pace of process of learning.
Principles of Learning
(11) In learning of manual skills, distributed practice is more
effective than massed practice.
(12) Usually people forget after learning. To offset the effect of
forgetting, the principle of over learning to consolidate learning
is used.
(13) “Practice makes perfect” is another important principle of
learning.
(14) Learning brings about modification in behaviour.
(15) Learning is effective when learner possess the knowledge of
the standards required.
(16) Learning is affected by the feelings of teacher and student.
(17) Difficult and complex tasks lead to greater chance of
remembering.
(18) Learning is facilitated by external incentives and internal
satisfaction.
Individual Differences
According to the Dictionary of Education
• Individual differences stand for the variation or
deviations among individuals in regard to a single
characteristic or number of characteristics.
• It stands for those differences which in their totality
distinguish one individual from another. So, we can
say that individual differences is the differences among
humans that distinguish or separate them from one
another and makes one as a single unique individual.
Individual Differences
Types of Individual Differences

Broadly individual difference may be classified
into two categories such as inherited traits
and acquired traits
• Average Intelligence
• Attitude
• Values
• Self Concept
• Special Abilities
• Differences of Background
• Differences Relating of Learning
• Alacrity in Learning
• Mental Age
• Motor Ability- Includes manual dexterity, rate of muscular movement and resistance
to fatigue
• Gender Differences
• Nationality
• Economic Situation
• Difference of Interests
• Personality
Causes of Individual Differences
There are various causes which are responsible in bringing individual
differences.
i. Heredity
Some heretic traits bring a change from one individual to other. An
individual’s height, size, shape and colour of hair, shape of face, nose,
hands and legs so to say the entire structure of the body is determined by
his heretical qualities. Intellectual differences are also to a great extent
influenced by hereditary factor.
ii. Environment:
Environment brings individual differences in behaviour, activities, attitude,
and style of life characteristics. Personality etc. Environment does not refer
only physical surroundings but also it refers the different types of people,
society, their culture, customs, traditions, social heritage, ideas and ideals.
iii. Race and Nationality:
Race and Nationality is one cause of individual difference. (Indians are very
peace loving, Americans are very frank)
iv. Gender
Due to Gender variation one individual differs from other. Men are strong in
mental power. On the other hand women on the average show small superiority
over men in memory, language and aesthetic sense. Women excel the men in
shouldering social responsibilities and have a better control over their emotions.
Makneimer and Terman discovered the following differences between men and women,
on the basis of some studies:
(i) Women have greater skill in memory while men have greater motor ability.
(ii) Female handwriting is superior while men excel in mathematical logic.
(iii) Women show greater skill in making sensory distinctions of taste, pain, smell, etc.,
(iv) Possessing greater linguistic ability women are superior to men in languages,
similitude’s, word building, compositions and use of long sentences etc. On the other
hand, men are superior in physics and chemistry.
(v) Women are more susceptible to suggestion.
(vii) Young girls take interest in stories of love, fairy tales, stories of the school and home
and day-dreaming and show various levels in their play. On the other hand, boys take
interest in stories of bravery, science, war and scouting, stories of games and sports,
occupation and skill.
v. Age
Age is another factor which is responsible in bringing individual
differences. Learning ability and adjustment capacity naturally
grow with age. One grows in age can acquire better control over
our emotions and better social responsibilities. When a child
grows then this maturity and development goes side by side.
vi. Education
Education is one major factor which brings individual
differences. There is a wide gap in the behaviours of educated
and uneducated persons. All traits of human beings like social,
emotional and intellectual are controlled and modifies through
proper education.
This education brings a change in our attitude, behaviour,
appreciations, Personality. It is seen that uneducated persons
are guided by their instinct and emotions where as the
Learning Process
Learning Process
Learning is a process of acquiring skills, knowledge, attitude and behaviour. It takes
following four stages.
1. Stimulus
2. Response
3. Motivation
4. Rewards
Stimulus
In learning process, there should be stimulus to the learner. Stimulus is the source of
motivation or incentives. Learner should be clear about stimulus. There will be no
learning takes place if there is no stimulus or learner has not understood the stimulus.
Such stimulus can be
• expansion of knowledge, skills and abilities,
• improving quality of work life,
• productivity and profitability,
• effectiveness,
• career advancement,
• financial and non financial rewards.
Learning Process
Response
Response is the reaction of learner towards the stimulus. This means,
response in learning process is the outcome of first step. To take place the
learning, learner should have positive response. Only if learner is convinced
for positive changes in behaviour, s/he responds positively otherwise
responds negatively. Thus, organization management must encourage
employees for learning with ensuring the rewards. Employees should be
allowed and encouraged to practice the performance response.
Motivation
Motivation is the drive to encourage individual to learn. Without drive or
motivation, learning cannot take place. This provides interest and attitude to
learn. Whatever learning and understanding ability of the person, without
motivation, none of the person can learn.
Rewards
Rewards are incentives satisfying the motive. There should be proper
reward system in learning process. It should be transparent and predictive.
Employees should know what will be their return or rewards when they
learn at different levels.
Learning Strategies & Styles
Important Learning Styles
• Visual
• Aural (Auditory-Musical)
• Verbal (Linguistic)
• Physical (Kinesthetic)
• Logical (Mathematical)
• Social (Interpersonal)
• Solitary (Intrapersonal)- Introvert Vs extrovert
Development of Human Capacity
HRD & Development of Human Capacity
Development of Human Capacity

HRD is concerned with development of human
capacity. Human capacity or human potential
includes-aptitude, knowledge, values, skills
of HR, responsiveness, loyalty and
commitment, transparency, leadership
development.
Aptitude
Aptitude
- An individual’s ability to learn it quickly and to do it well.
Aptitude refers to the potential for learning or acquiring a specific skill.
Aptitude differs from achievement which refers to previous learning. It
also differs from intelligence which refers to a person’s general potential
to find solutions to problems, think ideally, adapt to changing situation
and gain from experience.
At work, employee should have aptitude for learning which is beneficial
to him and organisation. All the three concepts aptitude, achievement
and intelligence are closely interrelated and grouped as human ability.
• Aptitude of persons can be tested to evaluate individual differences. The
aptitude test measures potential for acquisition of a specific skill.
Through aptitude employees potential for learning can be evaluated.
• Through aptitude tests, evaluation of wide range of experiences obtained
by the employees can be made. Aptitude test is used to judge or predict
future performance. The interest and choice of the person can also be
known from the aptitude test. These tests are the useful tool in the hands
of employers who are in search for right persons for the right job.
Knowledge
Knowledge
Knowledge is another capacity acquired and possessed by a person through
his or her efforts. The knowledge is the fact or condition of knowing
something with familiarity gained through experience or association. Its an
understanding of technique, either science or art, by an individual. It is a
condition of being aware of something. Knowledge is acquired through
learning. Knowledge facilitates learning. Knowledge of results leads to
increases in learning.
Stages of acquiring Knowledge
(a) Declarative Knowledge
(b) Knowledge Compilation
(c) Procedural Knowledge
(a) Declarative Knowledge
The factual information and concepts relevant to the task acquired by the
trainee, or learner is known as declarative knowledge. It is also recognized as
‘knowing what’ in respect of task. In this stage of acquiring knowledge
intelligence plays a key role as memory and attention are important in
learning or acquiring skills about the task.
Knowledge
(b) Knowledge Compilation
In this second stage the performance of task learned through the first stage
improves and become polished.
(c) Procedural Knowledge

This is the final stage the learner or trainee not only knows what to do but
know how to do. The performer applies his knowledge in carrying out the
task procedures fluently and automatically. For confirming whether the
trainee has received the perfect knowledge about the task or not, a feedback
is taken. This feedback is known as knowledge of results. Feedback makes
the learning process more interesting.
Employee involvement in acquisition of knowledge is a must. The
enhancement of knowledge takes place through additional job skills, training
and cross training. In the process learning or acquiring knowledge the
manager should assume the position of a coach or facilitator. The goal
should be to attain organizational effectiveness and quality of working life.
The hierarchy should be flattened to motivate further the employees to gain
knowledge.
Values
Values focus on the judgment about what is right, good or desirable.
According to M.Rokeach there are two types of values
1) Terminal Value
2) Instrumental Value
The combination of both values in an individual can create a value
system. Values generally, influence attitude and behaviour. The
value systems determine what we as individuals are.
TERMINAL VALUES
In our personal lives, Terminal Values are those things that we can
work towards or we think are most important and we feel are
most desirable – terminal values are desirable states of existence.
Terminal Values include things like happiness, self respect, family
security, recognition, freedom, inner harmony, comfortable life,
professional excellence, etc
Values
INSTRUMENTAL VALUES
Instrumental Values are core values, permanent in nature, comprise
personal characteristics and character traits.
Instrumental Values refer to preferable modes of behaviour and include
values like honesty, sincerity, ambition, independence, obedience,
imaginativeness, courageousness, competitiveness, and also some negative
traits too.
Organisations also have Instrumental Values (which can be ascertained from
the organizational culture) and these are permanent in nature and difficult to
change.
• Instrumental Values are difficult to change.
In a nutshell, Terminal Values signify the objectives of the life of a person –
the ultimate things the person wants to achieve through his or her behaviour
(the destination he wants to reach in life) whereas Instrumental
Values indicate the methods an individual would like to adopt for achieving
his life’s aim (the path he would like to take to reach his destination).
This applies to organisations as well, and organizations too exhibit Terminal
Values. However, Terminal Values can be changed and this can be seen when
there is a change of top management or CEO.
Values
• According to Allport’s findings people in the same occupations or
professions such as company managers, union members, students,
parents etc. tend to hold similar values.
• The studies of values are important because they are the starting
point for understanding attitudes motivation and perceptions. The
dominant values in work force are hard work, conservative, loyalty to
organisation, quality of life, seeks autonomy, loyalty to self, success,
achievement, ambition, hard work, loyalty to career, flexibility, job
satisfaction, leisure time, loyalty to relationship
• Values are acquired through experiences with people and
institutions. Elders and parents influence values, of their children.
Values are acquired through schools, religious institutions, and society.
With our growth values dominate our life and work.
• They play vital role in shaping our life and affect the work
environment. Today values are the backbone of latest management
revolution in the world. Therefore it is necessary to understand values.
Values
• Our efficiency and effectiveness at work is tied with intrinsic
human values i.e. moral and ethical values. Self development takes
place through human values which support business values like
service, creativity, credibility, excellence, innovation
communication, coordination direction and control.
• Interpersonal communication becomes effective through values
minimizing conflicts and disputes. Human values built up good
reputation and goodwill of the organisation. Values enhance job
satisfaction as well as improvement in customer satisfaction.
Values are the means of perfection.
• Everyone have permanent basic values. Values are integral part of
management and work culture. Values help in human resource
development.
Human Relations Skills
• Human relations skills refer the ability to relate and
interact with subordinates, peers, superiors, and
customers or clients.
• These are Management skills facilitating effective
interaction with personnel. These skills include
leadership, communication, decision making, negotiation,
counselling and conceptual skills.
• Human resources differ in qualities possessed by them.
Efficiency of employees can be maximized by creating and
maintaining good human relations among them. Human
relations are interdisciplinary. It embodies psychology,
anthropology, sociology, physiology, political science.
Basics of Human Relations
Human relations are a part of organisational behaviour which is based on certain
concepts relating to nature of people and nature of organisations.
(a) Nature of People
In order to understand people one should know the basics of human behaviour
which is the following:
(1) Individual Differences
People have some common traits. Even though they have much in common they
are different. They differ in attitude, thinking, likes and dislikes, opinion, other
qualities. Organisational behaviour commences with the individual. Individuals
make decisions. Group is effective when individuals act in positive manner.
(2) A Whole Person
Organisations do not employ skills and brain of an individual but a ‘whole
person.’ Skill, qualities, attitude and behaviour cannot be separated from the
person. When employ a person you are employing good and bad qualities of the
person which influence his working. The main aim of the management is to
develop a better employee in terms of growth and fulfilment. Employees are the
members of many organisations other than the enterprise where they are
working. So, if whole person is developed the enterprise as well as the society is
benefitted.
(3) Caused Behaviour
Individual do not act without any cause. There is a reason behind every
action. He works to fulfil some of his needs. Therefore management
should understand that human behaviour has some cause. The manager
must understand this fundamental and act rationally. The cause of
human behaviour is the result of an interaction between a stimulus and
person’s interpretation of that stimulus. The actions are people have
some object in sight. They are goal oriented. There is some motivation
which forces the organisation to run smoothly.
(4) The Value of the Person (Human Dignity)
People are treated differently than other factors of production because
they are the better creation of the universe. They are to be treated with
respect and dignity. With the involvement of people in organisational
behaviour ethical philosophy is involved in every action of the
management.
(b) Nature of Organisation
The second basic in human relations is to know the nature of organisation
which comprises of the following:
(1) Social System
Organisations are social systems. Social and psychological law governs
organisations. Status and social roles of people and their behaviour get
influenced by their group and individual aspirations or drives. In organisation
formal and informal groups exist which are interdependent and influenced by
each other. The social system thus makes the human behaviour complex in
organisations.
(2) Mutual Interest
There is mutuality of interest. Organisations need people to accomplish their
goals and people need organisations to fulfil their personal objectives. Thus
people work in cooperation in meeting organisational problems.
How to Develop Sound Human Relations
There are ways and means to promote effective Human Relations in an organisation.
(1) Develop honesty among people at work.
(2) Remove misunderstanding and promote frankness.
(3) Restore good relations among and with employees.
(4) Develop effective three way communication system.
(5) Respect feelings of others.
(6) Have a word of appreciation for the ideas of others.
(7) Managers have to develop good leadership qualities to bring cohesion in his group
which helps in improving good human relations.
(8) Accept your wrongdoing to avoid criticism by others.
(9) Request is a powerful weapon than orders.
(10) Praise your subordinate for his good work.
(11) Respect the opinions of others
(12) Create such an environment where everyone is happy and is willing to work.
(13) Treat subordinate with respect and dignity.
(14) Understand the human needs and help achieving them.
(15) Help employees in their job performance.
The knowledge of human behaviour helps in understanding people as to why they behave
as they do.
Factors Affecting Human Relations
Factors Affecting Human Relations
Human relations in the organization are determined by
(i) individual,
(ii) work group,
(iii) leader, and
(iv) work environment.
Individual
The individual is an important part of the organization and each individual is unique. While
motivating the employees, management should give due consideration to their economic,
social and psychological needs.
Work Group
The work group is the centre of focus of human relations approach. It has an important role
in determining the attitudes and performance of individual workers.
Work Environment
It is important to create a positive work environment where organizational goals are
achieved through satisfaction of employees. In general, when employees’ needs are
satisfied, the work environment is termed positive.
Leader
The leader must ensure complete and effective utilization of all organizational resources
to achieve organizational goals. They must be able to adjust to various personalities and
situations.
Responsiveness
• Responsive is the quality of reacting quickly and positively.
• Responsiveness is nothing but to respond as quickly as
possible to a situation.
• Responsiveness is yet another human capacity present in
employees. Responsiveness means responding readily and
positively to a call or command from superior to the
subordinate. This is the quality possessed by an employee
which enables speedy work. This quality among human
assets put them ahead of others.
• For being responsive you must possess some other qualities
and analytical mind. Positive response means ability to
execute the work with perfection and that too on time.
You should approach problems with logic and sound
reasoning.
Responsiveness
• Responsiveness leads to seeking out innovative solutions
to challenging problems and give you a chance to
establish benchmark of performance and standard of
excellence.
• An employee with this quality is busy in developing new
appropriate systems and procedures to function
efficiently. The benefits like early promotions accrue to
the employee He /She remains in the good books of
superiors is an added advantage of the quality of
responsiveness. These are the people who take initiative
in their organisations and accept change easily.
Responsiveness
Now to be responsive in a workplace someone can consider the following
points.
Understanding the Responsibility
An employee needs to understand his job responsibility. He can take the
ownership and initiate things on his own without expecting a push.
Information
Information is a big factor. The business world just revolves around it. If you
have information you can easily address the concern else you will have to
wait to get the solution. It increases the waiting time. With information, life
becomes easier by just connect the dots.
Decision taking capabilities
Better and faster decision taking capability leads to immediate action.
Keeping a healthy Relationship among the Chain
It’s already mentioned the importance of relationship. If you see in today’s
world and in most of the instances hardly anyone is working independently.
People are dependent on each other. If you have a healthy relationship
among the chain, an immediate response can be expected.
Use of Technology
Loyalty and Commitment
Loyalty
Employee loyalty can be defined as employees who are devoted towards
success of their organization and believe that to be a employee of this
organization is their best interest. Not only, they plan to remain with the
organization, but they do not actively seek for alternative employment
opportunities.
• Loyalty is the state of being loyal to the work and to the organisation. A sense
of loyalty develops a strong feeling of support or allegiance. A loyal
employee shows a firm and constant support or allegiance to the
organisation and its members. Employee is loyal to the established rules,
regulations, and procedures and follows them strictly. Every employee must
be loyal to his organization. Loyalist supports the organisation when it is
passing through difficult times.
• Only loyal employees can create the value you need to turn your business
around. loyal employees contribute extensively to the productivity of your
business. They are able to create the value required to put your business on
the path to success. Only the employees carry your image squarely on their
shoulders. To improve the image without spending a lot, try building loyalty
in your employees.
Loyalty
How to Build Employee Loyalty
Connect With Your Staff
The only way you can connect with your employees is via communication.
Make sure you communicate with your staff regularly in a clear and
concise manner. You need to understand that not everyone in the
organization receives information in the same way. This is why it is vital to
explore variety in your communication efforts. This makes sure everyone
gets the message in a convenient way, which enhances bonding.
Provide a Reason for Your Employees to be Loyal
Don't expect your employees to take up loyalty without a reason. Rack
your brain and come up with something that will convince your staff that
you care about them. One way to do this is to provide a pleasant working
environment for them. Such a gesture will show the workers that you take
their welfare seriously and they in turn will reward you with their loyalty.
Loyalty
Play Your Role Perfectly
However close you get to your employees, don't forget your role as their superior.
Employees should know they have someone who can make the right decision, even
in the tightest situation. Once they have faith in you, winning their loyalty is easy.
Be a Good Example to Your Employees
Some workers are able to learn from example. Try to be a loyal person. Additionally,
don't criticize your employees in front of others. Develop the same attitude in your
top managers, so that they recognize the importance of being role models. Let the
managers find ways of showing their support for the subordinate staff at all times.
You never know how infectious these actions can be to other employees.
• You end up spending a lot of money every time an employee leaves and you have to
hire and train a new one. Some of the tasks that were handled by the previous
employee remain unattended, due to lack of the right person to handle them. This
cuts down your profits.
It pays to keep the staff you have right now. So, find a way to enhance loyalty in
your employees to enjoy the benefits.
Commitment
• Commitment is defined as the act of binding yourself to a
course of action. Commitment, a word that is so simple yet so
difficult.
• It rests on three main ideas: giving the best of one-self, going
the extra mile, and not abandoning the situation you find
yourself in.
• The state or quality of being dedicated to a cause, activity, etc.
• a willingness to give your time and energy to something that
you believe in, or a promise or firm decision to do something
• Commitment means the state or quality of being credited to a
cause or policy. It is a pledge or undertaking or an obligation to
remain committed to the cause of the organisation. Every
organisation needs committed people for its progress.
Commitment
• The committed workforce establishes a long term
emotional relationship with their organisation. They are
dedicated people for accomplishment of objectives of the
organisation. They restrict themselves from taking undue
advantage from the organisation.
• They give their hundred percent to their organisation.
They are the hard working people. They receive full faith
of their superiors. They enjoy confidence of their higher
ups. Superiors delegate authority to such people.
Organisations flourish where such committed people
work.
Transparency
Transparency means the condition of being transparent. It means
no concealment of action, command, policy, procedure, work
culture of the organisation. The employees should be made
known by the organisation about rules and regulations,
procedure for action in case of any breach committed by the
employees. Transparency ensures fairness. There should not be
any hidden agenda on the part of the organisation. There must
be fair deal which is ensured only when transparency prevailed
in the organisation. It takes out fear from the minds of the
employees and they work without any worries. Transparency is
image building tool for the organisation. It leads to the speedy
growth.
A transparent workplace, features benefits that can lead to
happier employees and even increased production. The key
to transparent workplaces is openness between supervisors
and employees.
Transparency
Transparency brings many benefits, such as:
• Gain New Ideas.
• Build Trust within the organisation.
• Autonomy which improves overall motivation, speed and
efficiency of the organisation.
• When information is shared openly, hierarchy lowers and
culture improves.
• Organisations can respond to market changes much faster
when they are agile and build on informed, empowered,
proactive and thinking individuals.
• Transparency encourages problem-solving.
• Positive control since transparency improves self control.
• Speed, efficiency and quality of decision making.
Leadership Development
• Teaching of leadership qualities, including communication,
ability to motivate others, and management, to an individual
who may or may not use the learned skills in a leadership
position.
• Leadership development is defined as a program or activity
that makes people become better leaders. An example
of leadership development is a program for assistant managers
on how to more effectively communicate with employees.
• Leadership development expands the capacity of individuals
to perform in leadership roles within organizations.
• Leadership roles may be formal, with the corresponding
authority to make decisions and take responsibility, or they
may be informal roles with little official authority
• Managers have to work with many people having distinct
behaviour patterns. Managers have to lead and guide his
subordinates at the workplace. Hence he must possess leadership
qualities for effective management of people. A good leader
extracts work from the toughest employee.
• Leadership is a process of influencing the behaviour of others in
the direction of an objective or set of objectives or toward a vision
of the future. A constructive leadership style which provides vision
and direction and furthers cooperation and productive group
effort is essential for organisational effectiveness.
• Some of the experts feel that leadership can be distinguished from
management. But leadership and management overlap.
• leadership involves establishing direction which includes
developing a vision and strategies for getting there, aligning
people, which includes communicating the direction and securing
cooperation and motivating and inspiring
• For effective leadership, a leader should have self
confidence, physical attractiveness, intelligence, drive,
alertness and insight in respect of tasks to be performed
and the feelings of the persons performing those tasks.
• A leader must encourage and support his people and
provide information and suggest new procedures. He
must be production centric i.e. he should assign task by
fixing a deadline and make a review of deficient work.
• He should also be employee centric i.e. behaving
friendly, easily accessible to the employees, must listen
to subordinates and allow them to participate in
planning and decision making. Manager should adopt a
suitable style depending upon situation and the
behaviour patterns.
Human Resource Accounting
Human Resource Accounting
• The American Association of Accountants (AAA) defines
HRA as follows: ‘HRA is a process of identifying and
measuring data about human resources and
communicating this information to interested parties’.
• Human resource accounting is the process of identifying
and reporting investments made in the human
resources of an organization that are presently
unaccounted for in the conventional accounting practices.
It is an extension of standard accounting principles.
Measuring the value of the human resources can assist
organizations in accurately documenting their assets.
Objectives of HRA
Objectives of HRA
1.Providing cost value information about acquiring, developing,
allocating and maintaining human resources.
2.Enabling management to monitor the use of human resources.
3.Finding depreciation or appreciation among human resources.
4.Assisting in developing effective management practices.
5.Increasing managerial awareness of the value of human
resources.
6. For better human resource planning.
7. For better decisions about people, based on improved
information system.
8. Assisting in effective utilization of manpower.
9.HRA provides quantitative information about the value of
human asset, which helps the top management to take decisions
regarding the adequacy of human resources.
Benefits of HRA
1. The system of HRA discloses the value of human resources, which
helps in proper interpretation of return on capital employed.
2. Managerial decision-making can be improved with the help of HRA.
3. The implementation of human resource accounting clearly identifies
human resources as valuable assets, which helps in preventing
misuse of human resources by the superiors as well as the
management.
4. It helps in efficient utilization of human resources and
understanding the evil effects of labour unrest on the quality of
human resources.
5. This system can increase productivity because the human talent,
devotion, and skills are considered valuable assets, which can boost
the morale of the employees.
6. It can assist the management for implementing best methods of
wages and salary administration.
COST OF HUMAN RESOURCES
I Acquisition Cost
It refers to the cost incurred in acquiring the right man for the
right job at the right time in a right quantity.
a)Recruitment Cost
b) Selection Cost
II Training & Development Cost
It refers to the sacrifice that must be made to train a person
either to provide expected level of performance or to enrich
individuals skills.
a) Formal Training Cost
b) On the Job Training Cost
c) Special Training Cost
d) Development Programs
III Welfare Cost
IV Other Costs
Human Resource Accounting Methods
• Historical or Acquisition Cost Model
• Replacement Cost Model
• Opportunity Cost Model (Competitive Bidding
Method)
• Standard Cost Approach
• Economic Value
• Expected realizable value method
• Present value of future earnings
Historical or Acquisition Cost Model
This model involves capitalisation of the actual cost incurred
on recruiting, selecting, hiring, training and developing the
human resources of the organisation. The sum of such costs
for all the employees of the organisation represents the value
of the human resources of the organisation. This value is
amortised over the expected length of service of individual
employees. The unexpired cost is considered to be the
investment in human resources. If an employee leaves the
organisation due to resignation, death, dismissal etc., whole of
the amount not written off is charged to the current revenue.
Replacement Cost Model
This method of valuation of human resources was developed by Eric
G. Flamholtz on the basis of concept of replacement cost suggested
by Rensis Likert.
Replacement cost refers to the sacrifice that would have to be
incurred to replace resources presently owned or employed. This
method is based on current value or replacement cost. Under this
system, an organisation values an employee at the estimated cost of
replacement with a new employee of equivalent ability. The
application of such a method, however, is made difficult by the
problems of defining and measuring replacement costs. In the
context of human resources, it refers to the cost that would have to
be incurred to replace human resources presently employed.
Flamholtz has referred to two different concepts of replacement cost
viz., individual replacement cost and positional replacement cost.
Opportunity Cost Model (Competitive Bidding Method)
This model of HRA seeks to measure the value of human resources on the
basis of common concept of opportunity cost. This model was proposed by
Hekimian and Jones to overcome the limitations of replacement cost model.
It attempts to estimate the value of human resources by establishing an
internal labour market in an organisation through the process of
competitive bidding.
Under this model all managers of profit centres are encouraged to bid for
any scarce employee they want. This is largely artificial method involving the
concept of the competitive bidding process. Under this system, profit centre
managers are encouraged to bid for scarce employees, the successful bid
being included in the organisation's human investment calculations.
Employee abilities are related to profit generation, and may lead to a more
efficient allocation of human resources. The employee is allotted to the
highest bidder among the divisional managers and the bid price is included
in that division's investment base. The value of an employee would be high
if he has several alternative uses for employment in the various division of
an enterprise.
Standard Cost Approach
David Watson has suggested this approach. Instead of using historical or
replacement cost, many companies use standard cost for the valuation of
human assets just as it is used for physical and financial assets. For using
standard cost, employees of an organization are categorized into different
groups based on their hierarchical positions. Standard cost is fixed for each
category of employees and their value is calculated. This method is simple
but does not take into account differences in employees put in the same
group. In many cases, these differences may be quite vital.
Economic Value
The economic value model of human resource accounting involves
estimating the total inflow of cash that will be produced by an employee
over the course of his service to the company. Subtract the total cost of
hiring, training, developing and paying an employee from the estimate of
the cash he will generate for the company, and you have arrived at his net
worth according to the economic value method of HR accounting.
Expected realizable value method
The elements of expected realizable value like the productivity,
transferability and promotability are measured using personal
research, appraisal techniques or other objective methods. The
productivity is measured by objective indices and managerial
assessment. The promotability and transferability are measured in
terms of potential using psychometric tests and subjective evaluations.
Present value of future earnings

In this method, the future earnings of various groups of employees
are estimated up to the age of their retirement and are discounted at
a predetermined rate to obtain the present value of such earnings.
This method is similar to the present value of future earnings used in
the case of financial assets. However, this method does not give
correct value of human assets as it does not measure their
contributions to achieving organizational effectiveness.
Human Resource Audit
• HR audit is an important management control device. It is
a tool to judge organisations performance and
effectiveness of HR management. According to Dale
Yoder, “Personnel audit refers to an examination and
evaluation of policies, procedures and practices to
determine the effectiveness of personnel management.”
• Human Resource Audit is a comprehensive method of

objective and systematic verification of current practices,
documentation, policies and procedures prevalent in the
HR system of the organization. An effective HR audit helps
in identifying the need for improvement and
enhancement of the HR function.
Human Resource Audit
• A well-executed HR Audit will reveal gap areas that can
potentially lead to costly legal disputes and governmental
fines. It is advisable to conduct an HR audit once every year.
Additionally, conducting an HR Audit after a significant change
in the organization (such as reconstruction, expansion, or
deduction in force), will help to identify the right practices and
highlight functions in need of modification.
• The entire process of HR auditing is broadly segmented in

following phases pre-audit information, on-site review,
records review, and audit report.
The Importance of HR Audit
Conducting an HR audit can help a company:
• To review every aspect of management of HR to determine the
effectiveness of each programmes in an organisation.
• To seek explanation and information in respect of failure and success of
HR.
• Identify policies and procedures that need to be updated for changes in
the law or compliance rules
• Identify policies and procedures that are not followed and find out why
• Find out about unwritten practices and whether there are any legal risks
associated with those practices
• Gauge whether procedures and practices are user friendly and what
changes can be made to help assure broader compliance
• Identify opportunities for new policies or procedures that will help
minimize risk
• Determine whether record-keeping practices are being followed
• Identify where additional training or communication would be helpful for
compliance
Approaches to HR Audit
According to William Werther and Keith Davis, there are five approaches for the
purpose of evaluation.
(1) Comparative Approach
Under this approach auditors identify one model company and the results obtained
of the organisation under audit are compared with it.
(2) Outside Authority Approach
In outside authority approach a benchmark is set to compare own results. A
standard for audit set by outside consultant is used as benchmark.
(3) Statistical Approach
Under statistical approach the statistical information maintained by the company in
respect of absenteeism, employee turnover etc. is used as the measures for
evaluating performance.
(4) Compliance Approach
Under compliance approach the auditors make a review of past actions to determine
to see whether those activities are in compliance with the legal provisions and in
accordance with the policies and procedures of the company.
(5) MBO Approach
Under MBO approach specific targets are fixed. The performance is measured
against these targets. The auditors conduct the survey of actual performance and
compare with the goals set.
Impact Assessment of HRD initiatives
It is observed that companies who restructured their HR units, yielded
measurable profits. HR departments are now professional service units within
their organizations. In this new avatar, they are effectively demonstrating how
competent they are and how BIG a role they can play in delivering profitable
business results.
The biggest challenge for HR has always been quantifying their contribution in the
only language that anyone really cares about – money. So select the strategy that
is most likely to have a significant impact on workforce productivity and profits.
8 ways HR can positively impact the bottom line
• Know your business
• Engage in competitive learning
• Hire and engage the right talent
• Protect Assets
• Good leaders and profitability go hand-in-hand
• Innovate
• Construct a positive experience, Create a Positive Environment
• Align your HR strategy with your business strategy
• Execute with excellence
• Reduced Turnover
• It is concerned with developing a particular skill to a desired
standard by instruction and practice. Training is a highly useful
tool that can bring an employee into a position where they can
do their job correctly, effectively, and with ultra-care. Training is
the act of increasing the knowledge and skill of an employee
for doing a particular job.
• According to Edwin Flippo, ‘training is the act of increasing the
skills of an employee for doing a particular job’.
• Dale S. Beach defines training as ‘the organized procedure by

which people learn knowledge and/or skill for a definite
purpose’. Training refers to the teaching and learning activities
carried on for the primary purpose of helping members of an
organization acquire and apply the knowledge, skills, abilities,
and attitudes needed by a particular job and organization.
Development
Lots of time training is confused with development, both are different in
certain respects yet components of the same system. Development
implies opportunities created to help employees grow. It is more of long
term or futuristic in nature as opposed to training, which focus on the
current job. It also is not limited to the job avenues in the current
organisation but may focus on other development aspects also.
• Many organisations choose certain employees preferentially for
programs to develop them for future positions. This is done on the basis
of existing attitude, skills and abilities, knowledge and performance of
the employee. Most of the leadership programs tend to be of this nature
with a vision of creating and nurturing leaders for tomorrow.
• The major difference between training and development therefore is
that while training focuses often on the current employee needs or
competency gaps, development concerns itself with preparing people
for future assignments and responsibilities.
Difference between Training and Education
Training Education
Training is narrow and specific job Education is broad and general.
related.
Although training is concerned with Education is mainly towards the
the future of an individual, his past future of an individual and any
and present provide a crucial reference to his present state is
frame of reference. incidental.
Training is for short duration. Education is for long duration.
Applied and practical. Pure and theoretical.
Training has less emphasis on Education is firmly rooted in
ideology and social values as it the culture of the society. One
of the key concerns of education
stresses development of
is the inculcation of socially
competencies. Societal forces play accepted values in an
very less significant role than they do individual.
in education.
In training, the group comes In education, the group is more
together for a specific enduring and there is sustained
purpose and disperses after
interaction over a long period of
Need and Importance of Training
(i) Higher Productivity
It is essential to increase productivity and reduce cost of
production for meeting competition in the market. Effective
training can help increase productivity of workers by imparting the
required skills.
(ii) Quality Improvement
The customers have become quality conscious and their
requirement keep on changing. To satisfy the customers, quality of
products must be continuously improved through training of
workers.
(iii) Reduction of Learning Time
Systematic training through trained instructors is essential to
reduce the training period. If the workers learn through trial and
error, they will take a longer time and even may not be able to
learn right methods of doing work.
(iv) Industrial Safety
Trained workers can handle the machines safely. They also know
the use of various safety devices in the factory. Thus, they are less
prone to industrial accidents.
Need and Importance of Training
(iv) Reduction of Turnover and Absenteeism
Training creates a feeling of confidence in the minds of the workers. It gives them a
security at the workplace. As a result, labour turnover and absenteeism rates are
reduced.
(vi) Technology Update
Technology is changing at a fast pace. The workers must learn new techniques to make
use of advance technology. Thus, training should be treated as a continuous process to
update the employees in the new methods and procedures.
(vii) Effective Management
Training can be used as an effective tool of planning and control. It develops skills
among workers and prepares them for handling present and future jobs. It helps in
reducing the costs of supervision, wastages and industrial accidents. It also helps
increase productivity and quality which are the cherished goals of any modern
organization.
• Environmental changes
• Human relations
• To match employee specifications with the job requirements and organizational
needs
• Change in the job assignment
• Help in addressing employee weaknesses
Scope of Training
Scope of training
The scope of training depends upon the categories of employees to be
trained. As we all know that training is a continuous process and not only
needed for the newly selected personnel but also for the existing personnel
at all levels of the organisation.
Prof. Yoder listed the following five groups of employees who need
continuous training:
1. Rank And File (Low Level Employees): i.e., employees who have no
administrative or supervising work.
2. Supervisory Employees: i.e., the first line foreman, supervisor and their
immediate supervisors.
3. Staff: i.e. specialised personnel such as technical and professional persons
attached to the line organisation as advisors.
4. Middle Management: i.e., all the managerial personnel holding positions
between line supervisors and the top management.
5. Top Executives: i.e., all executives who hold major responsibility for the
overall planning and control.
Training Need Analysis (TNA)
• Training needs analysis is a systematic process of understanding
training requirements. It is conducted at three stages - at the level
of organisation, individual and the job, each of which is called as
the organisational, individual and job analysis.
• Training is an expensive process not only in terms of the money
spent on it but also the time and the other resources spent on the
same. The most important question therefore is determining
whether or not a need for training actually exists and whether the
intervention will contribute to the achievement of organisational
goal directly or indirectly? The answer to the above mentioned
question lies in ‘training needs analysis’ which is the first step in
the entire process of training and development.
Training Need Analysis(TNA)
Training needs can be identified through the following
types of analysis
Organisational Analysis
The organisational analysis is aimed at short listing
the focus areas for training within the organisation
and the factors that may affect the same.
Job Analysis
The goal of job/task analysis is to produce a list of
tasks required to perform a particular job, and then
for each task, to identify the skills and competencies
needed to perform the task. This will provide a solid
foundation for the design of your training.
Training Need Analysis(TNA)
Individual Analysis (Manpower Analysis)
The individual analysis is concerned with who in the
organisation needs the training and in which particular
area. Here performance is taken out from the
performance appraisal data and the same is compared
with the expected level or standard of performance. The
individual analysis is also conducted through
questionnaires, 360 feedback, personal interviews etc.
• organisations also make use of attitude surveys, critical
Incidents and Assessment surveys to understand training
needs
Types Of Training
Types Of Training (Based on the Purpose)
1. Induction or Orientation Training
2. Job Training
3. Safety Training
4. Promotional Training
5. Refresher Training
6. Remedial Training
7. Internship Training
TYPES OF TAINING
Induction/Orientation
• Introducing a new employee to the organization and its procedures,
rules and regulations.
• Every new employee needs to be made familiar with his job, his superiors
and subordinates and with the rules and regulations of the Organization.
Orientation
• The primary reason for orientation programs is that the sooner
employees know basic information related to their job, the sooner they
can become productive.
• Orientation training is used to develop a positive attitude in employees.
Job Training
• To increase the knowledge and skills of an employee for improving
performance on the job
Safety Training
• Training provided to minimize accidents and damage to the machinery. It
involves instruction in the use of safety devices and in safety
consciousness.
Types Of Training
Promotional Training
• It involves training of existing employees to enable them to perform higher level
jobs.
• Employees with potential are selected and are given training before their
promotion.
Refresher Training
• Also called Retraining
• Purpose is to acquaint the existing employees with the latest methods of
performing their jobs and improve their efficiency further i.e. to avoid
personnel obsolescence
Remedial Training
• To overcome the shortcomings in the behaviour and performance of old
employees It may include unlearning certain inappropriate methods and
techniques. Should be conducted by Psychological experts
Internship Training
• Under this educational or vocational institutes enter in an arrangement with an
industrial enterprise for providing practical knowledge to its students
• The organization providing the training may even absorb the candidates post
training
Training Methods
On-the-job training Methods
When an employee learns the job in actual working site in real life situation,
and not simulated environment, it is called On-the-job training and also
called as Workplace training.
Under this method, the individual is placed on a regular job and taught the
skills necessary to perform that job. The trainee learns under the supervision
and guidance of a qualified worker or instructor. On-the-job training has the
advantage of giving firsthand knowledge and experience under actual
working conditions.
Under these methods new or inexperienced employees learn through
observing peers or managers performing the job and trying to imitate their
behaviour. These methods do not cost much and are less disruptive as
employees are always on the job, training is given on the same machines and
experience would be on already approved standards, and above all the
trainee is learning while earning.
It is a hands-on method of teaching the skills, knowledge, and competencies
needed for employees to perform a specific job within the workplace.
Employees learn in the environment where they will need to practice the
knowledge and skills obtained during training.
Training Methods
Off-the-job Training Methods
Employee training at a site away from the actual work environment.
It often utilizes lectures, case studies, role playing, simulation, etc.
Off-the-job training methods are conducted in separate from the job
environment, study material is supplied, there is full concentration
on learning rather than performing, and there is freedom of
expression.
Off-the-job training is conducted in a location specifically designated
for training. It may be near the workplace or away from work, at a
special training center minimize distractions and allows trainees to
devote their full attention to the material being taught- However, off-
the-job training programs may not provide as much transfer of
training to the actual job as do on-the-job programs.
On-the-Job Training
On-the-Job Training
• Coaching
• Mentoring
• Job Rotation
• Committee Assignments
• Job Instructional Technique (JIT)
• Understudy
• Apprenticeship
• Internship
On-the-Job Training
Coaching
Coaching is a one-to-one training. The trainee is placed under
a particular supervisor who functions as a coach in training the
individual. The supervisor provides feedback to the trainee on
his performance and offers him some suggestions for
improvement. Often the trainee shares some of the duties and
responsibilities of the coach and relieves him of his burden. A
limitation of this method of training is that the trainee may not
have the freedom or opportunity to express his own ideas.
On-the-Job Training
Mentoring
The focus in this training is on the development of attitude. It is used for
managerial employees. Mentoring is always done by a senior inside
person. It is also one-to- one interaction, like coaching.
Mentoring is generally an informal relationship between two people. A

mentor will do many of the same things as a coach or even someone who
is a trainer, but there is no formal obligation on the part of either party.
A mentoring relationship often develops gradually from a friendship or a
professional association, intensifies as the mentor discovers he has
valuable insight and experience to share, and as the person being
mentored discovers his desire to learn from the mentor. The two people
will at some point recognize the special nature of their relationship, but
may not name it. And as life circumstances change, the relationship will
gradually de-intensify. It will often turn into a friendship of peers.
On-the-Job Training
Job Rotation
This type of training involves the movement of the trainee from one job to
another. It is the process of training employees by rotating them through a
series of related jobs.
The trainee receives job knowledge and gains experience from his
supervisor or trainer in each of the different job assignments. Though this
method of training is common in training managers for general
management positions, trainees can also be rotated from job to job in
workshop jobs. This method gives an opportunity to the trainee to
understand the problems of employees on other jobs and respect them.
Rotation not only makes a person well acquainted with different jobs, but it
also reduces boredom and allows to develop rapport with a number of
people. Rotation must be logical.
Committee Assignments
Under the committee assignment, group of trainees are given and asked
to solve an actual organisational problem by discussing the problem. The
trainees solve the problem jointly. It develops team work.
On-the-Job Training
Job Instructional Technique (JIT)
It is a Step by step (structured) on the job training method in which a
suitable trainer
(a) Prepares a trainee with an overview of the job, its purpose, and
the results desired,
(b) Demonstrates the task or the skill to the trainee,
(c) Allows the trainee to show the demonstration on his or her own,
and
(d) Follows up to provide feedback and help.
The trainees are presented the learning material in written or by
learning machines through a series called ‘frames’. This method is a
valuable tool for all educators (teachers and trainers)
On-the-Job Training
Understudy
In this method, a superior gives training to a subordinate as his understudy
like an assistant to a manager or director (in a film). The subordinate learns
through experience and observation by participating in handling day to day
problems. Basic purpose is to prepare subordinate for assuming the full
responsibilities and duties.
Apprenticeship
Apprenticeship is a formalized method of training curriculum program that
combines classroom education with on-the-job work under close
supervision. The training curriculum is planned in advance and conducted in
careful steps from day to day. Most trade apprenticeship programs have a
duration of three to four years before an apprentice is considered completely
accomplished in that trade or profession. This method is appropriate for
training in crafts, trades and technical areas, especially when proficiency in a
job is the result of a relatively long training or apprenticeship period. There
is no guarantee that the trained worker will continue to work in the same
organisation after securing training. The apprentices are paid remuneration
according the apprenticeship agreements.
On-the-Job Training
Internship
Internship is one of the on-the-job training methods.
Individuals entering industry in skilled trades like machinist,
electrician and laboratory technician are provided with
thorough instruction though theoretical and practical
aspects. The companies select the candidates from
polytechnics, engineering colleges and management
institutions and provide apprenticeship training.
Apprenticeship training programmes are jointly sponsored by
colleges, universities and industrial organisations to provide
the opportunity to the students to gain real-life experience
as well as employment. Most of the Universities and Colleges
encourage students for internship as part of the curriculum
as it is beneficial to all concerned.
Off-the-Job Training
Off-the-Job Training Methods
• Lectures and Conferences
• Vestibule Training
• Simulation
• Management Games
• Case Study
• Role Playing
• In-basket training
• Incident method
• Sensitivity Training
• Outbound Training
• Attitudinal Training
Lectures and Conferences
• Lectures and conferences are the traditional and direct method
of instruction. Every training programme starts with lecture and
conference. It’s a verbal presentation for a large audience.
However, the lectures have to be motivating and creating
interest among trainees. The speaker must have considerable
depth in the subject. In the colleges and universities, lectures
and seminars are the most common methods used for training.
Lectures usually take place in a classroom-format.
• A meeting of several people to discuss any subject is called
conference. Each participant contributes by analyzing and
discussing various issues related to the topic. Everyone can
express their own view point.
Vestibule Training
• Mostly this method of training will be used to train technical staff,
office staff and employees who deal with tools and machines.
Employees learn their jobs on the equipment they will be using, but
the training is conducted away from the actual work floor by bringing
equipments or tools to certain place where training is provided, but
not work place. Vestibule training allows employees to get a full feel
for doing task without real world pressures. Additionally, it minimizes
the problem of transferring learning to the job.
• An attempt is made to create working condition similar to the actual
workshop conditions. After training workers in such condition, the
trained workers may be put on similar jobs in the actual workshop.
• This enables the workers to secure training in the best methods to
work and to get rid of initial nervousness. It may also be used as a
preliminary to on-the job training. Duration ranges from few days to
few weeks. It prevents trainees to commit costly mistakes on the
actual machines
Simulation
• In the simulation training method, trainee will be trained on the
especially designed equipment or machine seems to be really
used in the field or job. But, those equipment or machines are
specifically designed for training a trainees were making them
ready to handle them in the real field or job. This method of
planning is mostly used where very expensive machinery or
equipment used for performing Job or to handle that job.
(Normally simulators for the purpose of training would be
provided by the manufacturer of original equipment).
• Simulation is any artificial environment exactly similar to the
actual situation. There are some basic simulation techniques
used for imparting training: management games, case study, role
playing, Incident method and in-basket training.
Management Games
• Properly designed games help to ingrain thinking habits, analytical,
logical and reasoning capabilities, importance of team work, time
management, to make decisions lacking complete information,
communication and leadership capabilities. Use of management
games can encourage novel, innovative mechanisms for coping with
stress.
• Management games can be effective. People learn best by being
involved, and the games can gain such involvement. They help
trainees develop their problem-solving skills, as well as to focus
attention on planning rather than just putting out fires. The groups
also usually elect their own officers and organize themselves. This can
develop leadership skills and foster cooperation and teamwork.
Management Games (Cont..)
• Management games orient a candidate with practical
applicability of the subject. These games help to appreciate
management concepts in a practical way. Different games
are used for training general managers and the middle
management and functional heads – executive Games and
functional heads.
• Management games simulate real-life issues faced in the

workplace. They attract all types of trainees including
active, practical and reflective employees.
Case Study
• It is a written description of an actual situation in the past in
same organisation or somewhere else and trainees are supposed
to analyze and give their conclusions in writing. This is another
excellent method to ensure full and whole hearted participation of
employees and generates good interest among them. Case may be
later discussed by instructor with all the pros and cons of each
option. It is an ideal method to promote decision-making abilities
within the constraints of limited data. A case study allows the
application of theoretical concepts to be demonstrated
• Usually case study deals with any problem confronted by a
business which can be solved by an employee. The trainee is given
an opportunity to analyse the case and come out with all
possible solutions. This method can enhance analytic and critical
thinking of an employee.
Role Playing
• During a role play, the trainees assume roles and act out
situations connected to the learning concepts. This method is
also called ‘socio-drama’ or ‘psycho-drama’. Here trainees act
out a given role as they would in a stage play. Two or more
trainees are assigned roles in a given situation, which is
explained to the group. There are no written lines to be said
and, naturally, no rehearsals. The role players have to quickly
respond to the situation that is ever changing and to react to it
as they would in the real one. It is a method of human
interaction which involves realistic behaviour in an imaginary or
hypothetical situation. Role playing primarily involves
employee-employer relationships, hiring, firing, discussing a
grievance problem, conducting a post appraisal interview,
disciplining a subordinate, or a salesman making presentation to
a customer. Types of role play may be multiple role play, single
role play, and role rotation.
In-basket training
• In-basket exercise, also known as in-tray training, consists of a set
of business papers which may include e-mail SMSs, reports, memos,
and other items. Now the trainer is asked to prioritise the decisions
to be made immediately and the ones that can be delayed.
• The worker has to look at the problems which could also be
complaints from different employees and simultaneously deal with
those problems.
Incident method
Incidents are prepared on the basis of actual situations which
happened in different organizations and each employee in the
training group is asked to make decisions as if it is a real-life
situation. Later on, the entire group discusses the incident and takes
decisions related to the incident on the basis of individual and group
decisions.
Sensitivity Training
• Sensitivity training is also known as laboratory or T-group
training. This training is about making people understand
about themselves and others reasonably, which is done
by developing in them social sensitivity and behavioural
flexibility. It is ability of an individual to sense what others
feel and think from their own point of view.
• It reveals information about his or her own personal
qualities, concerns, emotional issues, and things that he or
she has in common with other members of the group. It is
the ability to behave suitably in light of understanding.
Sensitivity Training
Outbound Training
• The Outbound Training is a technique used to enhance
the efficiency of employees through Experiential
Learning. In other words, taking the group of employees
away from the actual work environment into the
outdoors and are assigned some challenging task or
activity that needs to be completed by them within a
given time frame.
• It aims at improving the interpersonal, communication
and leadership skills of the employees.
• Generally, the outbound training comprises of a series of
exercises and games such as treasure hunt, trekking,
camping, raft racing, etc. built around the training
theme and are carried out by employees in teams.
Outbound Training
• Outbound training gives the employees a chance to learn outside
the four walls of the office, in an environment where they can
freely participate in team activities in the most 'natural' way.
• You take your employee out of the office which gives them fun,
leisure time with colleague friends and most important you
educate them in a different way.
• By its very nature, this concept is unique because a lot of
employees see this as a break from the normal professional
routine. Since this is different from the daily activities , it leads
them to explore their distinct identity during outbound trainings.
• Outdoor activities also help identify the employee's individual
talent that perhaps one never knew existed.
• Outbound training is not only fun exercise to do but also
importance to learn ethics, etiquettes, communication,
expertise on various, planning and strategies which need to be
execute.
Outbound Training
• Every outbound Program is carefully designed and
executed to achieve specific organizational goals. The
business conceptualizer and facilitator, in consultation
with representatives from the company, analyze and
understand your objectives and organizational needs,
and then draw a concept on paper and designed to
deliver specific behavioural objectives.
• Offers the benefit of a specialized outbound team
consisting of outdoor experts and process facilitators
who are leaders in their field. The effectiveness of an
outbound Program depends largely on the
experience and skill-sets of the trainers.
Outbound Training
• The activities at an outbound Program are structured exercises
developed by outdoor specialists with years of experience in
the outdoors and in training, and are designed to address
specific HR issues. Participants go through a number of activities
that are specifically aimed at exploring issues like leadership,
situational leadership, team building, collaboration, change
management, conflict resolution, risk-taking, goal setting,
decision making, communication, creativity and self-reliance.
• Each activity is also customized to match your company's HR
context, with the Program continuously building on relevant
themes for greater effectiveness. The exercises are further fine
tuned after interacting with the participants in the field, so that
each group is given activities best suited to their requirement
and capacity.
Outbound Training
Effectiveness of Outbound Training
• Helps in improving the teamwork abilities.
• Leadership qualities get enhanced
• Help in resolving intragroup or personal conflicts
• Nourishes the interpersonal skills
• Nurtures the personal and intragroup relations
• Improves the Communication Skills
• Better partnerships and alliances
Attitudinal Training
• Positive mental attitude training is the most important training you
can do, because your mental attitude changes everything else. A
positive mental attitude allows you to make the best of any set of
events, by changing the way you think, feel, act and react, to
whatever is going on.
• The intent of attitudinal training is to influence or persuade a
person to make a decision in the desired direction.
• Employee attitudes affect productivity, quality, and morale;
collegiality, cooperation, and cohesion; employee development;
and retention, as well as turnover. Good employee attitudes drive
positive results. Bad employee attitudes put a drag on results.
Level of Attitude
Attitudinal Training
• Attitudinal training is intended to identify and train the
employees on attitudinal issues and to develop training
strategies and the skill to overcome such attitudinal issues.
• It also helps to assess the attitude of employees towards their
job.
Advantages of attitudinal training
• It provide skill training to entry level employees
• It meet the needs of both employer and employee
• Develop right attitude
• Develop confidence
• Develop good relationship and trust
Selection of Training Method
• Direct cost
• Indirect cost
• Effectiveness
• Efficiency
• The trainer
• The trainees and there environment
• The training objectives
• The training topic
• Time and material factors
– The time for preparation
– The length of the programme
– The training period during the day
– The training facilities
• Population variability
• Population preferences
• Nature of the learning to be achieved
• Logistical issues
• Available resources
Training at Different Levels
Training Effectiveness
• Training effectiveness is essentially a measure
that examines the degree to
which training improved the employee's
knowledge, skill, and behavioural pattern
within the organization as a result of
the training.
Measuring Training Effectiveness
Level 4 - Results What measurable organizational benefits
resulted from the training in terms such
as productivity, efficiency and sales
revenue?
Level 3 - Behaviour To what extent did participants change

their behaviour back in the workplace as
a result of the training?
Level 2 - Learning To what extent did participants improve

knowledge and skills and change
attitudes as a result of the training?
Level 1 - Reaction To what extent did the participants find

the training useful, challenging, well-
structured, organized, and so on?
Measuring Training Effectiveness
Level 1 (Reaction)
• Completed participant feedback questionnaire
• Informal comments from participants
• Focus group sessions with participants
Level 2 (Learning)
• Pre- and post-test scores
• On-the-job assessments
• Supervisor reports
Level 3 (Behaviour)
• Completed self-assessment questionnaire
• On-the-job observation
• Reports from customers, peers and participant's manager
Level 4 (Results)
• Financial reports
• Quality inspections
• Interview with sales manager
• Increased employee retention
• Increased production
• Higher morale
• Improved business results
CAREER PLANNING
Career Planning
• According to Schermerborn, Hunt, and Osborn, ‘Career planning is a process of
systematically matching career goals and individual capabilities with
opportunities for their fulfilment’.
• The progress and actions taken by a person throughout a lifetime, especially
those related to that person's occupations. A career is often composed of the
jobs held, titles earned and work accomplished over a long period of time,
rather than just referring to one position.
• Structured exercise undertaken to identify one's objectives, marketable skills,
strengths, and weaknesses, etc., as a part of one's career management.
• Career Planning refers to the planning done by an individual in terms of
making a career choice, advancing/growing in the career chosen or making a
career shift. Career planning involves a very important step of self-
assessment.
• The various career options should be explored in detail to find a fit between
one’s abilities and the opportunities provided by a career option. It involves
continuous learning and improvement to build and growth in the chosen
career path.
Objectives & Importance of Career Planning
• Every organization prepares succession planning towards which career planning is
the first step.
• To encourage an employee’s growth and development.
• To ensure that senior management knows about the calibre and capacity of the
employees who can move upwards.
• To develop awareness about each employee’s uniqueness.
• To ensure a constant supply of promotable employees.
• To help in improving the loyalty of employees.
• To discourage the negative attitude of superiors who are interested in suppressing
the growth of the subordinates.
• It can always create a team of employees prepared enough to meet any
contingency and proper utilization of managerial reserves within the organisation
• To reduce labour turnover.
• To identify positive characteristics of the employees.
• To respect feelings of other employees.
• To attract talented employees to the organization.
• To train employees towards team-building skills.
• To create healthy ways of dealing with conflicts, emotions, and stress.
• It caters to the immediate and future human resource need - at appropriate time.
Career Planning Process
The four steps involved in career planning process are as follows:
• Analysing employee needs and aspirations
• Analysing Career Opportunities
• Identifying congruence and incongruence
• Action plans and periodic review.
Identifying and Analysing employee needs and aspirations
• Sometimes, most of the employees do not know their career anchors
and aspirations. Organisations also assume the career goals and
aspirations of employees which need not be in tune with the reality.
Therefore, first of all, an analysis of the employee career anchors,
aspirations and goals must be done through objective assessment.
• This assessment is based on personnel inventory. Since most employees
do not have a clear idea of their career anchors and aspirations, they,
therefore, need to be provided as much information about these matters
as possible informing what kind of work would suit the employee most
considering his/her skills, experience and aptitude into account.
Analysing Career Opportunities
Once career aspirations and goals of employee are known, there is
a need to analyse various career opportunities available to offer
under prevailing career paths in the organisation. Career paths
indicate career progression. Here also, since many employees may
not be aware of their own career progression path, this needs to
be made known to them. Sometimes organisations may offer
career progression at a particular level for both young direct
recruits and own older employees through promotions.
Recognizing varying kinds of career anchors and aspirations of the
two types of employees, organisations need to outline career paths
striking a balance between those of internal employees with
experience but without professional degree and those new recruits
with excellent professional degree but lacking experience.
Identifying congruence and incongruence
After employees have identified their needs and there is existence of career
opportunities, the next step is to align the former with latter. This process
involves identification of the potentiality of employees and then undertaking career
development programme. The potentiality of employees can be assessed
through performance appraisal. That would reveal employees who need further
training, who can take added responsibilities, etc. Then certain developmental
techniques are undertaken to update employees’ knowledge and skills taking into
consideration of employee potentiality. It includes special assignments, planned
position rotation, supervisory coaching, job enrichment, understudy programmes
and so on.
Action plans and periodic review
After initiating the above steps, it is necessary to review the whole things
periodically to uncover the gaps. These gaps are to be bridged both by individual
career development efforts and organization supported efforts from time to time.
Periodic review will help the employees to know the direction in which he is
moving, what changes are sought, what kind of skills are needed to face new and
emerging organizational challenges. Organizations also find out how employees
are doing, their goals and aspirations and whether the career paths are in tune
with individual needs and serve the overall corporate.
Career Development
• According to Schuler, "It is an activity to identify the individual
needs, abilities and goals and the organization’s job demands and
job rewards and then through well designed programmes of career
development matching abilities with demands and rewards“.
• According to Middlemist, Hill and Greer, "Career development is a
process of planning the series of possible jobs one may hold in an
organization over time and development strategies designed to
provide necessary job skills as the opportunities arise“.
• Career development is an ongoing process by which individuals
progress through a series of stages, each of which is characterized
by a relatively unique set of issues, themes and tasks.
• Career development involves two sets of activities: career
planning and career management.
Succession Planning
• Identification and development of potential successors for key
positions in an organization, through a systematic evaluation
process and training. Unlike replacement planning (which grades
an individual solely on the basis of his or her past performance)
succession planning is largely predictive in judging an individual
for a position he or she might never have been in.
• Succession planning is a process by which individuals are scanned
to pass on the leadership role within a company. The process
ensures that business continues to operate efficiently without the
presence of people who were holding key positions as they must
have retired, resigned, etc.
• It ensures a smooth transition of power in key leadership roles. If
the successor is chosen within the organisation, it will help
motivate the employees, and also save on cost and extra time
which the management would have spent in scanning candidates
from other firms.
Succession Planning
There are four main stages in the succession planning process, which
involve transition (movement of new role), initiation, selection,
education or training and transition (movement of new role)
In the first phase of ‘initiations’, potential candidates for the job learn
about the business, more importantly about its value system, guidelines,
values, vision, etc. Here the CEO or any top leader of the organisation
talks about these key things to the candidates.
The second phase or ‘selection’ is a complex task, where a specific

candidate is chosen to be a successor among other candidates who
were running for the same job. In the third phase of ‘training’ involves
an exhaustive training scheduled for the successor so that he can meet
the goals of the organisation as well as returns for the shareholders.
In the fourth and the last phase of ‘transition,’ the business owner or the
CEO retires or moves out of the organisation, and the chosen successor
formally takes up the responsibility as his/her new leadership role.
Theories on Career Development
The important theories on career development are
(a) Trait-and-Factor Theory
(b) The Vocational Choice Theory of John L. Holland
(c) Social Learning Theory of John Krumbolts
(d) Career Development Theory- Donald E. Super
(a) Trait-and-Factor Theory

Seeks to describe individual differences in personality types
Assumptions
• Individuals have unique characteristics related to interests, abilities, needs,
values, and personality traits
• Occupations and jobs have unique characteristics to work tasks, skills required,
demands and rewards
• The unique characteristics of both individuals and occupation/ jobs can be
measured
• Workers and employers are most satisfied when there is a good match between
the characteristics of the worker and the characteristics of the occupation/job
(b) The Vocational Choice Theory of John L. Holland
People can be described as a combination of two or more of six types:

Realistic, Investigative, Artistic, Social, Enterprising, Conventional
Environments (jobs and schools) can also be described as a

combination of six types
If a person can find such a compatible environment, he or she is

likely to be satisfied and productive
Workers and employers are most satisfied when there is a good match
between the characteristics of the worker and the characteristics of
the occupation/job
Preference of occupations
• Differentiation – refers to the degree of certainty or definition of an
individual’s interest – is there a clear distinction between the individual’s
likes and dislikes
• If all six are quite low or quite high, the profile is called “flat” or
“undifferentiated”
• If some scores are high and some are low, the profile has “peaks and
valleys” and is called differentiated profile, it means that the person has
some areas of interest that are considerably higher than others
• Flat profiles can mean that individuals don’t really know their interests
• High flat profiles mean they could have many interests and might need
to work on narrowing down
• A low flat profile could show minimal exposure to occupations and work
activities but could also show a weak self-concept or low self-esteem
• Congruence – describes the degree of fit between an individual’s
personality type and work environment
(c) Social Learning Theory of John Krumbolts
Basic Beliefs
• Though both heredity and environment influence people’s behaviour,
counsellors can only shape environment conducive to learning
Two significant kind of learning
• Instrumental learning – occurs when positive outcomes follow a given
behaviour
• Associative learning – occurs when people observe outcomes that are
experienced by others and take these persons as role models
• Positive reinforcement occurs when specific behaviours are rewarded
• Negative reinforcement occurs when some aversive stimulus is
terminated
Kramboltz developed a theory of career decision making and
development based on social learning, or environmental conditions and
events, genetic influences and learning experiences. People choose their
career based on what they have learned.
(d) Career Development Theory- Donald E. Super
• Theory focuses on how careers unfold over the life span. Believes that the
factors that contributed to growth and maturity are complex and
multifaceted
• Life can be divided into a specific number of age-related stages. Each stage
has a list of specific tasks that should be accomplished during that stage
• If the tasks of a given stage are accomplished, an individual is
developmentally on schedule or mature, and is, therefore more likely to
accomplish the tasks of the next life stage
• If the tasks of a given stage are not accomplished during the appropriate
time, however, the individual is developmentally off schedule and may have
difficulty in the life stages that follow.
• This process of change may be summed up in a series of life stages
characterized as a sequence of growth, exploration, establishment,
maintenance and decline.
Training for Trainers and HRD Professionals
• Outsourcing can be a cost-effective way to

address training requirements as needed.
• Effectiveness of the trainer is largely
responsible for the success of any HRD
program.
• Therefore trainers should be selected and
trained scientifically so as to enhance the
effectiveness of learning programs.
Competencies for Trainers
• The competencies identified in Models for HRD
Practice by McLagan in 1989 and later adopted as
a definitive model of competencies by the
American Society for Training and Development
(ASTD) are as under:
• Technical competencies
• Business Competencies
• Interpersonal Competencies
• Intellectual Competencies
• Technical competencies
– Adult-learning understanding
– Competency identification skill
– Electronic-systems skill
– Media selection skill
• Business Competencies
– Budget and resource management skill
– Business understanding
– Organization behaviour understanding
– Organization development theories and techniques
• Interpersonal Competencies
– Coaching skill
– Feedback skill
– Negotiation skill
– Questioning skill
– Writing skill
Intellectual Competencies
– Data-reduction skill
– Information-search skill
– Visioning skills
The steps involved in hiring and training trainers are as under:
• Recruitment and Selection of Trainers
– Recruitment involves communicating and motivating qualified
persons to apply for the job.
• Training the trainers
– Trainers require both domain expertise and training delivery skills.
– All trainers are required to be trained in the areas in which they are
deficient.
Credibility of Trainers
Factors that enhance credibility of Trainers
• Trainers are professionals.
• In order to maintain professional credibility they should
conduct themselves as role models.
• Credible trainers always command attention and respect
from trainees.
• They are seen by others as reliable, honest and straight-
forward.
• If trainers do not have credibility, the trainers may not
take the sessions seriously.
Personal conduct
• Personal conduct includes one’s actions and appearance.
• The trainer should project himself as a professional and be a role model.
• Personal conduct involves use of
– Positive qualities like sincerity, honesty,
– straight forwardness,
– open to accepting one’s own mistakes,
– accepting feedback from other,
– helping others and seeking help from others
Social practices
• Social practices are essentially the behaviours and beliefs in dealing with others.
• Trainers should believe in the capacity of individuals for learning.
• Trainers should uphold the dignity of trainees as individuals and not treat them
as members belonging to any group.
• Trainees have no regard for arrogant trainers.
• By having acceptable social conduct, trainers can create an environment of
mutual trust and respect.
• A trainer should
– Be polite while dealing with trainees.
– Be empathetic to the problems of trainees.
– Learn to disagree without hurting the sentiments of others.
– Pay equal attention to all trainees.
– Do not project himself as favouring a few trainees and unsympathetic to
others.
– Respect and tolerate others’ point of view.
– Have consistency in thought and actions.
Subject expertise
• Subject expertise refers to one’s knowledge of domain areas.
• There is no short-cut to mastery of the subject, except by experience and
practice.
Facilitation skills
• Facilitation means enabling or empowering others to help
themselves.
• Facilitation skills are as important as subject expertise.
• Facilitation skills of trainers include their capabilities for
understanding the learning needs of individual trainees and
devising elective solutions to meet those needs.
• Trainers must know how to use different learning approaches
and which approach will suit in any particular situation.
• Professional trainers know when to use lectures, games,
demonstrations or any other activities appropriately.
• They know when to ask trainees to follow the instructions and
when to allow them freedom
Some of the important issues in facilitation skills are enlisted below:
• Handling questions in training
• Answering questions
• Training Motivation
• Incorporate Adult Learning Styles
• Time Management
• Frames of reference
• Handling Diversity
– Trainers have to handle trainees from diverse backgrounds and
under different situations.
– Trainees differ on several issues like their culture, education,
experience, subject of study, geographical location, language,
learning styles, personality types, prejudices and personal
problems.
• Challenger
– Question the value of trainer, the materials provided, the aids used and the
very training Environment
• Late-comers
– These trainees think that it is their right to come late and give many reasons
like poor roads, traffic, failure of alarm clock etc. for coming late
• Whiners
– These are the trainees having habit of complaining about anything and
everything. They shift the focus of training by their complaints and grievances.
Presentation Skills
• Effective presentation skills are essential for effective training.
• Mastering effective presentation skills will help trainers to speak sequentially and
meaningfully in a manner liked by most of the trainees.
• The aspects on which the trainer should focus in presentation skills are:
– Voice
– Enthusiasm
– Speed of speech
– Distracting vocalizations
05.03.19
University of Madras
Department of Management studies
SESSIONAL TEST – I
First year (II semester)
Human Resources Development
Time: 1.30 Hrs Total marks: 40
(4x10 = 40 marks)
1. Define HRD. Describe in detail the Evolution of HRD.
2. Explain the essential traits needed for a good HRD Manager
3. Briefly discuss the concept of HRD at Micro and Macro
Level.
4. Enumerate and briefly discuss about HRD Subsystems.
5. How can you define Culture? Explain its components.
6. What is Learning. Elaborate the general Principles of
Learning

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HUMAN RESOURCE

The Major Objectives are

Meaning Human Resource Human Resource

Nature Management function. Subset of Human Resource

Function Reactive Proactive

Focus and orientation Growth and prosperity of Adding value to

Outcome Socialism and integration Healthy organizational

Organisational climate is also referred to as the “situational

HRD Climate has three dimensions (T.V. Rao and E. Abraham)

An optimal level of development climate is essential for facilitating

Types of Individual Differences

Development of Human Capacity

(c) Procedural Knowledge

Present value of future earnings

• Human Resource Audit is a comprehensive method of

• The entire process of HR auditing is broadly segmented in

• Dale S. Beach defines training as ‘the organized procedure by

Mentoring is generally an informal relationship between two people. A

• Management games simulate real-life issues faced in the

Level 3 - Behaviour To what extent did participants change

Level 2 - Learning To what extent did participants improve

Level 1 - Reaction To what extent did the participants find

The second phase or ‘selection’ is a complex task, where a specific

(a) Trait-and-Factor Theory

People can be described as a combination of two or more of six types:

Environments (jobs and schools) can also be described as a

If a person can find such a compatible environment, he or she is

• Outsourcing can be a cost-effective way to

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