Role of Human Resource Development PDF

DISSERTATION REPORT SUBMITTED TOWARDS THE PARTIAL
FULFILLMENT OF POST GRADUATE DEGREE IN INTERNATIONAL
BUSINESS
ROLE OF HRD IN INDIVIDUAL AND
ORGANIZATIONAL GROWTH
SUBMITTED BY:
Name: Meghna Jain
MBA-IB (2014-2016)
Roll No. : 1614D16
Enrollment No.: A1802014014
FACULTY GUIDE
MR. V.P. KAKKAR
Assistant Professor
AMITY INTERNATONAL BUSINESS SCHOOL,
NOIDA
AMITY UNIVERSITY – UTTAR PRADESH
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DISSERTATION PROJECT REPORT
MBA-IB BATCH 2014-2016
AMITY INTERNATIONAL BUSINESS SCHOOL
(AIBS)
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ACKNOWLEDGEMENT
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ABSTRACT
As a part of curriculum of the university of learning through practical live experiences and as a
part of my MBA program specializing in H.R ,the study on Role of Human Resource
Development in Individual and Organizational Growth which further leads to job satisfaction
is what gains my importance. The purpose of doing this study is to understand and gain the
knowledge on how the human resource development plays an important role in the growth of an
organization and the growth of an individual as well and to analyze the numerous factors such as
rewards and recognition, opportunities for ideas, employee’s welfare, training and development,
job satisfaction, etc. which can affect the organization performance.
Human resources are also viewed as the sum of knowledge, skills, attitudes, commitment, values
and the like of the people of an organization. Development is possession/acquisition of
capabilities needed for a present job, or the future expected job.
Human Resource Development means developing or tapping hidden qualities in people in
order to make them accomplish new functions leading to organization and individual goals. HRD
concept was first introduced by Leonard Nadler in 1969 in a conference in US. He defined HRD
as an organized learning experience within a given period of time with the goals of creating the
opportunity of performance change. HRD is the framework intended for helping employees to
develop their personal and company skills, knowledge and skills. It includes employee teaching,
career development, performance administration, coaching, mentoring, succession arranging.
The focus is upon developing the most remarkable workforce in order that the firm and
individual employees can easily accomplish their work goals in service to consumers.
HRD is a procedure by which the personnel of an organization will be helped in an ongoing and
a planned approach to-
 Acquire or develop functions required to carry out various functions associated with their
present or anticipated future roles.
 Develop their particular general functions as people and discover and take advantage of
their own potential intended for their particular and or company development purposes.
 Develop an organizational culture in which usually superior subordinate relationships
staff work and collaboration amongst sub unit are good and contribute to the professional
well-being motivation and pride of employees.
HRD is aimed at supporting persons to acquire expertise required to perform almost all their
functions effectively and make their organizations perform well.
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TABLE OF CONTENTS
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INTRODUCTION
In this highly technological society organizations are learning to adapt to rapid changes, to
develop new products and produce high quality goods to remain competitive in the global market
place. Human resource management is viewed as an investment as it is a way to integrate
business plans and human skills, to achieve and maximize the profits and organizational goals in
terms of economic growth, products or services. The staff too gains in terms of remuneration,
opportunities for learning and career development.
The HRD matrix shows the interrelationship between HRD instruments, processes, outcomes
and company’s effectiveness.
 HRD instruments: These include performance appraisal, counseling, role analysis,
training, communication guidelines, job rotations, rewards, job enrichment programs, etc.
the size of the organization, the inside environment, the support and commitment from
the top administration, the competitive policies are different for every organization and
the HRD instruments vary according to it.
 HRD processes: These includes position clarity, performance planning, advancement
climate, risk taking, dynamism in employees. The HRD instruments lead to the
generation of HRD processes and results in more competent, satisfied and committed
people that would make the organization grow by contributing their very own best to it.
 HRD outcomes: The people are more committed and satisfied, where they tend to offer
their best towards the firm enthusiastically and if the HRD instruments and processes are
functional in an organization.
 Organizational effectiveness: The HRD outcomes influence the organizational
effectiveness, which in turn, will depend on several factors like environment, technology,
competitors, etc.
HRD often faces following common PROBLEMS at the time of individual and organizational
growth:-
 HRD is not always perceived as being linked to developing the employee competencies
most needed to help an organization meet its strategic business or organization goals and
objectives.
 HRD doesn’t consistently receive the level of senior management visibility, endorsement
and support which is required in order for it to have optimal impact on improving
employee’s job competence and performance.
 HRD curricula and the instructional programs or learning opportunities that result from
them often lack conceptual and cohesive integration.
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 HRD doesn’t consistently and explicitly acknowledge, include and integrate a “total
corporate” of strategic organization perspective into its curricula, learning activities and
instructional implementation processes.
 HRD curricula and the instruction which results from them frequently focus on only the
knowledge or skills that employees require to complete job tasks and activities.
 Classroom experiences are frequently too heavily invested in “learning about” the job and
don’t provide to employee experiences in thinking, feeling and acting competently
through their acquisition of global job competence.
The following are the GOALS of HRD:
 It aims at preparing people for performing jobs which they may be required to perform in
the future as they go up on the organizational hierarchy.
 To identify competency gaps of employees to perform the present roles or jobs functions
effectively and create conditions to help employees bridge gaps through development.
 Motivation development is also an aim of HRD it means the desire to work or put in
work effort it is a commitment to the job, work and the organization.
 It helps in building free expression of ideas.
 It ensures promotion of collaborations.
ASPECTS of HRD:
1. ORGANIZATIONAL DEVELOPMENT-
It may be defined as a change effort that is planned focused on an entire organization or a large
sub- system managed from the top, aimed at enhancing organizational health and effectiveness
based on planned interventions. Organizations never remain static they keep on changing and
accordingly employee’s skills and abilities, therefore require continual upgrading and
organizational development is a tool for this purpose.
2. JOB DESCRIPTIONS-
All employing organizations plan their workload in terms of undertakings or projects that are
needed to be completed to achieve their goals. The personnel department has to prepare complete
job descriptions to find out the skills to be possessed by the candidates which need to be hired to
the jobs.
3. STAFF PLANNING AND RECRUITMENT-
Personnel planning is linked to business strategies, a forecast of economic events, national
demographic trends and the seniority and the age of the existing workforce. It involves matching
people to jobs. So, all the decisions regarding staffing has to be taken in advance and also the
skill analysis has to be carried out to evaluate the employees continuously.
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4. STAFF BENEFITS -
Staff benefits are usually arranged by the personnel department and can include basic
remuneration and reimbursement of costs incurred during the course of work e.g. travel cost.
5. TRAINING AND DEVELOPMENT-
Employees are trained through on-the-job and off-the-job training programs. Staff developers
play a vital role in assisting in the creation and development of their company as a learning
organization. They may organize, or take part in, any educational or training initiative designed
to enable individual employees to achieve their full potential.
6. PERFORMANCE APPRAISAL-
The purpose of it is it to provide accurate picture of past and future projections. Now-a-days
organizations follow, Balance Score Card in order to evaluate the performance of an employee in
a more objective manner.
7. EMPLOYEE WELFARE AND QUALITY OF WORKLIFE-
The purpose is various services, facilities and benefits offered to the employees, to improve the
living standard of workers and thereby improve their quality of work life.
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