HUMAN RESOURCE DEVELOPMENT
HRD has been defined by various authors and is shown how it develops the human resource. It is an organized learning experience provided to employees within a specified period to bring about the possibility of performance improvement or personal growth (Nadler and Nadler, 1989). It is the integrated use of training and development; organization development and career development to improve individual, group and organizational effectives (Mc Legan, 1989). Rao says that it is a process by which the employees of an organization are helped in a continuous planned way to:
- Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles.
- Develop their general capabilities as individuals and discover and exploit their own potentials for their own and for organizational development purposes.
- Develop an organizational culture in which supervisor-subordinate relationships, teamwork and collaboration among subunits are strong and contribute to the professional well-being, motivation and pride of employees (Rao 1985).
It is therefore argued that HRD can be used by organizations to achieve value and uniqueness in terms of human resources in a strategic context (Hamel and Prahalad, 1994; Grundy, 1998). If the organization needs, the human resource is a source of competitiveness; it specifically says that at HRD can be used to deliver organizational capabilities, and a well-developed human resource can contribute much to organization’s performance.
Capability represents a combination of several skills and abilities. So the HRD can be used where the desired behaviors or capabilities are identified and stipulated by the organization. These capabilities can then be translated into learning objectives that serve as the basis for HRD interventions. The studies (Ulrich 1989; Schules, 1989) emphasis that HRD must be combined with other HR practices that guide employees’ behavior in the organization. The key to competitive success lies in the ability to create, apply and maintain specialized knowledge, competencies and intellectual resource; HRD is a suitable solution for it.
Becker and et al said that effective HRD must be able to balance a number of considerations in order to deliver effective outcomes. First, it must reflect and support the overall strategic direction of the organization; as this direction is implemented, provide support to enable the achievement of organizational goals. Next, HRD interventions must be contingently designed to take into account the existing knowledge of employees & provide assistance to develop this knowledge further or in some cases, to relinquish previous knowledge and skills that the organization no longer requires.
HRD has evolved as a critical element of broader business and human resource management strategies. The importance of a workforce with appropriate skills for the survival and growth of any organization is acknowledged by most managers. In the current era, it is recognized that HRD has the ability to distinguish between mediocre and highly successful organization, indeed between survival and decline, particularly among issues such as workforce flexibility, workforce mobility, and skills shortages. The impact on organizations coupled with these challenges is the growing recognition that mere learning, whether at an individual or organizational level will not be sufficient to ensure that organizations can make the necessary adjustments for long-term sustainability. Even when learning changes behavior, management must consider embedding these new behaviors in the organization; and in HRD such aspects as performance management, learning and development, career planning, potential appraisal are advocated as effective methods of achieving these long-term changes in behavior (Coyle-Shapiro, 1995).
Importance of HRD
Human Resource Development can be defined as a set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands. Learning is at the core of all HRD efforts. HRD activities should begin when an employee joins an organization and should continue throughout his or her career, regardless of whether that employee is an executive or a worker on an assembly line. HRD programs must respond to job changes and integrate the long term plans and strategies of the organization to ensure the efficient and effective use of resource.
All resources of production are important features like machine, capital, money, land and building etc. In order to ensure the achievement of production of a running factory an Overall supremacy has to be given to the element of human resource. Man himself ensures the economical use of resources by applying wisdom. Hence, any amount of effort spent on training human resources will yield its appropriate result and higher productivity of the organization. They will lead to prospects growth and productivity and profitability of an organization depend mainly on the effective utilization of such resources employed in the effort of achieving company objectives. The achievement of an organization can be seen as a result of cooperation and hard work at all the levels of functioning of an organization. Any huge capital investment in developing infrastructure of a training institute and its running will, in the years to come, show its results of achieving higher productivity and profitability. HRD is a process in which the employees of organizations are continuously helped in a planned manner to acquire or sharpen their capabilities that are required perform various functions associated with their present and expected future roles. HRD helps in maximizing the utilization of human resource for the achievement of targets of an individual and an organization.
Researches indicate that a sound and healthy climate is extremely important with job performance, job satisfaction and morale of the employees. It profoundly influences the outlook, well-being, attitudes of organizational members and, their total performance.
Organizational climate, furthermore, serves as a useful platform for understanding characters like stability, creativity and innovation, communication, and effectiveness. An organization tends to attract and keep people who are fit to its climate, so that its patterns are perpetuated at least to some extent.
For citing this article’ use:
- Mahalakshmi, R. R. (2017). The role of human resource development climate in enhancing job involvement_A study with reference to banking sector in Sivagangai District.