V Young academic discipline but an old well-

established field of practice.

V The idea of human beings purpose fully
developing, in anticipation of being able to
improve conditions, seems almost part of
human nature.
V HRD theory and practice are deeply rooted in
this developing and advancing perspective.
V HRD is to bring the best in man.
V HRD is the process of increasing the Ú
Úities
of human resources through develo
ent.
V HRD is based on the two assumption :
(a)HRD makes sense only when is contributes
towards business improvement and business
excellence.
(b)HRD also strongly believe that good people
and good culture make good organizations.
V 
means building:

¬

 
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V 
is a process for developing and unleashing
human expertise through orgnisation development
and personnel training and development for the
purpose of improving performance.
V HRD is any process or activity that, either initially
or over the long term, has the potential to develop
work-based knowledge, expertise, productivity,
and satisfaction, whether for personal or
group/team gain, or for the benefit of an
organisation, community, nation, or ultimately ,
the whole of humanity.
V HRD can be defined as the branch of HRM function
that endeavors to build competencies, commitment
and a learning culture in organizations with the
purpose of bringing in competitive advantages to
achieve business excellence in all its operations.
V ccording to P.C. Tripathy, perhaps the most
fundamental part of an HRD is HRD philosophy.
V It represents those basic beliefs, ideals, principles
and views which are held by the management with
respect to the development and growth of its
employees.
V  well-established HRD philosophy plays two
important function .
V À
× tyle of managementµ
V î
 ×it makes organisational goals more
explicitµ
V Human beings are the most important assets in the
organisation.
V Human beings can be developed to an unlimited extent.
V Employees feel committed to their work and the
organisation, if the organisation develops a feeling of
×belongingµ in them
V Employees are likely to have a feeling of ×belongingµ in
them if the organisation adequately cares for the
satisfaction of their basic and higher-order needs.
V Employees commitment to their work increases when
they get opportunity to discover and use their full
potential.
V It is every manager·s responsibility to ensure the
development and utilization of the capabilities of his
subordinates, to create a healthy and motivating work
climate, and to set examples for subordinates to follow.
V The higher the level of a manager the more attention
he should pay to the HRD function in order to ensure
its effectiveness.
V People need competencies to perform their tasks.
Quality performance of task requires higher degree of
skill thus without Úontinuous develo
ent of
Úo
etenÚies in
eo
le, an organisation is not likely to
achieve goals.
V o competent and motivated people are essential for
growth, survival and exÚellenÚe of the org nis tion.
HRD develops a proper climate for achieving
organisation.
V HRD system otiv te the individual·s to develop and
utilise their capabilities.
V HRD is needed for i
roving systes nd serviÚes,
renewal and most effectiveness.
V Àor becoming ore dyn iÚ and for playing
leadership roles.
V To maximise the utilisation of human resources for the
achievement of individual goals; HRD involves
integration of both individual and organisation needs.
V To provide opportunity for development of human
resources for full expression of their talent and
potentials.
V To develop constructive mind and overall personality of
the employees.
V To develop the sense of team work and inter-team
collaboration.
V To develop organisational health, culture and
effectiveness.
V To generate information about HR·s.
V HRD is concern of all managers in the organisation.
V The culture of any organisation has a deep impact on
its success. It is the top management and other
influential people in the organisation who create
culture through their roles and styles of functioning.
V The organisational culture plays a significant role in
making organisation get the best out of themselves.
Good HRD climate for the benefit of organisation
V TT
irlas are known for their culture. They have
a capability to sustain themselves against many
difficulties and challenges due to their culture. HUL,
CG, Tata teel, Maruti etc. are known for there string
culture.
V The culture also acts as OXYGEN in the case of
emergency.
V It should be learning culture.
V It should facilitate the identification and development of
new competencies of people.
V It should facilitate bringing out the hidden potential and
new talents of people.
V It should have a self-sustaining motivational quality.
V It should encourage people to take initiative and
experiment
V It should bring joy and satisfaction in work
V It should enhance creativity and problem solving skills
V It should create team spirit and morale.
   
O

uch a culture is
OCTPCE


 
V  healthy oganisation climate is required for utilising, enh nÚing
e
loyee Úo
etenÚies and develop otiv tion and s tisf Útion.
V HRD Úli te can be developed if top management has:
(a) strong belief in the capabilities of people
(b) HRD policies show high concern for employees
(c) HRD staff has supportive role and line managers are
committed.
(d) Good HRD- sub-systems for increasing effectiveness
V HRD climate can be grouped into three
categories
V (1) General climate
V (2) OCTPCE culture
V (3) HRD mechanisms / system
V
V Individual and Team oriented
Career system
Work system
Development system
V Organisation oriented
elf-renewal system
Culture system
V Manpower planning
V Recruitment
V Career planning
V uccession planning
V Retention
V Role analysis
V Role efficacy
V Performance plan
V Performance feedback and guidance
V Performance appraisal
V Promotion
V Job rotation
V Reward
V ’
 
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