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What is HUMAN RESOURCE? Human resources are the wealth of an organization which can help it in achieving its goals. Human resource is the total knowledge, abilities, skills, talents and aptitudes of an organizations work force. Human resource management (HRM) is a management function that helps managers to recruit, select, train, and develop members for an organization and it is concerned with peoples dimensions in organizations. HRM involves the application of management functions and principles applied to acquisitioning, developing, maintaining and remunerating employees in organizations. What is HUMAN RESOURCE DEVELOPMENT? HRD is an integrated and inter-disciplinary approach to the development of human resources in the organization. HRD is the centre of HRM, so HRM is the wider term than HRD. HRD is a system and process involving organized series of learning activities designed to produce behavioral changes in human beings in such a way that they acquire desired level of competence for present or future role. There is a growing need to develop skills, talents, capabilities, potentialities of people in the organization and this task is taken up in human resource management. HRD aims to develop an individual employee in accordance with his aspirations and potentialities on one hand and the companys requirements on the other hand. So that they can contribute their best to the organization, society and nation. Definition of HUMAN RESOURCE DEVELOPMENT: HRD program is meant to sharpen the potentialities of people to perform well on their jobs. It enables employees to gain their best potential by attaining a total all- round development.
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Just in Time Production Just in Time (JIT) production is also called hand to mouth approach to production. JIT focuses attention on eliminating waste by purchasing or manufacturing just enough of the right items just in time. JIT attacks the problem of bloated inventories that hamper productivity and profitability. The potential benefits of JIT include quality improvement, higher productivity, lower cost, less work in process, less inventory of raw materials, finished goods, saved space, increased team work, higher workers morale and motivation. However, implementation of JIT will require considerable cooperation between the management and the workers.
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Learning Organization Learning is the organizational capability to recognize and nurture the developments of skills, abilities and knowledge base. It is exemplified by company wide training, foundational knowledge, process knowledge, educational development, continuous self improvement and managerial learning which the well recognized mechanisms of HRD. TQM is a positive step towards developing learning organization.
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Mahindra Satyam has been emphasizing on its social responsibility as well. This include transformation of lives of the under privileged, which has been possible through its Corporate Social Responsibility arm, called the Satyam Foundation. Mahindra Satyam Limited has thus, made a valuable contribution in the IT solutions industry, providing quality products and services to its customer; while keeping its corporate social responsibility in mind as well.
CONCLUSION
The role and function of HRD is increasingly vital at the organizational and national level as well as in the global context. Development of human resources lies at the core of the knowledge-productive organizations, like libraries and universities. The process will inevitably involve participation of all employees in developing the knowledge of the organization. The survival and success of organizations will increasingly depend on their ability to ensure that they are smart at all levels rather than only at the top. The strategies for creating and sustaining smart organizations with smart people at all levels is probably greater now than it has ever been. Todays highly competitive information market requires quite different set of attributes and skills than the current workforce and their organizational culture may possess. REFERENCES Kaplan, R. S., Norton, David P (2004). Strategy maps: converting intangible assets into tangible outcomes. Boston, Harvard Business School Press. Johnston, R. (1999). Supporting learning in the third millennium. Human Resource Development: Learning. J. P. Wilson. Herndon, Stylus Publishing: 475-494. Kaplan, R. S., Norton, David P (2004). "Measuring the strategic readiness of intangible assets." Harvard Business Review 82(2): 52-64. Collins, C., Smith, K.G., Stevens, C.K., Knowledge-Creation Capability and Performance in HighTechnology Firms, Human Resource Practices, 2008.
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