Beruflich Dokumente
Kultur Dokumente
KSS KANHAIYA
BE, DCPA, MBA, MA(App. Psy.), PhD(Mgmt.)
CE (I), FIE (I), MIMA, MISCA, LMCSI, LMIIMM
kss.kanhaiya@gmail.com
http://ksskanhaiya.blogspot.com
http://www.facebook.com/kss.kanhaiya
What is HRD?
Much confusion has been created by indiscriminate use of the
term HRD for training. HRD is an important yet complex part of the HR
function. It aims at improving the competencies of people, their growth
and development, their role and their motivation (Nair & Rao, 1991).
The four main planks of HRD process have been proposed by Udai
Pareek as a) development of identity of individuals, roles, and the
Improvement in responsiveness
In an age where what morning newspapers carry are more of
history than news to the readers; speed of response of business to its
customers and so that of the intra-organisation response have
assumed unprecedented importance. HRD can greatly improve
organisations on this count by helping in the following areas.
• Facilitate Role Analysis to enhance role-clarity. It will also pave
way for organisational restructuring, if required in order to reduce
reporting levels.
• Help design quick and effective communication structures.
• Provide necessary attitudinal inputs to encourage delegation,
improve system discipline, change culture from re-active to pro-
active and introversion to external orientation.
• Improve the time management, micro planning, and monitoring
and control skills throughout the organisation.
• Attitudinal modification of managers against what is known as
“Peter’s Prognosis”.
Multitasking
Multitasking is essential in today’s organisations. It helps
organisation not only in sustaining business with reduced flab. It shows
the employees that organisation trusts in their capability to contribute
more. As a great motivational tool, it provides employees a foundation
Organisational Climate
An organisation can obtain much more or much less from same
employees depending upon the climate prevailing there.
Encouragement to make suggestions and objective recognition
facilitate higher employee involvement (Kanhaiya, 2000). Mutual trust
develops among employees when the environment is open and honest
(Ahuja, 2002). Transparency in actions and communications is
important in reducing the effect of vested destabilisers that may be
present in or around the organisation due to various factors. HRD has
to ensure existence of good climate by motivating top and senior
management and facilitating creation of requisite systems, procedures,
methods and policies.
Promoting Innovation
Innovation is a strategy for extending quality, cost and speed
advantages (Rao, 1991). Innovation must be focussed and need-
based. Promoting innovation is a crown contribution HRD can make
towards increasing organisational potential and energy. Some points
need attention.
• The first challenge before HRD may be to motivate and educate
leaders. Innovation can be fruitful only if it operates with the
credibility of leaders and culturally creativity/ innovativeness is
not perceived as opposite of leadership.
• Managers may require being oriented to make organisational
processes more consultative and to improve the climate such
that passion for innovation is nurtured.
• The employees need to be motivated to innovate. They may be
aligned to accept that the path followed by them may not be the
best, though correct.
• HRD must train people at all levels to infuse attitudes, knowledge
and skills for enthusiastic use for innovation.
• HRD should facilitate framing of policies and procedures to
engrain innovation in performance plans and for recognition of
the same through psychological and financial rewards.
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