Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills,

knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. DEVELOPMENT DIMENSIONS OF PERSONNEL FUNCTIONS THE DIMENSIONS ARE : Overall Job Satisfaction Satisfaction with the Work Coworker Performance/Cooperation Pay Satisfaction Benefits Satisfaction Promotions/Career Advancement Supervisory Consideration Supervisory Promotion of Teamwork and Participation Supervisory Instruction/Guidance Communication Human Resources/Personnel Policies Concern for Employees Productivity/Efficiency Training & Development Physical Working Conditions Customer Service Strategy/Mission Job Stress THESE DIMENSIONS ARE DESIGNED WITH THE HELP OF : 1. Information: the design did not seek to radically change the type of basic personnel information being used. However, it did assume a very different set of information storage locations and information flows by moving to a single system from the pre-existing system. It also assumed the presence of complete and accurate personnel data. 2. Technology: the design assumed the use of a broad range of new software and hardware, including a series of networked PCs spread across the whole of the organization and the use of human resource software. The initial reality was an entirely manual personnel information systems, with some PCs in use for word processing. The project's design assumption of a robust infrastructure largely matched organizational realities. 3. Processes: the design incorporated a new set of security procedures, which barred clerical staff (those who did the data entry work) from amending personnel records of managers and senior officials. In the pre-computer reality, clerks were allowed to amend all records except those of senior officials that were explicitly identified as confidential. Related to security, the design assumed the acceptability of electronic signatures, which would allow forms and other formal documentation to be passed between

management and departments. 4. Objectives and values: the design assumed that the objectives of the project (automation, integration and rationalisation of personnel processes) were shared by all stakeholders. In initial reality, some of these objectives were shared by some senior managers only. 5. Staffing and skills: the design assumed the presence of a broad range of staff competencies. 6. Management systems and structures: the design assumed changes in the personnel management system of the organization , with system responsibilities for data entry being devolved to individual departments. Formal structures were not intended to change, but the design did assume some changes in the balance of power within informal structures. 7.Other resources: the design requirement was for budgetary expenditure of several million dollarsworth of direct costs, plus further indirect costs . 8.TRAINING,DEVELOPMENT, EDUCATION AND LEARNING. The emphasis is learning as a tool to develop people's effectiveness and organizational effectiveness. ========================================================== Employee participation Employee participation is the process whereby employees are involved in decision making processes, rather than simply acting on orders. Employee participation is part of a process of empowerment in the workplace. Empowerment involves decentralising power within the organisation to individual decision makers further down the line. Team working is a key part of the empowerment process. Team members are encouraged to make decisions for themselves in line with guidelines and frameworks established in self managing teams. Employee participation is in part a response to the quality movement within organisations. Individual employees are encouraged to take responsibility for quality in terms of carrying out activities, which meet the requirements of their customers. The internal customer is someone within the organisation that receives the 'product of service' provided by their 'supplier' within the organisation. External customers are buyers and users outside of the organisation. Employee participation is also part of the move towards human resource development in modern organisations. Employees are trusted to make decisions for themselves and the organisation. This is a key motivational tool.

Employee participation is also referred to as employee involvement (EI) Examples of employee participation include: i. Project teams or quality circles in which employees work on projects or tasks with considerable responsibility being delegated to the team. ii. Suggestion schemes - where employees are given channels whereby they can suggest new ideas to managers within the organisation. Often they will receive rewards for making appropriate suggestions. iii. Consultation exercises and meetings whereby employees are encouraged to share ideas. iv. Delegation of responsibility within the organisation. In modern organisations ground level employees have to be given considerable responsibility because they are dealing with customers on a day-to-day basis often in novel situations. Such employees need to be trusted to make decisions for themselves. v. Multi-channel decision making processes. In such situations decisions are not only made in a downward direction, they also result from communications upwards, sideways, and in many other directions within the organisation. Downloaded from The Times 100 Edition ======= Employee Involvement Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. Employee involvement is not the goal nor is it a tool, as practiced in many organizations. Rather, it is a management and leadership philosophy about how people are most enabled to contribute to continuous improvement and the ongoing success of their work organization. It is to involve people as much as possible in all aspects of work decisions and planning. This involvement increases ownership and commitment, retains your best employees, and fosters an environment in which people choose to be motivated and contributing. How to involve employees in decisionmaking and continuous improvement activities is the strategic aspect of involvement and can include such methods as suggestion systems, manufacturing cells, work teams, continuous improvement meetings, Kaizen (continuous improvement) events, corrective action processes, and periodic discussions with the supervisor. Intrinsic to most employee involvement processes is training in team effectiveness, communication, and problem solving; the development of reward and recognition systems; and frequently, the sharing of gains made through employee involvement efforts.

Employee Involvement Model They provide a continuum for leadership and involvement that includes an increasing role for employees and a decreasing role for supervisors in the decision process. The continuum includes this progression. Tell: the supervisor/manager makes the decision and announces it to staff. The supervisor/manager provides complete direction. Sell: the supervisor /manager makes the decision and then attempts to gain commitment from staff by "selling" the positive aspects of the decision. Consult: the supervisor /manager invites input into a decision while retaining authority to make the final decision herself. Join: the supervisor/manager invites employees to make the decision with the supervisor/manager . The supervisor/manager considers her voice equal in the decision process. To round out the model, I add the following. Delegate: the supervisor/manager turns the decision over to another party. ==================== THE VEHICLE THAT DRIVES THE EMPLOYEE PARTICIPATION/ INVOLVEMENT IS THE ''EMPLOYEE EMPOWERMENT. Employee Empowerment. Employee empowerment is a two sided coin. For employees to be empowered the management leadership must want and believe that employee empowerment makes good business sense and employees must act. Let us be clear about one thing immediately, employee empowerment does not mean that management no longer has the responsibility to lead the organization and is not responsible for performance. If anything the opposite is true. Stronger leadership and accountability is demanded in an organization that seeks to empower employees. This starts with the executive leadership, through all management levels and includes front line supervisors. It is only when the entire organization is willing to work as a team that the real benefits of employee empowerment are realized. For an organization to practice and foster employee empowerment the management must trust and communicate with employees. Employee communication is one of the strongest signs of employee empowerment. Honest and repeated communication from elements of the strategic plan, key performance indicators, financial performance, down to daily decision making. ======================================