Definition

Human Resources Development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement.

Types of HRD approaches in India

HRD approaches

Man Centered

Reciprocal

Selective

Man Centered Reciprocal

Based on humanistic considerations, HRD, according to this approach, is a philosophy shared by management is that believe development of people to be their primary responsibility.

'It regards development of people as the most important asset for either improving or sustaining organizational performance .

Selective

. It consists of identifying promising persons and carefully grooming them for leadership positions.

After a detailed study, LIC undertook total reorganization of its work system between 1981-83

HRD approach in LIC

The roles of each sub-unit were defined, role relationships and management practices relating to work planning, control, supervision, decision making, etc. were rationalized.

For this purpose, intensive discussions and consultations were held in the five zonal, 43 divisional, and more than 1,000 branch offices, involving about 65,000 employees

Policy, goals, and strategy were defined in key areas. Long range planning and management services were set up to identify problem areas and to integrate long term and short term perspectives.

After a rational work organization was developed, changes in several areas were brought about. HRD was one aspect of development and was started in 1988.

Assumptions
Individual growth must be the responsibility of the individual The organization must however provide the opportunity The individual should plan his goals in the context of his role and its boundary. He should plan for results in his areas of distinctive contribution and be able to review himself

Work Planning and Review (WPR)

The individual plans his work for the year and discusses with his supervisor the result areas and the activities which would enable him to achieve results. He also identifies the measures he would use to assess his performance, indicates the organizational support needed, and reviews his performance every six months with his supervisor

WPR V/S APPRAISAL SYSTEM

WPR has a developmental focus. This system does not feed into the appraisal system.
The two are kept separate at present. The organization may consider integrating the two at a later stage in the light of its experience.

Indications
Increasingly more individuals are able to view their roles In a holistic way. Assess the nature of their contribution.

Review their own performance in the context of their roles. This inculcates a habit of planning, thinking about the job in output terms (Reddin, 1987), and interdependence between one job and another.

It is too early to assess the overall effectiveness of the system. But initial results are encouraging.

Strengths of WPR
WPR enables individuals to think about their own performance in concrete terms, and also examine their abilities and areas for further development. It enables the supervisor and the subordinate to achieve a better understanding of the work of the subordinate
.

Growth is examined in a realistic context,

Performance is seen in measurable terms,

The responsibility for learning rests with the individual.

GROUP 10
BISWAJIT SEN JAYSHREE ROY PERFINA KOLEY SARIA NAZNEEN SRIDHAR BHARADWAJ