Department of Agricultural Extension &

Communication
PGI., M.P.K.V., Rahuri. 413722 (MH)
India

Post Graduate Institute, MPKV, Rahuri

 Course No - EXTN – 507
Course Title - Human Resource Development
Credits - 2+1=3

Dr. G.K.Sasane
Professor
Department of Agricultural Extension & Communication
PGI., M.P.K.V., Rahuri.

Post Graduate Institute, MPKV, Rahuri

 Lecture No 3,4
Conceptual frame work, inter disciplinary
approach, function systems and case studies
in HRD

Post Graduate Institute, MPKV, Rahuri

 HRD objectives-

1.To maximize the utilization of human resources for the

achievement of individual and organization goals ;HRD
involves integration of both individual and organization
needs.

2. To provide opportunity for development of human

resources for full expression of their talent and potentials

3.To develop constructive mind and overall personality of

the employees.

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4. To develop the sense of team work and inter-team
collaboration.

5. To develop organizational health, culture and

effectiveness.

6. To generate information about Human Resources.

7. HRD is concern of all managers in the

organization.

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 Conceptual frame work-

Concept MAN MOTIVES ACHIEVEMENT

Rational concept of man Economic Man Fulfilling economic& Increase in

(F.W. Taylor) material needs. output

Human concepts of man Fulfilling social and

(Elton mayo liker) Social Man psychological needs. Job satisfaction

Human Resource Fulfilling

concepts of man Self – ego/achievement Improve
(Malsaw ,A.R. Gyris, actualization Self-actualizing Productivity& job
Herzberg ,Me Gregor man needs satisfaction

HRD concepts of man Developmental Enchanting/improvi Attainment of

man ng skills organization or
Personal goals
 HRD Philosophy:-
HRD Philosophy represents those basic belief,
Ideas, principle and views which are held by the
management with respect to the development and
growth of its employees .A well established HRD
Philosophy play two important functions.

1)It gives rise to what one may call 'style of

Management. A manager develops his practice on the
basis of his Philosophy.

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 2) It make organization goals more explicit.
For example- In organization that have
unshakable belief in the development of human
potential, through profit may still be the most important
goal ,Investment in human resources also becomes
powerful sub-goal.

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 Beliefs:- for success of HRD Programme.

1) Human beings are the most important assets in the

organization.

2) Human being can be developed to an unlimited extent.

3) Employees feel committed to their work and the organization

if the organization develops a feeling of 'belonging in them if
them.

4) Employees are likely to have a feeling of 'belonging' in them

if the organization adequately cares for the satisfaction of their
basic and high order needs.

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 5) Employee’s commitment to their work increases when
they get opportunity to discover and use their full
potential.

6) The higher the level of a manager the more attention he

should pay to the HRD function in order to ensure its
effectiveness.

7) A healthy and motivating climate in one which is

characterized by openness enthusiasm, trust, maturity and
collaboration (P.C Tripathy).
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 Human Resource Development Matrix:-
The HRD matrix show the inter
relationships between HRD mechanism, processes , outcomes,
and organizational effectiveness.

1)HRD mechanism or instrument:-

These include performance appraisal ,counseling, role,
analysis, reward ,job enrichment programmers etc. The internal
environment, the support and commitment of the top
management, the competitive polices etc.

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2) HRD Process:-
The HRD instrumental lead to generation of HRD
of processes like role clarity ,performance planning,
development climate, risk- tiling dynamism in
employees. Such HRD processes should result in more
competent, satisfied and committed people that would
make the organization grow by contributing their best to
it..

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3) HRD outcome:-
HRD instruments and processes make people
more committed satisfied, where they tend to give their
best to the organization enthusiastically.

4) Organization effectiveness, which in turn depend

on a number of variables like environment ,
Technology, Competitors etc. A systematic
presentation of linkages between HRD instruments,
processes, outcomes and organization effectiveness.
(T.V.RAO,The HRD Missionaryb, oxford IBH,N
Delli.1990)
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 HRD Mechanism or  HRD Processes  HRD outcomes Organizational Effectiveness
sub system or &climate variables. variables Dimensions
instrument.
 Roles Clarity  More Competent  Higher Productivity
 HRD Department
people.
 Planning of  Growth and
 Performance Appraisal  Better Developed
Development of every diversification
 Review, Discussion employee
 Environment
 Feedback counseling  Awareness of
 Role technology
session competencies required
for job performance  Resources availability
 Higher work
 Role Analysis Exercise  Nature of Business
 Proactive orientation Commitment &job
 Potential Development  Cost Profits
involvement.
Exercise  More trust
 More Problem solving
 Training  Collaboration & team
 Better utilization of
work
 Communication human resources.
policies  Authenticity
 Higher job satisfaction
 Job rotations  Openness &work motivation
 Better generation of
 OD Exercise  Risk-taking
internal resources
 Rewards  Value Generation  Better organisational
Previous culture
 Job-enrichment  Clarification of Norm
 Line Manager’s
Programmes & Standard.
Interest
 Other factor :  Increased Investment
 Health
 Personal policies Of HRD
 Top management  Top management’s
 Styles.  Commitment.
 Other mechanisms  History
 communication
 Relationship Between HRM and HRD

𝗈Human resource management (HRM) encompasses

many functions
𝗈Human resource development (HRD) is just one of
the functions within HRM

HRM

HRD

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 Primary Functions of HRM

𝗈Human resource planning

𝗈Equal employment opportunity
𝗈Staffing (recruitment and selection)
𝗈Compensation and benefits
𝗈Employee and labour relations
𝗈Health, safety, and security

𝗈Human resource development

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Secondary HRM
Functions
● Organization and job design
●Performance management/
performance appraisal systems
●Research and information
systems

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 HRD Functions
● Training and development (T&D)
● Organizational development
● Career development

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 Training and Development (T&D)
●Training – improving the knowledge, skills and
attitudes of employees for the short-term, particular to
a specific job or task – e.g.,
● Employee orientation
● Skills & technical training
● Coaching
● Counseling

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 Training and Development (T&D)
●Development – preparing for future responsibilities,
while increasing the capacity to perform at a current job
● Management training
● Supervisor development

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 Organizationa
l
Development
●organization’s effectiveness and
member’s wellbeing- behavioral
science concepts

●Focuses on both macro and micro-levels

●HRD plays the role of a change agent

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 Career Development
●Ongoing process by which individuals
progress through series of changes until they
achieve their personal level of maximum
achievement.
● Career planning
● Career management

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 Case
study
●Job satisfaction and turnover intention in
organizations :A Study across in Indian Persepective
● CASE:
Several organizations are facing a serious threat of
employee turnover irrespective of sectors ,across
countries .This case study is an attempt to identify the
factors influencing job satisfaction and turnover
intention of employees from multiple sectors in
Chennai city.This research considered a sample of 588
employees across various sectors to find out the
varied
opinions about the levels of satisfaction experinced
by them.
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● OBJECTIVES OF THE STUDY

●Identify the factors influencing job satisfaction in

multi- sector organizations
● To classify the employees based on the employees’
perception of job satisfaction in multi-sector
organizations
●To identify the major reasons for the employee
turnover intention in organizations
●To identify the correlation between employee job
satisfaction and turnover intention in organizations

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80
METHODOLOGY
●The study mainly depends on primary data collected
through a well- framed and structured questionnaire to
elicit the opinions of the respondents , and the
secondary data were obtained from scholarly articles
published in journals ,websites etc.
● The study was among employees across sectors from
Chennai city in order to have varied opinion about job
satisfaction in various sectors during the period from
2010-2012
●Sample selected – non probability convenience
sampling

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Research Measures
● Job satisfation
● Turnover Intention

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82
Conclusio
n●Job satisfaction turnover –negative relationship
MANAGERIAL IMPLICATIONS
The study has shown that job satisfation is a consistent
worry for organization ,irrespective of sectors based
on demographic aspects ,and other influencing
factors like pay and promotion ,work ,organizational
aspects etc.These factors are perceived differently by
different individuals.Hence ,whatever steps the
organization takes in order to improve with respect to
these aspects ,it rests with the employees to perceive
it rightly and get satisfied .

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●Therefore ,it is clear that the emloyees’ intent to leave
their present present organizations need not occur
only if the employees are not satisfied.The employee
may intend to leave an organization even if he/she is
satisfied.So the organization should chalk out
methods to retain the interest of the most calibered
employees .Therefore the organizations should
employ those methods to recruit potential personnels
as soon as the present employee shows intention to
quit, so that the organizational efforts are not wasted
in creating features for job satisfaction to prevent turn
over intention.
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HRD
Interventions
1. Performance management in Amul marketing chain
2. Qualitative management (eployee satisfaction )in
facebook ,the social networking site
3. Performance management in IFFCO’s research wing
4. Capacity building of the personnell in KAMCO

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REFERANC
ES
● Prabandhan:Indian journal of Management
●International Journal of Management and Business
Studies
●Tripati,P.C. and Reddy,P.N.,2010,Principle of
Management
● Udaykumar Haldar,Human Resource
Management

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Post Graduate Institute, MPKV, Rahuri