Human Resource Development

MASTER OF COMPUTER APPLICATIONS

III Semester MCA Syllabus Human Resource
Development
Module Contents of the Module Hours
1 05
Human Resource Development Functions: Roles and
Competencies of HRD Professionals, Employee Behavior.
External and Internal Influence, Motivation as Internal Influence.
2 05
Frame work of Human Resource Development: HRD
Processes, Assessing HRD Needs, and HRD Model.
3 06
Evaluating HRD programs: Models and Frame Work of
Evaluation Human Resource Development Applications:
Fundamental Concepts of Socialization, Career Management and
Development.
4 05
Management Development: Employee counseling and wellness
services, Counseling as an HRD Activity, Counseling Programs,
Organizational Strategies Based on Human Resources.
5 05
Work Force Reduction, Realignment and Retention : HR
Performance and Bench Marking, Impact of Globalization
on HRD: Diversity of Work
Reference Books:
Human Resource Developrrent, Werner & Desimone Cergage Learning, 2006
Handbook For Developirg Competency Based Trainirg Programmes, William E. Blank,
Prentice- Hall, New Jersey, 1982.
Human Resource Development, Uday Kumar Haldar, Oxford University Press, 2009 Strategic
Human Resource Development, Srinivas Kanclula, PHI Learning, 2001

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Module 1 5 Hours
Human Resource Development Functions: Roles and Competencies of HRD
Professionals, Employee Behavior. External and Internal Influence, Motivation as
Internal Influence.
INTRODUCTION: Human Resource Development (HRD) is the framework for helping
employees develops 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.
Definitions of HRD
According to Leonard Nadler, "Human resource development is a series of organized
activities, conducted within a specialized time and designed to produce behavioral changes."
According to M.M. Khan, "Human resource development is the across of increasing
knowledge, capabilities and positive work attitudes of all people working at all levels in a
business undertaking.
Human Resource Development (HRD) Functions
1.Performance Appraisal
2.Employee Training
3.Executive Development
4.Career Planning and Development
5.Organizational Change and Development
6.Involvement in Social and Religious Organizations
7.Involvement in Quality Circles
8.Involvement in Worker‟s Participation in Management.
The various roles are
1.Administrator Role providing co-ordination and support services for the delivery of HRD
programmes.
2.Evaluator’s Role – Identifying the input of an intervention on individual or organisational
effectiveness.
3.Individual Career Development Advisor Role – Helping individuals to assess personnel
competencies, values and goals and to identify, plan and implement development and career
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actions.
4.Leader’s Role – Supporting and leading a group‟s work and linking that work with total
organisation
5.Facilitator’s Role – presenting information, directing structure learning experiences and
managing group discussions and group process.
6.Marketer’s Role – marketing and contracting programmes and services
7.Material Developer’s Role – The role of producing written end / or electronically mediated
instructional materials Needs analyst Role-Identifying ideal and actual performance and
determining causes of discrepancies.
8.Organizational changes Role – Influencing and supporting changes and
organisational behavior
9.Programme Designer’s Role – Preparing objectives, defining context and selecting and
sequencing activities for a specific intervention
10.Researcher’s Role – Identifying, developing or testing new theories- concept-technologies
models, hard wares etc. and translating these implications for improved individual or
organizational performance.
Competencies of HRD
Professionals
1. Organizational Skills HR manager has excellent organizational skills such as time
management, coordination, delegation, monitoring, planning and scheduling etc.
2. Communication Skills The HR manager needs to be an active listener
who can understand the meaning of the message by listening to the words,
feeling the emotions and reading the body language.
3. Credible Role Model trust To earn trust one must be honest, discreet and ethical. The
HR manager will deal with a lot of interpersonal relations and conflicts, will have
to resolve problems, mediate or lead disciplinary procedures.Crucial characteristics
here are sense of fairness, objectiveness and equitability. HR managers have to be
reachable.
4. Problem Solving HR managers have to be a good problem solvers so that they can find
solutions for difficult situations such as people training and development for upcoming
projects and implementation of new technologies under budget constraints; motivation of
employees with limited resources; creative ways of performance management that
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Development drive performance and engage people etc. These are all situations that

have enormous impact on the overall success of the company

and that require problem solving, creativeness and innovation skills.
5.Conflict Management
and Dealing with Difficult People There are two types of conflicts that the HR manager
can come across. First are the interpersonal conflicts between two or more employees.
The second are broader conflicts such as the ones between the trade union and the
management. Therefore, there is a need of creative solutions that will
resolve conflicts in win-
win manner.
6.Negotiating,
Persuading and Influencing HR manager is the bridge that links and
connects the employees
and the company and has many stakeholders to deal with such as managers, employees,
trade unions, counsels, committees, boards of directors and other
senior management,
shareholders etc. so these are essential skills for successful completion of the
tasks and responsibilities of the role.
7.Change Management,
Continuous Improvement and Innovation Being excellent in
change management
doesn't only mean to know how to cope with the changes, but most of all to know how to
start, plan and drive changes for continuous improvement of the systems, processes
and models. To do this, the HR manager needs to know how to promote, lead and
support innovation.
8.People Development
Skills A wise manager knows that the best way to lead a team is to find good employees
and develop them into self-driven skillful professionals which will take responsibility for
their job.
9.Exceptional HR
Knowledge HR management is a diversified area and demands a lot of
energy and time to master
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Development environment HR manager needs to have well developed strategic

thinking and critical and analytical thinking skills.

Additional HR Skills
1.Listening
2.Understanding
3.Empathy
4.Emotional detachment
5.Clarity
6.Communication
7.Planning
8. Strategic understanding
Employee The term employee behavior, refers to the way in which
Behavior employees
respond to specific circumstances or situations in the workplace. While many elements
determine an individual's behavior in the workplace, employees are shaped by their culture and
by the organization's culture.
Curious, Critical thinker, Skilled influencer, Driven to deliver, Collaborative ,Personally
credible ,Courage to challenge ,Role
model.

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Development

Internal Influences on Employee Behavior What is Employee Motivation?

Employee motivation is the level of commitment, energy and innovation that a company's staff
holds during the working day.
Maintaining and improving motivation in the workplace can be a problem for many
companies, as not every task will be interesting. Therefore businesses must find ways to keep
their employees engaged.
Stephen P Robbins Motivation is the willingness to exert high levels of effort toward
organizational goals, conditioned by the effort’s ability to satisfy some individual needs.
George R. Terry It is the desire within an individual that stimulates him or her to action.
D.E. McFarland It is the way in which urges, drives, desires, aspirations, strivings or
needs direct, control or explains the behaviour of human beings.
Motivation in Work Settings
Motivation in the workplace has been traditionally understood in terms of extrinsic
rewards in the form of compensation, benefits, perks, awards, or career progression.
With today‟s rapidly evolving knowledge economy, motivation requires more than a
stick-and-carrot approach (reward and punishment). Research shows that innovation
and

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Development creativity, crucial to generating new ideas and greater productivity, are often

stifled when extrinsic rewards are introduced.

Motivation
Characteristics
a)Pertains to voluntary
behavior
b)Focuses on processes
affecting behavior such as:
• Energizing of effort: The generation or mobilization of effort
• Direction of effort: Applying effort to one behavior over another
• Persistence of effort: Continuing (or ceasing) to perform a behavior
c)An individual
phenomenon
Motivation -The
psychological process that causes the arousal, direction and persistence of
voluntary action that are
goal directed. It is a fundamental internal influence on employee behavior. Some theories:
a)Need based –
Underlying needs like need for safety or power drive motivation
(Maslow’s Need;
Hierarchy-of-Needs
Alderfer’s ERG; Herzberg’s theories)
Theory
Mr. Abraham Maslow published his theory in 1943. The highestb)Cognitive Processis–self-
drive for a person A
process controlled by conscious thoughts, beliefs and judgments
actualization. However, the person must satisfy other lower motivations such as hunger, safety,
(Expectancy; Goal-
belonging, and esteem.
setting; Social learning; Equity theories)
c)Non-cognitive – An
interaction between behavior and external events without appealing to internal thoughts or
needs (Reinforcement theory)

 At the bottom of the pyramid are the physiological (or basic) human needs that are
required for survival: food, shelter, water, sleep, etc.

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Security (sometimes referred to as individual safety) takes precedence. Security and safety
needs include personal security, financial security, and health and well-being.
Social, which includes love and belonging; when individuals have taken care of themselves
physically, they can address their need to share and connect with others.
Esteem, which represents the normal human desire to be valued and validated by
others, though, for example, the recognition of success or status. This level also includes self-
esteem, which refers to the regard and acceptance one has for oneself.
At the top of the pyramid is self-actualization. At this stage, people feel that they
have reached their full potential and are doing everything they‟re capable of. Self-actualization
is rarely a permanent feeling or state.
McGregor’s Theory X and Theory
Y
Douglas McGregor, a management professor at the Massachusetts Institute of Technology
during the 1950s and 1960s. In his 1960 book, The Human Side of Enterprise,
McGregor proposed two theories by which managers perceive and address employee
motivation.
He referred to these opposing motivational methods as Theory X and Theory
Y
management. Each assumes that the manager„s role is to organize resources, including
people, to best benefit the company.
Theory X assumptions are negative;
Work is inherently distasteful to most people, and they will attempt to avoid
work whenever possible.
Most people are not ambitious, have little desire for responsibility, and prefer to
be
directed.
Most people have little aptitude for creativity in solving organizational problems.
Motivation occurs only at the physiological and security levels of Maslow‟s hierarchy
of
needs.
Most people are self-centered. As a result, they must be closely controlled and
often coerced to achieve organizational objectives.
Most people resist change.
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People will be self-directed and creative to meet their work and organizational objectives
if they are committed to them.
People will be committed to their quality and productivity objectives if rewards are
in place that address higher needs such as self-fulfillment.
The capacity for creativity spreads throughout organizations.
Most people can handle responsibility because creativity and ingenuity are common in the
population.
Under these conditions, people will seek responsibility.
Herzberg’s Two Factory
Theory
Herzberg‟s Motivation Theory model, or Two Factor Theory, argues that there are two
factors that an organization can adjust to influence motivation in the workplace.
Motivators: Which can encourage employees to work harder.
Hygiene factors: These won‟t encourage employees to work harder but they will cause
them to become unmotivated if they are not present.
Intrinsic Conditions: Satisfiers or Extrinsic Conditions:
Motivators Dissatisfiers or Hygiene's or Maintenance
Factors.
 Achievement  Salary
 Recognition  Job security
 Responsibility  Working conditions
 Advancement  Status
 The work itself  Company procedures
 The possibility of growth  Quality of technical supervision
 Quality of interpersonal relations among
peers, with superiors, and subordinates
Hygiene factors include:
Company policies: These should be fair and clear to every employee. They must also be
equivalent to those of competitors.
Supervision: Supervision must be fair and appropriate. The employee should be given as
much autonomy as is reasonable.
Relationships: There should be no tolerance for bullying or cliques. A healthy, amiable, and
appropriate relationship should exist between peers, superiors, and subordinates.
Work conditions: Equipment and the working environment should be safe, fit for purpose,

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and hygienic.
Salary: The pay structure should be fair and reasonable. It should also be competitive with
other organizations in the same industry.
Status: The organization should maintain the status of all employees within the organization.
Performing meaningful work can provide a sense of status.
Security: It is important that employees feel that their job is secure and they are not under the
constant threat of being laid-off.
Motivating factors include:
Achievement: A job must give an employee a sense of achievement. This will provide a
proud feeling of having done something difficult but worthwhile.
Recognition: A job must provide an employee with praise and recognition of their successes.
This recognition should come from both their superiors and their peers.
The work itself: The job itself must be interesting, varied, and provide enough of a challenge
to keep employees motivated.
Responsibility: Employees should “own” their work. They should hold themselves
responsible for this completion and not feel as though they are being micromanaged.
Advancement: Promotion opportunities should exist for the employee.
Growth: The job should give employees the opportunity to learn new skills. This can happen
either on the job or through more formal training.
Vroom‘s Valence and
Instrumentality
Expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of
Management in 1964. The theory also assumes that people are rational and logically calculating.
Maslow‟s Hierarchy of Needs and Herzberg Two Factor Theory were based on the
relationship between internal needs and the resulting effort expended to fulfill them, while
Vroom‟s Expectancy Theory separates effort, performance and outcomes.
Expectancy Theory Assumptions
First assumption: is that individuals join organizations with some expectations about
their motivations, needs, and past experiences. These influence how individuals behave in an
organization.

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Second assumption: is that an individual‟s behavior is a result of conscious choice. That is,
people are independent to behave in a certain way according to their own expectancy
calculations.
Third assumption: is that individuals expect different things from the organization (e.g., job
security, advancement, good salary and challenge).
Fourth assumption: is that individuals will behave in a certain way so as to optimize
outcomes for them personally.
Vroom’s Expectancy Theory
Motivation: a process governing choices among alternate
First-Level Outcomes: First-level outcomes resulting from behavior associated with doing the
job itself (productivity, absenteeism, turnover, and quality of production)
Second-Level Outcomes: Those events (rewards and punishments) that the first-level
outcomes are likely to produce, such as: merit pay increases, group acceptance or rejection,
promotion, termination
Instrumentality: The perception by an individual that first-level outcomes (performance) are
associated with second-level outcomes (rewards)
Valence: Outcome preferences as seen by the individual

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Development
REINFORCEMENT
STRATEGIES
Positive enforcement:
This strengthens and increases a desirable behavior. It is a reward There are two types of
positive reinforcement:
Primary: Food, water, sex, biological significance, rest rooms etc.,
Secondary: Job advancement, recognition esteem etc.,
Negative reinforcement: This is the removal of punishment or threat of punishment. Negative
reinforcement strengthens the desirable behavior by removing obnoxious consequences
Extinction reinforcement: This is an effective method of controlling undesirable
behavior. It
refers to non-reinforcement and is based on the assumption that if a response is not reinforced it
will eventually disappear
Punishment: This is a control device used to discourage and reduce the annoying behavior of
the employees. Two forms of punishment can be affected:
Termination of reward
Unpleasant consequences of a continuing undesirable behavior
SOCIAL LEARNING
THEORY
Individuals learn by observing what happens to other people, being told about something, as
well as by direct experiences.
People use these observations to create a “model” in their own mind of what is occurring.
Attentional processes. People learn from a model only when they recognize and pay
attention to its critical features.
Retention processes. A model‟s influence will depend on how well the individual
remembers the model‟s action after the model is no longer readily available.
Motor reproduction processes. After a person has seen a new behavior by observing the
model, the watching must be converted to doing.
Reinforcement processes. Individuals will be motivated to exhibit the modeled behavior if
positive incentives or rewards are provided.
Self-efficacy: a person‟s belief about his or her ability to perform a particular
behavior successfully.

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