Hrd & hrm

human resource development and human resource management, and its concept, meaning characteristics and significance in service organizations. it is very useful and resourceful to those who are searching information about the significance of hard and hrm in the service sector.

1. HRD & HRM Concept, meaning, components and significance in Service Organisations

2. Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Management (HRM) is m anagement of work force of an organization – understanding how to manage the different people working together in a organization. HRM is a management function that helps managers recruit, train and develop members for an organization.

3. A human resource development is set of planned and systematic activities designed by an organization to provide opportunities to its members to learn skills necessary for the present and future job requirements. The process of HRD involves the development of expertise in the employee through organizational development and training and development. The aim of HRD is to improve the performance of the employees. The three main areas of human resource development are human resource management, quality improvement and career development. HRD Meaning:

4. Functions of HRM Recruitment and selection Staffing Training and development Compensation management Performance appraisal Employee welfare HR planning Organizing

5. HRD concept: More importance given to people in organization. Consider the human assets are the most important asset in the org. It helped to emerge humanism in organization. Earlier concept was that the employee motivation emphasize on salary and other benefits. So organizations focused on salary and incentives. Now they consider workers as human beings who have their-own needs, motivation expectation, and their contribution to the organization is much better than any other resource being used there.

6. The motivated employees may contribute a great deal to the achievement of organizational goals This positive views about the employees are core of the concept of HRD Another concept is that the investment in human resource will return the highest productivity. Another one is, the organization has an obligation to the society, that they should also have to invest for the development of the society.

7. Components of HRD There are mainly three components of HRD 1. Individual development 2. Career development 3. Organizational development

8. Individual development refers to the development of new knowledge, skills, and/or improved behaviors that result in performance enhancement and improvement related to one's current job (training). Learning may involve formal programs, but is most often accomplished through informal, on-the-job training activities. Individual development

9. Career development focuses on providing the analysis necessary to identify the individual interests, values, competencies, activities, and assignments needed to develop skills for future jobs (development). Career development includes both individual and organizational activities. Career development

10. Individual activities include career planning, career awareness, and utilizing career resource centres. Organizational activities include job posting systems, mentoring systems, career resource centre development and maintenance, using managers as career counsellors, providing career development workshops and seminars, human resource planning, performance appraisal, and career pathing programs.

11. Organizational development is directed at developing new and creative organization solutions to performance problems by enhancing appropriates among the organization's structure, culture, processes, and strategies within the human resources domain. In other words, the organization should become a more functional unit as a result of a closer working relationship among these elements. The ultimate goal of organizational development is to develop the organization's self-renewing capacity. Organizational development

12. This refers to the organization's ability to look introspectively and discover its problems and weaknesses and to direct the resources necessary for improvement. As a result, the organization will be able to regenerate itself over and over again as it confronts new and ever-challenging circumstances. This changes occurs through collaboration of organizational members with a change agent (an HRD practitioner), using behavioral science theory, research, and technology.

13. Significance of HRD in HSOs HRD aims at effective development of man power to achieve an organizational goals The strength of any organization largely depends upon the quality of its employees/human resource. Social service is vital phenomenon in the current scenario. And the quality of hso persons are a huge hurdle in the service area.

14. Best practice is generally taken to involve the identification of the 'best way' of undertaking a particular management function or task and ensuring this 'best way' is applied in all instances, regardless of context The main functions of HRD in HSO are recruitment, selection, induction, Health & Safety, Policies & Procedures, Training & Development, Planning.(known as best practices)

15. While many HSOs begin with such cultures, as they grow in age and size, they tend to become less flexible and allow less scope for participation. Diagnostic HRD activities, climate surveys and culture-building or culture changing interventions and team development, may therefore have particular relevance to HSOs. Studies of HSOs have indicated that they are more likely to be effective when they are characterised by a flexible and participative management culture.

16. While many, voluntary organizations are engaged in educational training and consciousness generation activities with various client groups, they often suffer from the neglect of these aspects within themselves. Especially in large voluntary organizations, there is need for systematic mechanisms of performance and potential appraisal, and training and development.

17. Voluntary organizations are also found to be more effective when their organizational climates are characterised by a high degree of achievement orientation, warm interpersonal relations and mutuality. So, the HRD practitioners need to address themselves to what kind of systems and interventions are required to build and foster such climates

18. People in most voluntary organizations function under conditions which are usually less attractive and materially rewarding than those under which people in business and governmental organizations function. Often, working conditions and facilities are difficult and material rewards are poor. Motivation of members under such conditions is sustained largely by intrinsic, work-related rewards and the satisfaction of being able to contribute to superordinate goals. HRD activities such as target-based performance appraisal systems, activity analysis and task design, and organization development activities would be useful in these circumstances.

19. perhaps the most important contribution which HRD can make to HSOs is to develop human resources who are motivated and capable of working in them. It is clear that HSOs require people with skills and competences which may be common to those of people in other organizations, but their attitudes, values and motivations need to be distinctly different. HRD may need to reorient many of its conventional tools to the specific human resource needs of HSOs.

20. Effectively managed work force is critical element in improving and sustaining organizational performance. There is no govt policies on volunteering does not mean that the best practices cannot be placed in HSOs. Nowadays the HSOs have pressure to provide better service with limited resources. So the implementation of the best human resource practice is crucial to HSOs.

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