HRD AND ORGANIZATIONAL EFFECTIVENESS

HRD plays a very important role in bringing organizational effectiveness. A finance manager in a firm manages its finances while a plant manager manages the factory and its operations. However, one common factor that every manager has to manage is the human resources.

DIFFERENT DIMENSIONS OF HRD

PRODUCTS AND HUMAN RESOURCES

The success and failure of a firm in the market depends on the strength of its products and services. These products and services are developed and delivered by the human resources of the firm. It is the employees and their knowledge which give the firm an edge over its competitors by delivering better products and services.

PRODUCTION AND HUMAN RESOURCES

Todays production practices include concepts of teamwork and empowerment. Quality products are produced by such empowered teams. Productivity has also increased because workers are able to employ latest technologies and develop new and innovative approaches to production.

MARKETING AND HUMAN RESOURCES

Todays companies focus on the quality of products, the pre-sales and post-sales service, the customer-producer interface, etc. marketing people form the interface between the company and its customers. So, it is important to have a marketing team that is satisfied, developed and nurtured to meet the marketing objectives.

MANAGEMENT AND HUMAN RESOURCES

Any new initiative that is taken in an organization to be successfully implemented has to be accepted and adopted by the companies. This has led to acknowledgement of the fact that the employees have to be the prime focus, for the successful implementation of any management technique.

LINKAGE BETWEEN HRD MECHANISMS AND ORGANIZATIONAL EFFECTIVENESS

HRD MECHANISMS OR SUBSYSTEMS OR INSTRUMENTS

oPerformance and potential appraisal oFeedback and counseling sessions oCareer planning oTraining and development oOrganization and development oHonors and awards oEmployee welfare and QWL oSelf-renewal and institution building oOther mechanisms

HRD PROCESSES AND HRD CLIMATE VARIABLES

oRole clarity oEmployee self-development oAwareness of competencies required for job performance oProactive orientation oMore trust oCollaboration and teamwork oAuthenticity oOpenness oRisk taking oClarification of norms and standards oEffective communication oMore objective rewards

HRD OUTCOME VARIABLES

oMore competent people oBetter developed roles oHigher work commitment and job involvement oMore problem solving oBetter utilization of human resources oHigher job satisfaction and work motivation oBetter organizational health oMore teamwork, synergy and respect for each other

ORGANIZATIONS EFFECTIVENESS DIMENSIONS

oHigher productivity oGrowth and diversification oCost reduction oMore profits oBetter image

TEN KEY POINTS OF HRD EFFECTIVENESS

1. The HRD function has the expertise to diagnose problems in order to determine appropriateness of potential solutions. 2. The HRD manager maintains an active network with other key managers in the organization. 3. There is a corporate training and development mission statement or corporate HRD policy. 4. The evaluation of training focuses on behavioral change or bringing best organizational results. 5. The HRD manager routinely participates in corporate strategy sessions with staff persons and senior managers.

6. Training needs associated with major changes in the organization are anticipated. 7. Allocations of HRD resources are based at least in part on the priorities of the organization. 8. The HRD function conducts needs assessments to determine organizational requirements. 9. The roles, responsibilities and priorities of the HRD function are clearly defined. 10. The HRD management and staff routinely meet to discuss problems and progress of current programs.