mod-3&4.doc

HUMAN RESOURCE DEVELOPMENTBy : Associate Prof. Rajesh Kumar Tripathy

MODULE - III

Implementing HRD Programmes, On the job, JIT, Job designing Job rotation, Job enrichment, Job enlargement, Coaching, Mentoring & empowerment, Creating HRD environment, Evaluation frame work; Collecting data for evaluation, Research design, Issues concerning evaluation, Assessing impact of HRD.

IMPLEMENTATING HRD PROGRAMMES:

There are several HRD programmes are there which need to be implemented properly. Proper delivery or implementation assumes that an important for training has been identified.

ON THE JOB TRAINING:

• It involves conducting training at a trainee's regular work, station (desk, machine).

• This is the most common form of training.

• Most employees receive at least some training & coaching on the job.

• Virtually any type of one -on -one instruction between coworkers or between the employee & supervisor can be classified as OJT,

• On the job training has been promoted as a means for organizations to deal with the shortage of applicants who possess the skills needed to perform many current jobs, & as a means for organizations to deal with accelerating market cycles.

• Structured OJT programs are generally conducted by an assigned trainer who is recognized, reworded, & trained to provide appropriate instructional techniques.

• OJT facilitates the transfer of learning to the job because the trainee has (an immediate opportunity to practice the work tasks on the job.

• OJT reduce training costs because no training facilitates are needed.

• There are four identifiable OJT techniques, including job instruction training, job rotation, coaching & mentoring.

JOB INSTRUCTION TRAINING:

It is defined as sequence of instructional procedures used by the trainer to train employees while they work in their assigned job,

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• The content of a JIT program is distinguished by its simplicity.• It involves four-step process that helps the trainer to prepare worker, present the task, allow

practice time & follow-up.• Step 1: Prepare the Worker: It is important because they need to know what to expect.

Preparation may include providing employees with a training manual, handouts or job -aids that can be used as reference.

• Step-2: Presenting the task should be carried out in such a way that the trainee understands & can replicate the task. Some trainers demonstrate the task before asking the trainee to repeat the process.

• Step -3: Practice Time is important for the trainee to master a particular set of skills.• Step-4: Follow-up: Finally, the trainer needs to conduct a follow up as a way of ensuring that the

trainee is making progress. During this follow-up session, the trainer should apply coaching techniques when appropriate.

• The success of JIT depends on the ability of trainer to adapt his or her own styleto the training process.

JOB DESIGN: It has significant impact on both the employees & the organization. The term job

design refers to the way the tasks are combined to form a complete job. Job design is a process which integrates work content (task, functions, and

relationships), the reward & the qualification (skill, knowledge, abilities) required foreach job in a way that meet the needs of employees & the organization.

The point is that jobs differ in the way their tasks are combined, & differentcombinations create a variety of job designs in the organization.

PUP-POSE OF JOB DESIGN:There are three objectives of job design which are as follows:a. To meet the organizational requirements such as higher productivity, operational efficiency, quality of product/service.b. To satisfy the needs of the individual employees like interest, challenge, achievement or accomplishmentc. To integrate the needs of the individual with the organizational requirements.

JOB ROTATION:• Job rotation is intended to develop job related skills, but with this approach the trainee is generally expected to learn more by observing & doing than by receiving instruction.• Rotation as the term implies, involves a series of assignments to different positions or departments for a specified period.• During this assignment, the trainee is supervised by a department employee, usually a supervisor, who is responsible for orienting, training & evaluating the trainee.• Job -rotation is frequently used for first -level management training, particularly for new employees.• It is so because the new manager needs to develop a working knowledge of the organization before they con be successful managers

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Job rotation is the movement between different jobs.

One way that employer can meet these aspiration is through more flexible form of work organization that provides more opportunities for workers to use their skills do a variety of tasks & have more influencing over their work,

Flexible approach is job rotation or cross training that is training employees in a range of tasks & rotating them through different position. Job rotation can benefit for both employers & employees. Workers learn new skills & face less boredom from performing similar tasks over & over.

Greater variety & a wide range of tasks make work more interesting & challenging. Job rotation & cross training can also benefit employers.

Job rotation is believed to boost innovation by enabling workers to apply knowledge of one task to others.

Moreover , exposing employees to other types of jobs within the f irm promotes a better understanding of what others in the firm do & how each job contributes to the whole.

Finally the multi skilled workforce can more readily adopt to changing markets.

A closer look at some Indian companies shows that job rotation is becoming an increasingly accepted practice.

Ex : Consider: LG electronics India. In the past 5years, close to half the Korean electronics major's 2,800 employees have switched function within the organization at least twice.

Job rotation is not an instinctive process. " There has to be clear justification. Why you are picking certain employees to be transf erred" stated by Verma Director HR - LG electronic India.

"It works , provided its done objectively."

So companies should base all inter-f unctional transfers on a structured performance assessment & pick the best performers to change jobs.

The parameters of judging performance need to include not only functional skills but also core & leadership competencies.

"People move -but only for the right reasons" - Martin Apple VP - HP IBM India. According to him The Company needs to show them a proper & realistic career map.

IBM for instance conducts annual interviews where it examines a potential next role for each employee after mapping his performance.

" If the rotation is not planned well & not linked to career & succession plans, the company may end up losing a good employees"

Picking the best performer from a team means that team is less one asset. So a succession plan that identifies & develops worthy substitutes, from within the some team.

Ex: At Mac Donald's too job rotations are encouraged globally in India.

" it is a win - win situation - win for the organization, the team & the employees" says - Amit Jotio- JV partner & Mb - MacDonald western India.

So companies need to identify potentials job swaps at the right time when the employee has matured in particular function & is mentally ready for a move.

This avoids the employees are becoming bored as with job rotation they are doing different job all the time & learning new skills.

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• Multi skilling is when -people have many skills so they are able to carry out many

dif f erent jobs.

• Multi skilling benefit f he employers if they are short of staff in one area, they can

move people across.

Job Potation has the following advantages:

a. It is an excellent means of boarding the work experience of employees & also turning specialists into generalists.

b. It reduces boredom & monotony & stimulates development of new ideas.

c. Since it permits greater understanding of other activities within the organization, people are prepared more rapidly to assume greater responsibility especially at other positions.

Draw backs:

a. Job rotation leads to increase in development cost A decrease in productivity due to movement of employees to new positions just when their efficiency on particular jobs has resulted in organizational economies.

b. It can demotivate intelligent & aggressive trainees who seek specific responsibility in a chosen specialty.

c. It has limited impact on employee motivation & productivity.

JOB ENLARGEMENT:

• Job enlargement means assignment of varied tasks or duties of the jobs of employees all on the some level.

• Enlargement in the horizontal dimension & it may be that the monotonous job remain s monotonous only on large scale.

• Hertzberg a pioneer in job design has characterized job enlargement as simply "adding zero to zero meaning that one set of beforing task is simply added to another set of boring tasks.

• Job enlargement serves to increase variety, lengthens work cycle time, provides wholeness & identity with the task & increases the knowledge necessary to perform it.

• For instance, a clerk in an office who is doing the typing work only way also be assigned the tasks drafting letters, sorting of incoming mail

filing of letters.

• This will reduce his boredom & make him satisfied with the job.

JOB ENRICHMENT:

U It implies increasing the contents of a job or the deliberate upgrading of

responsibility, scope & challenge in work.

Job enrichment is a motivational technique which emphasis the need for

challenging & interesting work.

It leads to vertically enhanced job by adding functions from other

organizational levels, making it contain more variety & challenge & offer

autonomy & pride to the job-holder.

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It is an attempt to build into the job a higher sense of challenge & importance of achievement.

In order to enrich the job, management should take the following measures:

1. give sufficient freedom to employees in deciding about work methods, pace, sequence

2. add new task

3. increase responsibility

4. encourage participation

5. provide feedback to the employees

6. Make the personnel understand how tasks contribute to a finished product of the enterprise.

There are different sources of Job Enrichment

1. Prearrange existing tasks in the job

2. Add new responsibility

3. Add new tasks

4. Include work done before the job

5. Increase feedback on performance

6. Eliminate dissatisfying tasks from job

7. Increase exposure to new tasks

8. Include work done after the job

The advantages of job enrichment are

1. it makes the work interesting

2. It decrease the rate of absenteeism & Labour turnover

3. It helps in motivation through opportunities for growth advancement

4. Workers get higher job satisfaction

5. The enterprises gains through improvement of output both quantitatively& qualitatively.

6. Increase the skill of workers. The Limitations are

1. Technology may not permit the enrichment of all jobs.

2. Job enrichment has proved to be a costly process in certain cases as expenditure involves is higher than the gains in productivity.

3. All those who prefer job enrichment may not have the requisite capability to meet the new challenges.

COACHING: Coaching is defined as a performance improvement technique.

Fournies defines coaching cis a face-to-face discussion between a manager & a subordinate to get the subordinate to stop performing an undesirable behavior & being performing desirable behaviors.

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Kinlow defines coaching as a "mutual conversation between a manager & an employee that follows a predictable process & leads to superior performance, commitment to sustained improvement & positive relationship.

MENTORING:

As a technique of HPD, mentoring has been in existence ever since the human race come on the planet earth.

1. It is process whereby a senior manager acts as a friend-philosopher & guide to a new recruit, easing the latter through the rites of passage from the B-school to organizational life.

2. It is an emotional kind of support provided by an experienced person to younger people through teaching, coaching, counseling, guiding.

3. It reduces training time, ensures individual attention to problems makes the learning flexible rather than structured.

4. It is valuable tool for developing self-confident & empowered managers who can operate under stress while retaining their quality standards & values.

5. Ex- Smith Kline Becham consumer Health care mentoring consists of steps.

a. Initiation: the mentoring process begins with a meeting between the mentor & mentee. The first meeting breaks the ice & facilitate the cultural transition of mentee.

b. Progression: As the mentor-mentee relationship begins to crystallize, the mentor provides coaching & counseling. Pegular meeting help to forge relationships.

c. Assimilation: The mentor goes on to build close ties with her mentee. The latter may even discussion her personal problems At receive help on how to solve them & to integrate better into the organization.

d. Integration: Buddies are attached to the mentee.[)rawn from peer groups. They act as communication bridges whenever there are gaps because of age difference between the mentor & mentee.

1 2 3 4

Profiling mentee & Familliciring mentee Avoidance of mentor Extendingdeciding on the with corporate manager role- conflict the conceptmatch effective functions & smooth & foreign closer ties to the peerbehavior modeling initiation with mentee level

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Interviews

Advantages:

• Flexible

• Opportunity for clarification

• Depth possible

• Personal contact

Limitations:

• High reactive effects

• High cost

• Face-to-face threat potential

• Labor intensive

• Trained observers needed

Questionnaires

Advantages:

• Low cost to administer

Honesty increased

• Anonymity possible

• Respondent sets the pace

• Variety of options

Limitations:

• Possible inaccurate data

• Response conditions not controlled

• Respondents set varying paces

• Uncontrolled return rate

Direct Observation

Advantages:

• No threatening

• Excellent way to measure behavior change Limitations:

• Possibly disruptive

• Reactive effects are possible

• May be unreliable

• Need trained observers

Simulation/Performance Tests

Advantages:

• Reliable

• Objective

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• Close relation to job performance

• Includes cognitive, psychomotor and affective domains Limitations:

• Time consuming

• Simulations often difficult to create

• High costs to development and use

Archival Performance Data

Advantages:

• Reliable

• Objective

• Job-based

• Easy to review

• Minimal reactive effects Limitations:

• Criteria for keeping/ discarding records

• Information icon system discrepancies

• Indirect

• Not always usable

• Records prepared for other purposes Research Design:

Research design is critical to HPD evaluation. It specifies the expected results of the evaluation study, the methods of data collection, & how the data will be analyzed. Awareness of research design issues & possible design alternatives can help managers & HPL) professionals do a better job of conducting evaluations & critiquing the result of evaluation studies.

When evaluating any HPL) effort, the researcher or HPI) professional would like to have a high level of confidence that any changes observed after the program or intervention were due to that intervention & not to some other factor. This is the basic notion of validity.

The basic picture is as follows.

Training provided Evaluation measures collected.

Trainer would obviously like to see high values on each measure collected. Ex, Positive reaction, high scores on the learning measures, & positive indications of behaviour change & result.

The following practices should be included in the research design.

1. Pretest & protest,2. Control Group

1. Pretest & Posttest: including both a pretest & posttest allows the trainer to

see what has changed after the training. If the majority of trainees already knew

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the materials covered in training. If the majority of trainees already knew the material covered in training become much less impressive.

2. Control Group: Compares performance of group with training against the performance of a similar group without training

RECOMMENDED SEARCH DESIGN• Pretest and posttest with control group• Whenever possible:- Randomly assign individuals to the test group and the control group to minimize bias

- Use "time-series" approach to data collection to verify performance improvement is due to training

Issues Concerning Evaluation• Confidentiality• Informed consent• Withholding training from control groups• Use of deception• Pressure to produce positive resultsAssessing the Impact of HRD :First we have to see what the impact of the HP() is• HRD plays significant role in market economics & more so in an economy tending towards

condition like India.• Global Competitiveness has created customers diagonally opposite to what have today.• This is the problem of challenge & opportunity• The liberalization has positive impact on HPD.• Creating autonomous jobs• Delargeing/ downsizing of organization structure.• Building organization structure based on the characteristics.• Performance planning & development• Enriching the jobs at all levels.• Providing conducive climate of team work.• Culture building• Competence building• Motivation building• Confidence building.Then we will assess the impact on HRO: Knowledge & skill needed to evaluate the importance & return on investment on HPL) efforts. Focus on how to plan & conduct systematic evaluations of HPD efforts, including the choice, development & use of various tools to measure individual, group & organizational change.

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MODULE - IV

CHAPTERIZATION :

Organization culture & HPDWork force Diversity & HRE)Labor market ChangesEqual Market ChangesEqual Employment OpportunityAdapting demographic changes & gender issues

HP1) practices in Manufacturing & Service Sector.

ORGANISATION CULTURE & HRD:

Culture can be defined as asset of shared values, beliefs, norms artifacts that are used to interpret the environment & a guide for all kinds of behavior.

So Organization Culture was defined as a set of shared values, beliefs, norms, artifacts patterns of behavior that are used as frame of reference for the way one looks at, attempts to understand, & works within any organization.

Definition:

"A set of shared values, beliefs, norms, artifacts and patterns of behavior that are used as a frame of reference for the way one looks at, attempts to understand, and works within an organization."

WORK FORCE DIVERSITY & HRD:

Diversity describes the spectrum of human similarities &differences. "As defined by the workplace diversity network, it refers to the composition of people associated with the origination, configures opportunity, interaction, communication, information & decision making to utilize the potential of diversity".

DEFINATION of Work force Diversity:

This equal opportunity philosophy is aimed at helping & pursuing goals that organizations make & allow for the best use of the diverse workforce. This also helps talent available locally to assist the organization achieve its goals in on more effective manner.

Need For Workforce Diversity:

Change in the mindset of people is brought about by travel since the ability to relocate allows people to experiment with clothes, language & culture of different regions. The common goal which brings together common goal which brings together persons from varied backgrounds is work.

Over generations people have migrated to "greener pastures" & have mixed with the native to have sub cultural workforce.

Increased attention to recruiting, hiring, and developing a more diverse workforce0 Greatest amount of attention has been paid to racial and gender diversity

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Other forms of diversity are increasingly being considered

• Nationality

• Language

• Ability/Disability

• Religion

• Lifestyle

t) ADVANTAGES OF WORKFORCE DIVERSM:

0ong more with less has become a dictum most organizations today. Notwithstanding the importance of technology, funding the most important resources of an organization, its human capital, is essential for the success of an organization. Every investment has a risk & that related to human resource is no small one.

Externally the organization is governed by its public & has to be in the framework of the regulatory authorities. The fear of adverse publicity when there are negative reports of abuse or harassment is a deterrent for implementation of these policies.

Lack of confidentialities is yet another f ear of the employee who may not want to confide in the same time no organization lacks diversity.

LABOUR MARKET CHANGES:

The demographic shifts that are occurring in the population will continue to impact the workforce in the future. Discrimination remains a concern in today's workplace.

Discrimination:

Discrimination can occur in various ways. Ex. Access discrimination occurs when an organization places limits on job availability through such things as restricting advertisement & recruitment, rejecting applicants or offering a lower starting salary.

Treatment discrimination occurs after a person is hired A takes the form of limiting opportunities(training, promotion & rewards) or harassing certain individuals because of who they are both types of discrimination are covered under equal employment opportunity laws.

Two main forms of DiscriminationAccess discrimination

- Jobs are unavailable (or less available) to people with certain characteristics or

Backgrounds• Treatment discrimination

People are treated differently after they are hired (e.g,, in the trainingor promotion opportunities available).

• Treatment discrimination against women in organizations

• Promotion

• Pay

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Sexual Harassment

What evidence is there of progress in these areas?

Where are there still significant disparities or problems?

Sexual harassment

• Unwanted sexual comments or behavior at work,

• Two main forms:

• Quid pro quo

• Hostile work environment

Treatment discrimination against minorities in organizations

• Promotion

• Racial Harassment

What evidence is there of progress in these areas?

Where are there still large disparities or problems?

EQUL EMPLOYMENT OPPORTUNITY:

Equal Employment Opportunity (EEO)

E Title VII of the 1964 Civil Rights Act and other federal laws make it generally unlawful for employers to make decisions based on:

• Pace

• Color

• Sex

• National origin

• Age

• Disability/handicap

• Veteran's status

• Pregnancy

Equal Employment Opportunity

• Monitored by the Equal Employment Opportunity Commission (EEOC)

• Federal Civil Rights laws cover:

• Allraces

• All colors

• Both genders

• 61ass ceiling - an invisible but seemingly impenetrable boundary preventingwomen and minorities from advancing to senior management levels

Adapting to Demographic Changes

• Affirmative Action Programs

• Initiated in 1965 by Executive Order 11246

• Focus on government agencies and contractors

• Monitored by the Office of Federal Contract Compliance Programs (OFCCP)

• Promotes efforts "to bring members of underrepresented groups... into 0 higher degree of participation in some beneficial program"

• Most often targeted at women and minorities

• Valuing differences and diversity training

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Creating an environment where "each person's cultural differences are respected" (Walker) Basis for much of the diversity training conducted since 1980 Goal: to make employees aware of their attitudes towards others, and increase their understanding and acceptance of others

Effectiveness of diversity training programs: Anecdotal evidence of increasing awareness from "valuing differences" approach Concern for lack of tangible outcomes from this approach, plus charges that it is too often driven by a 'political" agenda

Managing diversity :

E "A comprehensive managerial process for developing an organizationalculture that works for all employees" (R. Thomas)Seeks to "create a level playing field for all employees without regard tocultural distinction"Goes beyond affirmative action or valuing diversity

Requirements for managing diversity:A long-term commitment to changeSubstantive changes in the organizational cultureA modified definition of the leadership and management rolesBoth individual and organizational adaptationStructural changes (Ivancevich & Gilbert, 2000)

Effectiveness of managing diversity approaches:Anecdotal evidence of success using this approachLack of strong empirical evidence for overall effectiveness

Must ensure that efforts are strategic, proactive, and grounded in solidempirical and theoretical research

Affirmative Action

• Reactive, based on law/moral basis

• Not directly linked to team building

• Emphasizes women and people of color

• Emphasizes employees Diversity Management

• Proactive

• Emphasizes building diverse teams

• Inclusive

* Diversity internally and externally

HRD Programs for Culturally Diverse Employees

Existing HPD programs can be used to promote cultural diversity:

• Socialization and orientation

• Career developmentMentoring women and minoritiesSexual and racial harassment training

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HRD PRACTICE IN MANUFACTURING COMPANY:

HRD PRACTICE IN SAIL:

SAIL was formed on 24 1h January 1973 which become public sector company in 1" May 1975.

SAIL has its own Board of Directors, who formulate the general policies for its different units all over the country. The MI) of unit is one of the members of the Board of Directors of SAIL. The Execution of the policies of SAIL at Unit level as well as the overall operation of the unit is the responsibility of the MO of unit Thus the MI) is the chief executive of the organization.

For smooth functioning of the organization & to assist the MI) & for delegation of authority & responsibility down to the ladder for effective management, structural relationship is quite essential. A well - designed origination structure as a basic imperative in this direction for better & efficient management is noticed very well in unit to assist the Mo. Executive director works is responsible for entire works Divisional Heads in different areas are there to assist Eb works.

The major area of personnel & administration is headed by GM (P & A). He looks after the areas like personnel, general administration. Public relation & liaison.

Industrial Relation Scenario:

The progress & prosperity of an enterprise depends to a large extent on the healthy industrial relation climate. Harmonious Industrial relation is necessary for better motivation of employees & improved Labour productivity. On the other hand a well developed HPI) climate can result into a harmonious industrial of ion in an organization.

IP over the years gives an idea of changing course of Labour management relation in the plant with a general impression of peaceful co-existance.

PARTICIPATIVE CULTURE:

The participative culture is quite encouraging with a number of bipartite committees functioning since 1961. A number of participative forum taking representatives from both management & workmen are functioning.

Joint Participative Forums:

1. Work committee2. Central grievance committee3. Zonal grievance committee4. Central production Committee5. bepartment production committee6. Central safety committee7. Township welfare & amenities committee

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8. canteen managing committee

9. plant level committee

10. Joint implementation committee

To cope with the ongoing modernization a conducive IR environment is an absolute

necessity for implementing its projects timely & HP[) initiatives more effectively.

Accordingly a proactive IP management policy has been adopted to minimize conflicts.

The objective of the present IR policy are:

1. to attain higher standards in quality of work, work life & productivity through proactive participation of employees

2. to resolve all differences with employees organizations in an atmosphere of mutual trust, cooperation & goodwill

3. to establish symbolic relationship between individual interests & organizational goals. In the running modernization efforts & its relative time cost implementation, prevention of any loss due to adverse by mean of generating an optimistic IP environment assumes prime importance.

WELFARE FACILITIES:

Unit as a model employer always aims at developing & sustaining a favorable employee attitude & obtaining maximum contribution from employees through stable employment, adequate compensation, safe working condition & job satisfaction. For creating a congenial atmosphere for living & working which has great bearing on the physical, mental & emotional well-being of an individual, employee's welfare has been given a great emphasis by 5AIL, from the very inception.. SAII provides statutory welfare amenities as per the factories act, voluntary welfare amenities & other benefits

SATUTORY WELAFARE FACILITIES:

According to 5ec 42 to 50 of factories act 1948 a lot of welfare facilities such as drinking water, washing facilities, public convenience Building, rest room, first-aid, canteen & cr6ches etc. are provided to the employees of as statutory welfare facilities.

VOLUNTARY WELAFARE AMENITIES:

The welfare measure provided by 5AIL outside the working premises cover housing medical education, transport, co-operative, social & cultural, diary & poultry & employee counseling facilities.

EMPLOYEE BENEFIT:

Financial benefits are provided to the employees under various schemes these circle:

1. Contributory PF

2. gratuity

3. Travel concession

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4. Compensation Under Workmen's compensation Act 5. Compassionate Employment's 6. medical services to Ex-employees 7. medical services to Ex- employees 8. employees family benefit voluntary scheme: 9. Financial Advances

Hence "improving work culture" was identified as an essential pre-requisite to consolidate the post ills (& regain its glory & achieve prosperity.

Therefore , in the ongoing research work an attempt has been made to analyze the various measures taken by the organization to improve the work culture & how different HRD practices after coming up of the document in 1985-86 are modified to bring a conducive work culture where employees can work happily towards achievement of the long term objective of the organization.