Human Resource Management HM 204 PDF

Human Resource Managment HM 204 UNIT 1: DEFINITION OF HRM, ROLE, IMPORTANCE AND CHALLENGES OF HRM Structure 1.1 Introduction 1.2 Objectives 1.3 Human Resource Management: concept 1.3.1. People who ma...

Human Resource Managment HM 204 UNIT 1: DEFINITION OF HRM, ROLE, IMPORTANCE AND CHALLENGES OF HRM Structure 1.1 Introduction 1.2 Objectives 1.3 Human Resource Management: concept 1.3.1. People who manage 1.3.2. People at work 1.3.3. Definitions of Human Resource Management 1.3.4. Management of Men is a challenging job 1.3.5. Features of Human Resource Management 1.4 Role of Human Resource Management 1.5 Importance of Human Resource Management 1.6 Challenges of Human Resource Management 1.7 Summary 1.8 Glossary 1.9 Answer to check your progress/Possible Answers to SAQ 1.10 References/Bibliography 1.11 Terminal Questions 1.1 INTRODUCTION As one author has rightly said 1+1 makes an organization, i.e., where there are two or more persons there is in effect and organization. Some individuals prefer to work independently in isolated circumstances. But the vast majority of all work in today‘s environment takes place within the context of a structured organization- a grouping of individuals into a unified and common effort. To look after the various functions set for the organization adequate resources in men and materials have to be arranged by individuals who serve as managers or supervisors within organizations. Thus there emerged the term ‗Human Resource Management‘. 1.2 OBJECTIVE After reading this unit, you will be able to understand:  Concept of HRM  The role and importance of HRM  The challenges of HRM 1.3 CONCEPT OF HUMAN RESOURCE MANAGEMENT Of all the factors of production namely M‘s of Management i.e Materials, Machinery, money, methods and Men, Man occupies an important place. The other 4 M‘s by themselves will not help the organization to achieve its goals unless there is an effective coordination and utilization of human resources. Rensis Libert says, all the activities of Uttarakhand Open University 1 Human Resource Managment HM 204 any enterprise are initiated and determined by the persons who make up the institution, plant or office and all else that make a modern form are unproductive except for human effort and direction of all the tasks of the management. In the past, people migrated from villages to towns seeking employment. They found themselves in totally different and new situations to which they were not used to. So whenever they feel frustrated, they return to their villages and this resulted in loss of trained labour. These people had no proper leader to guide them and even no proper masters to manage them. The necessity of proper personnel management was then felt. It was realized that a good personnel management will go a long way in making efficient the overall management of the organization. The importance of human factor in any type of co-operative endeavor cannot be over emphasized. It is a matter of common knowledge that every business organization depends for its effective functioning not so much on its material or financial resources as on its pool of able and willing human resources. The over whelming importance of human factor is due to its unique characteristics. This is only resource which is able to produce an output greater than its input. Man alone can produce through motivated creativity- an output greater than the sum of his inputs. No other resource can do this. Human resource appreciates in value with the passage of time. As time passes people become experienced and skilled.it is not so with other resources which generally depreciate as time goes on. Human resource is most complex and unpredictable in its behavior. There is no cook book formula of guide a manager how to motivate his workers. A manager can buy his worker‘s time, he can buy his physical presence at a given place, he can buy a measured number of skilled muscular motions per hour or day, but he cannot buy worker‘s enthusiasm, he cannot buy his initiative, he cannot buy his loyalty, he cannot buy his devotion. Each individual has his own distinct background. This makes each individual unique in his psychological frameworks. Hence they cannot be interchanged, much less standardized. This implies that all individuals in an organization cannot be treated alike. In employing and supervising people and in endeavoring to reach their motivation, a manager must follow tailor- made approach based on his understanding of the actions, attitudes, needs and urges of the worker concerned. This is a very formidable and challenging task. 1.3.1 PEOPLE WHO MANAGE To look after the various functions set for the organization adequate resources in men and materials have to be arranged by individuals who serve as managers or supervisors within organizations. Such people have to make things happen to aid in the achievement of the organizational objectives, to co-ordinate the resources of the organization- 4 important Ms. Viz., money, material (raw or semi-manufactured), machinery (or fixed assets and plants), and men (or human resources). It is an effective combination and dovetailing of these factors on which the success or failure of the organization depends. The resources by themselves will not help the organization to accomplish the objective, unless there is an effective co-ordination and utilization of these human and non-human resources. While the human resources available to management in an organization are only one part of resources which must be co-ordinated, it is through the combined efforts of the people Uttarakhand Open University 2 Human Resource Managment HM 204 that monetary and material resources are utilized for organizational objectives. Without human efforts, organizations cannot accomplish their objectives. Rensis Likert rightly observes, ―All the activities of any enterprise are initiated and determined by the persons who make up that institution, plants, offices, computers, automated equipment, and all else that make a modern firm uses are unproductive except for human effort and direction of all the tasks of management, managing the human component is the central and most important task, because all else depends on how well it is done.‖ Consequently, the managers have a central responsibility not only for the behavior and performance of other people but also of their own behavior. Managers are appointed at various levels to organize and co-ordinate the activities of the team members or fellow work associated. This constitutes a hierarchy of management, where individuals perform different roles: some are at the top level management; others are at the intermediate and lower levels of the management group. Those at the lower levels are responsible to persons at a higher organizational level. The greater the commitment of the members to organizational objectives, the greater is the degree of effectiveness with which the organization works. 1.3.2. PEOPLE AT WORK The principal component of an organization is its ‗human resources‘ of ‗people at work‘. Human resources have been defined as ―from the national point of view, the knowledge skills, creative abilities, talents and aptitudes obtained in the population; whereas from the viewpoint of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.‖ Jucius calls these resources, ‗human factors‘, which refer to ―a whole consisting of inter-related, inter-dependent and inter-acting physiological, psychological, sociological and ethical components.‖ It is the human resource which is of paramount importance in the success of any organization, because most of the problems in organizational settings are human and social rather than physical, technical or economic. Failure to reorganize this fact causes immense loss to the nation, enterprise and the individual. In the words of Oliver Sheldon, ―No industry can be rendered efficient so long as the basic fact remains unrecognized that it is principally human. It is not a mass of machines and technical processes, but a body of men. It is not a complex of matter, but a complex of humanity. It fulfills its function not by virtue of some interpersonal force, but a human energy. Its body is not an intricate maze of mechanical devices but a magnified nervous system.‖ ‗People at work‘ comprise a large number of individuals of different sex, age, socio- religious group and different educational or literacy standards. These individuals in the work place exhibit not only similar behavior patterns and characteristics to a certain degree, but they also show much dissimilarity. Each individual who works has his own set of needs, drives, goals, and experiences. Each has his own physical and psychological traits. Each human being is not only a product of his biological inheritance but also a result of interactions with his environment. Family relationships, religious influences, racial or caste backgrounds, educational accomplishment, the application of technological innovations, and many other environmental influences affect the individual as he works. Among the environmental factors that influence work behavior are various organizational Uttarakhand Open University 3 Human Resource Managment HM 204 elements (authority relationships, organizational goals, procedures, rules and policies: informal group relationship, the type and manner of supervision received by the employee, etc.). People come to work with certain specific motives to earn money, to get employment, to have better prospect in future, to be treated as a human being while at the place of work. They sell their labour for reasonable wage/ salary and other benefits. It is these people who provide the knowledge and much of the energy through which organizational objectives are accomplished. The management must, therefore, be aware not only of the organizational but also employee needs. None of these can be ignored. The achievements for the organizations, the ‗people at work‘, ‗the people who manage them‘ (i.e., managers themselves), and other groups of the public (such as the consumers, shareholders, the entrepreneurs, the governments, the suppliers, etc.) are possible through a concerted effort. The employee develops four dimensional relationships: (i) those between management and workers; (ii) those among the workers themselves; (iii) those among the managerial personnel; and (iv) those among different members of the organization and the community. In other words, he develops ―human relations‖ the purpose of which is not to enable him to discover clever techniques for winning friends and influencing people through personality development; nor to enable him to manipulate people as though they are puppets, but to assist him in working more effectively with other people in organization.‖ 1.3.3. DEFINITIONS OF HUMAN RESOURCE MANAGEMENT Different authors have given different definitions of the term ―Human Resource Management‖. Some of these are reproduced below: ―The personnel function is concerned with the procurement, development, compensation, integration and maintenance of the personnel of an organization for the purpose of contributing toward the accomplishment of that organization‘s major goals or objectives.‖ - Edwin B. Flippo ―Personnel administration is a method of developing the potentialities of employees so that they get maximum satisfaction out of the work and give their best effort to the organization.‖ -Pigors and Myres ―Personnel Management is the specialized intelligent handling of the human factor by a separate department which could devote its full time for research along the line of improvement in industrial relations.‖ - R.G.Gokhale ― Personnel administration is the art of acquiring, developing and maintaining a component work force in such a manner as to accomplish maximum efficiency and economy in the functions and objectives of the organization.‖ -American Society for Personnel Administration ―Personnel Management is the part of the management function which is primarily concerned with human relationships within an organization. Its objective is the maintenance of those relationships on a basis which, by considering of the well-being of Uttarakhand Open University 4 Human Resource Managment HM 204 the individual, enables all those engaged in the undertaking to make their maximum personnel contribution in the effective working of the undertaking.‖ - Indian Institute of Personnel Management ―Manpower management effectively describes the process of planning and directing the application, development and utilization of human resources in employment.‖ - Dale Yoder On the basis of the various definitions given above, a few basic facts and characteristics may be noted about Human resource Management. First, HRM is concerned with managing people to ―rank employees at work. Such people or personnel do not simply refer to ―rank and the employees‖ or ―unionized labour‖ but also include ―higher personnel‖ and ―non-unionized labour‖. In other words, it covers all levels of personnel, including blue-collared employees (craftsmen, foremen, operatives and labourers), and white-collored employees (professional, technical and kindred workers, managers, officials and proprietors, clerical workers and sales workers). The shape and form that personnel administrative activity takes, however, may differ greatly from company to company; and to be effective, it must be tailored to fit the individual needs of each organization. Second, it is concerned with employees, both as individuals as well as a group, the aim being to get better results with their collaboration and active involvement in an organization‘s activities, i.e., it is a function or process or activity aiding and directing individuals in maximizing their personal contribution. Third, personnel management is concerned with helping the employees to develop their potentialities and capacities to the maximum possible extent, so that they may derive great satisfaction from their job. The task takes into consideration four basic elements, namely, the capacities, interests, opportunities and personality of the employees. Capacities- referring to those abilities or attainments, inherited or acquired, that a worker has, is capable of and must to a certain degree at lease exercise in his work. Interests- not only an individual‘s desires and ambitions, but also his instinctive impulsive tendencies, vague yearnings, and ill-defined cravings that may or may not stir him to his fullest action in performing his duties. Opportunities- not only opportunities for advancement, but opportunities to exercise his capacities and satisfy his interests. Personality- the sum total of a worker‘s reaction to his experiences and environment, personality is manifest by an individual‘s reception by others. The workers‘ personality has great influence upon his opportunities. Since the employee is both a social and economic entity, possessing different characteristics in various work situations; there can be a perfect adjustment of the workers in his work unit if the worker possesses the exact capacities required for the work. The work similarly affords the opportunity for exercising these capacities, and the Uttarakhand Open University 5 Human Resource Managment HM 204 worker‘s interests are generally satisfied in the performance of his job. However, a happy combination of the four elements are seldom achieved in actual practice; and a lack of balance forms one of the major causes of waste in production. The best or ideal personnel management, therefore, recognizes the individual differences involving these elements and tries to eliminate or reduce them. Fourth, since recruitment, selection development and utilization of, and accommodation to people are an integral part of any organized effort, Personnel Management is inherent in all organizations. It is not confined to industry alone; it is equally useful and effective in government departments, military organizations, and non-profit institutions. It is a major part of the general management function and has roots and branches extending throughout and beyond each organization. Therefore, it is rightly the central pervasive system of all organizations. This point has been summarized by Pigors and Myers in these words: ―Personnel administration permeates all types of functional management, such as production management, financial management, sales management and research management. It applies in non- industrial organizations, government, non-profit institutions, and armed services. Unless these managers themselves expect to perform all the duties for which they are responsible, they have to secure the co-operation of other people within their part of the total organization. In short, every member of the management group, from top to bottom, must be an effective ‗personnel administrator‘ because he depends on the co-operative efforts of his subordinates.‖ As Bakke says: ―Human relations, industrial relations and personnel relations are just new names for an aspect of the general managerial function as old as management itself.‖ It is more than the management of people by supervisors; and it is also more than the responsibilities assigned to the personnel department. As a field of discipline, personnel management is faced with many challenging problems centering around social responsibility, work design, staffing, style of leadership and supervision, compensation and appraisal, collective bargaining, organizational development and organizational climate. Fifth, personnel management is of a continuous nature. In the words of George R.Terry:‖It cannot be turned on and off like water from a faucet; it cannot be practiced only one hour each day or one day a week. Personnel management requires a constant alertness and awareness of human relations and their importance in everyday operations.‖ Finally, personnel management attempts at getting the willing co-operation of the people for the attainment of the desired goals, for work cannot be effectively performed in isolation without the promotion and development of an esprit de corps. Taking the above characteristics into consideration, it may be observed that personnel management is an approach; a point of view; a new technique of thinking and a philosophy of management, which is concerned not only with managing people, but also with solving the human problems of an organization intelligently and equitably, and in a manner which ensures that employees‘ potential is properly developed, that maximum satisfaction is derived by them from their work, that the objectives of the organization are achieved and that good human relations are maintained within the organization. Uttarakhand Open University 6 Human Resource Managment HM 204 Personnel management can be of full value to an organization only when it is consistently thought out and applied at all levels and to all management functions; in corporate policies, in the systems, procedures and in employment practices, etc. This integrative aspect of personnel management is, therefore, of vital importance. 1.3.4. MANAGEMENT OF MEN IS A CHALLENGING JOB ―The management of Man‖ is a very important and challenging job; important because it is a job, not of managing ‗men‘, but of administering a social system. The management of men is a challenging task because of the dynamic nature of the people. Now two persons are similar in mental abilities, traditions, sentiments, and behavior; they differ widely also as groups, and are subject to many varied influences. People are responsive; they feel, think and act; therefore they cannot be operated like a machine or shifted and altered like a template in a room layout. They, therefore, need a tactful handling by management personnel. If manpower is properly utilized, it may prove a dynamic motive force for running an enterprise at its optimum results and also work as an elixir for maximum individual and group satisfaction in relation to the work performed. Manpower management is a most crucial job because ―managing people is the heart and essence of being a manager.‘ It is concerned with any activity relating to human elements or relations in organization. Material elements, however, are beyond its domain. This view has been rightly summed up by J.M.Dietz (of Chicago). He observes: ―A business or an industry can be thought of as an inter-weaving of human elements as the warp; while inter-locking and inter-weaving with this element are the material elements- the woof of the fabric. The warp of the fabric is the human element appearing and reappearing, the strength giving element holding the entire fabric together, and giving it life and a character of continuity.‖ A business cannot succeed if this human element is neglected. Aldrich has expressed the importance of personnel management thus: ―The nearest analogy is in the human body. Personnel management is not the brain, the controller, not only just a limb, a member: not yet the bloodstream, the energizing force; it is the nervous system. It is a line channel, not just a duct, and in some respects has automotive force. It is used in enemy action; if it atrophies, partial paralysis results, if it gets out of balance, there issues instability, chaotic action, disequilibrium which can be found in all stages of advancement, in close parallel with neurosis. But, above all, it is inherent in the whole body and intimately connected with its every movement. The nervous system can never be thought of as an adjunct of the body, no more can personnel management be an extraneous or superimposed element on the structure of an organization. The personnel function lies embedded in the structure, is inherent in the dynamism of that structure, and is an integral part of the process of management itself.‖ 1.3.5. FEATURES OF HUMAN RESOURCE MANAGEMENT Human Resource Management is the process of bringing people and organization together so that the needs of each are met. It is that part of the management process which is concerned with the management of human resources in an organization. It tries to secure the best from people by winning their whole-hearted co-operation. In short, it may be defined as the art of procuring, developing and maintaining competent work force to achieve goals of an organization in an effective and efficient way. Uttarakhand Open University 7 Human Resource Managment HM 204 Human Resource management is concerned with the most effective use of people to achieve organizational and individual goals. It is a way of managing people at work, so that they give their best to the organization. It has the following features: 1. Action Oriented: Human Resource management focuses attention on action, rather than on record keeping, written procedures or rules. The problems of employees at work are solved through rational policies. 2. Individuality Oriented: It tries to help employees develop their potential fully. It encourages them to give out their best to the organization. It motivates employees through a systematic process of recruitment, selection, training and development coupled with fair wage and policies. 3. Integrating Mechanism: Human Resource Management tries to build and maintain cordial relations between people working at various levels in the organization. In short, it tries to integrate human aspects assets in the best possible manner in the service of an organization. 4. Pervasive Force: Personnel Management is pervasive in nature. It is present in all enterprises. It permeates all levels of management in an organization. 5. Auxiliary Service: Personnel departments exist to assist and advise the line or operating managers to do their personnel work most effectively. Human Resource manager is a special advisor. CHECK YOUR PROGRESS Q1. Write down the features of HRM. ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ………………………….…………………………………………………………………. ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………….…………………… …………………….……………………………………………………………………… 1.4. ROLE OF HUMAN RESOURCE MANAGEMENT The Human Resource Manager has been playing a variety of roles at different stages in the past, like that of a police agency, a legal defender of rights and a negotiator, a catering man meeting the welfare needs of the employees. But the theme has always been set by the thinking at the top level management. Looking back at the historical manifestation of the role of a Personnel Manager in industry, it may be said that by and large it reflected the top management‘s own concept of the personnel function and the methods of managerial control they believed in. the personnel manager has been playing a variety of roles at different stages in the past, like that of a police agency, a legal defender of rights Uttarakhand Open University 8 Human Resource Managment HM 204 and a negotiator, a catering man meeting the welfare needs of the employees. But the theme has always been set by the thinking at the top level management. It is difficult precisely to relate the present day functions of human resource manager to his role as conceptualized earlier. If the human resource management is what HR Managers do, the picture that emerges is indeed confusing, for what HR managers do can be compared to a Sunday morning jumble sale- a collection of incidental chores, fire- fighting tasks, welfare functions, and a watch-dog function. As profesoor Chatterjee puts in: ―The personnel man first appeared as a low powered functionary who was no better than a files clerk or record keeper concerned with the payment of the dues of the workers. Out of this arose a kind of role as a liaison man or channel of communication between the boss and the man. To start with he was essentially an odd-job-man. Then came the next stage when he administered the welfare schemes which were being gradually provided for in the statutes. As the workers were organizing themselves into strong unions and industrial conflicts were multiplying the employer used the Personnel Man as a kind of trouble shooter or fire-fighting- either to advise him on how to find loopholes in the labour laws or other statutes so that the union demands could be resisted with a measure of legitimacy or to come to a settlement where concessions were inescapable. There was a tendency at this stage to make him responsible for handling all kinds of labour trouble. Gradually his work was realized as more of the nature of staff function rather than the line function; and that he was an expert rather than a controller or manager of men.‖ In the modern era, the HR Manager typically performs a variety of roles, such as the role of conscience, of a counselor, a mediator, a company spokesman, a problem-solver and a change agent. He performs many miscellaneous roles in accordance with the needs of a situation, such as- 1. The Conscience Role: Under this role, the HR Manager reminds the management of their moral and ethical obligations towards employees. 2. The Counsellor Role: Under this role he encourages the employees to meet him frequently for consultation and discussion of their mental, physical and career problems and at times even their family problems. 3. The Mediator Role: Under this role, he tries to settle disputes between labour and management as also those between an individual and a group. He is not only a peace maker but also serves as a liaison and communicating link. 4. The Spokesman Role: under this role, he works as a spokesman for or as a representative of his organization. This he is able to do as he deals intimately with many key organizational activities and functions and has a better overall picture of his company‘s operations. 5. The Problem-Solver Role: He is a problem-solver in respect of issues involving human resource management and overall long-range organizational planning. 6. The Change- Agent Role: He serves as a change agent in respect of introduction and implementation of major institutional changes. It has been now fully recognized that the basic role of the Human resource manager is ―the management of manpower resources‖. Such management is concerned with ―leadership‖ both in group and individual relationship, and labour management relations. Uttarakhand Open University 9 Human Resource Managment HM 204 It effectively describes the process of planning and directing the application, development and utilization and is now considered as one of the four main functions, viz. finance, production, marketing and human relations. The functions of the HR Manager are very comprehensive and varied and are determined and influenced by such factors as the size, nature and location of organization, business or industry, its short and long term objectives, nature of industry and product, market conditions, degree of competitiveness among rivals, economic, cultural, political and legal environment, the structure of the executive and administrative officers, the mental makeup of the HR Managers, and the over-all organizational philosophy of business. The HR Manager undertakes all those functions which are concerned with ―Human elements‖ or ―relations in organization as well as in material elements‖. Whatever items are listed therein (as the functions), the main objective is to see that human resources are purposefully utilized for the optimum good of the organization and there should be meaningful co-operation for achieving the objectives of management. Expertise is brought together in a scientific manner and attitudes so created that motivate the group to achieve the organizational goals economically, effectively and speedily, and also fulfill and satisfy its physiological, psychological and social needs and realize its potential abilities. The role of a HR Manager is been expanding and is strengthened by greater interest shown in human relation problems by specialists such as behavioral scientists, industrial engineers, social psychologists, labour and legal advisers, industrial and computer technologists- all of whose researches have enriched the field of HR Management, its functions changed their nature making them wide and humanitarian. The ideal HR Manager is not a ―decision maker‖ but a counselor not a ―collector of responsibilities‖ but ―an advisor‖ to help line management make more reliable personnel decisions. In any enterprise it is these ―line men‖ who determine the ―personnel climate‖ for the entire organization. If the HR Man can meet the challenge of ―staff role‖ he would make the most effective contribution to industry. CHECK YOUR PROGRESS Q2. Name the various roles of Human resource Manager. ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………….…………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ………………………………………………………………………………………….… Uttarakhand Open University 10 Human Resource Managment HM 204 1.5 IMPORTANCE OF HUMAN RESOURCE MANAGEMENT The importance of human resource management can be discussed, after Yodder, Hemerman and other from three standpoints, viz. social, professional and individual enterprise. (a) Social Significance Proper management of personnel, enhances their dignity by satisfying their social needs. This it does by (i) maintaining a balance between the jobs available and the job seekers according to the qualification and needs, (ii) Providing suitable and mist productive employment, which might bring them psychological satisfaction; (iii) making maximum utilization of the resource in an effective manner and paying the employee a reasonable compensation in proportion to the contribution made by him; (iv) eliminating waste or improper use of human resource, through conversation of their normal energy and health; and (v) by helping people make their own decisions, that are in their interests. (b) Professional Significance By providing healthy working environment, it promotes team work among the employees. This is done by (i) maintaining the dignity of the employees as a ―human being‖; (ii) providing maximum opportunities for personal development; (iii) providing healthy relationship between different work groups so that work is effectively performed; (iv) improving the employees‘ working skill and capacity; (v) correcting the errors of wrong posting and proper reallocation work. (c) Significance for Individual Enterprise It can help the organization in accomplishing its goals by : (i) creating right attitude among the employees through effective motivation; (ii) utilizing effectively the available resources and (iii) securing willing co-operation of the employees for achieving goals of the enterprise and fulfilling their own social and other psychological needs of recognition, love, affection, belongingness, esteem and self actualization. HRM is more relevant in today‘s context due to the following compulsions: 1. Change Management: Today, terms such as ―Learning Organization‖. ―Managing Organizational Change‖, ―Change Agents‖ and the like are being increasingly encountered. It is now an accepted fact that any organization can survive in today‘s socio-economic environment only if it is proactive to environment changes. Advances in information technology too are focusing organizations to change their very way of thinking. 2. Competence: It is often said, ―Give a man a job that he excels at and he would not have to work.‖ In the organizational context, it may not be always feasible to allocate tasks to individuals at which each one excels, but surely we can enhance competence of individuals for specific tasks through well-designed training programmes. It is equally important to take note of the interests of the individual. It is much easier to train him in tasks closer to his inherent liking. It is, however, seen that many managers do not realize the importance of this aspect and would prefer sub-optimal performance form an employee rather than spare him for training/ retraining because in the latter case the employees would not be available for work during that manager‘s tenure. What is not appreciated is that without the required competence, an employee would either shirk from the Uttarakhand Open University 11 Human Resource Managment HM 204 assigned tasks or would do a lousy job. After a while such an employee would attempt recognition through destructive means because he is unable to make a mark as a good performer. 3. Commitment: The extent to which the employees are committed to their work and organization has a significant bearing on an organization‘s performance. Commitment levels can be assessed in a number of ways. One can make use of informal interviews and questionnaires, statistics on absenteeism, grievances, and voluntary separations. Transparency in organizational functioning, employees‘ perception of various HRM policies, channels of communication, and role models played by superiors strongly influence employee commitment. 4. Congruence of objectives: Even well-qualified and committed employees could pursue goals at variance to the organizational objectives. It is, therefore, essential that all newcomers to the organization are properly socialized into the existing community and are made aware to the organizational values, work ethos, customs and traditions. It is important that they know what the organization stand for and what it wants to achieve and in the process, what is expected from each individual, so that he can find reason and meaning for his existence in the organization. This exercise is commonly referred as socialization. 5. Motivation: Another aspect of human behavior is the employee‘s willingness to work and the desire to constantly improve his performance. There are different schools of thought on motivation but essentially, all agree that work is not inherently distasteful. People want to contribute to meaningful goals, particularly, those they have in setting. Most people can exercise far more creativity, self- direction and self-control than their present jobs demand. It is, however, necessary to create an environment in which all members can contribute to the limits of their ability. Subordinates must be encouraged to participate in the process of decision-making, continually broadening their self-direction and self- control as this would not only lead to direct improvement in operating efficiency but would also ensure their grooming for higher responsibilities. CHECK YOUR PROGRESS Q1. Give the significance of HRM. ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………………………………………………… ………………………………………………………………………………….………….. Uttarakhand Open University 12 Human Resource Managment HM 204 1.6 CHALLENGES OF HUMAN RESOURCE MANAGEMENT Changes in socio-economic and political conditions are bound to bring about changes in the environment within the organizations. The personnel managers of today may find themselves obsolete because of the rapidly changing business environment, and therefore they should constantly update their knowledge and skills by looking at the organization‘s needs and objectives. Some of the important challenges are: i. Vision penetration: Evolving the right vision is an entrepreneurial or top management function, but its utility increases immensely if it percolates, and is understood and accepted down the line. Vision not only provides the fuel and direction to business strategy, but also helps managers evaluate management practices and make decisions. Penetration of vision shall therefore become an important, integral part of man management in future. ii. Internal environment: Creating an environment, which is responsive to external changes, providing satisfaction to the members of the organization, and sustaining it through culture, useful traditions, practices, and even systems, will become another important dimension of managing managerial personnel. iii. Change in industrial relations: The practice of IR has undergone sea change. The notion that workers must be disciplined at the manager‘s will have to be buried. Development of workers may need simpler and appropriate inputs, but both the workers and managers must be managed and developed by the same set of assumptions and HRM philosophy of the company. iv. Building organizational capabilities: The paradigm of managing managers would include not only assisting them to acquire new skills and knowledge and to evaluate environmental changes to evolve business strategies, but also to live in a psychological state of readiness to continually change. v. Job design and organizational structure: In designing organizations, we will, hopefully, soon give up uncritical acceptance of foreign concepts and fads like quality circles, TQM, etc. Instead of these, organizational structure and design will primarily be based on (i) task approach, i.e. understanding of the intricacies of technology, jobs and functions to be performed to achieve organizational tasks, and (ii) people approach, which takes cognizance of their strengths, idiosyncrasies, aspirations and relationships at work. vi. Increasing size of workforce: The organizations are ever increasing in size and complexity, multiplying the number of people working therein. The management of an increased workforce poses serious problems and challenges especially since the workers are becoming more conscious of their rights. vii. Changing psycho-social system: In the traditional bureaucratic mode, the organizations were designed to perform technical functions with strict compartmentalization of work functions. But in future, human participation will be required not only in technical functions but also in establishing the democratic humanistic system. viii. Satisfaction of higher level needs: The workers are becoming much aware of their higher level needs. The awareness is likely to intensify further in the future workforce. Therefore managers would be required to evolve appropriate techniques of motivating the workers and getting work from them. Uttarakhand Open University 13 Human Resource Managment HM 204 ix. Equalitarian social system: Major developments that have taken place in the last four decades have been due to the desire of the organization‘s members to have greater say and influence in organizational functioning. Thus, contemporary organizations are putting lesser emphasis on the hierarchical structures and thus moving towards a more equalitarian social system. This is going to be more common in days to come. x. Technological advances: In the wake of technological advances new jobs will created and many jobs will become redundant. Unemployment resulting from modernization could be liquidated by properly assessing manpower needs and training of redundant employees in alternate skills. xi. Computerized information system: It will play a revolutionary role in managerial decision making. It will also have an increasing impact in coordination and at strategic levels. xii. Changes in legal environment: To meet with the increasing changes in the legal environment, necessary adjustments will have to be made so that greater utilization of human resources can be achieved. xiii. Management of human relations: The new generation workforce comprising educated and conscious workers will ask for higher degree of participation and avenues for self-fulfillment. It is rather difficult to motivate many of the new generation workers than their predecessors. This is partly due to change in their value system and higher levels of professional competency. 1.7. SUMMARY Though personnel management is part of management and hence the personnel function has a specialist role in industry, it has a special responsibility to be the conscience keeper of all parties in the Industry as a social institution.as a member of the management team, the personnel man has his own expertise. But because of his professional training in social behavioral sciences, he alone can take the total perspective of all management skills and evolve a policy, taking into account the totality of objectives. 1.8 GLOSSARY Human Resource Management: HRM is that it is the process of managing people in organizations in a structured and thorough manner. This covers the fields of staffing (hiring people), retention of people, pay and perks setting and management, performance management, change management and taking care of exits from the company to round off the activities. 1.9 ANSWER TO CHECK YOUR PROGRESS 1. Action-oriented, individually oriented, integrating mechanism, pervasive force and auxiliary service. (refer 1.3.5) 2. Conscience role, Counselor role, Mediator role, Spokesman role, Problem-solver role and Change-agent role. (refer 1.4) 3. Social significance, professional significance and significance for individual enterprise (refer 1.5) Uttarakhand Open University 14 Human Resource Managment HM 204 1.10 REFERENCES/BIBLIOGRAPHY  Mamoria and Gankar (2007), Personel Management- Texts and Cases, Himalaya Publishing House, Mumbai.  Prasad, L.M. (1987), Principles and Practice of Management, Sultan Chand and Sons, Delhi. 1.11 TERMINAL QUESTIONS Q1. Define Personnel Management and describe its role. Q2. ―A good Personnel Manager is no longer just a hirer and firer of men.‖ Explain this statement and state the desirable traits of and effective Personnel Manager. Q3. Explain in detail the challenges of HRM. Uttarakhand Open University 15 Human Resource Managment HM 204 UNIT 2: DIFFERENCE BETWEEN HRM AND HRD, MEANING AND IMPORTANCE OF HRD Structure 2.0 Objectives 2.1 Introduction 2.2 Defining HRM & HRD 2.2.1 What is HRD? Evolution of the Field 2.3 Importance of HRD 2.4 HRM vs HRD 2.5 HRD: Meaning, Purpose and Importance 2.6 HRD Mechanisms, Processes and Outcomes 2.7 Human Resource Development Cycle 2.8 HRD Competence Framework 2.9 Responsibilities in HRD 2.10 References 2.11 Check your progress 2.12 Answer to check your progress 2.0 OBJECTIVES After studying this chapter, you should be able to: - Discuss the place of HRD within human resource management (HRM) - Understand the connections between HRD and HRM - Understand the importance, meaning and importance of HRD - Understand the frameworks of HRD 2.1 INTRODUCTION The development and growth of people at work is, and always will be, a necessary and vital part of successful economic and productive activity. The long term relationship between HRD and performance at the individual, organisational and national level is at long last becoming accepted. A well trained, flexible and committed workforce is an integral and enduring element of economic success. These attributes are the product of planned, well thought out and professionally managed opportunities to learn, and of the application of this learning to support and facilitate higher levels of individual effectiveness at work. The importance of organisations having a comprehensive and effective approach to HRD which provides the kind of skilled and motivated staff that managers require, is increasingly difficult to deny. More and more are beginning to look towards developing their own staff as a way of providing the labour resources they need, at a price they can afford. The economic case for organisations realizing the potential that exists within their own labour force is becoming the driving force behind the recent upsurge interest in HRD. Uttarakhand Open University 16 Human Resource Managment HM 204  It is easier to say "People are our greatest asset!" than it is to put that belief into "measurable action!"  There is no doubt that in many industries the next major competitive edge will be in maximizing people resources.  Companies that learn to continuously "develop human resources" not only stand a greater chance to survive in the next century, but will also be more profitable. A definition of HRD is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization". HRD includes the areas of training and development, career development, and organization development. This is related to Human Resource Management -- a field which includes HR research and information systems, union/labor relations, employee assistance, compensation/benefits, selection and staffing, performance management systems, HR planning, and organization/job design. The goal of HRD is to improve the performance of the organizations by maximizing the efficiency and performance of the people. HRD is an organization‘s investment in the learning of its people and acts as a powerful signal of its intentions: - By replacing the words ‗training cost‘ with ‗investment‘, there is an indication that a longer-term view is being taken, particularly with respect to the outcomes of HRD. - HRD acts as a triggering mechanism for the progression of other HRM policies that are aimed at recruiting, retaining and rewarding employees who are recognized as the qualitative difference between organizations. - HRD is crucial for organizations seeking to adopt a ‗high-road‘ HRM strategy engendering the conditions whereby loyalty and commitment towards an organization‘s aims can be encouraged. In recent years, HRD has moved beyond a narrow conception of training and development and many organizations now attempt to take a holistic view that embraces the idea of learning at individual and organizational levels as a crucial source of competitive advantage. 2.2 DEFINING HRM & HRD HRM: The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. (Carter McNamara, MBA, PhD (Authenticity Consulting, Inc.) HRD: Human Resource Development (HRD) involves and requires human interaction of a caring, supportive, useful nature-- that is, counseling. At the core of developmental training, mentoring or coaching activities, assessment and feedback efforts, employee assistance, and career planning programs, each of us needs some interaction that can be Uttarakhand Open University 17 Human Resource Managment HM 204 characterized as counseling. (Richard E. Boyatzis, Ph.D., The Heart of Human Resource Development: Counseling Competencies) The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. 2.2.1 What is HRD? Evolution of the Field In 1970 Len Nadler published his now-classic book Developing Human Resources, in which he coined the term "human resource development" (HRD). The term HRD provided a conceptual umbrella under which the field began to unify, using the three-fold notion of training, education, and development. HRD provided purpose and direction for the continued growth of the field: organized learning to provide the possibility of performance change. It further identified a core discipline from which a field of study could develop: adult learning in the workplace. McLagans HRD studies in 1983 and 1989 reflected a shift taking place in HRD work. In 1983 the assumptions in the competency models focused on change in technology. In 1987 Patricia McLagan proposed the following narrative definition of HRD: HRD is the integrated use of training and development, career development, and organization development to improve individual effectiveness In 1989 there were signs of an emerging concern for economic impact. The field began to move from focusing to what is performed to what is produced. One of the forces in 1989 was an increased use of systems approaches in HRD. Another shift in the field that took place was that the focus on individual learning was shifting to organizational learning as the primary activity and goal of the field. Patricia McLagan's role and competency study Models for HRD Practice described in 1989 a broadened scope of various roles in the competency models. The definition of HRD expanded beyond training and organization development. The move was toward HRD responsiveness and relevance. Arriving at the final countdown to the 21st century HRD remains an important force for the future. In her article on HRD competencies and future trends in HRD Pat McLagan (1996) identified nine important roles for HRD practitioners to perform. As HRD practitioners create rather than just respond, they will seek leverage and ways to help managers, teams, and individuals take charge of their own human resource practices. According to McLagan "HRD may be the only function in a clear position to represent human ethics and morality". It is in the following roles that the present HRD professionals are challenged to create new ways to address the human resource issues: 1. HR strategic advisor :In this role the issues and trends concerning an organization's external and internal people are brought to the attention of the strategic decision makers. 2. HR systems designer and developer :This role involves designing and preparing HR systems for implementation so that HR systems and actions are mutually reinforcing Uttarakhand Open University 18 Human Resource Managment HM 204 and have maximum impact on organizational performance, development and endurance. 3. Organization change consultant :This role means facilitating the development and implementation of strategies for transforming organizations. 4. Organization design consultant :This role involves identifying the work required to fulfill organizational strategies. It also involves organizing the work so that it makes efficient and effective use of resources. 5. Learning program specialist :In this role learning needs are identified to design and develop structured learning programs and materials in a variety of media formats for self-study and workshop or electronic delivery. 6. Instructor/facilitator : This is an increasingly difficult role. In it information is presented, structural learning experiences are lead and group discussions and group processes facilitated. 7. Individual development and career consultant : This role involves helping people assess their competencies, values and goals so they can identify, plan, and implement development actions. 8. Performance consultant : This role means assisting a group or individuals to add value in the workplace. It's a coaching and consulting role in which HRD people perform both analytical and systems-design work. 9. Researcher : This role involves assessing HRD practices and programs and their impact empirically. It also means communicating results so that the organization and its people accelerate their change and development. In an organizational context HRD is a process by which the employees of an organisation are helped in a continuous and planned way to: - acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles - develop their general capabilities as individuals and discover and exploit their inner potential for their own and /or organisational development purposes - develop an organisational culture in which supervisor- subordinate relationships, teamwork and collaboration among sub units are strong and contribute to the professional well being, motivation, and pride of employees - HRD process is facilitated by mechanisms (instruments or subsystems) like performance appraisal, training, organisational development, feedback and counseling, career development, potential development, job rotation and rewards. - Employees are continuously helped to acquire new competencies through a process of performance planning, feedback, training, periodic review of performance, assessment of the developmental needs and creation of development opportunities through training, job rotation, responsibility definitions and such other mechanisms. 2.3 IMPORTANCE OF HRD The importance of human resources development (hereafter referred to as "HRD") is obvious when one considers that in any economic activity it is the human element that the factors of production. The quality of people appropriate to the particular level and complexities of the activity determines how well or poorly, these tasks are accomplished. - commands - directs - organizes Uttarakhand Open University 19 Human Resource Managment HM 204 - controls - maximizes People need competencies (knowledge, attitudes, values and skills) to perform tasks. Higher degree and quality of performance of tasks requires higher level or degree of skills. Without continuous development of competencies in people an organisation is not likely to achieve its goals. Competent and motivated employees are essential for organisational survival, growth and excellence. Any organisation that is interested in improving its services and its effectiveness in ways like cost reduction, eduction in delays, increased customer satisfaction, improved quality and promptness of services, market image etc. needs to develop its employees competencies to perform the tasks required to bring about each improvement. Thus HRD is needed by every organisation that is interested in - Stabilizing itself - Growing - Diversifying - Renewing itself to become more effective - Improving its systems and services - Change and becoming more dynamic - Playing Leadership roles The HRD Model has been depicted in Figure 1 below. It shows that the various work related factors and personal factors lead to improved individual performance. Fig 1: HRD Model 2.4 HRM vs HRD Some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, etc. Human Resource Management (HRM) and Human Resource Development (HRD) each have their own unique purpose in the functionality of a company. Uttarakhand Open University 20 Human Resource Managment HM 204 Human Resource Management (HRM) is the management of company PERSONNEL. It is defined as: ―Staffing function of the organization. It includes the activities of human resources planning, recruitment, selection, orientation, training, performance appraisal, compensation, and safety.‖ ―HRM means just what it says -- human resource management – the management of people or resources in an organization. Almost every working organization has to have some form of HRM staff to take care of basic employee management tasks. HRM encompasses the traditional areas that most people think of as HR, including compensation and benefits, recruiting and staffing, employee and labor relations and occupational health and safety. An HRM professional might start out as a generalist, then choose a specialty area of HRM such as benefits and become a benefits manager. After that, she may choose to remain in the specialty area, perhaps running all benefits programs at an organization, or move into an HR leadership role as an HR director or VP overseeing both HRM and HRD tasks. Human Resource Development (HRD) is the development and management of company RESOURCES. It is defined as: ―The development of human capabilities, abilities, knowledge and know-how to meet people's ever-growing needs for goods and services to improve their standard of living and quality of life. It is a process in which the citizens of a nation acquire and develop the knowledge and skills necessary for occupational tasks and for other social, cultural, intellectual and political roles that form part of a vibrant democratic society.‖ On the other hand, HRD -- human resource development -- is the development of the resources in a company: organization development, performance management, training and learning, and coaching. HRD includes evaluating the performance of employees, helping employees learn and develop new skills, and assisting them with weaknesses or areas of development. HRD also includes helping an organization develop -- diagnosing problems with how people work together in certain areas of an organization. An HRD professional's career might begin with an analyst role, working as a consultant on a company's organization development (OD) team. The HRD professional may then choose to specialize, focusing specifically on performance programs in the organization, or may become an OD manager, in charge of several analysts or consultants working on OD projects. After that, he may choose to remain in the specialty area running the OD function, or move into an HR leadership role as an HR director or VP overseeing both HRM and HRD tasks. 2.5 HRD: MEANING, PURPOSE AND IMPORTANCE Human Resource Development has improved performance as its ultimate goal in order to enhance the competitiveness and efficiency of an organisation (Gilley and Eggland 1989:5). The term HRD is made up of three core components: Training to improve the performance of employees in their current job, Education to develop the whole person for future roles and responsibilities which Uttarakhand Open University 21 Human Resource Managment HM 204 as yet remain unknown, And Development, which prepares people for their responsibilities in the short to medium term of their career. As tourism and hospitality is one of the largest and fastest growing industries in the world, it has, in the view of the WTTC (1994:ii), a need to address increased and improved tourism education in the region. This step is necessary in order to accommodate and adapt to ever increasing pressure on tourism and hospitality resources in the region. According to Yee (1992:14) HRD is one of the most widely used terms in Asia-Pacific gatherings because it is seen as central to the competitive edge of the economy of a nation. The key HRD stakeholders in any country are its HRD providers, supporters and users in terms of government, employers, and educational institutions. Tourists also are indirectly stakeholders in that they receive the benefit or otherwise of the outcomes and effectiveness of HRD initiatives. Governments will not become involved in HRD initiatives unless they believe tourism can make a positive contribution to their economy (Yee,1992:6). As tourism employs 1 in 9 of the work force of the world, and it is predicted by 2005 to contribute some 2.0 trillion dollars from travel and gross output in the Asia Pacific region (WTTC, 1994:2), it would seem good economic sense for government to support well constructed arguments for quality improvements in the industry. 2.6 HRD MECHANISMS, PROCESSES AND OUTCOMES HRD in organisations is a continuous process. The nature of efforts and investments put in to develop human resources may vary from organisation to organisation depending on its need, nature, size etc. This may also vary from time to time in the same organisation depending on the nature of capabilities the organisation wants to build within it. There are many methods or instruments available for organisations to develop employee competencies. The instruments of HRD are many. The HRD instruments should lead to the generation of HRD processes like role clarity, performance planning, development climate, risk taking, dynamism etc in employees. Such HRD process should result in more competent, satisfied and committed people that would make the organisation grow by contributing their best to it. Such HRD outcomes influence the organisational effectiveness. Organisational effectiveness depends on a number of variables like environment, technology, competitors etc. However other things being the same an organisation that has competent, satisfied, committed and dynamic people is likely to do better than an organisation that scores low on these HRD outcome variables. Similarly, an organisation that has better HRD climate and processes is likely to be more effective than an organisation that does not have them. This is because a number of HRD processes simultaneously operating in an organisation should normally result in the HRD outcomes like more competent people, better developed roles, higher work commitment & Job Involvement, More problem solving, better utilization of human resources, higher job satisfaction and motivation, better generation of internal resources, better organisational health and more team work and respect for each other. The objective of any HRD effort is to build human competencies, to build a climate and to improve employee satisfaction with work, i.e. ‗competency development‘, ‗climate building‘ and ‗innovation development‘. In competency development again the objectives are many. These include: Uttarakhand Open University 22 Human Resource Managment HM 204 development of competencies of individuals (both in relation to work and as individuals and their potential for future), developing competencies of dyads (boss-subordinate dyads from top to bottom), of teams and for inter team collaboration for organisational health. In every organisation a group of people are needed to think constantly in terms of the above objectives, assess the extent to which the above objectives are being achieved, generate mechanisms to achieve the above objectives and keep reviewing the processes and rejuvenating the instruments. This group is the HRD group or the HRD department. Those organisations that recognize this have started HRD departments and recruited HRD staff. The most frequently used development instruments are ‗Performance Appraisal‘ and ‗Training Programmes‘. Development-oriented performance appraisals have gained momentum in the last two decades. Those organisations that emphasize ‗performance review discussions‘, ‗counselling sessions‘ etc. rather than ‗appraisal ratings‘, ‗promotions‘ and ‗rewards‘ seem to achieve HRD goals far more and far better. However accomplishing HRD goals through performance appraisals is less visible and much slower than achieving HRD goals through training. Role analysis exercises have helped a great deal in some organisations to bring about role clarity and setting the climate for development. Some organisations have used role analysis exercises to generate basic information about key functions associated with each role and the key competencies required to perform these functions. Such basic data is being used for recruitment, promotion decisions and potential appraisal, performance planning and performance development through training. Training needs are also being identified using these data. Some organisations also use Job Rotation as an HRD mechanism. In an HRD oriented job rotation there is a development philosophy. Some organisations also use OD exercises for developing team spirit and interdepartmental collaboration. 2.7 HUMAN RESOURCE DEVELOPMENT CYCLE A company‘s HR activities are typically organized according to the HR development life cycle. A firm has processes for each phase of the life cycle. Many aspects of these processes can be automated and can communicate with the firm‘s other systems. Fig. 2 : HRD Cycle Uttarakhand Open University 23 Human Resource Managment HM 204 2.8 HRD Competence Framework The HRD Competence Framework can be used in workforce planning to:  plan the workforce needed to deliver the organisation's, or partnership's, strategic objectives  design jobs, and create job descriptions, taking account of strategic objectives and individual competences  redesign roles and identify the competences required for new roles  develop person specifications, based on the knowledge and skills requirements in the competence framework, that can be used for assessing and selecting candidates during recruitment or for promotion. Fig. 3: HRD Competence Framework The HRD Competence Framework can then be used throughout the human resource management and development cycle to:  identify what people new to posts need to find out and what skills they need to develop during their induction period  provide practitioners with guidance on what is expected of them and a model of good practice when carrying out unfamiliar activities  develop objectives with individual practitioners and teams and support them in developing their performance and achieving their objectives  assess whether practitioners are performing to the required standards, and, if not, where the problems may lie  identify learning needs, design training and development activities and evaluate the impact of training and development on the individual's knowledge and skills, on their performance and on the achievement of strategic objectives  recognise competent performance through feedback, certification or reward Uttarakhand Open University 24 Human Resource Managment HM 204  provide a clear framework so that individuals can plan, manage and evaluate their own continuing personal and professional development  help individuals understand what is involved in new posts they might like to apply for, what competences they could bring to these posts, and what new knowledge and skills they would need to develop  Prepare practitioners to take over from others when they leave or retire, and select the right individuals for the jobs. 2.9 RESPONSIBILITIES IN HRD The effective management of training and development requires a clear and shared vision of specific responsibilities which, when taken together, represent the foundation for building a range of learning opportunities. The following can be some of these responsibilities: 1. Senior Managers: To establish a broad policy framework, linking HRD with other aspects of HRM in ways which clearly support current and future requirements. 2. Training Specialists: To work with senior managers in establishing the policy framework, and to design and implement detailed proposals for learning against specified objectives 3. Line Managers: To ensure that the policy framework detailed proposals reflect operational requirements and actively to support subordinate learning with particular emphasis given to its applications and utilization. 4. Employees: To commit themselves to their own continuing development and to support management‘s attempts to relate this to enhanced organisational effectiveness. 2.10 HRD STRATEGY IN THE SERVICE SECTOR Achievement of the Strategic Objectives is only possible when proper attention is paid to HRD Strategies. A strategic HRD approach has the following important aspects to it, these are:  Establishing Direction : A common goal and vision should be set so as to create a direction for the organisation in which it should move  Aligning People : The vision for the future should be shared by all the employees, this would create a direction in which it is necessary to work to be successful and would align all the employees in moving towards the same direction i.e. achievement of the Strategic Objectives of the organisation.  Create Opportunities to Develop : Within the organisation there should be opportunities for growth and development for this it is essential that there should be training and retraining from time to time. The aim should be to multiskill the employees so that they are able to cope with the changes taking place and at the same time do not feel lost in the turbulence created by this change. An open and innovative environment should be encouraged, this would improve the work culture of the organisation, and learning should be made as one of the missions of the organisation, so as to fight stagnation and create opportunities for growth.  Motivating and Inspiring People : It is essential that the employees should be highly motivated and inspired, because only then will they give their 100% to the organisation. Motivating the employees can be done when there is proper Uttarakhand Open University 25 Human Resource Managment HM 204 understanding for the employees and attention is paid to their specific needs. When employees feel themselves to be a part of the organisation, and have a sense of belonging towards it, will they perform in a manner most beneficial for he organisation.  Provide Multi Skill training : All the employees of the organisation should be given multiskill training, this would not only be beneficial for the organisation, but it would be of benefit for the individual employees also, as it would create more opportunities for them in the future and makes career progress easier and fast for them.  Move Towards Achievement of Strategic Objectives : The direction which was set right in the beginning, combined with growth opportunities, motivation and multiskill training makes achievement of Strategic Objectives an easier task. 2.11 REFERENCES  Gradous, Deane B. (1989) Systems theory applied to Human Resource Development. Theory-to-Practice Monograph. Alexandria VA, ASTD  McLagan, Pat (1996) Great Ideas Revisited. Training & Development, January 1996 Nadler, L. & Z. Nadler (1989) Developing Human Resources: Concepts & a Model. 3rd ed. San Francisco, Jossey-Bass  Raj, Aparna ‗Indian Tourism & Hospitality Sectors – The Coming of Age – an HRD Perspective‘ presented in the National Seminar on ‗Indian Tourism – 2001 & Beyond‘, organised by Institute of Tourism & Hotel Management Bundelkhand University , Jhansi (Nov 6,7,8 2000)  Raj, Aparna „The Tourism & Hospitality Industry in the New Millennium – An HR Perspective‟, New Approaches in Tourism Management (ed.) Mukesh Ranga & Devesh Nigam, Abhijeet Publications , New Delhi, 2003, pp79 – 98 2.12 CHECK YOUR PROGESS Objective Questions (Note : State Whether True or False) 1. A well trained, flexible and committed workforce is an integral and enduring element of economic success 2. The goal of HRD is to improve the performance of the organizations by maximizing the efficiency and performance of the people. 3. The holistic view of HRD embraces the idea of learning at individual and organizational levels as a crucial source of competitive advantage 4. Human Resource Department mostly to manages the paperwork around hiring and paying people. 5. The term HRD was first used by Fredrick Taylor 6. Pat McLagan (1996) identified nine important roles for HRD practitioners to perform 7. HRD process is facilitated by mechanisms (instruments or subsystems) like performance appraisal, training, organisational development, feedback and counseling, career development, potential development, job rotation and rewards. 8. An organisation‘s productivity is not at all affected by the state of motivation and competency of its employees 9. Human Resource Management (HRM) and Human Resource Development (HRD) each have their own unique purpose in the functionality of a company. Uttarakhand Open University 26 Human Resource Managment HM 204 10. Human Resource Development has improved performance as its ultimate goal in order to enhance the competitiveness and efficiency of an organization. 2.13 ANSWERS TO THE OBJECTIVE TYPE QUESTIONS 1. True 2. True 3. True 4. False 5. False 6. True 7. True 8. False 9. True 10. True Uttarakhand Open University 27 Human Resource Managment HM 204 UNIT 3 : HRM IN TOURISM INDUSTRY IN INDIA – TRAVEL AGENCIES, HOTELS Structure 3.0 Objectives 3.1 Introduction 3.2 Tourism & Hospitality Industry and the HR Needs 3.3 India – HR requirements in the Travel & Hospitality Industry 3.3.1 Some Case Studies 3.4 Some Unique HR Strategies adopted by Various Travel Agencies and Hotel Chains 3.4.1 ITC HOTELS 3.4.2 International Travel House 3.4.3 Oberoi Hotels 3.4.4 Stic Travels 3.4.5 Taj Group of Hotels 3.4.6 Kuoni India 3.4.7 HR initiatives at SITA 3.4.8 HR at Thomas Cook 3.4.9 McDonald‘s 3.4.10 Pizza Hut 3.5 Conclusion 3.6 References 3.7 Check your progress 3.8 Answers to check your progress 3.0 OBJECTIVES After studying this chapter, you should be able to: - Understand the uniqueness of the Indian Tourism and Hospitality Industry. - Understand the HR requirements in the Travel & hospitality industry - Understand the concept of HR and HRD as applicable in various Travel and Hospitality organisations, through the various case studies 3.1 INTRODUCTION Tourism sector industries generate a large number of highly diversified jobs in different branches of activities such as hotels, restaurants, travel agencies, tour operators, leisure activities and passenger transport. Human resources are a key element in ensuring the quality and content of tourism products. There is a growing need for skilled manpower able to meet the needs of a changing environment and to maintain the competitiveness of tourism enterprises. In a competitive labour market, the tourism sector suffers from a relatively poor image and finds it difficult to retain employees on a long-term basis. In the light of these changes and challenges, strategies for managing and promoting human resources have a central role to play in a sustainable development approach to Uttarakhand Open University 28 Human Resource Managment HM 204 tourism. The understanding of labour markets in the tourism sector remains inadequate. The effects of the new practices introduced by certain governments and the industry to improve skills and enhance the competitiveness of the sector in the labour market have not been widely shared and assessed. The pursuit of strategies to promote the skills needed in a globalising tourism industry must be continued. Lastly, in a context of liberalisation and globalisation of tourism services, the possibility of harmonising the differing regulatory approaches to the labour market in the tourism sector should be discussed in depth with all actors on national and international labour markets. As a labour intensive industry, tourism is offering many opportunities for employment in the economy and has the potential to continue in future. Given its very nature, it also generates induced and indirect jobs throughout the whole economy and in specific places like distressed and remote areas. Human resources are a key element for ensuring sustainable development in tourism and for increasing the competitiveness of the sector through more attention for quality in products and services and hence management and staff. Tourism also offers many opportunities for low level qualification workers to enter the labour market; it thus contributes to improving the overall situation and flexibility of the labour market. The development of human resources in tourism is however subject to a number of obstacles. Recruiting and retaining a qualified workforce remains a challenging task for many large and small enterprises due tothe characteristics of the tourism labour market (seasonality, working conditions, high segmentation of the sector). Many of the tourism enterprises are not investing enough in human resources training anddevelopment. The high variability of tourism demand and the increasing competition among destinations drive more and more to dual or segmented labour markets one with core staff looking for careers in tourism and the other one with casual workers. 3.2 TOURISM & HOSPITALITY INDUSTRY AND THE HR NEEDS Tourism and Hospitality industry is no different from any other service industry and therefore is also bound to face the challenges of the 21st century along with all other global industries. The Human Resource aspect of this service industry has been undergoing a change for quite some time but now it is essential that this change should be more fast paced to keep pace with the speed of the 21st century. HRD is a process by which the employees of an organisation are helped, in a continuous planned way to : - Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; - Develop their general capabilities as individuals and discover and exploit theeir inner potentials for their own and / or organisational development purposes; - Develop an organisational culture in which supervisor-subordinate relationships team work, and collaboration among subunits are strong and contribute to professional well being, motivation and pride of employees. In the service industry where the human touch can make an organization successful, proper HRD strategies and their implementation play a very crucial role. Strategic Human Resource Management places a great emphasis on an organization‘s capacity to learn from its environment. It stresses on the capability of its employees to develop and Uttarakhand Open University 29 Human Resource Managment HM 204 redevelop in the event of change, so as to meet the performance standards and objectives of the organisation. It is an approach which deals with taking those decisions of an enterprise which deal with the people. It covers those decisions and actions, which concern the management of employees at all levels in the business and which, are directed towards creating and sustaining competitive advantage, it can also be expressed as a plan to achieve relative advantage against the competition HR Strategy has to eventually emanate from the business strategy, which in turn is conceived from environmental turbulence, this strategy is liable to periodic changes so as to sustain the organisation in an ever changing environment. The Travel and Hospitality industry is faced with various challenges in the field of Human Resources, one of the crucial issues in this regard is the issue of quality of manpower. The industry is vitally faced with the demand for qualified quality personnel. The biggest challenge in this regard is that though the demand for quality personnel needed by this industry has reached its maturity level the Institutes and Universities conducting courses to meet these demands are just about beginning to mature, due to which it is a difficult task to find candidates with the right technical qualifications. In both the travel and hospitality industry, dependence on people is excessive. A great deal of time, money and effort is spent in identifying prospective employees, identifying their training needs, motivating them and making them productive, in other words identifying people who have the potential and drive to strive and innovate. Enormous emphasis has come to be placed not only on what people do and how they do it but on who these people are and why they work. The travel industry in its truest essence is all about ‗movement‘ of people to different places (any travel plan) and experiences (holidays). It makes the people who work in that industry restless by nature and this makes loyalty a very rare quality. The challenge for the industry is not to create loyalty but to get people of a high quality, who can take on growth opportunities and challenges early on and who can maximize their potential even during a short tenure with the company. This requires recruitment strategies and training policies, which are able to make not just the right choice of employee during the selection stage but also make policies which are able to train the selected employees and make them multiskilled, employees who meet the requirements of the industry as far as possible, and have the right person at the right place at the right time. In today‘s fast changing, challenging and competitive environment, HRD has to take a pro active and not a reactive approach. Organisational Survival and Growth, especially in the service industry depends on the efficiency and effectiveness of the role of HRD as a dependable , accountable and pro active function. As HRD becomes proactive in nature, maximisation of efficiency and productivity could be achieved through qualitative growth of people with capabilities and potentialities to grow and develop. There should be proper utilization of creative opportunities and available environment through acquisition of knowledge, skill and attitudes necessary for productive efforts. Proactive HRD holds the key to develop valuable resources of an organisation i.e. human resources, who spend the greater part of their working lives making their organisations work effectively. Uttarakhand Open University 30 Human Resource Managment HM 204 HR managers have to pay special attention to bringing about a reasonable reconciliation of individual, organisational and societal interests. HRM, in the coming days will have to face the challenge of creating positive work climate where employees visualize themselves as members of a team and honestly put in dedicated efforts to accomplish the desired goals. Attention also needs to be focused on the relationships that are formed within an organisation between employees, customers, executives and various other groups. HRD efforts should concentrate on achieving relational harmony, rather than relational hierarchy, and motivating personnel to work together cooperatively and productively. The Tourism and Hospitality industry is composed of three main ingredients, People, Service and Processes, and they are interdependent on each other. For the success of an organisation it is essential that the HR strategy of the organisation is directed towards the fulfillment of the Strategic Objectives of the Organisation. The Strategic Objectives of this service industry could be aimed towards, Making Profits, Increasing Market Share, Creating Employee Satisfaction and thus getting Tourist / Client Satisfaction, Provide Innovative Services, Creating / Discovering New Tourist Destinations, and working towards New Hotel Development. Human capital is considered to be one of the pillars on which the development of tourism rests. It goes without saying then, that lack of trained and skilled manpower could deal a significant blow to the growth of tourism owing to its labour-intensive nature. Within Asia and the Pacific region, governmental laxity and corporate profit-conscious attitudes towards tourism education and training, as well as lack of trainers and teaching staff, have been identified as some of the factors responsible for inadequate professionalism in its tourism industry. Accelerated tourist growth rates projected for the New Millennium calls for an equally accelerated preparedness with respect to workforce. Human Resource Development in Asia and the Pacific, the product of a WTO/ESCAP high-level technical seminar on challenges for human resource development in tourism in the Asia-Pacific region in the New Millennium, analyses the current situation of tourism manpower in the region and sets forth some policies and strategies to be adopted if Asia-Pacific tourism is to be in a position to face the challenges posed by the expected growth rates. 3.3 INDIA – HR REQUIREMENTS IN THE TRAVEL & HOSPITALITY INDUSTRY According to the Department of Tourism, Government of India, there were some 12 million people employed directly in the tourism sector at the beginning of this decade. The point was made that tourism has a very positive capital to labour ratio, with 89 jobs being created in the hotel and restaurant industry per 1 million rupees of investment, compared with 45 jobs in agriculture and 13 jobs in manufacturing. By 2010, the Government of India has identified that as many as 6 million additional jobs in the tourism sector may be created, most of which will be generated by domestic tourism demand (which, very much along the same lines as in China, far outweighs the importance of international tourism; in 2001 some 190 million domestic trips were made Uttarakhand Open University 31 Human Resource Managment HM 204 in comparison to international tourist arrivals of 2.5 million). Thus the need for tourism training and education could become a key issue in the expansion of the sector. Tourism employment can be categorised as (Mathieson & Wall, 1982)  direct employment resulting from visitor expenditure in tourist services,  indirect employment in the tourist sector, not resulting directly from visitor expenditure, and  Induced employment, resulting from the effects of the tourism multiplier. In the international tourism research literature, different employment categories have been created on the basis of different definitions of tourism. The most commonly used definition is the following: "Tourism is the temporary movement of persons to destinations outside their normal home and workplace for leisure, business and other purposes, the activities undertaken during the stay and the facilities created to cater for the needs of tourists." (WTO, 1989). For the purpose of investigating the economic impacts of tourism, the definition of the WTTC seems to be more appropriate, though, in our case, too wide to apply (due to temporal and financial constraints): "The Travel and Tourism industry is defined by the economic activities (personal, investment, government, business and net export) associated with travel as measured by the wide variety of current and capital expenditures made by or for the benefit of a traveller before, during and after a trip" (WTTC, 1995). Though expenditures before and after tourist trips may arise as a consequence of travelling, most services provided to the tourists have to be delivered at the time and place at which they are produced (Hansen & Jensen, 1996). If we define tourism's economic impacts as economic benefits and costs which accrue to destination areas as a consequence of tourism development, tourist expenditures should be considered from the perspectives of the local, regional and national economies of tourist destinations. For them, the essential factors are the tourists' expenditures during their stay. In this research, we accept this approach, and, in defining tourism employment, we only consider expenditures made by or for the benefit of a traveller during a trip. Tourism is generally known as one of the sectors where the costs of a new job are significantly less than in other industries, though some researches have come to an contrasting conclusion. Obviously, the characteristics of employment and the effects of tourism development vary according to the type of tourist activity, some types of tourism being more labour-intensive than others. Accommodation facilities and the hospitality sector in general employ a substantial proportion of the tourism labour force, but they also require relatively large capital investments. The financial resources required to generate employment also vary with the size of companies, the types of skills needed, the economic development of the destination area, etc. Due to the lack of a widely accepted categorisation of tourist employment, together with the complexity of factors to be taken into consideration, the main contributing factors to the overall cost of employment creation in tourism are not clearly defined. Thus one of the main purposes of our research is to define the set of factors determining the costs of tourism employment generation and to incorporate them into a model that is able to present thei