Saturday, March 28, 2015

HRD Resources from the National HRD Network: Excellence Through HRD by M R R Nair & T V Rao

Copies of the papers summarised below are available from NHRDN Head office or write to : raotalam@gmail.com or tvrao@tvrao.com

Abstracts of Papers from the book:

Nair, M. R. R and Rao, T. V. (editors), Excellence Through Human Resource Development: Improving Productivity And Competitiveness, NHRDN, 1990 Conference papers for the National HRD network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi
(Reference: Nair and Rao, 1990)

1. Krishnamurthy, V; Towards Excellence in Productivity through HRD, in: Nair, M. R. R and Rao, T. V. (editors), Excellence Through Human Resource Development: Improving Productivity And Competitiveness, NHRDN, 1990 Conference papers for the National HRD network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, new Delhi; pages 3-15.


Abstract:
In this article, the author presents his experiences and insights from BHEL, Maruthi, SAIL, TISCO and Japanese organizations to support his conviction that productivity can be achieved mainly through people. The author conveys through this article that HRD is integrated into every aspect of Organizational life. Maruti promoted HRD by minimizing employee distinctions, focusing on their development and creating a family culture through communications and teamwork. SAIL turn around was achieved through priorities for action. The article concludes that the HRD manager’s commitment to the philosophy of HRD is imperative to the success of HRD. . – AV, TVRLS
Key words: HRD Manager; SAIL; Maruti; TISCO; Japanese management; Future of HRD Excellence in HRD

2. Krishna S.; HRD Issues/Opportunities-Top Management’s Views, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 16-24.

Abstract:
It is tempting to look for a ready-made way of organizing and structuring the HRD system in organizations. We can draw examples from some industrial successes of some of the advanced countries like Japan which has built a formidable economic strength by emphasizing on shared values, collective achievement and continuous development of human resources. But it is important to realize that these strategies have been successful since they were structured so as to suit their society and not by simply implanting them in entirety. If we adopt a strategy we need to ensure that it is modified to match the Indian society. We need to rediscover the unique Indian forms of “Man-Management” as they could easily offer a more enduring base because they are indigenous. It is the human resource that holds the key to sustained profitability and growth. – AV, TVRLS
Key words: Man-Management techniques, HRD Issues/Opportunities in view of Top Management

3. Nohria K.K.; Expectations of a Chief Executive from HRD, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 25-30.

Abstract:
To be an effective HRD one must be evolutionary in approach, is a catalyst for change, must have ability to honour a human being and trust their capabilities and have reflective insights. While being a primary facilitator an HRD can make direct contribution in the transformational process of an organization. HRD must be efficient at anticipating changes and readying the organization to respond appropriately for continued competitiveness. HRD can create the right environment through ensuring role clarity, goal orientation, effective appraisal, development etc of employees; developing organizational leaders, ensuring the enhancement of synergy through team development etc, being creative. HRD needs to work closely with the chief executives to influence the value systems of an organization and thus must develop organizational values such as openness, trust, expert-based-power, autonomy, justice, truthfulness, etc. HRD is an initiative based role. – AV, TVRLS
Key words: Role of HRD, employee development, synergy

4. Athreya M.B.; Line Manager Expectations from HRD on Productivity and Competitiveness, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 33-52.

Abstract:
HRD professional should raise managerial competence, strengthening managerial system discipline, deepening worker involvement and earning union partnership. Training and other HRD interventions, improve the knowledge, attitude and skills of maintenance labour, so as to increase both equipment availability, equipment reliability and capability for a sustained rate of output. Managerial interests in competitiveness has increased in two stages like defensive interests (to ensure survival in a growing competitive environment) and positive interest (to exploit opportunities that deregulation, autonomy and competition provide). HRD can respond to both these interests. There are several dimensions in competitiveness namely Quality, cost effectiveness, speed and innovation. HRD inputs are needed on Framework (which gives different time span, different function and different levels), Skills (providing initial inputs and updating managerial skills for planning, implementation and control), Appraisal and Rotation. – AV, TVRLS
Key Words: HRD Action, Cost Effectiveness, Managerial Productivity, Capital Productivity, Cost Benefit Management Skills.

5. Ramaswamy .E .A; HRD Viewed from the Other End, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 53-59.

Abstract:
Managers would hasten to add the problem with permanent labour is not just its cost but also its attitude. Speaking more objectively much is happening to lend weight to labours appreciation. No impartial observer can fail to notice the all-out effort being made by industry to reduce the labour force. It is more important task is to ensure that managers from line functions take greater responsibility for the management of the human resources from day to day. – AV, TVRLS
Key Words: Permanent Labour, Cost of labour, HRD Functions, Management Levels

6. Nair M.R.R; Dynamics of HRD Process and Role of HRD Manager, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 63-79.

Abstract:
HRD has a significant role to play in establishing and maintaining a healthy productive work culture. Good Industrial Relations and effective systems of participation and a good collective bargaining framework is key to success of all HRD activities. In the organization contest, HRD is a means for improving effectiveness (in terms of better productivity, reduction if costs, better generation of internal resources, better profits and better customer service) and not an end in itself. Communication is the key to ensure the involvement of the employees. Generally organizations suffer from two weaknesses (A) Weakness in correctly identifying the problem. Once the problems are correctly identified, solutions are relatively easier to find. The problems in most cases are within the organization, but people tend that all is well with them. (B) There is considerable gap between generation of ideas and their implementation. Weakness of Indian Organizations is we tend to draw up action plans which look good but lag behind in their implementation. Training should be derived from the company’s objective. It should be need based, line-led. Training and Development should be staffed with right kind of people. There is a need to ensure a judicious use of internal and external training programmes. – AV, TVRLS
Key words: Involvement, Team Building, Organization Effectiveness, Commitment, Moral Competence, Productivity

7. Rao T.V.; HRD Manager and their Role, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 80-89.

Abstract:
Most frequently used HRD Instruments are Role Analysis, Performance Planning, Performance Analysis and review, Performance Counselling, Induction Training, Training, Job Rotation, Quality Circles, Task Forces, Managerial Learning Networks, etc. HRD Department and their Tasks are Developing A human resources, Keep Inspiring the Line Manager, Contently Plan, be aware of the business, work with unions, Influence personal policies. HRD Department has high inter-dependencies with the Personal Department. Personal Policies affect to a great extent the motivation and development of the employees as well as organizational health. – AV, TVRLS
Key Words: Spiritual Development, Power Trap, Empire Building Trap, Insulation Trap, O&M Department

8. Ramanujam G.; The Role of HRD Manager, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 90-95.

Abstract:
HRD will have to be individualized, personalized and humanized. Each employee, whether blue or white collared is a world by himself. He has his own particulars and prejudices too. He has already developed certain attitudes towards discipline, towards productivity, quality and generally towards his work. HRD manager must respect the human personality of the employees at all levels. Nature of the worker is to resist change. – AV, TVRLS
Key Words: Labour, Dis-Employment, Labour Welfare Officer, Personal Officer, Personal Department, Natural Justice

9. Gupta R.; Agenda for Professional Development, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 99-107.

Abstract:
Some of the areas where there is an even lesser competence available in HRD function are Designing of reward systems for HRD, Potential appraisal, career planning and development systems, OD and Development Process. – AV, TVRLS
Key Words: Role Analysis, Reward Management, Comprehensive educational programme, Self-Directed development, Learning Projects

10. Pareek U.; The Making of HRD Facilitator, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 108-115.

Abstract:
Development of concern for excellence and self –actualisation would contribute to the development of individual identity. Career planning and succession planning helps the process of identity formation. An organization gets its identity by developing a distinct culture value and norms (including rituals) leading to traditions by which the organization is known. HRD manager Collaborates with other managers to develop common understanding of the mission in the organization. Competencies can be developed by helping experience the value process. – AV, TVRLS
Key Words: Competency, Structural Arrangement, Training, HRD Facilitator, HRD Process

11. Dayal I.; Designing an HRD Programme, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 116-125.

Abstract:
Some basic considerations required to design and operate an HRD programmer are Learning Process, Cultural Factors, Managerial Orientation, and Administrative Strategy. Consideration for growth and development requires an individual must be involved personally in the process of development and know what new learning could lead to his growth, the organization would have to provide a variety of experiences to an individuals to learn from these experiences. Experience is also important for an individual to learn values, attitude, meaning of work. In the social environment of many Indian organizations, the concept of growth assumes by presenting a role model the supervisor officer expects his subordinates to become like himself and by constant inducement and direction the supervisor officer expects his subordinate to become an ideal person, as per his model. – AV, TVRLS
Key words: Administrative Strategy, Rational Factors, Psychological Growth, Managerial values, Review Systems

12. Kumar. P. M; HRD Transitions: An Experiential Snapshot, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 126-136.

Abstract:
Enlightened self-interest has pushed senior management to take HRD seriously in the face of social, Psychological and cultural changes in the society. Management education has played a critical role in underlining the potentials and possibilities of HRD. HRD does not fail because of lack of top or line management support only- more organizations are into HRD because senior executives support who is willing to persist with in the senior line executive who may prefer to concentrate on the “expedient” rather than the “important process issues. – AV, TVRLS
Key Words: Self-Doubt, HRD Manager, Line Manager, Hierarchical Authority

13. Mahesh .V.S; India in the 90’s: A Great Opportunity and Challenge for Human Resource Management Professional, in: Excellence Through Human Resource Development: Improving Productivity and Competitiveness, NHRDN, Conference papers for National HRD Network Symposium Madras, February, 1990, Published by Tata McGraw-Hill, New Delhi; pages 137-147.

Abstract:
Over the past decade, a few chief executives have rightly begun to place a greater emphasis on the proactive, development aspects of HRM. Unfortunately, many organizations have suffered due to the inadequacy of our fellow professionals some have lost their credibility due to mistaken attachments to specific tools and approaches such as Sensitive training , T.A., Gestalt therapy etc. Majority of jobs being created in India and elsewhere are in the front-line of service Industry, calling for a major exercise of empowerment of the lowest echelons of organizational hierarchies. To balance worker- representatives on the Board of Directors, the HRM professionals are going to be invited to join the Board: Wrong reason but right Opportunity. Accelerating rates of changes and obsolescence have led to organizations viewing themselves as learning Communities, Agents, the HRM professional’s role is paramount. – AV, TVRLS
Key Words: Flexitime, Physical Decentralization, HRM professional, HRM Practices

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