A Study of HRD Concepts, Structure of HRD Departments, and HRD Practices in India

Abstract

A number of human resources development frameworks has come into existence in the last ten years from various parts of the world. Indian organizations have begun to use these for improving their HRD systems and their impact. An Integrated HRD Systems Approach was evolved for Indian organizations at the Indian Institute of Management, Ahmedabad by Udai Pareek and T V Rao for L&T. This paper examines the current status of structuring of the HRD function and HRD subsystems in India against this “Integrated HRD Systems” framework. The paper also comments on the recent approaches to HRD. Data from HRD audits of 12 Indian organizations indicated that HRD function is not well structured, is inadequately differentiated, poorly staffed, and fails to meet the requirements of this framework. In the light of these experiences of Indian organizations in implementing this framework, the paper points out the prerequisites for success of other HRD frameworks in India.

Comparative analysis of human resource development between different countries under the vision of competition

“…Using the Delphi Method to study 43 professionals from the top 1 to 3 HR associations in Korea (Lee, 2009); Bae et al (2004) studied training and development programs from 344 Korean companies Singapore A total of 5 000 managers participated in studies of HRD competency (Naquin et al, 2002) and professional HRD traits (Osman-Gani, 2002) Taiwan of China Used 266 valid questionnaires, studying 40.4 % small and medium-sized enterprises and 37.9 % large and medium-sized enterprises (Chen et al, 2005); also a study of HRD outputs of work (Lien, 2004) China's mainland Used research data from 7 provinces of China, 174 valid questionnaires, including 48.6 % state-owned enterprises, 27.7 % foreign enterprises, 14.5 % private enterprises, and 9.2% other organizations (Xie, 2005); 800 questionnaires to 12 companies in Shanghai, Nanjing, and Tianjin (Zhu, 1998); a training and development study of 310 technicians in Beijing (Hutchings, Kate, et al, 2009) India Uses a study from 252 enterprises, including 127 private enterprises, 99 public enterprises a , and 26 international enterprises (Yadapadithaya, 2001); Rao (2007) studied 12 representative companies Note: a. Public enterprises include state-owned and collective-owned enterprises.…”

“…However, HRD in India has developed slowly. Rao et al (2007) investigated 12 companies in India, finding that more than half of those companies were without any full-time HRD employee and that the main task of full-time HRD employees is to implement the functions of recruitment and compensation, among others.…”

“…This is visible in the increase in the training budget, the increase in the average amount of money devoted to training each employee, the increase in the number of trained employees each year, and the increase in the number of HRD practitioners. Rao et al (2007) did a survey and found that under the ISO framework, companies all paid significant attention to trainings that met certificate standards. Budhwar and Boyne (2004) found in a survey conducted among 137 large companies that private companies employed more rational strategies than public companies in employee training and development.…”

Determinants of organisational climate for academia

“…For example, Turnipseed (1990) nominated dimensions such as 'cohesion, autonomy, job involvement, innovation, general job orientation, work pressure, management control, supervisory support and job structure' (p. 247), all of which, according to Pace (2003), reside under the control of management practices, in particular, leadership practices. Rao's (1999) cultural elements of openness, confrontation, trust, authenticity, proactivity, autonomy, collaboration and experimenting -together with top management and HR staff styles -represent constituents in building organisational climate (Choudhury, 2011;Rao, Rao, & Yadav, 2007).…”

An Analytical Study on Public Leadership Styles Influencing Organizational Effectiveness of Indian Public Sector Banks: Today and Tomorrow

“…Mehta and Kaur () observed that demographic features, the category of bank, the performance of the banks, and the dedication towards the public, influence the leadership styles. In another study, Rao and Rao () identified that the developmental leader style is the most appropriate style of leadership for any organization. According to the authors, this kind of leadership initiates growth and motivates the employees, and maximum content obtains.…”