Dibrugarh University B.Com
5th Sem Question Papers CBCS Pattern
5th SEM TDC DSE
COM (CBCS) 502 (GR-II)
Human Resource Development
Solved Question Paper 2021
(Held in January/February,
2022)
COMMERCE (For
Honours/Non-Honours)
Paper: DSE-502
Full
Marks: 80
Pass Marks: 32
Time: 3 hours
The figures in the margin
indicate full marks for the questions.
1. Answer the following as directed: 1x8=8
a) Give one example of HRD programme.
Ans: Performance appraisal
b) In India, human resource development
interventions were introduced initially in Larsen & Turbo (L&T) in
1975. (Write True or False)
Ans: True
c) Business planning is a subsystem of
HRD. (Write True or False)
Ans: False
d) The element of HRD climate includes
1. General climate.
2. HRD culture.
3. HRD mechanism.
4. All of the above. (Choose the correct answer)
Ans: 4. All of the above. (Choose the correct answer)
e) Mention one feature of strategic HRD.
Ans: Strategic
human resource development should have an effect on the continued
competitiveness of the company but it should also influence the culture of the
company and enable knowledge processes to be performed in terms of the emergent
strategic orientation of the company.
f) Business strategy need not be fit with
HRD strategy. (Write True or False)
Ans: False
g) Point out one objective of training in
an industrial organization.
Ans: To
impart basic knowledge and skill to new entrants required for intelligent
performance of definite task in order to induct them without much loss of time.
Ans: off-the-job method of training and
development
2. Write short notes on
any four of the following: 4x4=16
a) Objective
of HRD.
Ans: Objectives of HRD: HRD is associated with the following
objectives:
1.
Work Opportunity: HRD provides an opportunity and a systematic
framework for the development resource in the organisation for full expression
of their talents.
2.
Development of Traits: HRD is associated with the development of
total personality so that these can show and use their talent for the benefit
of the organisation.
3.
Ability development: HRD makes capable employees. Thus they can
develop their capability by which they can do their present job easily.
4.
Creative Motivation: HRD manager motivates employees and improve
their level of performance.
5.
Good Relation: HRD manager stresses the need of
coordination which is used for the benefits of himself and for the benefits of
those who come in his/their touch.
b) Growth
of HRD in Indian industries.
Ans: Development of human resources
is essential for any organization that would like to be dynamic and
growth-oriented. Unlike other resources, human resources have rather unlimited
potential capabilities. The potential can be used only by creating a climate
that can continuously identify, bring to surface, nurture and use the
capabilities of people.
Human Resource Development
(HRD) system aims at creating such a climate. A number of HRD techniques have
been developed in recent years to perform the above task based on certain
principles. This unit provides an understanding of the concept of HRD system,
related mechanisms and the changing boundaries of HRD.
HRD concept was first
introduced by Leonard Nadler in 1969 in a conference in US. “He defined HRD as
those learning experience which are organized, for a specific time, and
designed to bring about the possibility of behavioural change”.
Human Resource Development
(HRD) is the framework for helping employees to develop their personal and
organizational skills, knowledge, and abilities. Human Resource Development
includes such opportunities as employee training, employee career development,
performance management and development, coaching, mentoring, succession
planning, key employee identification, tuition assistance, and organization
development.
The focus of all aspects of
Human Resource Development is on developing the most superior workforce so that
the organization and individual employees can accomplish their work goals in
service to customers.
Human Resource Development can
be formal such as in classroom training, a college course, or an organizational
planned change effort. Or, Human Resource Development can be informal as in
employee coaching by a manager.
Though “human resource
development” as a term is relatively new, nonetheless the concept has been
practiced since long. Academicians and practitioners have focused on and wrote
a great deal about what they believed to be the stages in which the subject as
a stream of knowledge evolved. These attempts have resulted in the
identification of different phases that resulted in giving desired impetus to
the formation of the subject as it stands today.
c) Components
of organizational culture.
Ans: Developing
HR strategies, designing and implementing various HR systems and monitoring the
alignment of HR processes with business goals require the services of full
professional staff. Appropriate structures are required to manage the HR
function, which can be institutionalized through departmentalization. HRD
Structures can take many forms. Some of these include the following:
1. Dedicated and fully manned HRD department: Depending on
the size of the organization and need, the HRD departments may get developed.
It is not uncommon to have fairly large HR departments in large-sized
organizations.
2. Corporate HRD with Unit HRD or Location HRD Cells
a)
Corporate HRD function at the
headquarter
b)
Separate independent HR
functions at the plant/ graphical regions/ zones.
c)
The location cell has two
reporting: Location head and Corporate HR Head
d)
Policy responsibilities lie in
hands of corporate HR and implementation responsibilities are entrusted to the
location HR cell.
3.
Sleek Department
a)
To have two or more
high-profile HR chief with fewer staff. It is common in software companies and
finance firms.
b)
Competencies of the HR chief
become more critical then the structure itself.
c)
Outsourcing HR implementation
is more common in such structures.
d)
The audit should focus on the
adequacy of this model as well as the cost effectiveness of outsourcing
practices.
4.
HRD Task Force: In small organizations, a group of competent
line managers can form a task force with one of them as the chairperson. The
group can meet periodically to plan, implement and monitor HR interventions.
They can be assisted by full-time HRD manager. The ownership is with the task
force.
5. CEO as HRD Manager: CEO himself or herself may be
handling various functions of HR and taking all strategic decisions. In such
cases, he/ she may take the help of corporate planning cell or the TQM cell or
other related role holders. It is possible in small organizations. The
personnel function is separated out in such cases and is entrusted with only
routine, establishment, work.
6. Other Structures: Other
models of managing the HRD are also possible. Training manager and the personnel
manager handling the HR function is a possibility. The HRD structure include
the following:
a)
The task structure, including
the activities, their grouping and linkages.
b)
The manpower, including levels
and competencies, experience etc.
c)
The role, role relationships,
role clarity, role effectiveness and inter-role linkages.
d)
The company structure.
e)
The infrastructure and
facilities for effective functioning of HRD.
f)
The organizational structure,
hierarchies and hierarchical relationships.
g)
The organizational process,
systems, norms, values and cultures.
d) HRD
climate.
Ans: HRD
is an integral part of any organisation’s climate which is the global
expression of what the organisation is. Organisation climate is the
manifestation of the attitude of organisational members towards the
organisation itself. An organisation tends to attract and keep people who fit
its climate so that its patterns are perpetuated at least to some extent. It is
a relatively enduring quality of the internal environment that is experienced
by its members, influences their behaviour, and can be described in terms of
the values of a particular set of characteristics of the organisation.
HRD climate
refers to the employee development environment of an organisation. HRD climate
contributes to the organisation’s overall health and self-renewing capabilities
which increase the enabling capabilities of individuals, teams and the entire
organisation.
The main characteristics of HRD climate are
as:
1.
Duty
of top management to treat people as the most important assets to the
organisation.
2.
It
is developing the competencies of the employees.
3.
Develop
faith and confidence in the capability of people to change and acquire new
competencies at any stage of life
4.
HRD
believes in formal communication
5.
A
tendency to encourage risk-taking capabilities
e) Identification
of training needs.
Ans: Methods of determining training needs / Areas of
Training
1. Management audit method:
a) Environmental
assessment- environmental (political-legal, economic, socio-cultural,
technological) changes are identified to determine training needs.
b) Objectives,
strategies and structure change- training needs are identified to manage such
changes.
2. Task analysis method:
Collection and analysis of task related information- performance
standards for each task are set- details are found about how tasks are done-
training needs are identified for effective task performance. Job description,
job specification, job performance standard
3. Performance analysis method
a) Organizational performance method- specifies desired performance standard. Overall performance such as-
goal achievement, production performance, quality control, sales
performance,cost, absenteeism, labour turnover,accident rates etc. It
determines the overall training needs.
b) Employee
performance analysis- identifies actual performance on the current job.
Performance deficiencies and problem faced by the employees are identified to
determine training needs through- employees performance appraisal reviews,
career planning discussion, exit interview, performance test etc.
4. Supervisory recommendation method: In this method supervisor identify gap in knowledge
and skills and recommend needed training for the employees.
5. Training need survey method: In this method direct questioning is
used to gather opinion about training needs through individual survey (each
employee), group survey (group
of present employees, former employees and supervisors). The result of survey
becomes training needs. Competency survey-
experts are asked to give opinion on desired competencies to perform the job
effectively. This desired competencies determines training needs.
f) Management
development.
Ans: Management or Executive
development: All those persons who have authority over others and are responsible
for their activities & for the operations of an enterprise are managers. Any activity designed
to improve the performance of existing managers to provide for a planned growth
of managers to meet future requirements is management development.
According to
Flippo “executive development includes the process by which managers and
executives acquire not only skills and competency in their present job but also
capabilities for future managerial tasks of increasing difficulty and
scope.”
In simple words,
Executive development or management development is a systematic process of
learning and growth by which managerial personnel gain and apply knowledge,
skills, attitudes and insights to manage the work in their organization
effectively and efficiently.
The
characteristics of executive development are as follows:
a) Executive development is a planned and
organized process of learning.
b) It is an ongoing and never ending
exercise.
c) Executive development is a long term
process as managerial skills cannot be developed overnight.
d) It aims at preparing managers for managers.
The programme of
executive development aims at achieving following purposes:
a) To sustain good performance of
managers throughout their careers by exploiting their full potential.
b) To understand economic, technical, and
institutional forces in order to solve business problems.
c) To acquire knowledge about problems of
human resources.
3.
What do you mean by HRD? Discuss the importance and need of HRD in a giant
industrial enterprise. 4+10=14
Ans: Human Resource
Development (HRD) is the framework for helping employees develops their
personal and organizational skills, knowledge, and abilities. Human Resource
Development includes such opportunities as employee training, employee career
development, performance management and development,
coaching, mentoring, succession planning, key employee
identification, tuition assistance, and organization development.
Human Resource
Development can be formal such as in classroom training, a college course, or
an organizational planned change effort. Or, Human Resource Development can be
informal as in employee coaching by experts in the industry or by a
manager. Healthy organizations believe in Human Resource Development and cover
all of these bases.
Definitions of
Human Resource Development
According
to Leonard Nadler, "Human resource development is a
series of organised activities, conducted within a specialised time and
designed to produce behavioural changes."
According
to M.M. Khan, "Human resource development is the across
of increasing knowledge, capabilities and positive work attitudes of all people
working at all levels in a business undertaking."
Need,
Importance and Significance of Human Resource Development (HRD)
Human resource is
needed to be developed as per the change in the external environment of the
organization, hence, HRD helps to adopt such changes through the development of
existing human resource in terms of skill and knowledge. The purpose of HR
development is to provide the ‘coaching’ needed to strengthen and grow the
knowledge, skills, and abilities that an employee already has. The goal of
development and training is to make employees even better at what they do. The
importance or significance of HRD can be explained as follows:
1. HRD expands
capable HR: HRD develops the skills and knowledge of individual; hence, it
helps to provide competent and efficient HR as per the job requirement. To
develop employment’s skill and competencies, different training and development
programs are launched.
2. HRD builds
prospect for Career Development: HRD helps to grasp the career development
opportunities through the development of human skills and knowledge. Career
development consists of personal development efforts through a proper match
between training and development opportunities with employee’s need.
3. Employ
Promise: Trained and efficient employees are committed towards their jobs which
is possible through HRD. If employees are provided with proper training and
development opportunities, they will feel committed to the work and the
organization.
4. Job
Fulfillment: When people in the organization are well oriented and developed,
they show a higher degree of commitment in an actual workplace. This inspires
them for better performance, which ultimately leads to job satisfaction.
5. Transform
Management: HRD facilitates planning and management of change in an
organization. It also manages conflicts through improved labor management
relation. It develops organizational health, culture, and environment which
lead to change management.
6. Opportunities
for Training and Development: Training and development programs are tools of
HRD. They provide an opportunity for employee’s development by matching
training needs with the organizational requirement. Moreover, HRD facilitates
integrated growth of employees through training and development activities.
7. Performance
development: HRD develops necessary skills and abilities required to perform
organizational activities. As a result of which, employees can contribute to
better performance in an organization. This leads to greater organizational
effectiveness.
Or
Discuss
the position of HRD in human resource management of multinational companies.
Ans: Only for Online Members
4.
What do you mean by HRD structure? Explain the HRD structures with the help of
suitable figures in different organizations. 2+12=14
Ans:
HRD Structure: Structure is essentially an instrument or a tool. It is a means
to facilitate HRD. It has a characteristic of assuming permanence of its own
and sometimes without serving any purpose. It has a tendency to multiply itself
if unchecked. Therefore, it needs to be reviewed, audited and sharpened
periodically. Dynamic organizations periodically review their structures to refresh
the HR function.
Generally, the organisational structure of human resources is very
flexible. It reflects the immediate needs of the organisation. There is no
modern organisation, where the HRM organisational structure stayed the same for
more than 18 months. The HR organisational structure has to follow and meet out
the needs of the organisation, beside it has to allow the employees inside
human resources to operate smoothly and to deliver consistent results over the
longer period of time.
Various
Forms of HRD Structure
Developing HR strategies, designing and implementing various HR
systems and monitoring the alignment of HR processes with business goals
require the services of full professional staff. Appropriate structures are
required to manage the HR function, which can be institutionalized through
departmentalization. HRD Structures can take many forms. Some of these include
the following:
1. Dedicated and fully manned HRD department: Depending on
the size of the organization and need, the HRD departments may get developed.
It is not uncommon to have fairly large HR departments in large-sized
organizations.
2. Corporate HRD with Unit HRD or Location HRD Cells
e)
Corporate HRD function at the
headquarter
f)
Separate independent HR
functions at the plant/ graphical regions/ zones.
g)
The location cell has two
reporting: Location head and Corporate HR Head
h)
Policy responsibilities lie in
hands of corporate HR and implementation responsibilities are entrusted to the
location HR cell.
3.
Sleek Department
e)
To have two or more
high-profile HR chief with fewer staff. It is common in software companies and
finance firms.
f)
Competencies of the HR chief
become more critical then the structure itself.
g)
Outsourcing HR implementation
is more common in such structures.
h)
The audit should focus on the
adequacy of this model as well as the cost effectiveness of outsourcing
practices.
4.
HRD Task Force: In small organizations, a group of competent
line managers can form a task force with one of them as the chairperson. The
group can meet periodically to plan, implement and monitor HR interventions.
They can be assisted by full-time HRD manager. The ownership is with the task
force.
5. CEO as HRD Manager: CEO himself or herself may be
handling various functions of HR and taking all strategic decisions. In such
cases, he/ she may take the help of corporate planning cell or the TQM cell or
other related role holders. It is possible in small organizations. The
personnel function is separated out in such cases and is entrusted with only
routine, establishment, work.
6. Other Structures: Other
models of managing the HRD are also possible. Training manager and the personnel
manager handling the HR function is a possibility. The HRD structure include
the following:
h)
The task structure, including
the activities, their grouping and linkages.
i)
The manpower, including levels
and competencies, experience etc.
j)
The role, role relationships,
role clarity, role effectiveness and inter-role linkages.
k)
The company structure.
l)
The infrastructure and
facilities for effective functioning of HRD.
m) The organizational structure, hierarchies and hierarchical
relationships.
n)
The organizational process,
systems, norms, values and cultures.
Or
Briefly
explain the HRD system. Discuss the various subsystems of HRD. 4+10=14
Ans: Only for Online Members
5.
Write the characteristics of SHRD along with its objectives. 8+6=14
Ans: Characteristics of Strategic HRD
1. The alignment between the grand strategy and the strategic
orientation of the company as well as strategic human resource development: An
alignment should exist between the grand strategy, the strategic orientation of
the company and the manner in which executives, managers and employees are
developed in terms of the emergent strategic orientation of the company.
a) Aligning the grand strategy and strategic human
resource development: The strategic orientation of the company as set out in
the grand strategy of the company should also be reflected in the training
philosophy, policy and strategy. The training philosophy, policy and strategy
should indicate the manner in which the executives, manners and employees are
developed and trained in terms of the emergent strategic orientation of the
company and thus the manner in which the training philosophy, policy and
strategy support and shape the current strategic orientation of the company in
order to ensure the continued competitiveness of the company.
b) Aligning the strategic orientation of the company
and strategic human resource development: Strategic human resource development
must be integrated with the mission and objectives or in other words the
strategic orientation of the company. Strategic human resource development
should not only be integrated with the strategic orientation of the company but
should contribute to the manner in which the mission and objectives of the
company are formulated and implemented.
2. The relationship between the management and
development of the human resources of the company: A relationship should exist
between the manner in which the human resources of the company are managed and
developed to meet the current and the future needs of the company. The manner
in which the human resources of the company is managed and developed to meet
the emergent needs of the company are determined by the training philosophy,
policy and strategy. Strategic human resource development forms the connection
between human resource management and human resource development.
3. The responsibilities and relationship between role
players in strategic human resource development: The role players involved with
strategic human resource development are executives, managers and individuals
responsible for managing and developing the human resources of the company.
a)
Executives and strategic human
resource development: The executives and managers of the company must not only
support strategic human resource development at an operational level but at the
same time they must be involved with initiatives that enable the strategic
development of human resources as part of their personal development.
b)
The involvement of executives
and individuals responsible for strategic human resource development in
strategic processes: Strategic human resource development necessitates the
involvement of executives, managers and individuals responsible for human
resource development in monitoring the strategic environment of the company.
Executives and managers of companies must on a continuous basis monitor the
factors present in the internal and external strategic environment of the
company in order to anticipate and identify opportunities and threats.
c)
Interaction between line
management and individuals responsible for human resource development:
Strategic human resource development necessitates interaction between line
managers and individuals responsible for human resource development. Line
managers must be actively involved and committed to the process of strategic
human resource development.
d)
The responsibility of
individuals responsible for strategic human resource development: Strategic
human resource development necessitates a more comprehensive role by the
individuals responsible for training in the company. The role of the trainer in
the process of strategic human resource development is more comprehensive than
in the case of traditional human resource development.
4. The effect of strategic human resource development
on the company: Strategic human resource development should have an effect on
the continued competitiveness of the company but it should also influence the
culture of the company and enable knowledge processes to be performed in terms
of the emergent strategic orientation of the company.
a)
Strategic human resource
development and the continued competitiveness of the company: The effect of
strategic human resource development on the continued competitiveness of the
company should be determined.
b)
Strategic human resource
development and the culture of the company: Strategic human resource
development should influence the culture of the company regarding human
resource development but at the same time the culture of the company should
also influences the manner in which human resource development takes place in
the company.
c) Strategic human resource development and knowledge processes:
Strategic human resource development should be characterised by knowledge
processes which are performed. Learning is regarded as the outcome or result of
three knowledge processes namely, the creation, sharing and use of knowledge.
During strategic human resource development knowledge processes are performed
in terms of the emergent strategic orientation of the company.
Objectives of Strategic HRD
1. Succession Planning: For many employers, a common human resource strategic objective is to
ensure the organization’s workforce is capable of meeting future staffing
needs. To achieve this goal, human resources staff and line managers generally
work together in assessing current workforce skills and qualifications. This
helps determine the best course of action for human resources activities such
as succession planning. Succession planning identifies employees who show
promise and aptitude. It then provides them with the training and development
they need for transitioning into higher-level positions or more responsible
roles within the company.
2. Workforce Mobility: Another form of workforce development that supports human resources
strategic objectives and long-range planning is cross-training. Cross-training
-- training employees to perform job duties in other departments or areas of
the business -- improves workforce mobility and expertise through broadening
employee skills and expertise. Increasing the number of different job functions
employees can perform strengthens an organization’s business continuity plan in
the event employees are unable to fulfill their responsibilities due to
illness, termination or retirement. Workforce mobility increases profitability;
companies that are able to fill positions with existing resources can minimize
hiring costs for new employees.
3. Employee Engagement: Human resources strategic objectives should include activities designed
to improve employee engagement. Raising employee enthusiasm and creating
excitement about employee contributions guarantee that employees become fully
engaged. Measuring employee engagement may be a difficult task; however, the
absence of employee engagement is easily observable. Employee disengagement
manifests itself in terms of low productivity, poor performance and even
workplace conflict. Supporting employee engagement efforts through polling
employee views and opinions and providing competitive compensation and benefits
packages also impact the company’s business reputation and reflect strong
business principles.
4. Executive Leadership: Human resources professionals continually strive for a seat at the
boardroom table as a member of executive leadership. Acceptance of HR leaders
into this exclusive group usually depends on whether the return on investment
in human resources activities justifies valuing human resources decision-makers
as members of the executive team. Business acumen and forward-thinking business
ideas and innovations are attributes executive leadership wants in its human
resources professionals. HR department leaders seeking entry to executive level
positions should enlist help from line management in performing routine human
resources functions to so they can redirect HR goals from transactional and
administrative to strategic. Shifting the human resources focus from transactional
to strategic is an assuredly effective path to boardroom access.
Or
What
do you mean by SHRD? Describe the principles of SHRD. 4+10=14
Ans: Strategic human resource development is a method in terms of which
learning or the performing of knowledge processes relating to the emergent
strategic orientation of companies is made possible. t focuses on the
development of the skills that executives, managers and employees may require
in future and is proactive in nature. The strategic orientation of companies
arises from the grand strategy of the company. The grand strategy of the
company contains a statement of the activities in which the company is
currently involved in and will in future possibly become involved in to ensure
its continued competitiveness. The strategic orientation of the company
contains an indication of the manner in which the company’s grand strategy is
to be accomplished.
Some definitions of the concept “strategy” are:
In the words of Walton, “Strategy’ in commercial terms
is often associated with deployment of resources, outflanking the competition,
establishing beachheads in the global marketplace, creating strategic
alliances.”
In the words of Armstrong, “It is a declaration of intent
that defines means to achieve ends, and is concerned with the long-term
allocation of significant company resources and with matching those resources
and capabilities to the external environment.”
Strategic HRD Principles/Components
HRD strategy/strengthening HRD is a total integrated system. That
is why, strategies of introducing HRD systems must be clear in the mind of the
management, a vision that may guide the choice of HRD programmes and direction.
It should include the following phases systematically in order to make it
purposeful, meaningful and effective for the organisation.
1. Acceptance of HRD Philosophy and Policy:
The success of HRD system depends upon the acceptance of HRD philosophy and”
policy by the top ‘management. HRD exercise becomes meaningful and realistic
when an organisation believes that the development of individuals is in its own
interest and expresses concern for the growth of its employees because;
(i) Organisation provides opportunities, climate and conditions
for the development of human resources and its optimization.
(ii) The top management is willing to invest adequate time and
resources for the development of employees and to examine the organisational
context and existing mechanisms in which human resources development will
function; and
(iii) Employees are willing to avail themselves of the given
‘opportunities for growth and development
2) Determination of Major Objectives of HRD:
After adopting the philosophy and policy of HRD top management should determine
the major objectives of HRD. An objective specifies a single result to be
achieved within a given period of time, which will accomplish all or some of
the goals.
3) Factors Affecting HRD: In HRD strategy,
it is necessary to take into account several factors significant to the
organisation such as organisational, environmental, social and cultural fact.
Although social and cultural factors (casteism, religion, festivals, etc.)
affect the HRD programmes, it is mainly affected by the following
organisational factors, which according to Pereira and Rao are known as OCTAPAC
as under:
OCTAPAC culture is essential for facilitating HRD. Openness is
there when employees feel free to discuss their ideas, activities and feelings
with each other. Confrontation is bringing out of problems and issues into the
open with a view to solving them rather than hiding them for fear of hurting or
getting hurt. Trust is taking’ people at their face value and believing what
they say. Autonomy is giving freedom to let people work independently with
responsibility. Productivity is encouraging employees to take initiative and
risks. Authenticity is the tendency on the part of the people to do what they
say. Collaboration is to accept interdependencies to be helpful to each Other
and work as teams.
4) Assessing the Identification of HRD Needs: After
determination of HRD objectives and actors affecting HRD, the next step of HRD
strategy is identification of HRD needs through an analysis of organisational
objectives such as problem-solving objectives, innovative objectives, group
objectives, individual development objectives, regular training objectives,
etc. HRD needs—the short-term and the long-term—should be assessed in the
context of the organisation.
5) Human Resource Planning: Management
should try to develop human resources after making a complete investigation of
probable growth, and changes in various functions of the organisation. The
major elements in the process of HRD planning are:
(a) Human resource inventory
(b) Human resource forecasting; and
(c) Execution of development plans.
On the basis of the above principles, HRD department should
prepare a plan for HRD for the company. Such plan should follow the corporate
plan and should be both short and long-term.
6) Developmental Programmes: The next
step is to take proper decision in respect of HRD programmes or subsystems. The
management should identify the HRD mechanics for implementation and out of this
mechanism sub-systems should be chosen for implementation. These programmes or
subsystems must be designed in such a manner as to work together as an
integrated system.
7) Development of HRD Climate: HRD climate
culture is essential for developing human resources. Thus, management should
assess the organisation climate through the HRD climate survey. The survey
should identify the factors which shall affect the HRD programmes.
8) Build-up on Infrastructure Facility: Management
should decide the structural aspect of HRD and buildup infrastructure faculties
for the success of HRD plans. It includes both internal and external resources
and task forces and makes the allocation through HRD budget Every HRD programme
has to utilise training personnel and HRD centre properly and effectively.
9) Emphasis on Long Term Results: Management
should have a clear understanding about the expected results of HRD and should
have a long-term, strategy linked with corporate goals. HRD decisions and
investment should be based on conviction and commitment and not on
expectations. At the same time, the executives should keep themselves informed
of the suitable changes that are taking place. Indicators of such change should
be worked out from the beginning. The HRD department could be asked to attempt
at capturing such changes through quick and similar mechanism.
10) Evaluation and Corrective Action: Management
should assess or evaluate the developmental efforts and corrective action
should be taken if there is any deviation. Management should develop internal
monitoring mechanism, built-in periodic review mechanism. HRD should be
reviewed and its progress assessed once a year by experts and through meetings
and workshops. The assessment of the impact of developmental programmes can be
made at three levels:
(a) Appreciation or endorsement level—Did
employees like the HRD programmes and its contents.
(b) Learning level—What did they learn during the programmes.
(c) Productivity or result levels—Have the new HRD programme given
positive results such as reducing the cost increasing productivity, etc.
11) Development of HRD as a Profession: Most
of the organisations are still generating experience in the fields of HRD.
Experiences are being generated in the areas of Performance Appraisal, Potential
Appraisal and Counseling. Team-Building and OD, Job-Rotation, Career Planning
and Development, HRD information system, etc. Instead of each organisation
rediscovering the wheel, it will be useful if organisations share their
experiences and learn from each other like the U.K. and Japan and must develop
a professional atmosphere of the Human Resource Development.
6.
What is training? Explain any five methods of training. 4+10=14
Ans: Training refers to the imparting of specific skill, abilities and
knowledge to employee. System and practices get outdated due to new
discoveries in technology, including technical, managerial and behavioral
aspects. In this context training enhances the knowledge, skills and attitudes
of employees to increase efficiency and effectiveness on the prsent job as well
as expected future job.
Training is
defined by Wayne Cascio as “training consists of planed programs undertaken to
improve employee knowledge, skills, attitude, and social behavior so that the
performance of the organization improves considerably.”
Training is
normally viewed as a short process. It is applied to technical staff, lower,
middle, senior level management. When applied to lower and middle management
staff it is called as training and for senior level it is called managerial
development program/executive development program/development program.
Methods of training for managers/methods of
managerial development/executive development:
A) On the job method: On
the job method refers to training given to personnel inside the company. There
are different methods of on the job training.
1. Job rotation:
This method enables the company to train managerial personnel in departmental
work. They are taught everything about the department. Starting from the lowest
level job in the department to the highest level job. This helps when the
person takes over as a manager and is required to check whether his juniors are
doing the job properly or not. Every minute detail is studied.
2. Planned
progression: In this method juniors are assigned a certain job of their senior
in addition to their own job. The method allows the employee to slowly learn
the job of his senior so that when he is promoted to his senior job it becomes
very easy for him to adjust to the new situation. It also provides a chance to
learn higher level jobs.
3. Coaching and
counseling: Coaching refers to actually teaching a job to a junior. The senior
person who is the coach actually teaches his junior regarding how the work must
be handled and how decisions must be taken, the different techniques that can
be used on the job, how to handle pressure. There is active participation from
the senior.
Counseling refers
to advising the junior employee as and when he faces problems. The counselor
superior plays an advisory role and does not actively teach employees.
4. Under study:
In this method of training a junior is deputed to work under a senior. He takes
orders from the senior, observes the senior, attends meetings with him, learns
about decision making and handling of day to day problems. The method is used
when the senior is on the verge of retirement and the job will be taken over by
the junior.
5. Junior board:
In this method a group of junior level managers are identified and they work
together in a group called junior board. They function just like the board of
directors. They identify certain problem, they have to study the problem and
provide suggestions. This method improves team work and decision making
ability. It gives an idea about the intensity of problem faced by the company.
Only promising and capable junior level managers are selected for this method.
B) Off the job training method: Off
the job training refers to method of training given outside the company. The
different methods adopted here are:
1. Classroom
method: The classroom method is used when a group of managers have to be
trained in theoretical aspects. The training involves using lectures, audio
visuals, case study, role play method, group discussions etc. The method is
interactive and provides very good results.
2. Simulation:
Simulation involves creating atmosphere which is very similar to the original
work environment. The method helps to train manager handling stress, taking
immediate decisions, handling pressure on the jobs etc. An actual feel of the
real job environment is given here.
3. Business
games: This method involves providing a market situation to the trainee manager
and asking him to provide solutions. If there are many people to be trained
they can be divided into groups and each group becomes a separate team and play
against each other.
4. Committee: A
committee refers to a group of people who are officially appointed to look into
a problem and provide solution. Trainee managers are put in the committee to
identify how they study a problem and what they learn from it.
5. Conference:
Conferences are conducted by various companies to have elaborate discussions on
specific topics. The company which organizes the conference invites trainee
manager and calls for experts in different fields to give presentation or
lecture. The trainee manager can ask their doubts to these experts and
understand how problems can be solved on the job.
6. Readings: This
method involves encouraging the trainee manager to increase his reading related
to his subject and then ask him to make a presentation on what he has learned.
Information can be collected by trainee manager from books, magazines and
internet etc.
7. In basket
training: In this method the training is given to the manager to handle files
coming in and to finish his work and take decisions within a specified time
limit. The trainee manager is taught how to prioritize his work, the activities
which are important for his job and how to take decisions within limited time
limit.
Or
Why
is evaluation of training essential? Discuss Donald Kirkpatrick’s evaluation
model of training. 6+8=14
Ans: Evaluation of Training
Effectiveness
Need for Evaluation: It is necessary to evaluate the extent to
which training programmes have achieved the aims for which they were designed.
Such an evaluation would provide useful information about the effectiveness of
training as well as about the design of future training programmes. Evaluation
enables an organisation to monitor the training programme and also to update or
modify in future programmes of training. The evaluation of training
consequences also provides useful data on the basis of which relevance of
training and its integration with other functions of human resource management
can be judged.
Concept of Training Effectiveness: Training effectiveness is the
degree to which trainees are able to learn and apply the knowledge and skills
acquired in the training programme. It depends on the attitudes, interests,
values and expectations trainees and the training environment. A training
programme is likely to be more effective when the trainees want to learn, are
involved in their jobs, have care strategies. Contents of a training programme
and the ability and motivation of trainers also determine training
effectiveness.
Evaluation Criteria: Evaluation of training effectiveness is the
process of obtaining information on the effects of a training programme and
assessing the value of training in the light of that information. Evaluation
involves controlling and correcting the training programme. The basis of evaluation
and mode are determined when the training programme is designed. According to
Hamblin, training effectiveness can be measured in terms of the following
criteria:
(i) Reactions: A training programme can be evaluated in terms of
the trainees' reactions to the objectives, contents and methods of training. In
case the trainees considered the programme worthwhile and like it, the training
can be considered effective.
(ii) Learning: The extent to which the trainees have learnt the
desired knowledge and skills during the training period is a useful basis of
evaluating training effectiveness.
(iii) Behaviour: Improvement in the job behaviour of the trainees
reflects the manner and extent to which the learning has been applied to the
job.
(iv) Results: The ultimate results in terms of productivity
improvement, quality improvement, cost reduction, accident reduction, reduction
in labour turnover and absenteeism are the best criteria for evaluating
training effectiveness.
Kirkpatrick Model
The
Kirkpatrick Model is a widely-used, four-level training evaluation method that
benefits both learners and educators by allowing them to understand the value
and impact certain training has had on a team. Donald
Kirkpatrick first published his ideas about training evaluation in 1959, but it
wasn’t until 1975 when he further defined them in his book, Evaluating
Training Programmes, that they began to command industry attention.
Since then, awareness of his ideas has gradually increased and has been
bolstered by a redefinition and update in his 1998 book, Evaluating
Training Programs: The Four Levels.
The rest as they say is history, and today, Kirkpatrick’s
Evaluation Model has arguably become the industry standard within the learning
and development community.
The four levels of Kirkpatrick’s Evaluation Model are:
1. Reaction: The extent to which learners find the
training agreeable, relevant and engaging.
Trainee satisfaction levels are usually assessed using a feedback
form, often referred to as a ‘Happy Sheet’. Verbal reactions and post-training
surveys can also be used to assess reactions. What’s great about this level of
assessment is that it’s quick, easy to do and inexpensive.
2. Learning: The increase in knowledge and capability
experienced by the student.
This is usually assessed by conducting and comparing the results
of tests carried out before and after training. Assessment can also be done via
interview or observation. Like Level 1, it’s relatively easy to set up and is useful
for assessing quantifiable skills.
3. Behaviour: The extent to which students apply their
learning in the working environment.
Compared to Levels 1 and 2, Level 3 requires much more
participation and skilled observation from line managers. Behaviour is assessed
via observation and interview over a period so as to assess behaviour change,
how relevant that change is, and whether it is sustained.
4. Results: The overall impact that the trainee’s
performance has on the business or working environment.
This represents a fundamentally different challenge to levels 1 to
3 as individual assessments are carried out. It’s about relating the trainee’s
behaviour change to real bottom-line improvements and organisational
performance metrics in a credible and believable way. A unit of change in
learning should be directly linked to a specific improvement in a key
organisational metric.
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