HRD Mechanism/HRD sub system and Outcomes

“The aim of HRD system is to develop the capabilities of each employee as an individual in relation to his or her present job and future roles, dyadic relationship, team spirit and collaboration among different units of the organization, and the overall health and self-renewing capabilities, which, in turn, increase the enabling capabilities of individuals, dyads, teams, and the entire organization” (Dyer, L., & Reeves, T., 1995).

HRD systems comprise various process mechanisms or sub-systems. HRD mechanism, which is also called subsystems in an organization includes the following functions.

Organizational Development: “Organizational development is a critical and science-based process that helps organizations build their capacity to change and achieve greater effectiveness by developing, improving, and reinforcing strategies, structures, and processes”(Knowles, 2014). According to Bennis (1985), “Organizational development is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organizations so that they can better adapt to new technologies, markets, and challenges”.

Rewards: “Rewards is the combination of benefits, compensation and rewards that employees receive from their organizations; this can include wages and bonuses as well as recognition, workplace flexibility and career opportunities”.

Career Planning: “Career planning is an ongoing process through which an individual sets career goals and identifies the means to achieve them”.

Employee Feedback: “Employee feedback is defined as a process of giving constructive suggestions to the employees by their reporting managers, supervisors and peers. However, this process is not just restricted here, employee feedback also comprises of the feedback that the employee would want to give to his/her manager, peers or the organization as a whole”.

Performance Coaching: “Coaching is the process of counselling, guiding or instructing the learner about the short term job-related skills or long term career hazards”.

Employee Welfare: “Employee welfare is a comprehensive term including various services, benefits and facilities offered to employees by the employers through such generous fringe benefits the employer makes life worth living for employees”.

Quality of Work Life: refers to “the favourableness or unfavourableness of a job environment for the people working in an organisation”.

Performance appraisal: The performance appraisal refers to “a process in which a predefined standard of factors such as work knowledge, work performance, work attitude, leadership quality, team player behaviour, consistency, decision-making abilities, and skills are created and then actual performance, as well as the personality of employee, is compared with these expected standards by the organization”.

Potential Appraisal and Development: The potential appraisal refers to “the future-oriented appraisal by which the potential of an employee to occupy higher positions and to assume higher responsibilities is evaluated”.

Training: Training refers to “the process for providing required skills to the employee for doing the job effectively, skilfully and qualitatively”.

Human resource information system: "Human resource information system (HRIS) is a method by which an organization collects, maintains & reports information on people & jobs, the information is generally stored in a central human resource data bank".

Outcomes of HRD Functions:

The outcomes of HRD functions can be categorized into individual-level outcomes and organizational level outcomes.

Individual Level Outcomes are:

• Higher Work Commitment and Job
• More Competent People.
• Involvement.
• Better Utilization of Human.
• More Problem-Solving.
• Better Generation of Internal Resources.
• Higher Job Satisfaction and Work Motivation.
• Team Work, Synergy and Respect for Each Other.
• Better Organizational Health.

Organizational Level Outcomes are:

• Higher Productivity.
• Cost Reduction.
• Growth and Diversification.
• Better Image.
• More Profits.

References:

Knowles, M. S., Holton III, E. F., & Swanson, R. A. (2014). The adult learner: The definitive classic in adult education and human resource development. Routledge.

Pareek, L. U., & Purohit, S. (2018). Training Instruments in HRD and OD. SAGE Publishing India.

Swanson, R. A. (2022). Foundations of human resource development. Berrett-Koehler Publishers.