Human Resources Management

Marketing and HR

2011-10-23T09:39:00.000-07:00

As we discussed about some of HR functions operating in the firm, is not only the thing what we are practicing in day today life. In day to day life we have to manage many of relationships among people. For that part, we need marketing.

We all have management skills. If we haven’t that we wouldn’t be survive till you read this section and till I write these things. We have managed our lives till this time. We are looking for some more for the advance practice. In management concept we can not forget marketing for that end.

Let’s come back to the discussion what we had. Go to your little age and remind how you did introduce your self to others, when you have attended to the primary class. And again remind how you introduced your self to the others at high school. That may have many differences in the time to time. That is because of the marketing skills you have followed at above difference places.

As HRM you should have some marketing knowledge- its better to have 4 Ps’ or 7Ps’ in your mind. That is more than enough to practice HR marketing skills.

At the attraction of a new employee to the organization and as well market your self to the organization at an interview or promote organization at its outside, it some of the parts which using marketing at organization with HR. Rather than that, to whom we are marketing our self? Absolutely that is for the human beings. Then how we can think about marketing with out HR skills? We can’t.

Human Relationships

2010-10-11T10:50:00.000-07:00

What is the relationship? A relationship is inter-connection between two people or more than that, according to interesting of any kind of common thing to both parties. Interesting about common thing is referring as plus relationship and not interesting or interesting to opposite things is referring as minus relationship. This may make a confusion in you, when you are considering about a relationship between man and women, who interesting to other party, as same as love affair- as happening in the common world as a negative relationship according to the above statement. But the answer is NO for that question created in your mind; because the common thing of that relationship is “interesting to the opposite sex”. So it became to plus relationship according to that statement.

Usually we are referring HR at this step as Human Resource. But it is good to thing it as well as Human Relationships. Human is a social animal. So human is always maintaining relationships from the very beginning- even before birth of a child, the child has relationship. Think! Child may not in the mothers’ womb, if there wasn’t any bisexual relationship between man and women.

Since the birth of a child, the very first relationship is with mother, because child may not survive without breast milk, as nature. Then the child is starting to build up relationships as you know- same as your childhood. When it comes to the social level, some external influences are affecting to the relationships of an individual. The purposes and events may differ from one to another, but the principle is same. As a social animal, human has many social inter relationships. When a child attending to the primary school, he or she may have friendships with other kids, also with teachers; that relationship is a result of one of social network of a human. When we jump to the elder age, from the childhood, the relationships may have huge variation- with superiors, with subordinates, with co-workers, with clients, with investors, with government etc. that is because of the modern human is working at a global society.
In this global society, to maintain personal relationships- HR skills will be very helpful. Because of, with that globalization, managing relationships may a difficult task at some times. Even that is difficult, it has to do.

HRM practices for managerial and hourly employees in effective and ineffective service based firms

2010-05-31T22:34:00.000-07:00

HRM practices for managerial and hourly employees in effective and ineffective service based firms
The general hypothesis that predicts major differences in human resource
practices used in the manufacturing and service industries follows from a
deterministic view of the relationship between environments and organizational
forms (Hannan and Freeman 1977). Thus, for example, population ecologists
would point to the different niches that are the relevant environments for these
two industry sectors and argue that the characteristics of the two environments
dictate the forms of the organizations that populate them (Aldrich 1979).
Models that emphasize the role of managerial decision-making and choice
represent an alternative perspective for generating hypotheses about how
organizations are likely to differ in their management practices. The strategic
choice perspective assumes that organizations face numerous design options
and that the form of management an organization adopts represents decisions
made by management. These may be made within some constraints, however,
such as the constraints related to operating within the manufacturing or service
industry (see Hrebiniak and Joyce 1985). A strategic choice perspective
recognizes that multiple design options are often available to organizations,
but does not necessarily assume that all options are equally effective within
a given environment (e.g., Porter 1980, 1985). Thus, inappropriate managerial
decisions can create organizational practices that are less than optimal, in which
case organizational effectiveness is likely to suffer. When applied to the issue
of human resource management systems, this view of organizational
adaptation leads to the prediction that when organizations operating within
a given industry sector are compared, those that are more effective will be the
organizations that have adopted HRM practices consistent with the demands
of the industry.Based on the previous discussion and the literature, several differences would
be expected between the human resource practices in more effective service
firms in comparison to less effective service firms. Specifically, the more
effective the service firm the more likely that-

Job designs will be characterized by skill variety and autonomy;
Employees will have input into their performance appraisals;
Clients will have input on appraisals; ,
Performance appraisal results will be used in determining training needs;
There will be a great deal of training of new employees; and
Performance appraisal results will be used in compensation decisions.

HRM practices for managerial and hourly employees in service organizations

2010-05-31T22:31:00.000-07:00

A large literature addresses the nature of the managerial position. According
to this literature, the jobs of managers comprise several roles. Mintzberg (1973),
for example, described 10 managerial roles clustered into three categories:
interpersonal, informational and decisional. While allowing for differences in
situations, taken together, these 10 roles characterize the job of manager as
being linked with others, taking some risks, focusing on results and process,
managing the activities and jobs of others, dealing with unpredictable events
and monitoring the environment of the group or unit being managed. Jacques'
(1989) concept of the time span of discretion adds another distinguishing
feature to this picture of managerial jobs. The time span of discretion refers
to the length of time it takes for results of a contribution to become known.
For managers, this time span is usually relatively long.
Using the Mintzberg role distinctions and Jacques' time span of discretion,
managerial jobs can be compared and contrasted with hourly or nonmanagerial
jobs. While managerial and non-managerial jobs are similar in that
both are remunerated and are important to organizational effectiveness,
managerial jobs are generally filled with more unpredictability, risk-taking,
results-orientation, interdependence and a longer time span of discretion, in
comparison to hourly jobs. These differences may diminish, however, as service
organizations reduce layers of management, decentralize and push more
responsibility down to lower organizational levels.
Organizations use their HRM practices to encourage the behaviors needed
to successfully carry out the managerial role. Given that the managerial role
is different from the roles of lower-level employees in organizations, it is
reasonable to expect that organizations would use somewhat different human
resource management practices for the two groups of employees. Specifically,
given the nature of the managerial role as previously described, it is probable
that compared to hourly employees in service-based organizations, managers
would be more likely to be influenced by the following practices:

Jobs with greater skill variety and responsibility;
Performance appraisals that focus on results;
Performance appraisals that focus on projects that take a longer period
of time;
Compensation schemes based on company-wide bonuses;
Training that is provided for longer-term and broader skill development;
and
More training hours per year.

HRM practices for managerial and hourly employees in service based and manufacturing ferms

2010-05-31T22:28:00.000-07:00

The U.S. economy can be carved into a large number of industry sectors, but
the distinction between manufacturing-based and service-based industries is
one of the most basic. Service organizations have been described as differing
from manufacturing organizations in three ways: (1) their "products" are
intangible rather than tangible; (2) customers are actively involved in the
production of services; and (3) the consumption of services occurs
simultaneously with their production (Bowen and Schneider 1988; Daft 1986;
Mills and Margulies 1980; Mills and Moberg 1982; Larsson and Bowen 1989).
The intangible nature of services means that performance is difficult for
supervisors to monitor directly, so employees must be trusted to monitor their
own performance. The fact that customers are actively involved in the service
production process means service providers must be sensitive to clients' needs;
they must monitor these needs and use the cues they receive from clients to
guide their job behaviors. Because of these characteristics of service jobs, service
organizations should be more likely than manufacturers to include both
employee input and client input as sources of performance appraisal
information (Mills and Morris 1986).
The simultaneity of the production and consumption processes also has
implications for HRM practices (Schneider and Schecter 1991). For example,
quality control cannot be achieved by the inspect-and-correct method
commonly used in manufacturing plants. Instead, quality control occurs at the
point of service delivery (Gronroos 1990; Heskett, Sasser and Hart 1990). In
order to maintain control over quality, service organizations are likely to seek
ways of controlling the process of service production rather than the outputs
(Mills and Moberg 1982). They may invest more resources to train new recruits,
with the objective of socializing them to be effective monitors of their own
service production behaviors (Bowen and Schneider 1988). They could also
revise their personnel selection system (Schneider and Schecter 1991). Another
way to gain more control over performance would be to use performance
appraisal results in making compensation decisions. Job design practices could
also be used to enhance service quality. Enriched jobs should encourage selfmonitoring
because employees then feel a greater sense of responsibility for
their performance and they are more aware of their significance to the firm
(Hackman and Oldham 1980).
This line of reasoning implies that the following practices would be more
prevalent in service-based firms:

Job designs that are "enriched," in that they are characterized by
autonomy, variety and interdependence;
Employee input into performance appraisals;
Client input into performance appraisals;
Use of performance appraisal results to assess training needs;
Extensive training of new employees, with emphasis on performance on
their current jobs; and
Use of performance appraisal results in determining compensation.
It should be noted here that in comparing service-based and manufacturing
firms, these predicted differences would be found for both managerial
employees and lower-level employees. However, the differences are likely to
be greater for lower-level employees whereas differences in the tasks performed
by service-based employees and manufacturing employees are particularly
pronounced.

A role theory perspective for understanding and guiding HRM practices

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Role theory has served as a valuable conceptual and theoretical framework
for the study of individual behavior in organizations (Kahn et al. 1964; Katz
and Kahn 1978). Roles have been seen as the boundaries between individuals
and organizations. More specifically they have been viewed as conveyors of
information to individuals in the organization.
Role theory research has often focused on the dysfunctional nature of roles.
In particular, roles that are ambiguous and roles that create conflict for the
role receiver have been shown to be dysfunctional to both individuals and
organizations (Kahn et al. 1964; Rizzo, House and Lirtzman 1970; Jackson
and Schuler 1985). Corresponding to this line of research has been a heavy
reliance on extremely general measures of role characteristics, primarily the
measures of role conflict and ambiguity developed by Rizzo et al. (1970). In
contrast, Naylor, Pritchard and Ilgen (1980) and Dougherty and Pritchard
(1985) have conceptualized more specific role measures in their theory of
behavior in organizations. According to their theory, the basic unit of behavior
is an act. Because the time and effort put into an act are not always observable,
the critical unit in the theory is the product, the result of the act. The products
most central to the theory are those evaluated by an observer, e.g., a role sender
such as a supervisor or customer. The evaluation in turn results in outcomes,
positive or negative. The magnitude of the outcomes reflects the importance
(relevance) of the products.

Alternative perspectives for understanding the impact of organizational conditions on HRM practices

2010-05-31T22:18:00.000-07:00

Alternative perspectives for understanding the impact of organizational conditions on HRM practices
In their description of organizational determinants of selection and hiring
practices, Cohen and Pfeffer (1986) described four perspectives for explaining inter-organizational differences in HRM practices: the technical, control,
institutional and political perspectives. A fifth perspective, economic, has also
been invoked to explain variations in HRM practices (Kochan and Chalykoff
1987). Each of these perspectives focuses researchers' attention on somewhat
different aspects of organizational phenomena, and each can contribute to an
improved understanding of HRM practices and organizational behavior.
Until recently almost all HRM research was dominated by the technical
perspective. The technical perspective presumes that organizations wish to
plan, staff, appraise, compensate, train and develop their employees in , order
to ensure that the right people (skill-wise) are in the right place (job) at the
right time (Collins 1979). The technical perspective leads to research designed
to develop techniques for maximizing the match between employees'
knowledge, skills and abilities on the one hand and the demands of the jobs
on the other (Schneider 1985). The presumed result of good matching is
organizational effectiveness, from which individual employees and the
organization as a whole both benefit.
The control perspective views HRM practices as a means for organizations
to ensure the predictability and reliability of social interactions. The goal is
to ensure that employees behave as solid citizens, living according to
organizationally approved norms and values (Noland and Bakke 1949;
Hollingshead 1949; Bowles and Gintish 1976; Edwards 1976; Collins 1979).
This perspective recognizes that organizations attempt to govern social
performances in addition to job performance. Desirable social behaviors
presumably include getting along well with others and acting as a good citizen
who shows concern for the organization's functioning.
The institutional perspective posits two major explanations as to why
organizations use particular HRM practices: organizations copy the practices
they see being used by others, and/or they adopt practices to gain legitimacy
and acceptance (Meyer and Rowan 1977; Zucker 1977; Meyer 1980). The
institutional perspective assumes that legitimacy and acceptance are important
objectives for most organizations because constituencies have the power to
offer and withhold resources which, in the long run, may determine the firm's
economic performance.
The political perspective holds that HRM practices reflect the distribution
of power in an organization. For example, having an extensive set of HRM
practices implies a powerful personnel department upon which others must
depend when making personnel-related decisions (Osterman 1984; Pfeffer and
Cohen 1984). But existence of other powerful groups-such as unions or
competitors who minimize their labor costs-may act to countervail or
suppress the expression of the personnel department's wishes (Doeringer and
Piore 1971).
As suggested by Kochan and Chalykoff (1987) the economic perspective can
also explain variations in HRM practices. Relatively affluent conditions in an organization permit it to pay higher wages. This in turn enables an organization
to attract more job applicants and be more selective. Higher selectivity (lower
selection ratios) diminishes the need to train employees. Furthermore, the
attraction of more highly qualified individuals may lead to conditions that give
more power and discretion to the employees, thus reducing the attractiveness
to them of collective bargaining. The reverse scenario holds under less affluent
economic conditions (Osterman 1984).
Each of the five perspectives previously presented helps explain some of the
variation and similarity in HRM practices across organizations although
additional variation and similarity remain to be explained (Jackson, Schuler
and Rivero 1989). In presenting another perspective, the role theory behavior
perspective, the authors of this article hope to contribute in a theoretical and
empirical way to this growing body of research. The desired goal is to develop
a framework that can be used to explain individual behavior in and across
organizations by providing an explanation for inter-organizational variations
in the HRM practices that presumably shape behavior.

2010-05-31T21:59:00.000-07:00

HRM PRACTICES IN SERVICE-BASED ORGANIZATIONS:
A ROLE THEORY PERSPECTIVE

INTRODUCTION
Human resource management (HRM) practices are being increasingly treated
as dependent rather than independent variables. Whereas in the past
researchers focused almost exclusively on how changes in HRM practices affect
employee performance or satisfaction, researchers are now beginning to ask
how organizational conditions shape HRM practices (e.g., design, staffing,
performance appraisal, compensation, and training and development).
Examples of organizational conditions hypothesized to impact HRM practices
include strategy (Hambrick and Snow 1987; Snow and Hrebiniak 1980; Olian
and Rynes 1984; Lawler 1984; Hambrick and Mason 1984; Gupta and
Govindarajan 1984a, b; and Miller, Kets de Vries and Toulouse 1982),
organizational life cycle stage (Kochan and Chalykoff 1987; Kerr 1982, 1985),
technological change, union presence, internal labor markets and even whether
or not an organization has a personnel department (Osterman 1984; Pfeffer
and Cohen 1984; Cohen and Pfeffer 1986). Consistent with this line of research
investigating the relationship between organizational conditions and HRM
practices, this article focuses on HRM practice in service-based organizations.
The role behavior theory perspective (Naylor, Pritchard and Ilgen 1980)
provides useful insights for understanding and explaining inter-organizational
differences in HRM practices and consequent organizational behaviors.
Application of the perspective is built on two fundamental assumptions: (1)
HRM practices are a primary means for defining, communicating and
rewarding desired role behaviors and (2) desired role behaviors are a function
of organizational characteristics.
To illustrate the research agenda suggested by the role behavior theory
perspective, empirical tests of several specific hypotheses about service-based
organizations using data collected from 267 companies are presented. These
data indicate that a role behavior theory perspective holds promise as an
explanation for HRM practices used in service firms. To provide richer detail
for the role theory perspective, an example of its application is described in
an intensive case study. While providing many implications for practical
application, the case study, along with the survey results, reveals that more
research is needed to develop and refine understanding of the linkages between
organizational conditions, roles, HRM practices and employees' behaviors.

Delegative (Laissez – Fair)-“Great Man” Theories,Trait Theories,Contingency theories,Situational theories,Behavioral Theories,Participative Theories,M

2009-10-27T05:40:00.000-07:00

Researchers found that children under delegative (laissez-fair) leadership were the least productive of all three groups. The children in this group also made more demands on the leader, showed little cooperation, and were unable to work independently.

Deligative leaders offer little of no guidance to group members and leave decision making up to group members. While this style can be effective in situations where group members are highly qualified in area of expertise, it often leads to poorly defined roles and a lack of motivation.

Interest in leadership increased during the early part of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill level. While many different leadership theories have emerged, most can be classified as one of 8 major types.

“Great Man” Theories: Great Man theories assume that the capacity for leadership is inherent- that great leaders are born not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term “Great man” was used because, at the time, leadership was through of primarily as a male quality, especially on terms of military leadership.
Trait Theories: Similar in some ways to grate man theories, trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how to do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership.
Contingency theories: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation.
Situational theories: Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision making.
Behavioral Theories: Behavioral theories of leadership are based upon the belied that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities of internal states. According to this theory, people can learn to become leaders through teaching and observation.
Participative Theories: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others in to account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision making process. In participative theories, however, the leader retains the right to allow the input of others.
Management Theories: Management theories (also known as “Transactional theories”) focus on the role of supervision, organization, and group performance. These theories base leadership on a system, of reward and punishment. Managerial theories are often used in business; when employees are successful, they are reward; when they fail, and they are reprimanded or punished.
Relationship Theories: Relationship theories (also known as “Transformational theories”) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Theses leaders often have high ethical and moral standards.

Participative leadership (Democratic)

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Lewin’s study found that participative (democratic) leadership is generally the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members. In Lewins’ study, children in this group were less productive then the members of the authoritarian group, but their contributions were of a much higher quality.

Participative leaders encourage group embers to participate, but retain the final say over the decision-making process. Group members feel engaged in the process and are more motivated and creative.

Authoritarian leadership (Autocratic)

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Authoritarian leaders provide clear expectations for what needs to ne done, when it should be done, and how it should be done.

There is also a clear division between the leader and the followers. Authoritarian leaders make decisions independently with little or no input from the rest of the group.

Researchers found that decision-making was less creative under authoritarian leadership. Lewin also found that it is more difficult to move from an authoritarian style to a democratic style than vice versa. Abuse of this style is usually viewed as controlling, bossy, and dictatorial.

Authoritarian leadership is best applied to situations where there is little time for group decision-making or where the leaders is the most knowledgeable member of the group.

LEADERSHIP STYLES - Kurt Lewin

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In 1939, a group of researches led by psychologist Kurt Lewin set out to identify different styles of leadership. While further research has identified more specific types of leadership, this early study was very influential and established three major leadership styles. In the study, groups of school children were assigned to one of three groups with an authoritarian, demographic, or laissez-fair leader/ the children were then led in al arts and crafts projects. Researches then observed the behavior of children in response to the different styles of leadership.

LEADERSHIP MODELS

2009-10-27T04:40:00.000-07:00

Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock your self in to a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken..

Three general approaches have been used to understand leadership.

From the 1900s to the 1940s, most leadership studies focused a trait approach aimed at identifying individual characteristics, such as demographic factors or personality traits, those distinguished leaders from followers. Although some traits are central to leadership traits alone cannot fully predict effectiveness.

Because trait based research failed to explain why some leaders are more effective than others, researchers focused on what leadership do rather than on whom leaders are. The behavioral approach considers two sets of behaviors that leaders use to be effective; those that relate to the task and those that relates to taking care of people. Task behaviors –initiation of structure—are concerned with defining and organizing the task to help followers achieve the goals. Relationship behaviors –considerations—include behaviors aimed at creating mutual trust and respects with followers.

Since the 1960s, the following assumptions have guided leadership research and practice: what makes a leader effective depends on the situation. Before we discussed the contingency approach to management on detail, we must recall that most leadership theories have been developed and tested in Western countries. Since culture influences perceptions and expectations of effective leadership and how leaders are chosen, leadership theories do not always apply to other cultures.

BASICS OF LEADERSHIP

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Leadership always involves interpersonal interaction. Since there are no leaders without followers, leadership is a group phenomenon. Leaders use influence or persuasion to guide groups through a certain course of action or toward the achievement of certain goals. Leadership, then, involves goal directed behavior. Finally, the presence of a leader involves some form if hierarchy. The leaders are at the top of the hierarchy, even if it is very flat.

By combining the four themes of group phenomenon, goal orientation, influence, and hierarchy, we can define a leader in the following way: as a person who influences individuals and groups in an organization, helps them establish goals, guide them toward achievement of those goals, and allows them to be effective as a result.

The two requirements of leadership are competence and some degree of conformity to the group or organization. Competence is the ability and expertise to perform one or more tasks well. Conformity is the acceptance of group norms.

PRINCIPLES OF LEADERSHIP

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Know yourself and seek self-improvement – In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes- This can be accomplished through self study, formal classes, reflection, and interacting with others.
Be technically proficient- As a leader, you must know your job and have a solid familiarity with your employees’ tasks.
Seek responsibility and take responsibility for your actions- search for ways to guide your organization to new heights, and when things go wrong, they always do sooner or later. Do not blame others; analyze the situation, take corrective action, and move on to the next challenge.
Make sound and timely decisions- Use good problem solving, decision making, and planning tools.
Set the examples- Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see- Mahathma Gandhi
Know your people and look out for their well being- Know human nature and the importance of sincerely caring for your workers.
Keep your workers informed- Know how to communicate with not only them, but also seniors and other people.
Develop a sense of responsibility in your workers- Help to develop good character traits that will help them carry out their personal responsibilities.
Ensure that tasks are understood, supervised, and accomplished- Communication is the key to this responsibility.
Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams…they are just a group of people doing their jobs.
Use the full capabilities of your organization- By developing a team spirit; you will be able to employ your organization, department, section, etc. to its fullest capabilities.

THE TWO MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP

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A Hay’s study over 75 key components of employee satisfaction. They found that,

Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction
Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence:

Helping employees understand the company’s overall business strategy.
Helping employees understand how they contribute to achieving key business objectives
Sharing information with employee on both how the company is doing and how an employee’s own division is doing-relative to strategic business objectives.

A DEFINITION OF LEADERSHIP

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A traditional definition of leadership; Leadership is an interpersonal influence directed toward the achievement of a goal or goals.

Three important parts of these definitions are the terms interpersonal, influence and goal. Interpersonal means between persons. Thus, a leader has more than one person (group) to lead. Influence is the power to affect others. Goal is the end one strives to attain.

Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such a beliefs, values, ethics, characters, knowledge, and skills. Although your position as a manager, gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader. It simply makes you the boss. Leadership differs in that it makes the followers want to achieve high goals, rather than simply bossing people around.

As a process, leadership is the use of non-coercive influence to direct and co-ordinate the activities of group members toward goal accomplishment. As a property, leadership is the set of characteristics attributed to those who are perceived to employ such influence successfully.

WHY DO WE STUDY LEADERSHIP

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Good leaders are made not born. If you have desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. This guide will help you through that process.

To inspire your works into higher levels of team works, there are certain things you must know, and do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.

LEDERSHIP AND ORGANIZATION EFFECTIVENESS

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An organization has the greatest chance of being successful when all the employees work toward achieving its goals. Since leadership involves the exercise of influence by one person over others, the quality of leadership exhibited by supervisors is a critical determinant of organizational success. Thus, Managers study leadership in order to influence the actions of subordinates towards the achievement of the goals of the organization.

PREPARATION TO INDUCTION- basic understanding

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Under this stage specific and clear answers need to be obtained for several questions.

a) About what information a basic understanding should be given?

This first question is a must thing for planning the induction program. The preparation to induction program is same as the planning the induction program. While organization has decided to give induction program, they are starting the planning program. This analysis is the key area to give general knowledge about the organization to the new employee. There may have several answers for the above question, but all the answers of yours may not useful at the beginning, and for the induction program. Don’t forget, the induction program is crating the image of the organization in the new employees mind. That clear image will be effective one till employee leaves the organization. Answer for this question should be short and sweet. Otherwise the new employee who is facing to this will be boring and wasting time and money. So the best answer should be given for this question is “General information”.

PROCESS OF INDUCTION

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The process of induction can categorize in to 3 major steps, accordingly the sub tasks.
Those categories are
1) Preparation
2) Conduct
3) Evaluation

These major tasks could be seeing in the induction programme.

OBJECTIVES OF TRAINING METHODS

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Objectives of training methods can be determined generally as below.

a) Increase job satisfaction and morals among employees

b) Increase employee motivation

c) Increase efficiencies in processes, resulting in financial gain

d) Increase capacity to adopt new technologies and methods

e) Increase innovation in strategies and products

f) Reduce employee turnover

g) Enhance company image, e.g., conducting ethics training (not a good reason for ethics training!)

h) Risk management, e.g., training about sexual harassment, diversity training

Objectives of orientations are different from other methods, because it is given for the new employees of the organization at the beginning of their career at organization. Orientation training should emphasize the following topics:

(i) The company's history and mission.

(i) The key members in the organization.

(ii) The key members in the department, and how the department helps fulfill the mission of the company.

(iii) Personnel rules and regulations.

Objectives of the telling methods give an idea about the training area. Some times written parts also can be seen in this method, but generally this method gives an understanding about the learning area.

Showing methods create a picture in trainees mind and it helps to bring the trainee to real situations and that helps to practice decision making and general understanding in wide area, than telling method. This method also helps to increase the creativity of the trainee.

Role playing generate leaders and decision makers. Such kind of things help the trainee to get a deep understanding about the learning and working area. These kind of trainings can be used for junior management levels and finally can make a competence, skillful employees. Job rotation reduces the individual stress while training employees as generalists. By this training method, employer or management can assign the trained employee to fill an internal vacancy, with out giving training again. This will help the smooth flow of work at the organization. These kinds of trainings are better to face absenteeism of an employee in any manner.

Technical training is unique for a job. Most of technicians are specialized for their fields. So these technical trainings reduce wastage and accidents while maximizing the profit of a firm or the line. These kinds of trainings create efficiency in the organizational production.

TRAINING METHODS TYPES - THE DISCUSSION TECHNIQUE- (Orientations, Internships and assistantships, Programmed , Laboratory , and Technical trainings

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The discussion technique involves the participation of the trainee in actual work. Trainee is allowed to ask any related questions. Some times cases are also used for actual situations. These methods generate discussions between the trainee and the trainer. This can be used in several types of organizations relate to their works.

Some methods can not be determined as a part of above mentioned training types, because they have some specific characters or a combination of above types. Those various specific training methods are discussed below.

a) Orientations - Orientations are for new employees. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in the first ten days.

Some companies use verbal presentations while others have written presentations. Many small businesses convey these topics in one-on-one orientations. No matter what method is used, it is important that the newcomer understand his or her new place of employment.

b) Internships and assistantships – These are usually a combination of classroom and on-the-job training. They are often used to train prospective managers or marketing personnel.

c) Programmed learning - Programmed learning, computer-aided instruction and interactive video all have one thing in common: they allow the trainee to learn at his or her own pace. Also, they allow material already learned to be bypassed in favor of material with which a trainee is having difficulty. After the introductory period, the instructor need not be present, and the trainee can learn as his or her time allows. These methods sound good, but may be beyond the resources of some small businesses.

d) Laboratory training – This is conducted for groups by skilled trainers. It usually is conducted at a neutral site and is used by upper- and middle management trainees to develop a spirit of teamwork and an increased ability to deal with management and peers. It can be costly and usually is offered by larger small businesses. Most of research and development institutes are used this method and this will be the most effective training type to such kind of institutes.

e) Technical training – There are numerous fields in which technical training are offered which covers the jobs such as that of draughtsman, machinist, toolmaker, designers, mechanics, electrician, technical officers and technical assistants etc. For training in crafts, trades and in technical areas, apprenticeship training is the oldest and the most commonly used method. Apprenticeships develop employees who can do many different tasks. They usually involve several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring production skills.

TRAINING METHODS TYPES - THE ROLE PLAYING METHOD

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Role playing and simulation are training techniques that attempt to bring realistic decision making situations to the trainee. Likely problems and alternative solutions are presented for discussion. The adage there is no better trainer than experience is exemplified with this type of training. Experienced employees can describe real world experiences, and can help in and learn from developing the solutions to these simulations. This method is cost effective and is used in marketing and management training. Some times role playing activities can be categorized under the discussion methods too.

Job rotation also can be mentioned as a role playing method. Job rotation involves moving an employee through a series of jobs so he or she can get a good exposure to the tasks that are associated with different jobs. It is usually used in training for supervisory positions. The employee learns a little about everything. This is a good strategy for small businesses because of the many jobs an employee may be asked to do, and this strategy is used to manage individual stress at organizations.

TRAINING METHODS TYPES - THE SHOWING METHOD

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In showing method audiovisual methods such as television, videotapes and films are used. This is the most effective means of providing real world conditions and situations in a short time. One advantage is that the presentation is the same no matter how many times it's played. This is not true with lectures, which can change as the speaker is changed or can be influenced by outside constraints. The major flaw with the audiovisual method is that it does not allow for questions and interactions with the speaker, nor does it allow for changes in the presentation for different audiences.

Some times presentations can be considered, according to showing method; but the presentations are combination of verbal and displaying or showing methods

TRAINING METHODS- On-the-job training, Off-the-job training

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Trainings in an organization can be divided to two broad types. They are on-the-job trainings and off-the-job trainings. These on-the-job trainings are given to the employees while they are conducting their regular works at the same places. In this way they do not lose time while they are training or learning. After a plan is developed for what should be taught, employees should be informed about the details. A time table should be establish with periodic evaluations to inform employees about their progress. On-the-job training techniques include orientations, job instruction training, apprenticeships, internships, assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, audio visual conferences or discussions, case studies, role playing, simulation, programmed instructions, and laboratory trainings. Most of these techniques are too costly.

Methods of trainings can be basically divided to four types, namely,
a. the telling method
b. the showing method
c. the role playing method
d. the discussion technique

OBJECTIVES OF TRAINING PROGRAMMES

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One major objective of the training is problem solving in ongoing processes. Training can solve a variety of manpower problems including operational problems involving manpower component. If not solved, these problems may lead to the reduction of optimum productivity. These problems can emerge within any group, such as except non-except, line and staff, unskilled, skilled, lower, middle and upper management. These problems are according to natures and all are having a common denominator, the solution required individual to their appreciative backgrounds specific identifiable items of additional knowledge skill or understanding. Organization wide, these problems includes needs to

a) Increase productivity

b) Improve the quality of work, work life and raise morals

c) Develop new skills, knowledge, attitudes and understanding

d) Correct use of new tools, machines, processes, methods or modifications thereof

e) Reduce wastage, accidents, turnover, lateness, absenteeism, and other overhead costs.

f) Implement new or changed policies or regulations

g) Fight obsolescence in skills, technologies, methods, products, markets, capital management etc.

h) Bring incumbents to that level of performance which meets the standard of performance for the job.

i) Develop replacements, prepare people for advancement, improve manpower deployment and ensure continuity of leadership.

j) Ensure the survival and growth of the organization.

k) Optimum utilization of human resources at the organization can be considered as an objective of training programs. The training and development programs further help the employee to achieve the organizational goals as well as their individual goals.

l) Training and development is inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn with in the employees.

m) Training programs can be used to building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinators, and peers.

n) Health and safety is a major factor at the organization. Training programs in the sense of health and safety helps in improving the health and safety of the organization thus preventing obsolescence; and it will helps to create healthy work environment through changing attitudes of the both employees and employers.

o) Finally the training programs are objected to develop human resources at the organization in technically and behaviorally in an organization. It also helps to development of an organization through more effective works, decision making and problem solving too. Training programs reduces the stress of management and employer; because when employees receive good training, they are able to solve their problems and make effective decisions, even under limited resources.

TRAINING METHODS TYPES - THE TELLING METHOD

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In the telling method, lectures are delivered similar to class room sessions. Lectures are used in this type of methods. Lectures present training material verbally and are used when the goal is to present a great deal of material to many people. It is more cost effective to lecture to a group than to train people individually. Lecturing is one-way communication and as such may not be the most effective way to train. Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the average attendee you may undertrain some and lose others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences

ACHIEVING TRAINING OBJECTIVES

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Training objective should be specific for the particular segment of the even or an organization. As mention above, the training objectives may different from the one organization to another; but the objective should be specific for that organization and or specific to part of that organization. i.e. Implement ISO 9000:2001 quality system for Research and Development Division. The above objective is specific, and the employees should be trained for achieve that objective. Even the above objective can be different from a Testing services division. R & D is trial and error method or product development basis and testing services is based on evaluation methods or quality assurance of developed product basis. It definitely may different from marketing and sales division of an organization.

Another important thing of the establishing training objectives is it should be measurable. From a specific method or a process or generally, the objective can be measured. If the objectives can not be measure, the evaluation of the training is difficult. Therefore a good training objective is should be measurable. If the training can not be measure then it will go in to wide area rather than expected, and the trainees may confused because of that. The confusion of a trainee in a training programme may be a reason of lack of participation of the next training programme; and also if the training did not develop the trainee, that will be waste the time of both trainee and trainer. Even that will not make confusion in trainee, but also it happens in the trainer. So the training objectives should be established in measurable way by any one.

The training objective should be achievable by trainees. If the training objectives can not be achievable by trainees, it is also an error of setting training objectives. The training programmes should be motivating employees of an organization; not makes frustration in them. For motivate people and training them in correct way, there should the objectives are achievable. i.e. Implementing ISO 9000:2001 quality system among R & D Division that should be achievable. If the R & D Divisions can not implement the quality system any how, that objective is not achievable for R & D institutes rather than production oriented organization. When setting non achievable training objectives, trainees are may feel that training will not effect for them; and it may only time consuming thing. In organizational level time consuming for non profitable thing is not good. It may reason for profit losses and destroy skillful employees’ skills too. Competence employees may not like to spend their valuable time for non achievable things and it may make stress in their minds too. Then the absenteeism, accidents, and less concerning to work may increase in the organization. So there must to set achievable training objectives when the training is allocating for employees.

The training programme should relevant to an organization or to the employee. Sometimes employees may receive some of training programmes which are not directly relevant to their current fields; but it may have a good opportunity to adapt to new potential field to the employee. Also, some kind of general trainings has involved making employees as “Generalists” not specify to a particular field. That is suitable for most of firms, organizations; but such as medicine, surgeons, and research officers, that is not relative mostly. Those specific job titles have to have a specialization and special abilities. The generalist concept is most suitable to most of organizations because then the employer can rotate employees among the organization in to several types of job responsibilities. To reduce individual stress in an organization, the job rotation is a suitable process. To rotate jobs, employees must have general knowledge and abilities to do assigned tasks well. Training and development programmes can bring the employees up to that standard. In the case of specialized job titles, there have to be a direct relationship between training and the job responsibilities. i.e. to a research officer who is specialized in inorganic chemistry , training related to handicraft or carpentry will not be useful for his research field. That training is useful for a carpenter. When considering nano technology, there is no direct relationship between nano technology and inorganic chemistry, but there is a good potential to apply nano technology in inorganic chemistry such as making free radical coatings with certain materials giving them special properties. Nano technology is related not only to inorganic specialists, but also it’s related to the specialists in organic chemistry. For example nano technology is used in organic chemistry to produce high efficiency hydrocarbons by converting hydrocarbons to nano particles ultimately making high efficiency fuel source. Also, Nano technology is not related to administrative work. Administrative works should have trainings such as PR handling etc. So the relatedness of the training program for employee is an important thing when setting training objectives. The employer or trainer must concentrate on these functions when he or she establishes training objectives to the training programmes.

In both on-the-job and off-the-job training methods, training objectives should be time bound, because the trainee takes time to develop skills in him. When considering off-the-job type trainings, during the training period, the organization may not have a maximum contribution for the production function. Evan in on-the-job type training, there is low contribution from the employee to organization during the training periods. Therefore to minimize this additional time consumption, the trainings should be time bounded. For an employee to achieve a given objective within a given period of time there can be gat efficient automatically. Training programmes and training objectives should be oriented in efficiently. For that purpose, there should be a specific time period to end up the training and develop the trainee.

SETTING TRAINING OBJECTIVES - WHAT ARE THE TRAINING OBJECTIVES

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Training objectives are some kind of statements of what training is expected to achieve at the beginning. Setting training objectives must be in according to SMART theory; because of the training is one of important function in human resources management and also it is a costly process. So the training objectives should be expected level of an employee by employer.

Identification of the training needs correctly is most wanted thing for setting training objectives. For setting training objectives, there can be done some of analysis of employees. This also is important to the designing of the training programme. An employer can do a task analysis, fault analysis and skill analysis at the beginning of setting training objectives. Task analysis is a systematic analysis of the behaviour required to carry out a task with a view to identifying areas of difficulty and the appropriate training techniques and learning aids necessary for successful instruction. By task analyzing there can be identify what kind of difficulties the employee is facing while doing the given task. Where the incidence of errors of faults in a job can be fairly high, the faults analysis method can be useful for identify the actual faults. Identifying the faults and the frequencies of faults are doing important job on the setting training objectives. Maybe the most common method of analyzing the skills required in work of a non-supervisory nature in industry or commerce is that known simply as skills analysis. There has a good potential to identify skills and abilities by skill analyzing. Knowing of skills of an employee is important to set objectives on trainings.

As a major function of human resources management process, training and development is giving higher contribution to the organization when recruiting new employees to organization. After recruit new employee, training programmes are important to induction part of HRM process. Not only for the induction of HRM has process, but also for other parted of the process, such as performance appraisal etc. When establishing training objectives these kinds of specific things should be conceder, as same as other things.

In setting objectives of training, is depends on the organization. It may differ from an organization to organization. In an organization again the objectives are basically depends on its vision mission and corporate objectives. These have to achieve without any argument. But in operational level, there can be identify most of times employees makes lots of mistakes because the lack of training. Even they are highly paid, highly motivated people; this can not be decrease in large amount. For these types of situations are the indicators of the training needs and the training objectives. Training objectives are should be achieves and fulfill training needs of an organization. Also training objectives should have a power of motivation. Otherwise if the training objectives make stress on the employee, then the out come of training may not be achieves the objectives..

IDENTIFY TRAINING NEEDS- (C) HUMAN RELATION MOVEMENTS

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Human relation movements, in other words labor turnover directly impact on the processes of organization and also on the income. The labor turnover is some kind of an indicator of the organizational stability and growth. Men work at organizations for many reasons - for high level of material comfort, for recognition etc. Satisfaction is a major impact on employees to reduce labor turnover; because the differences of people makes troubles for the managers. To motivate people, training and development can be used effectively. Training and development gives a chance to employees to develop their skills and abilities initially for their personal success and for organizational success. So employees can satisfy from training programmes what ever useful to them, if they received trainings at the time they need it and through a correct process. Satisfied employee will never leave his or her work place with out any illnesses, retirements and such kind of things.

IDENTIFY TRAINING NEEDS- (B) ORGANIZATIONAL COMPLEXITY

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When the organization recruits management trainees for their companies as just passed out graduates, they are not in the situation to manage their theory knowledge in practice at once. Lack of experience and application of theory knowledge for the right movement are basic reasons. So when company has recruited trainees for their processes, there should give training for them to adapt for new field easily such as human resources management. Trainees who successfuly developed are moved to the higher levels of responsibilities in an organization. But the investment of both parties- trainee and organization in this process is a waste for the both parties, when the trainee fails to develop.

IDENTIFY TRAINING NEED- (A) TECHNOLOGICAL ADVANCES

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After Second World War the technology has developed in fast than the beginning. The average company and even a research institute is basis on machinery and new technologies mostly. As a result of researches and these innovations of technology and methods, organizations had a chance to reduce their wastes and costs in production process while maximizing productions. But the technology advances can not bear by organizations easily because of the adaptation is not easy. So for better adaptation organizations should have a good process for that. Training and Development is most suitable for that and it is commonly used. People should be trained for new technologies like Nano technology to face global changes and to get maximum efficiency from raw materials. So the better adaptation process of technology advances in an organization is training and development programmes.

IDENTIFY TRAINING AND DEVELOPMENT NEEDS

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The first step of the process of training and development is identification of the organizational needs for trained manpower, both present and future. Basically some questions can be used in this step.

a) What specifically must an employee learn in order to be more productive?
b) Where is training needed?
c) Who needs to be trained?

The productiveness of an employee is the important factor for the employer, because the income or profit of the organization and employer is depends on the employees’ productiveness.

Begin by assessing the current status of the company; how it does, what it does best and the abilities of your employees to do these tasks. This analysis will provide some benchmarks against which the effectiveness of a training program can be evaluated. The organization or an employer should know where it wants to be in its long-range strategic plan and organizational need is a training program to take the organization from current situation to developed upped step.

Secondly, consider whether the organization is financially committed to support the training efforts. If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to implement a companywide training effort without concentrating resources where they are needed most. An internal audit will help point out areas that may benefit from training. Also, a skills inventory can help determine the skills possessed by the employees in general. This inventory will help the organization determine what skills are available now and what skills are needed for future development.

In summary, the analysis should focus on the total organization and should identify where training is needed and where it will work within the organization.

When the organization has a clear idea to where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written description of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed base on a task-by-task. Actually doing the job will enable you to get a better feel for what is done.

Individual employees can be evaluated by comparing their current skill levels or performance to the organization's performance standards or anticipated needs. Any discrepancy between actual and anticipated skill levels identifies a training need.

All above details and descriptions will helps to find the gap between standard or expected performances and the actual performances. In simply,

Training and development need= standard (expected) performance - actual performance

Training and development programmes needs in the industry are due to the following reasons.

THE TRAINING PROCESS CONT-SELECT THE TRAINEES,SELECT THE TRAINING METHODS AND MODE,EVALUATING OF TRAINING

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(e) SELECT THE TRAINEES

There should be a correct procedure to select the employees for training programmes so that the person who really needs the trainings can be select. Otherwise if the trained and well skillful employees were selected for the same training which has no contribution to their improvement, it will cost only money and time.

(f) SELECT THE TRAINING METHODS AND MODE

The training method and mode should be trainee friendly. If the education level of trainee is not in the standard of the training programme, the trainee will be unable to understand the core of the training, and then again the time of both employer and employee will be wasted. Employer should have a sense to identify the methods which are effective for the training programme. The methods and mode can differ from one training programme to other.

(g) EVALUATING OF TRAINING

Once after the training, there should be a procedure or a method to evaluate the training. That will help for further developments and training programmes. After a good training programme, the trainee should be developed. Development after training shows the effectiveness of the training programme.

THE TRAINING PROCESS- ORGANIZATIONAL OBJECTIVES,NEEDS ASSESSMENT,IDENTIFY THE GAP BETWEEN EXPECTED AND ACTUAL PERFORMANCE,ESTABLISH TRAINING OBJECTIVE

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(a) ORGANIZATIONAL OBJECTIVES

First the organization has to understand whether their objectives are achieved by employees. If not organization should establish its objectives in employees; and the training also have to helps above activity.

(b) NEEDS ASSESSMENT

Then the employer or organization should estimate the need of the training. There organization can use many of methods such as questionnaires, income expenditure ratio etc. The training programme is based on this training needs assessment.

(c) IDENTIFY THE GAP BETWEEN EXPECTED AND ACTUAL PERFORMANCE

After training needs assessment there have to identify the gap between expected and actual performance of employee. This will helps to identify the weight of training that employee needs. Otherwise even after training the organizational expectation may not be achieved.

(d) ESTABLISH TRAINING OBJECTIVES

This is also an important step of training process. To earn what is needed actually is based on this step. After identify the gap between expected and actual performances they have to identify how to establish the missed objectives in to employees and what would be the objectives that have to be established. The process of this step is helpful for that.

THE TRAINING PROCESS- Objectives,Needs Assessment,Identify the gap,Establish training objectives,trainees,methods and mode,Evaluate

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The training is not a single task. It is a kind of process which is in the organizations. The training process has several steps and that steps can be mentioned as follows.

a) Organizational Objectives
b) Needs Assessment
c) Identify the gap between standard and actual performances
d) Establish training objectives
e) Select the trainees
f) Select a training methods and mode
g) Evaluate the training

Definitions of Training and Development

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Training is defined as follows by many expertise and literature.

“It is concerned with the knowledge, skill attitude, techniques & experiences which enable as individual to make his most effective contribution to the combined effort of the team of which he is a member”

“Training is the process of assisting a person for enhancing his efficient and effectiveness at work by improving and updating his professional knowledge, by developing skills relevant to his work, and cultivating appropriate behavior attitude towards work and people. Training could be design either for improving present capabilities at work or for preparing a person for assuming higher, responsibilities in future which would call for additional knowledge and superior skills.”

“Training is the formal and systematic modification of behavior through learning which occurs as a result of education, instruction, development and planned experience”

“Development is any learning activity, which is directly towards future, needs rather than present needs, and which is concerned more with career growth than immediate performance.”

“Training is a method whereby people get hold of abilities to aid in the accomplishment of organizational objectives. It occupies planned learning activities premeditated to develop an employee’s performance at her/his recent job.”

“Development is a wide-ranging enduring multi-faceted position of behaviors to bring an employee or an organization up to another entrance of presentation. Development also suggests achieving several jobs or new role in the upcoming.”

CATEGORIES OF TRAINING- Training, Education, Development

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Human Resources Training programmes are basically divided in to 3 main categories.
Those can be mentioned as:
a) Training
b) Education
c) Development

INTRODUCTION TO TRAINING AND DEVELOPMENT

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Training can be introduced simply as a process of assisting a person for enhancing his efficiency and effectiveness to a particular work area by getting more knowledge and practices. Also training is important to establish specific skills, abilities and knowledge to an employee. For an organization, training and development are important as well as organizational growth, because the organizational growth and profit are also dependent on the training. But the training is not a core of organizational development. It is a function of the organizational development.

Training is different form education; particularly formal education. The education is concerned mainly with enhancement of knowledge, but the aims of training are increasing knowledge while changing attitudes and competences in good manner. Basically the education is formulated with in the framework and to syllabus, but the training is not formed in to the frame and as well as syllabus. It may differ from one employee to another, one group to another, even the group in the same class. The reason for that can be mentioned as difference of attitudes and skills from one person to another. Even the situation is that, after good training programme, all different type skilled one group of employees can get in to similar capacity, similar skilled group. That is an advantage of the trainings.

In the field of Human Resources Management, Training and Development is the field concern with organizational activities which are aimed to bettering individual and group performances in organizational settings. It has been known by many names in the field HRM, such as employee development, human resources development, learning and development etc. Training is really developing employees’ capacities through learning and practicing.

Training and Development is the framework for helping employees to develop their personal and organizational skills, knowledge, and abilities. 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.

All employees want to be valuable and remain competitive in the labour market at all times, because they make some demand for employees in the labour market. This can only be achieved through employee training and development. Hence employees have a chance to negotiate as well as employer has a good opportunity to select most suitable person for his vacancy. Employees will always want to develop career-enhancing skills, which will always lead to employee motivation. There is no doubt that a well trained and developed staff will be a valuable asset to the company and thereby increasing the chances of his efficiency in discharging his or her duties.

Trainings in an organization can be mainly of two types; Internal and External training sessions. Internal training involves when training is organized in-house by the human resources department or training department using either a senior staff or any talented staff in the particular department as a resource person.

On the other hand external training is normally arranged outside the firm and is mostly organized by training institutes or consultants. Whichever training, it is very important for all staff and helps in building career positioning and preparing staff for greater challenges in developing world. How ever the training is costly. Because of that, people who work at firms do not receive external trainings most of times. The cost is a major issue for the lack of training programmes in Sri Lanka. But nowadays, a new concept has come with these trainings which is “Trainers through trainees”. While training their employees in large quantities, many countries use that method in present days to reduce their training costs. The theory of this is, sending a little group or an individual for a training programme under a bonding agreement or without a bond. When they come back to work, the externally trained employees train the employees who have not participated for above training programme by internal training programmes.

Employers of labour should enable employees to pursue training and development in a direction that they choose and are interested in, not just in company-assigned directions. Companies should support learning, in general, and not just in support of knowledge needed for the employee's current or next anticipated job. It should be noted that the key factor is keeping the employee interested, attending, engaged, motivated and retained.

For every employee to perform well, especially Supervisors and Managers, there is a need for constant training and development. The right employee training, development and education provides big payoffs for the employer in increased productivity, knowledge, loyalty, and contribution to general growth of the firm. In most cases external trainings for instance provide participants with the avenue to meet new set of people in the same field and network. The meeting will give them the chance to compare issues and find out what is obtainable in each others environment. This for sure will introduce positive changes where necessary.

It is not mentioned in any where that the employers, managers and supervisors are not suitable for training programmes. They also must be highly trained if they are expected to do their best for the organization. Through that they will have best abilities and competencies to manage the organization. Training employees not only creates a more positive corporate culture, but also add a value to its key resources.

Raw human resources can make only limited contribution to the organization to achieve its goals and objectives. Hence the demands for the developed employees are continuously increasing. Thus the training is a kind of investment.

WHY EMPLOYEE INDUCTION IS IMPORTANT?

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Employee induction programs will reduce the reality shock and cultural shock of the new employee in short period. New employees are having dreams about some organization and the cultures, but the actual situation may not be the same as they are thinking. That unexpected situation will make shock in the employees mind and that may cause not to have well efficient of the employee. Not only the efficiency, but also it may cause to increase the working stress of the new employee, and some times it may cause to new labor turn over too. Some times the organizational culture may not match with the new employees’ expectation. That may cause to make many of conflicts and problems at the organization, among working groups. Assume if there is have a conflict between a group of new employees who are having educational qualifications than others with high class and a group of employees who are having well experience in the industry with lower class of the society. Both of parties have different cultures. (Assume the experienced management level educated employees have worked with this all labors with peace and mutual understanding) Manage this conflicts is not easy at the middle level, mean after this happened. If there were a proper induction program has practiced and these two cultures have introduced to each others. Then they will understand the importance of they are being at the organization as a one group. This is possible to have in both individuals and groups.

Induction is helps to employee to adapt to the organization easily in short period. This will help to reduce the labor turnover as describes at above. Inductions helps to make expectation on people

THE OBJECTIVES OF INDUCTION

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Build confidence about self and the organization with in the new employee is one of the major objectives of the induction. This will makes the employee who recruited recently is become a productive one by reducing his/her anxiety that impedes ability to learn to do the job.

Create the feeling of belongings and loyalty with in the new employee is another objective of the induction.

Usually a new employee of the organization has little fear about his/her strengths at the beginning, because of the difference of the work culture and the environment. And if he/she signed a long appointment letter which was has all the rules and regulations then he/she might have some of frighten. That fear and the shy of new employee could change by a good induction program. Then he/she may feel that place like his/her home and will adapt to the organization in a short period.

Familiarize the new employee with the jobs and the job environment with in a short time is another objective of the induction. If the new employee takes much more time to understand and adapt to organizational culture and environment, the organization will not have effective outcome from the new employee at the beginning as they expecting. To achieve the expecting level of the outcome, organization also need to support new employee form some kind of contributions. Induction programs and proper training and development programs could consider as that kind of contributions. When employee starts to think the organization as his own and he/she has a responsible to take care and contribution to development of the organization- that is the beginning of the feel of belongingness and loyalty. Loyal employee will give the maximum contribution of his/her to the profit/achievements of the organization.

Generate favorable attitudes with in the new employee about peers, superiors, subordinates and the organization in general is another objective. Attitude is the basic thing that can be change the behavior of a person. If the person developed with good attitudes, he/she will be a valuable person to the organization, and persons like that are thinking about the organization work with same as owners. As an example, if one person feels switch off the light, when it is not needed (mean under the day light) he is a person who contributing to the organization to reduce its power expenses. Assume the daily expenditure for the particular bulb, which he was switched off is 1$ per day. Then he will save 5$ s per week (assuming 5 working days) and save around 20$ per month and 240$ per year. If the organization is large and if it has 100 employees same as the above one, then the entire group will save 24,000$ per year, and it is same as a price of a car. That’s why the attitude is important to an employee. This favorable attitude will is a great valuable thing of an employee. This attitude will help to make a good team spirit to the organization. Assume, if the organization needs to shutdown because of some problems with investment, there may be have some employees who are like to work voluntary to standup the organization. Attitude, belongingness and the loyalty is not individual factors at the organization. They all are interconnecting with each other. That could earn by organization form employees by facilitate them when they need that. A new employee may need much more caring and instructions at the first month he/she start employing, assuming that is a fresh employee, who not have previous experience. Fresh employees are easy to convert as employees mentioned in above, because they know how they have started, and what the achievements that they have achieved are. Induction is giving a chance to move all employees among themselves at the beginning they have joined to the organization.

Assist the new employee to contribute to organizational success more quickly is another objective of the induction programs. New employee may not know the organizational objectives and the annual targets. At the induction program, an employee will get know about the things mentioned in above. This will helps to change the private agendas of some employees to organizational agendas. Trying to achieve personal agendas at the working place is a bad practice of some employees. Ineffective induction programs are giving the opportunity to the employee to practice his/her personal agenda at the work place. So then how could organization having the effective outcome from that particular person? It should change. The changing point is “induction program”. New employee will understand the social responsibility of his/her to the organization. Then it will be helps to have effective and efficient works for the both parties of employee and employer.

Specific types of Inductions

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Organizational induction: This is means the new employee is oriented to Vision, Mission, Goals, Strategies, Organizational Setup ad history and current states of the organization.

Department Induction: This means the new employee is oriented to the particular department where he or she will have to perform.

Job induction: the new employee is oriented to the job he/she is supposed to perform. He/she should learn the duties, responsibilities, working conditions of the job.

Human induction: the new employee is introduced to all the personnel with whom he/she will have to interact frequently.

Categories of Inductions

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General induction: this is refers to introducing the new employee to the organization setting. Top management may involve in this step and they may address to all recruited new employees at once as a group, not individually.

Special Induction: This is refers to introducing the new employee to the job and job environment. Immediate supervisors, field expertise, co workers/ peers and some times subordinators may involve to this category. This is directly refers to the work that needs to done by new employee. So this step may critical thing at the organization. At this stage new employee might solve his/her problems, which are relating to his/her works.

Types of Induction

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Basically there are two types of inductions, Formal induction and Informal induction.

Formal induction is a planned attempt to introduce new employees to the organization, job and the working environment. This induction type may consume more time of the superiors to learn and deliver the new employees needs at the beginning. But this may create new employees less number of errors at the working period and good coordination among all the parties. At this type of program, new employee may get know, who are the most experienced person to have the solution of the particular problem new employee might has. At the very beginning new employees are having lots of questions as same as kids at small ages. That is full normal thing and common thing, because the new employee needs to get know all the things, he may actually needs or not. CEO, GM, Section/Department Heads, Senior Managers, and Line Managers may involve in to the formal induction program. (From top management to bottom line). This will deliver fundamental things that new employees need to know. Advantage of the formal induction program is organization will have the better chance to win the new employees’ loyalty at the very beginning. And also new employee will have the chance to carry his/her works clearly, with less numbers of errors. Also, new employee will fit to the organizational culture and the work group easily, and strongly.

Informal induction is not planned and is ad hock. New employees learn through trial and error method. They get familiar with the work and work environment by them selves. This induction type will make the stress on new employee at the very beginning, because of his/her not knowing things at the operations. So in that case, new employee may leave the organization at the beginning and then the organization may need to follow all the process of recruiting and new employee to the organization. Also this method will create a large number of errors making by new employee and then it may creates big losses to the organization. Those are the disadvantages of informal induction program. The advantage of informal induction is, if the new employee survived, then he/she may know the process by his/her experience, and the later on errors may minimize. But at the beginning the vice verse thing of above advantage may creates loses, if the new employee unable to survive at the organization. At the movements which employees couldn’t survive, there could be see they are leaving organization at the beginning they have joined to it. So this will creates high labor turn over too.

Step of Induction- at process of human resource management

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After hiring new employees to the organization, they should be well understood and familiar with regard to organizational philosophies, goals and objectives, policies, procedures, rules and regulations and practices. It requires that a new employee is to be originated so as to suit the organization thought he/she is a well qualified and experienced person. This orientation is called employee induction.

Induction can be defined as “The HRM function that systematically and formally introduces new employees to the organization, the jobs, the work groups to which they will belong and the work environment where they will work.” According to the above definition it is needed to plan a good orientation program for the new employees. Then the new comers will know what they need to do and what the expected things is organization expecting from them. So that mutual understanding will helps to the new employee to survive in the organization at the beginning. And also induction program will introduce the new employee to the organization and vice versa.

It is a systematic attempt to introduce the new employee to the organization, the relevant department, the relevant job and the relevant personnel. Also new employee will know who are his/her superiors, subordinators and peers. So then the new employee will knows at least from whom he/she may need to get help. Good induction programme is the basement of mutual understanding pr all parties.

Appointment from the waiting list

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When a certain appointee rejects a job offer the organization will have to decide an alternative suitable candidate to be hired. It should be emphasized that the alternative job candidate should be the next most appropriate person according top the order of merit at the selection. The waiting list should be used in this regard. After deciding to appoint the next most appropriate job candidate the above mentioned first, second and third steps will again have to be carried out

Follow-up action at hiring a person

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Follow -up means an attempt to ensure whether the appointees accept the job offers. if the appointee is already doing a job that is better than the job offered rejects the job offer. So it is necessary to know whether the job offer is accepted or not. It is important to get this knowing in advance. reason is that to appoint another suitable person to the job vacancy without delay if a certain appointee rejects the job offer.

This rejection may happen at the selection step/ interviews too. Some applicants receive another opportunity for the higher demand organizations an at that times some are giving up the previous chance they had. At that times this rejections are happening mostly and some times applicants may not agree to the terms and conditions of the organization, salaries and other benefits that are mentioning at appointment letter. Then if the both parties couldn't solve that initial conflict, then rejections may happened due to the lack of negotiation skill.

If the appointee accepts the job offer, then he/she can appointed to the vacancy

Notification of the hiring a person

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Decision of selection and appointment is to be notified to the successful applicants/Appointees by the relevant authorized manager/officer on behalf of the organization. generally here the relevant letter of appointment will be issued and sent by registered post/E-mail.

some organizations are not practicing posting appointment letter. There arc contacting employee and fixed a date to come for the job and sign for the attachment letter and contract of employment at the same time employee starting his/her works at the organization

What is hiring?

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Hiring is the process of appointing the candidate selected to the post/ job which is vacant. Appointment of a certain person to a particular post involves formally asking that person to work on the post or assigning him /her officially to do it. It involves placing the selected employees on the right positions of the jobs.

This step is a sub section of a selection as mentioned the process. At hiring a candidate is called as new employee. When the candidate has accept the job offer for the particular post, there after he/she is considered as an employee of the organization. Hiring is a not single task. It has a process of tasks and after the entire process, new comer is considering as new employee.

Hiring a candidate as new employee to organization

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The step next to the selection is hiring employee to the organization. Some are called this as absorption of an employee to the organization. The most important and legal part is begin in this step.

Selection of PLC and Private companies in HRM Process

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Selection is the most important step in Hiring an employee to the organization. That is because of a one bad selection may cause for the large amount of loss, and may be a bankrupting of an organization.

Selection is mean; choose the perfect employee, best alternative for the right place it is needed at the right time from a capable group of applicants. Usually companies will have large amount of applications at the application call for the vacancy. So it is must to have a selection step for choose the best applicant. Selection is should be a transparent method. But unfortunately some of private companies are not practicing these transparent methods while many of companies – Public Liable Companies (PLC) and government organizations following those methods.

At selection part, organizations could use different methods. Assume if a particular company has received 300 applications for one 7 vacancies in the same grade and post. So how can company select the proffered 7 applicants? For this type of situations, companies are using sorting methods. Ethically the company should call for all the applicants for interviews or for exams. But interviews and exams are costly. So at the beginning companies are sorting Applications on concern their qualifications, both educational and experience. After that the HRD of companies will be able to select at least 150 out of 300. Then conducting an exam for the rest of people will not be too hard. Most of times, companies are selecting around 15-25% of the total applicants, according to the situation they are facing.

After sorting the candidates from their applications, usually companies will have an examination part for the further sorting. These exams may include general knowledge, aptitude test, mathematics and language. General knowledge is usually using for measure the general awareness of the person. Aptitude testing is generally for measure the decision making and understanding ability of the candidate. Mathematics is using for measure the rational decision making and logics of the candidate. After this part, selected candidates will send to the part of interview. The way of interview and interviewers are depend on the company. Some companies are using service of around 12 interviewers while some are using only one interviewer at the interview. But most of times for the PLC are using around 3-5 interviewers at once. Some companies are conducting 2 to 5 interviews while some are using only one interview. The selecting part is complies with the company policies, and strategies usually.

For the government institutions, there should have a proper, transparent method to select the best candidates for the exam. Many of countries which are having free education are using examination methods at the selecting candidates for the jobs.

Any how the scope of the selection is to choose the best person fitting for the job available at the organization. It is good to have a large pool of candidates at the selection, and then the company will able to select the best person fitting with the job, among candidates.

Process of Hiring, in detail - Preparation of appointment letter

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The organization should prepare a letter of appointment that contains terms and conditions of employment and give it to every job candidate who has been selected for a certain post. Job tasks and duties, special terms and conditions, pay and other allowances and benefits etc should be included in the letter of appointment.

The terms and conditions are basically depends on the organization and the constitution of particular country. That is because of the constitution of the country is the fundamental law of the country. Some times this preparation of appointment letter may be different form one country to another and one state to another. Following this step in both permanent and part time jobs is good for the organization and employee, because this is showing the legal relationship between employee and employer. But usually or unfortunately this is not practicing for many of part time jobs. Many organizations which are offering more part time job opportunities are not prepare appointment letter, but it may mentioned in the company policies. And preparation of common code of ethics and rules and regulation for the part time workers is could be practice, and also those organizations could practice a data base of their part time workers. MS Excel or Access could be use for that process, and it will not be difficult thing for organizations, especially for HRD of particular organization. It could refer for all other departments of the organizations.

It is important to have separate appointment letter formats for permanent, temporary and casual employees as terms and conditions differ from the status of the employment.

In preparing the letter appointment there are two approaches.

Detailed one
One paged letter

A separate document that contains terms and conditions of employment is attached along with the letter of appointment. Under the second approach the length of the letter of appointment contains the following information.

Wage/salary
Incentives
Duration of period of the above rewards and dates of payment
Hours of works
Holidays and leaves
Overtime work
Probationary period/Retirement/Termination
Transferability

Hiring Process

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The usual process of hiring is as below.
1) Preparation of appointment letter
2) Notification to appointees
3) At rejection appointment from the waiting list
4) Entering in to the contract of employment.

This basic process may change some times regarding to the organizations policies and practices. The hidden process of this hiring process is communication. Before preparation of appointment letter, appointee should aware about the organization and its process and little introduction about his/her job description. Some organizations are expecting hire a person at the end of interview, but the ethical way is organizations should give a chance to the candidate to decide and select if he/she has take the correct decision in the interview and the applying step. The perfect coordination between organization and the appointee is must in this step. Negotiations and clarifications may need at this step, because this is the beginning of a contract between organization and new employee.

Importance of Hiring a person for a job

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Human resource planning focuses of knowing types and numbers of specific job vacancies. Carder plan is showing the work force need to the organization as mentioned above. After the planning when organizations decide to recruit new employees to the vacancies, the first step or recruitment is begin. Then as recruitment doing so, advertising vacancies on news papers, web sites and by using the functions using from organizations, are demanding for their workforce.

Recruitment focuses of seeking and receiving job applicants. After advertised the vacancies, usually organizations are receiving applications for the particular posts. As mention at the selecting process organizations have to select the best applicant suits for their vacancy. Selection focuses on choosing the right job applicants to fill the job vacancies. Until hiring is done there are no new employees placed on the jobs to perform relevant duties and responsibilities. It is essential to offer jobs to the relevant selected job candidates and invite them to the organization to commence the working. Otherwise there can not be consider, that there is having legal intention on the recruiting/ hiring a person for the organization. Offering and inviting occurs in hiring function.

Basic Recruitment Principles - Concept of Marriott’s Recruitment Principles for the modern world.

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Marriott’s Recruitment Principles are most popular principle according to the recruitment in the modern world.

A new employee should hire friendly way and trains technically to have maximum performance of the employee. It is better to hire people with the spirit to serve and train them to work than hire people who know business and try to teach them to enjoy serving guests. A manager should hire a driver who loves to drive safely and who loves to keep the vehicle clean. This is teaching that this approach works both for delivering excellent service and fro retaining their employees.

The main concern is should be the total compensation. Money is needed to have, but it is not the top concern of a person. But intangible factors taken together, such as work life balance, leadership quality, opportunity for advancements, work environment, and training far outweigh money in their decisions to stay or leave. To organization, there should have less number of pay matters and more period of work with the organization. From flexible schedules to tailored benefit packages and development opportunities are built systems to address these non monetary factors.

Caring bottom line of the organization is to have for a developing organization. When employees come to work they should feel safe, secure and welcome at the work place. Committed associates are less likely to leave, and associate work commitment is one of the key drivers of guest satisfaction. Managers are accountable for associate satisfaction rating and for turn over rates. It is very good to have, associates meetings about 15 minutes in every day to discuss the matters faced on previous day or the current day and to discuss the goals that has to achieve. This kind approaches of managers is helps to earn loyalty for the organization from each and every employee.

Promote employees when ever it is possible to do. By promoting current employees the organization will gain the loyalty of employee. An employee is a customer for the organization, especially for the department of Human resource. Therefore employee should treat well at all the times, when it can do. Promoting employees will make the chance to them to learn something new, and there fore their life will not be a stereotyped. The smooth changes in life are making them refresh and it will helps to them to reduce their stress while serving to the organization with high efficiency. Also, an opportunity for have a promotion will make an opportunity for has training. All this advancements are caused to make the decision in employees – to stay with the organization.

Build the Employment Brand is helps to have good attraction from job seekers. This concept is considering the employee as a most valuable thing in the organization, and this is same as customer attraction practicing in marketing management. If we are considering HRD as a service provider (as it is) then the customers will be employees. Appreciating care and service for the internal customers will make a good mouth of word regarding organization. It will not limit to the internal environment. It will go to the external environment and then jobs seekers will waiting till the organization advertise its vacancy. Potential employees are looking for great work experience when they shop for jobs. Communicating the promise of a great work experience is what employment branding is all about. The basement of this concept is, organizations most valuable resource is Human Resource, Human Capital, drives economic value for the company.

What is need to attraction......

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To attract a job seeker for an organization, there has to have a good demand for the organization. To has a good demand for the organization, organizations are following many of processes such as high salary scales, and good welfare and employee friendly methods. Tactics as above are use to have an attraction for the organization to have good demands always. It will discuss in coming areas.

Recruitment an employee to an organization

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Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based some components of the recruitment process, mid- and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process of attracting and selecting employees from outside the organization.
The recruitment industry has four main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews.

Attracting Human Resource for the Organization

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This is also called as Recruitment by some times; but the Recruitment is defined as the process of attraction.
The attraction is linked with the HR planning always. Because if there has identified a need of work force for the organization, at the meantime, there should conduct an attraction method to attract the scarce workforce for the organization.

Human Resource Planning

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A HR manager of an organization is responsible for the carder plan for the organization mainly. Evaluate the needs of labor for the operating sections such as production, administration; sales etc is a sub task of a HR department. There are some of carder planning methods are available and it will be discussed in the coming posts.
So there will be an only introduction part here.

Human Resource Planning is defined as “The development of a comprehensive staffing strategy for meeting the organizations’ future human resource needs” (Gluick)

Also it has defined as “Work force planning places the right people at the right place at right time, with the right skills and education to need the organizations’ strategic plan and objectives” (Ghame & Benet)

As defined in above statements, the HR department should coordinate the labor demand and the supply of the organization. For that coordination they should follow some evaluation methods and processes, which are operating in monthly basis (usually) to make sure that the organization has the optimum work force for getting work done.

Human Resource Management Process

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There could sub functions in the HRM Process in practice.
The key areas of HRM Process are
1) Human resource planning
2) Attraction – also called as recruitment
3) Selection
4) Directing
5) Training and development
6) Performance appraisal
7) Promote, demote or transfer regarding to performances

Differences between Personnel management and Human Resource Management

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Some Differences between Personnel management and Human Resource Management

Personnel Management
- Usually not practicing good relationships with other employees in the organization
- Operating as different function usually
- Basically operating by the instructions of Top Management, and usually can not see a care for employees
- Focus on the maintain of records and legislation.

Human Resource Management
- Interpersonal and interpersonal relationships are practicing always
- Operating as consolidated function
- Considering both needs of Management and Employees/ workers
- Optimum solutions are giving for the problems coming up in the organization, going beyond of maintain records etc.

Definition of Human Resource Management

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We have defined the human resource and now its need to define the term human resource management. Management specialists have defined human resource management as below.

"The Process of analyzing and managing an organizations human resources needs to ensure satisfaction of its strategic objectives”
-Management –Hellriegel/Slocum

“The policies and practices involved in carrying out the ‘people’ or human resources aspects of a management position, including recruiting, screening, training and appraising.”
-Human resource management –Gray Dessler

We can mention a business approach for the definition of human resource management as follows.

"a model of personnel management that focuses on the individual rather than taking a collective approach. Responsibility for human resource management is often devolved to line management. It is characterized by an emphasis on strategic integration, employee commitment, workforce flexibility, and quality of goods and services."

Also, it has defined as "All methods and functions concerning the mobilization and development of personnel as human resources, with the objective of efficiency and greater productivity in a company, government administration, or other organization." too.

What is Human Resource?

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First we should understand "What is the Human Resource?" and the following definition by Prof. Maginson, will helps to understand what is the human resource.

"The total knowledge, skills, creative abilities, talents and aptitudes of an organization's work force as well as the values, attitudes and beliefs of the individual involved"
- Prof. Maginson

Definition of Resource

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What is the resource?

Resource could be defined as any thing used in production- both good and services. Economists have identified 5 types of resources used in the production function.
Those are
1) Labor
2) Capital
3) Land/Natural resource
4) Entrepreneurship

Labor is defined as “The time human beings spend producing goods and services”

Capital could be defined as “Something produced that is long lasting and used to produce other goods”

Natural resource is the naturally occurring materials that come with it. Land is also a natural resource.

The ability and willingness to combine the other resources- labor, capital, and natural resources – in to productive enterprise is called as “Entrepreneurship”

Capital could be divided in to 2 basic categories; those are Physical Capital and Human Capital.

Physical Capital is the part of the capital stock consisting of physical goods, such as machinery, equipments, and factories.

Human Capital is the skills and training of the labor force.

So, according to this we can identify that organizations have two basic inputs.
1) Capital
2) Labor

History of HRM

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Organizations have many operational functions. HRD is one of the functions that is engaging with the tasks of an organization. In early 70 s there was no division called as Human Resource Department or Division. By that time there was only a division called "Personnel" engaged with the labor related in the organization.

Personnel Management was introduced by the end of 19th century. At that time, this was focused on the welfare of labors in the organizations. According to the tasks they have done, the officers at Personnel Department was called as "Welfare Officers". The special thing was, the employee welfare tasks were done by women at that time.

During the period of 1914-1939, many organizations has showed a quick growth and quick changes in needs and wants of the operations. Therefore the tasks done by women shifted to the men's, because of the complexity of tasks. These officers has called as "Labor managers" at that time.

After Second World War, during the period 1945 - 1979, this has grown up and changed to "Personnel Management", and Personnel Management was focus basically on employee administration and the legislation.

At late 70 s the economic of the world changed gradually and organizations started to consider labors work as an important resource. At the decade of 80 the concept of "Human Resource Management" was started and then it has shown growth gradually in decade of 1990. Finally the tasks and operations of personnel management was shifted to the Human Resource Management and it is functioning now in broad way in the organizations than Personnel Management.