Human Resource Development
Process of communication:-
Source – Encode-Transmission – media – reception – decoding – action / feedback
Encoding – oral, verbal, written
Decoding – understanding process
Barriers of communication:-
1. Human or Personal Barrier
2. Semantic Barrier
3. Technical Barrier
1. Human or Personal Barrier :- Emotions, mode, psychology perpetual variations or competences.
2. Semantic Barrier:- Problem of language, symbols, wrong spelling.
3. Technical Barrier:- Geographical distance, mechanical failure, physical obstructions technological mal functions, concrete obstacles, time lines.
Personal Barriers, Physical barriers, Psychological, semantic barriers.
Some of the reason for barriers
Ø Climatic condition a company’s climate
Ø Fear or fear of being misinterupted
Ø Criticism
Ø Poor supervision
Ø Lack of confidence.
Ø Mechanical barriers etc.
Removal of communication barriers:
Ø Identify and analyze the barriers
Ø Top management for need or communication.
Leadership:- Leads or shows the way for other, who is confident, guide, philosopher, creator, decision making.
Definition:- A leader can be defined as the relationship in which one person on leader influences others to work together on related to attain that which the leader desire.
2. Leader is that outstanding aspects of management which manifest ability creativity, initiative and inventive and which gains the confidence, co-operation and willingness of the people to work by organizing and building individuals morale.
Leaders Function:-
Ø Filling the gaps in organization design
Ø Adaptation in changing
Ø Unity in diversity
Ø Facilitation of personal goal attainment
Manager function:-
Ø Planning & bud gelling
Ø Organizing & stabilizing
Ø Controlling & problem solving
Ø Leader should be a planner
Classification:-
1. Beurocrate 2. autocrate 3. diplomat 4. experts
1. Beurocrates :- follow rules, forms,
Disadvantages :- no flexibility. Eg. I A S Officer (I am safe) no favouratism.
2. Autocrate:- Auto, self.
3. Diplomat:-
4. Experts:- specialist, specific job.
Positive leader:- Manage well, patience, guide
Negative leader:- pressure on you, threaten.
GROUP DYNAMICS OR SMALL GROUP
A group is two or more people having common interest or common objectives. They communicate with one another after face to face over a span of time.
SCHEIN:- Prescribes 3 condition which any no. of persons to be called a group should satisfy the 3 conditions or
1. people must intact with one another
2. they must be psychologically aware of one another
3. they should perceive themselves to be a group.
Theories of group:-
Interactions
Sentiment Activity
Stages of group:-
1. Orientation:- People have already started associating with are another & deriving satisfaction from interactions. But at time when they meet they are not sure of the purpose for which they are meeting but they have already developed some degree of mutual acceptance and trust worthiness and faith in one another.
2. Conflict & challenge:- Despite various questions being discussed some doubts continue to linger on either because some members are un convinced on certain issues or straight answers are not available you some questions. The attempt to develop a place for themselves and offence the development of group norms and soles.
3. Cohesion:- By the time a group reaches the 3rd stage it has already resolved authority and power issue. Members have worked to their differences and agreed upon a continuing structure for the group. Member attention is directed to self motivation and the motivation of other group members for the task accomplishment.
4. Delusion:- This is a pleasant stage in deep where member because of mutual acceptance and trust believe that way thing with the group is OK. Though there are unanswered question that significant people no longer exist despite the fact that they do interpersonal conflict in the stage are ignored. Some groups continue to learn & developed from their experience, there by improving their efficiency and effectiveness.
5. Disillusions:- As the group in cohesive members perform their assigned task but when persistent doubts or glossed over, member attitudes are hardened & the staring in the faces. The “buble” soon bursts and group effectiveness shows little improvement as interpersonal problem crop up.
6. Acceptance:- In this final stage of deep the group has become a mature, effective, efficient & productive. The group has successfully worked through necessary into personal task & authority issues. It is now characters by a clear purpose or mission a well understood ret of norms of behavior a high level of cohesion & a clear but flexible status structure of leader – follow relationship. Now they openly discuss this problem to resolve their difference for mutual good.
Types of Groups
Formal & Informal Group.
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Characteristics |
Formal |
Informal |
|
1. Origin 2. Purpose 3. Authority |
1. It is deliberate & land 2. It serve as a means to formal end. 3. Authority is given by institution & if given to positions |
1. It is volunteous spontaneous. 2. Social satisfaction. 3. Authority is given by people it is given by authority is informal for as to be earn from member of the group. |
Motivation:- According to SCOTT – “motivation means a process of stimulating people to action & accomplish desired goals.
Fredick Herzbug – Theory of work motivation maintenance theory of motivation.
· Motivational factor
· Hygine or maintenance factor.
Motivation factor:-
· Achievement - recognition – advance – working – expansibility.
· Hygine & Maintenance – company policy and advance
Motivation:- Move desired from “Latin word” action, motives, desires, goals, strives – synonyms.
A motivation is a inner state that energies activities or moves & directs or channels behavior towards goal. It is the stimulation of any emotion or derives operating upon ones will & promoting or deriving it to action motivation is a will to work.
Classification:-
Basis of playfulness secondary basis, getting into power. Status or prestige – security motives – life avidents.
Process of motivation:-
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Goal |
|
Behavior |
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Need desire expectation |
|
Feedback |
Techniques of motivation
Financial, non-financial, status & pride, competition, delegation of authority participation, job security, job enlargement, job rotation, job loading, job enrichment.
Maslow Need Priority Model
Physiological need - safety need, security, stability
Love, social affiliation, membership on need of belonging.
1. Esteem Need:- self esteem need, public esteem need.
2. Need for self actualization or self fulfillment on self realization.
1. Physiological needs are the needs of the human body. They are basic to preserve human life for Eg:- food, clothing, shelter, sex & other essentials of life. Without the reasonable satisfaction of which nobody can function normally. Any other need will become prep tent only if these psychological need are at least partially satisfied.
2. Safety need:- This is the 2nd order need for security. This implies provision against the deprivation of the basic psychological needs. In case of danger of attack from our neighbours we must provide for our safety. If there is a fear of falling ill, being retrenched or rendered unemployed etc.,
3. Love needs:- It is a natural desire on the past of every individual to belong to a group which loves him. This group consist of a few individual who have some commonalities and a member of the group is able to unhesist actively share his problems with other members who are close to him. This may happens in the family or the work organization on else where.
4. Esteem Need:- Esteem need are divided into 1. Self esteem 2. public esteem.
1. Self esteem means esteem in the eyes of the self i.e. an inner feeling that one is doing some-thing worth while. It is the desire for strength, for achievement, for adequacy, for confidence, confidence in the face of the world, and for independence and freedom.
When an indi is himself satisfied about the task relevance he looks for esteem in the eyes of others i.e. public application, praise, admiration or public applause. It is a desire for reputation on prestige, recognition attention, importance or appreciation a highly competitive environment has thrown up a big challenge for the for the attention of talented people with them.
4. Need for self actualization:-
Self actualization need means becoming what you want, becoming what one is capable of. It implies an opportunity for the fullest expression of ones personality. Self actualization is the persons motivations to transform his perception of self into reality. A painter must paint a sings must sing and a teacher must teach. If he is to be ultimately happy.
Assessment of need theory:-
1. There are some people in whom self esteem seems to be more important than love. This reversal in the hierarchy occurs where a strong a powerful person seeks self anertion as a means to an end that is love.
2. Some creative people inspite of the lack of basic satisfaction may attain self actualization.
3. In certain people the level of aspiration may be permanently deadened or lowered because of prolonged experience of life at a very low level. In a case of chronic unemployment one may continue to be satisfied for the mrest of his life if only one caught enough food. This explains the lack of ambition and initiative among people in under developed socities.
4. Some people mayn’t have love needs because they have been starved for love in this early childhood.
5. When a need has been satisfied for a long time we are likely to under estimate its importance in the face of the presently activated need. After we hear people saying myself respect. When a person starts for 6 month his willing to take his job back at the cost of losing his self respect.
6. We must also admit that there are many determinants of behavior other than need and desire. Therefore the behavior of the person mayn’t be wholly linked with his needs and desire.
7. Another expectation comes from what maslow calls as increased fluctuation tolerance. Through early gratification people who have been satisfied is their basic needs throughout there lives seem to develop an exceptional power to with stand the present or future thwarting of these needs. Similarly person who have been accustomed to relative starvation for a long time are partially enabled there by to withstand food deprivation.
MG GREGOR THEORY X & THEORY Y
Theory X:- (Developing Countries) There is a conventional on traditional view of motivation was based on a ret of assumption regarding human behavior. The might believed that the productivity of a worker could improve through an monitary incentives in their obsession with efficiency. They wholly neglected the human ride of an enterprise. The organization structure that developed the policies the practices, the programs they preserved all reflected these kind of philosophy the assumption are as follows:
1. The management organization factors of production in the interest of economic ends.
2. management directs, motivates and controls people’s behavior to fit the need of the organization.
3. In the absence of these interventions by the management people would be passive and even resistant. They need therefore to be persuaded, rewarded, punished, controlled & directed & the average man is by nature indolent self unlearned, in difference to the organizational needs rest ant to change and gullible he lacks ambition, dislikes responsibility prefers to be led.
Theory Y:- (Developed Countries) assumption are as follows:
1. management organizes factors of production in the interest of economic ends.
2. People are not by nature passive or resistant organization needs.
3. People possesses the potential for develop. The capacity for assuming responsibility & the readiness to direct behavior towards organization goals. They are motivated it is for the management to provide them the opportunity to demonstrate all this.
Management should create conditions such that people can achieve their own goals in the best possible manner by directing their own efforts towards the organization objective.
The India can be facilitated through decentralization & delegation, job enlargement participative & consultative management permitting India to set objectives and periodically evaluating themselves in terms of those objectives popularly known as management by objective (MBO).
PERSONALITY:-
Personal – Mask Actor
ID – Child – Pleasure
Ego-
Superego –
Personality can be obtained from heredity, brain, physical feature, family and social .
1. Biological factor
2. Temperament, interest character, motives
3. situational factor (situational factor changes is personality)
ID:- the id is the source of psycho energy and seeks immediate gratification for biological or instructure need freed believed that instincts could be clarified under life instance & health instance life instance are hunger, threst, & sex. The energy involved in this is the libido. The id would proved unchecked to satisfy motives particularly the renual relations & pleasures where it is not for the channeling activity into acceptable ways by the ego. As a India matures he learns to control the id but even than it remains driving forces thought life and an important source of thinking & behaving.
Ego:- The ego is the conscious and logical part of the human personality and it is associated with the reality principle while id represents the unconscious part ego is conscious about the of the external environment. The ego keeps checked through intellect and reason.
Superego:- The superego represent social and personal norms and serves as an ethical constraint on behavior. It can best be described as the conscience. The superego provides norms to ego to determine what is wrong or right. However a person is not aware of the working of the superego and conscience is developed by absorption of cultural values and norms of the society.
Personality in HRD:-
Job specification, recruitment & reelection, introvert, extrovert, ambivort. Training & development compensation.
TRAINING
Workshop
Seminar
Communication
Skill development
Capacity building
Training:- learning a new skill, training leads to develop hearing – knowing things, becoming aware off.
Capacity building:-
BN – Business need
ITN – Identify training need
STN – Specifying training needs
TTN – Translating training needs into action
PTT – Planning the training
ET – Evaluating training
1. BN – Business need :- What are the performance needs what are best met by training
1. What precisely is the performing gap?
2. What are the training discussion?
3. What are the training plan?
4. Development & delivery
5. In the training effective in business needs.
2. ITN – Identify training need:- Human development resources succession planning, critical incidence management information system (MIS) performance appraisal system, examine non training options.
3. STN – Specifying training needs:- preparing job specification and analyzing the performance gap.
4. TTN – Translating training needs into action:- Deciding on formal or informal training preparing training specifications, deciding to make a buy training, choosing a long supplier.
5. PTT – Planning the training:- Assembling and prioritizing information, preparing and monitoring training plans.
6. ET – Evaluating training:- Collecting, analyzing and presenting data for reaction level on spot, immediate level, intermediate level, ultimate level, cost bar benefit.
7. BN:- Systematic scan.
Training is an act of increasing the knowledge and skill of an employee for doing a particular job. It is a short term edition process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skill for a definite purpose difference between training and development.
Difference between training and development:-
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Area |
Training |
Development |
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Content Purpose Duration For whom |
Technical skill & knowledge Specific job related Short term Mostly technical & non-managerial personal. |
Managerial & behavioral skill & knowledge Conceptual & general knowledge. Long term Mostly for managerial personnel |
Difference between training & edition
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Area |
Training |
Edition |
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Orientation Emphasis Learning Scope Payment |
Application Technical On the job and of the job Specific task Trainees is paid to lear |
Theoretical conceptual Technical and general Class room General concept Students will pay to learn. |
Need for change:-
1. To match the employee specifications with the job requirements and the organization s.
2. organizational viability and transformation process.
3. technological advances.
4. organizational complexity.
5. human relation
6. change in job management.
Others needs are as follows:
· increased productivity improve quality of product / service.
· Help a company to fulfill its future personal needs.
· Improve organizational climate
· Effect the personal growth.
· Minimizes the resistant to change
· Prevents obsolescence
Assessment of training:-
1. organizational analysis
2. departmental analysis
3. job/ role analysis.
4. man power analysis
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Group of organizational analysis |
Individual analysis |
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1. organizational goal & objective 2. personal / skill inventories 3. organizational climate indices 4. efficiency indices 5. exist interview 6. MBO (management by objective) on work planning system. 7. TQM – quality circles 8. customer survey / satisfaction data 9. consideration of current & projected change. |
1. performance 2. work sampling 3. interview 4. questionnaires 5. attitude survey 6. training progress 7. rating seals 8. observation of behavior.
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1. Determining the immediate needs:-
a. evaluate current training programs list and analyze short falls in the process or products.
b. Survey all the aspects of the operations of an enterprise to determine where additional training is required.
2. Determining the long range training programm
3. For the training requirement (of the premises on the premises)
4. Summarizing training needs of the premises progress (develop objectives, prepare contract specifications, evaluate proposals & select contractions).
5. For in house program: develop objectives & guidelines following the procedure led on for the purpose.
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Job & organizational analysis |
Procedure of Training:-
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Update the programme |
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Evaluate this results |
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Try out the trainees performance |
Performance evaluation of training objectives
· To check effectiveness of training
· To improve performance of employees on the job
· To ascertain how for the training is useful to improve career prospects of indi employees in the organizational
· To identify the deficiencies of training for the purpose it is intended in order to incorporate additions to the training programme
· To identify unnecessary aspects in the training for the purpose of deleting such things from the training programme
· To improve cost effective of training programme
Four factors comparison method:-
· Reaction – employees reaction to training programme is obtained by opinion surveys method
· Learning – an attempt is made to asses
· Behavior – here the trainees behavioral pattern is examined carefully after his training programme for the purpose of evaluating whether there are changes in his behavior in the job compared to the period before the training was imported.
· Results – Whether the trainee have lease the skill & knowledge intended to be imparted through training programme.
Results:- This is the method of evaluating attributes of performance which can be directly related as a result of training (productivity of finished goods etc.)
2. Three factor comparison method:-
a. Cost factor:- In this method the cost of training is computed which involves training cost on man, materials, training aids which might include rentals, salaries, cost of stationary and other consumables which are directly and indirectly involved in importing training based on the total out lay “cost per training is estimated & compared”.
b. Change factors:- Here a comparison is made on knowledge, skill, or attitude of a trainee has he possessed both before and after the training changes are reared on performance and behavioral factor on aspects. Figure are measure by conducting pre-test and post test.
c. Impact factor:- This factors measures the change of results before and after training on aspects rich as productivity, rejection rates, no. of accidents, no. of defects etc.,
3. Test & Re-test method:-
The trainees are given a test to ascertain the level of knowledge and skill possessed by them. A comparison of test scores during test and retest will give the effectiveness of training.
4. Pre-Post performance test method:-
In this method each trainee is evaluated of his performance on the job before the training programme is initiated the trainees performance is analyzed. This is called pre performance test.
After completion of training programme the same trainee is again subjected to another similar performance test. This is post performance test. The change in the rating for pre & post test is an indication of effectiveness of training programme.
5. experimental – control group testing method:-
This is the most accurate of all other methods of qualuation. In this method 2 groups have been established as follows:-
1. control group
2. experimental group
These groups are selected in such a way that they are identical and comparable as to knowledge, skill & attitude and both are evaluated on actual job performance. There are 3 types of test design.
1. Simple Post test design:- In this case after the training is imported to the experimental group both the groups are subjected to evaluation by testing them on their performance on the job of there is significant difference it is an indications of effectiveness of training.
2. Pre-test post test design:-
In this case both the group are rejected to performance test before the commencement of training programme later training was imported to the experimental group after completion of training once again both the groups are rejected to performance test on the job.
3. The Solomon 4 group design:-
In this method the limitation of previous method are eliminated. This is the method of combination of sub group after pre and post test the sub groups will be analyzed and evaluated.
Follow Up:-
Objectives:- 1. to ensure that the trainee has learnt what he suppose to have learnt and that he had learnt correctly.
2. to ensure that trainee update his knowledge and skill continuously so that he doesn’t lag behind the knowledge & skill on the area on subject.
Types of Training:-
1. On the Job:
· Appreintship
· Job instruction training (JIT)
2. Off the Job:-
· Lecture
· Conference
· Seminar
· Vestibule on training on team discuss on
· Stimulation training.
Apprentiship :- 2 – 5 years traditional way of learning – (technical line)
Internship:- for management ITI, engineering
· Vestibule training:- Class room training, artificial training.
· Case study:- 1880’s Christopher
· Program instruction
· T group training
· Re-training
· Role playing.
Programmed Instruction:- Training package breakdown of module info into pieces.
Group training:- training through audio visual broaches up grading the knowledge through.
Re-training:- training again to same indi.
Role playing:-
On the Job:- Job rotation, assignment.
INTELLIGENCE
Understanding ability, sharing ideas, adoptable ability, east learning, quick doing, quick thinking.
Intellectual:- out put of intelligence.
“Intelligence generally mean quick understanding. Fast learning, clever thinking quick doing on reacting, good memory, etc.,
Generally it is defined as nature of flexibility adjustment & versatility”.
Alfred Binet:- According to him it involves 3 characteristic qualities of ones behavior.
1. the tendency to take & maintain definite direction.
2. the capacity to make adaptation for the purpose of obtaining a desired goal for adapting for means to an end.
3. the power of Ex: the ability to evaluate the behavior with reference to objective reality. So intelligence involves comprehension, invention direction, & criticism.
Criticism will help to measure intelligence.
Spencer definition “ intelligence as the capacity of the organization to adjust itself to an increasingly complex environment”. So, Munn 1938 definition “it as a the capacity for flexible adjustment”.
Goddard 1946: definition “ as the degree of availability of one experience for the solution of immediate problem & anticipation of the future ones”.
Factors influence
1. bio chemical
2. socio-cultural parents carelessness
3. socio – economic status
4. regional urban – suburban root
5. environment
Emotional Quotient
· self awareness
· self control
· social awareness
· social skill
Emotional Quotient
Mayor and Salovey Model defines as the capacity to understand emotional information and to reason with emotions more specifically they divide emotional intelligence abilities into four areas in there four branch model.
1. The capacity to accurately pursue motions.
2. The capacity to use emotions to facilitate thinking.
3. The capacity to understand emotional meaning and
4. capacity to manage emotions.
Golemans 5 emotional competences
1. The ability to identify & name ones emotional states and to understand the link between emotions, thought & action.
2. The capacity to manage ones motional states to control emotions or to shift undesirable emotional states to more adequate ones.
3. The ability to enter into emotional state (at will) associated with a drive to achieve and be mass full.
4. The capacity to read be sensitive and influence other peoples emotions.
5. The ability to enter & sustain satisfactory inter personal relationship.
SPIRITUAL QUOTIENT
Tohara and land Marshall IQ primarily sloves logical mathematical and linguistic problems but EQ make us aware of our own and other motions, judges the situation we are in behave appropriately.
EQ allows us to ask if we want to be in that situation the 1st place through question like
1. In any job giving fulfillment to seek.
2. Are my relations with other mutually satisfying.
3. what are my priorities in life what is the purpose of my existence.
So motivation has to create new situation if necessary the transformation power of the SQ distinquish it from IQ & EQ.
It determines our happiness and also our ability to utilize it.
Organizational behavior:-
Characteristic of a indi
Indi behavior – as effected by peoples abilities intelligence, personality, background and culture, gender, race.
1 – indi difference
2 – attitudes
3 – influence on behavior
4 – the judgement attribution theory
5 – orientation
- roles
Attitudes:- cause and manifestation
Influence on behavior:-
James & Sells:- Suggested that the key variables are:
1. Role characteristics such as conflicts and clashes.
2. Job characteristic such as autonomy and challenges.
3. Leader behaviors including goal emphasis and work facilitations
4. work group characteristics including co-operation and friendliness.
5. organizational policies that directly affect indi such as the reward system.
Judgement attribution:
Kelley (1967) has suggested that there are 4 criteria that we applied to decide whether behavior is attributable to personal rather than enternal situational causes.
Distinctiveness:- The behavior can be distinguished from the behavior of other people in similar situations.
Consensus:- If other people agree that the behavior is governed by same personal characteristics.
Consistency over time:- Whether the behavior is repeated.
Consistency over modality:- Whether or not the behavior is repeated in difference situations.
ORIENTATION TO WORK
OB (Organization behavior)
Organization behavior is the study of what people think feel and do in an around organization. Organization behavior researcher systematically study indi, team and structural characteristics that influences behavior within organization.
Emerging trend in organization behavior:-
1. Globalization