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Types of HRD approaches in India

HRD

approaches

Man Centered Reciprocal Selective

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Based on humanistic considerations, HRD, according

to this approach, is a philosophy shared by

management is that believe development of peopleto be their primary responsibility.

Man

Centered

'It regards development of people as the most

important asset for either improving or sustaining

organizational performance .

Reciprocal

. It consists of identifying promising persons and

carefully grooming them for leadership positions.Selective

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After a detailed study, LIC undertook total reorganization of itswork system between 1981-83

The roles of each sub-unit were defined, role relationships

and management practices relating to work planning,control, supervision, decision making, etc. were rationalized.

For this purpose, intensive discussions and

consultations were held in the five zonal, 43divisional, and more than 1,000 branch offices,involving about 65,000 employees

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1

Policy, goals, and strategy were definedin key areas. Long range planning and

management services were set up toidentify problem areas and to integratelong term and short term perspectives.

2

After a rational work organization wasdeveloped, changes in several areaswere brought about. HRD was one

aspect of development and was startedin 1988.

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Individual growth must be the responsibility of theindividual

The organization must however provide theopportunity

The individual should plan his goals in the context

of his role and its boundary.

He should plan for results in his areas of distinctivecontribution and be able to review himself

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The individual plans his work for the year anddiscusses with his supervisor the result areas andthe activities which would enable him to achieveresults.

He also identifies the measures he would use to

assess his performance, indicates theorganizational support needed, and reviews hisperformance every six months with his supervisor

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WPR has a developmental focus.

This system does not feed into the appraisalsystem.

The two are kept separate at present.

The organization may consider integrating thetwo at a later stage in the light of its experience.

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Increasingly more individuals are able to view their roles In

a holistic way.

Assess the nature of their contribution.

Review their own performance in the context of their roles.

This inculcates a habit of planning, thinking about the job inoutput terms (Reddin, 1987), and interdependence betweenone job and another.

It is too early to assess the overall effectiveness of the

system. But initial results are encouraging.

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Strengths of WPRWPR enables individuals to think about their ownperformance in concrete terms, and also examine theirabilities and areas for further development.

It enables the supervisor and the subordinate to achieve abetter understanding of the work of the subordinate .

Growth is examined in a realistic context,

Performance is seen in measurable terms,

The responsibility for learning rests with the individual.

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GROUP 10

BISWAJIT SEN

JAYSHREE ROY

PERFINA KOLEY SARIA NAZNEEN

SRIDHAR BHARADWAJ

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