NATIONAL INSTITUTE OF TECHNOLOGY, TIRUCHIRAPPALLI

PROJECT REPORT IN HUMAN RESEARCH MANAGEMENT ON

HUMAN RESOURCE DEVELOPMENT

INTERVENTION

SUBMITTED BY,
Adarsh Ram (215117016)
Suraj Patel (215117017)
Arjun J Poothara(215117018)
Alen Nero (215117019)
Gayathri V C(21117020)
INTRODUCTION

The significance of human resource development increases every day, so it is

very important to promote and administer human resource development with a
long-term perspective, and to integrate research into policies, turn vision into
action, changing the curriculum, formal mentoring, informing about
technological change, and involving the society in decision-making. According
to Peter F. Drucker, "the prosperity, if not the survival of any business depends
on the performance of its managers of tomorrow". The human resource should
be nurtured and used for the benefit of the organisation.

The effective performance of an organization depends not just on the available

resources, but its quality and competence as required by the organization from
time to time. The difference in the level of performance of two organizations
depends on utilization value of human resources. Moreover, the efficiency of
production process and various areas of management depend to a greater extent
on the level of human resources development.
MEANING
Human resource development (HRD) is the systematic and planned practice
designed by an organization to enhance employee knowledge, skills, abilities,
and attitudes. It begins when an employee is hired and continues throughout the
employee's tenure with the organization. The activities, designed for employees
at all levels of the career ladder, help direct current and future job demands so
that efficient and effective use of valuable resources are maintained. It is
centralized or decentralized depending upon the structure and functions of the
organization.
Important characteristics of HRD
➢ HRD is a system and HRD develops the competencies at all levels.

➢ HRD is continuous and planned development effort.

➢The ultimate object of HRD is to contribute to the professional well-being,
motivation and pride of the employees.
Indicators of HRD at the organisational level
➢ HRD instruments/sub-systems/mechanisms, (e.g., HRD departments,
appraisal systems, job-rotation, training, and development etc.)
➢ HRD processes, (e.g., role clarity, trust, openness, pro-action, collaboration,
etc.) ➢ HRD outcomes (E.g. more competent people, work, etc.)
➢ Organisational outcomes (improved performance, profits, diversification,
image productivity, etc.)
HRD Outcomes
➢ People in the organisation become more competent because on the one hand
they become better aware of the skills required for job performance and on the
other hand there is greater clarity of norms and standards.
➢ People understand their roles better because through increased
communication they become aware of the expectation which other members of
their role set have from them.
➢ People become more committed to their jobs because now there is greater
objectivity in the administration of rewards. They come forward with better and
more creative ideas.
➢ People develop greater trust and respect for each other. They become more
open and authentic in their behaviour. Thus, new values are generated.
➢ There is greater collaboration and teamwork which produces synergy effects.

➢The people find themselves better equipped with problem-solving

capabilities. They become more prone to risk taking and proactive in their
orientation. There is greater readiness on their part to accept changes.
➢ Lot of useful and objective data on employees are generated which facilitates
better human resource planning.
➢The top management becomes more sensitive to employee’s problems and
human processes due to increased openness in communication.
FREQUENTLY USED HRD INTERVENTIONS:

 EMPLOYEE SELECTION:
Employee selection is choosing the right person for the job. The process begins
with a precise description of the skills and/or knowledge, experiences, and
personal characteristics needed to accomplish the job tasks. Valuable sources
for identification are knowledgeable people and personal observations of
competent performers. The selection process differs in complexity among
organizations. Some fill positions quickly and inexpensively by perusing
resumes and application forms. Other organizations select potential employees
by elaborate, and sometimes costly, selection systems involving job- related
tests, a series of interviews, and background checks. Decisions regarding
selection are crucial for effective organizational performance.

 COMPENSATION AND BENEFITS:

Compensation programs are monetary and in-kind payments used by
organizations. Goals of compensation policies include rewarding employees'
past performances, remaining competitive in the labor market, maintaining
salary equity among employees, motivating employees' future performances,
maintaining the budget, attracting new employees, and reducing unnecessary
turnover. Compensation typically includes pay for work and performance,
disability income, deferred income, health, accident, and liability protection,
loss-of-job-income, and continuation of spousal income when there is a loss due
to an employee's relocation.
Benefits are the non-cash portion of the compensation program that are intended
to improve the quality of work life for an organization's employees. Benefits
include the employer's share of legally required payments (e.g., FICA,
unemployment compensation, retirement and savings plan payments, 401k,
profit sharing, stock bonuses, medical benefit payments, etc.) Benefits were
once viewed as gifts from the employer; they are now considered entitlements.

 MOTIVATION (INCENTIVES AND REWARDS):

Incentives link pay with a standard of performance. They are future-oriented
with the objective of inducing desired behavior. They can be short or long term,
and they can be tied to individual and/or group performance. There are
variations in incentives. Monetary incentives include salary, differential pay,
allowances, time off with pay, deferred income, loss-of-job coverage, and other
perquisites (product samples, an expense account, tax service, legal service, a
company apartment, club membership, free housing, parking privileges, stock
bonus, etc.). Nonmonetary incentives include desirable working conditions,
training, and adequate equipment and materials. Examples of management
incentives are participatory goal setting and decision making, and career
opportunities.
Rewards can change and reinforce behavior. Skinner's research showed that
rewarded behaviours are more likely to be repeated. Rewards need to be timely,
specific, and matched to the preferences of the person and the achievement of
goals. Rewards can be formal, such as public recognition, gift certificates, etc.,
or informal such as field trips. Nelson has catalogued more than 1,000 ways to
reward employees. Wilson suggests that rewards should be SMART: specific,
meaningful, achievable, reliable, and timely.

 PERFORMANCE APPRAISALS:
Performance appraisals help individuals manage their performance by providing
them with feedback. Organizations also have performance appraisal programs
that provide criteria for salary decisions, promotion, and improving job
performance. Gohrman discusses the many potential benefits of regular
performance appraisal: increase in employee self-esteem and motivation to
perform effectively, job clarification, communication between employee and
rather, clearer organizational goals, and better human resource
planning. Morissey suggests that some positive advantages of performance
appraisals are increased probability of promotion for good performance,
decreased likelihood of receiving undesirable assignments, clear understanding
of supervisor's expectations, and greater personal reward and recognition for
meeting those expectations. He also sees benefits for the organization in
reduced turnover, reduced liability for potential legal action, improved overall
productivity, improved organizational results, and greater attractiveness to
potential new hires. Research suggests that the performance review should be
approximately 60 minutes long and conducted as a mutual discussion.
Examples of performance appraisal methods used by organizations include
checklists, weighted checklists, graphic rating scales, mixed scales, forced-
choice scales, and critical incidents (written descriptions of a highly effective or
highly ineffective performance), and behaviourally anchored rating scales
(BARS). The HRD literature is filled with positive techniques for conducting
effective performance reviews. It also reports stories of anxiety, frustration,
uncertainty, and ambiguity when performance appraisals are handled
improperly.

 ASSESSMENT CENTERS AND COMPETENCY TESTING:

An assessment center is "a place where standardized selection procedures are
applied, usually to separate management from non-management candidates and
executive candidates from middle managers." Candidates are evaluated and
selected by testing mechanisms to determine if they are capable of performing
predetermined skills. Others see it as a process where trained professional
evaluators observe, record, and evaluate how a candidate performs in simulated
job situations. In- basket techniques, leaderless group discussions, role playing,
and speech making are common practices for testing job candidates.
It is important for an organization to study its jobs to identify and assign
weights to the knowledge and skills each one requires. Testing people for
current job skills, or for attributes or skills needed for future performance, helps
the organization fulfill its strategic goals for human resources. Interviews,
psychological profiles, intelligence testing, etc., are sometimes used in
competency testing.

 SUCCESSION PLANNING AND CAREER "PATHING":

Succession planning is a systematic identification of employees for senior
management positions. It involves long-term planning and is often
developmentally oriented. Succession planning is likely to involve input from
several managers and recommendations for experiential assignments to ensure
the ability of the candidates to fill positions as they open.
A career path is a sequence of jobs, usually involving related tasks and
experiences that employees move through over time. For example, a career path
in a school setting may include the positions of teacher, counsellor, department
head, principal, central office administrator, and superintendent. Career paths
are generally vertical lines of progression; however, they can include horizontal
assignments as well. This is increasingly the case as management positions
disappear.
  LEADERSHIP AND EXECUTIVE DEVELOPMENT:
Leadership development is necessary at all levels of an organization. High-
potential employees receive special training and experience that translate into
personal and professional growth. Leadership development includes coping
with changes that occur during the life cycle of an organization, from growth to
decline. It is about changes in the external environment, specifically about
rearranging priorities and overturning assumptions about how the business
operates and the role of leadership.
Executive development deals with the organization's vision, values, and
business strategies, and the goal is to develop leaders who can ensure the
strategic development of the organization. Leadership and executive
development are successful when the process is embedded in the organization's
HRD efforts.

 MANAGEMENT AND SUPERVISORY DEVELOPMENT:

Management development is "the education, training, knowledge transfer, and,
ultimately, skills demonstration of those individuals who are defined as
managers by their respective organizations." It is about coping with complexity.
Effective management development supports the organization's mission,
strategy, goals, objectives, and market position. Supervisory development is
designed for front-line managers who work with and through non-management
employees to meet the objectives of the company and the needs of its
employees. It is broader than management and executive development. Bittel
and Newstrom state the unique roles the HRD and PT personnel play in
supervisory development as follows:
1. Recognition of the innate qualifications, limitations, and aspirations of
supervisors
2. Genuine knowledge of specific competencies required to complete work
assignments
3. Sensitivity to the roles and relationships imposed on the supervisors by
the company
4. Realization of the continuing evolution of the supervisor's role.
  LITERACY:
Literacy is a person's knowledge, especially one's reading and writing abilities,
which enables the person to function in society. Literacy programs are efforts
by businesses to improve workplace communication, job understanding, and job
skill development.
Literacy rates are often directly connected to quality of work and job
performance. Raising the literacy skills of workers is likely to increase
productivity and lower production costs.

 RETIREMENT PLANNING:
To have positive experiences in retirement, people must plan ahead. No longer
is retirement looked at as withdrawal, retreat, and solitude. Current
gerontological thinking suggests new words for retirement: reorientation,
recommitment, reinvention, reinvolvement, regeneration, renewal, renovation,
redirection, reinvestigation, replenishment, reexploration, and more. Retirement
planning is usually part of a benefits package. People want to know about
finding part-time employment (should they want it), legal issues, housing
arrangements, health and wellness, etc.

 HEALTH AND WELLNESS:

Health and wellness programs are commonly offered by organizations and can
serve to enhance employee morale and productivity and to reduce absentee rates
and health care costs. According to the National Centers for Disease Control,
more than 60 percent of all disease is caused by lifestyle risks. The most
powerful lifestyle risks are smoking, inattention to diet, lack of exercise,
substance abuse, back problems, mental distress, failure to use safety belts, and
excessive stress. Employees who participate in workplace wellness programs
tend to have better attitudes and behavior, exhibiting more loyalty, enthusiasm,
motivation, and energy.
LITERATURE REVIEWS:
1) HRD interventions, employee competencies and organizational
effectiveness: an empirical study
Purpose
The purpose of the study is to examine the impact of human resource
development (HRD) interventions on organizational effectiveness by means of
employee competencies which are built by some of the selected HRD
interventions.
Design/methodology/approach
An integrated research model has been developed by combining the principal
factors from the existing literature. The HRD interventions chosen are training,
performance management and career management (development). The validity
of the model is tested by applying structural equation modeling (SEM) approach
to the information collected from 290 executive and non-executive employees
working in two medium size cement manufacturing companies. The reliability
and validity of the dimensions are established through confirmatory factor
analysis (CFA) and the related hypotheses are tested by using SEM.
Findings
The result indicates that the selected HRD interventions have an impact on
building of employee competencies, which in turn is instrumental in improving
organizational effectiveness.
Research limitations/implications
The research is undertaken in Indian cement manufacturing companies which
cannot be generalized across a broader range of sectors and international
environment.
Practical implications
The findings of the study have potential to help decision makers of
manufacturing companies to develop strategies which will enable them to
improve employee competency, to formulate effective HRD interventions and
to enhance the capability of the employees to achieve desired goals and
objectives of the organization.
Originality/value
The research is unique in its attempt to measure employee competencies for
organizational effectiveness by combining the existing scales of individual
competences. The article contributes to the HRD literature, integrating HRD
interventions and employee competencies into a comprehensive research model
that influence organizational effectiveness.

2) Multiple effects of human resource development interventions

Purpose
This study aims to explore the simultaneous impact of employees'
participation in non‐technical training, technical training, and coaching on
subsequent job performance, job involvement, and job satisfaction.

Design/methodology/approach
The present study was based on a sample of German call center employees
and on a longitudinal, multiple‐sources‐of‐data research design.

Findings
It was found that non‐technical training impacted subsequent soft skills and
that technical training predicted subsequent hard skills as well as job
involvement. Moreover, employees' participation in coaching predicted job
satisfaction.

Research limitations/implications
The present study was the first to demonstrate positive effects of technical
training on job involvement, and of coaching on job satisfaction. In sum,
validity of several developmental interventions was highlighted.

Practical implications
Organizations designing and implementing various developmental
interventions should pay attention to the relative effectiveness of these
interventions on various organizational‐relevant outcome criteria.

Originality/value
For the first time, the simultaneous impact of multiple human resource
development interventions on several outcome criteria was tested
empirically.
 3) Repatriation readjustment of international managers: An
empirical analysis of HRD interventions

Purpose
With increasing interest in overseas business expansion, particularly in the
Asia‐Pacific region, expatriate management, including repatriation
readjustment, has become a critical international human resource
development (HRD) issue for multinational enterprises (MNEs). This
empirical study therefore aims to investigate the use of HRD interventions
relating to training and development for effective readjustment of
international managers on repatriation.

Design/methodology/approach
The data were collected through a field survey conducted on repatriation
experience of international managers from more than five countries, who are
working in Singapore.

Findings
The study provides valuable insights about repatriation training programmes,
training contents, programme duration, delivery modes, and providers of
effective training programmes.

Research limitations/implications
HRD professionals and senior executives of MNEs will benefit from the
findings of this study in making decisions on effective design and
implementation of training and career development programmes.

Practical implications
The findings have significant implications for career development of
managers involved in international business operations.

Originality/value
This paper discusses readjustment problems of the repatriating managers and
suggests how realistic HRD programmes, mainly based on training, can be
developed and implemented for retaining international managers. These
findings from the dynamic region of Asia will also help in developing
appropriate career development programmes.
 4) Strategic Human Resource Development
This article reviews some of the literature on
strategic human resource development focusing in particular on the
characteristics of such activities, conditions necessary for the promotion of
HRD and the possible benefits to an organisation pursuing such activities.
Empirical evidence is presented on HRD policy formulation and planning
processes in Irish High Technology companies. In conclusion a number of
critical issues are considered which must be focused upon by organisations
wishing to develop a strategic focus in their HRD activities.

5) Line managers and human resource development

Focuses on the line manager as a key stakeholder in the process. Considers
the general trend towards devolvement of hr activities to line specialists.
Examines issues involved in devolving training to the line, with specific
emphasis on the potential difficulties. Recent empirical evidence is
represented. Concludes that the shape of things to come, at least for the
foreseeable future, will be a sharing of responsibilities between the specialist
and the line.

6) Impact of Human Resource Development and Organizational

Commitment on Financial Sector Employees in Nigeria
Studies have shown that for any organization to achieve enhanced service
delivery and profitability; competent employees are required. In this regard,
human resource development (HRD) of an organization could be seen as
strategy to improve the capacity of employees, bring about organizational
commitment (OC) and promote performance. The paper empirically examines
the impact of HRD and OC on financial sector employees in Nigeria. Findings
show a strong impact of HRD and OC on performance of employees. In
addition, literature reveals the need to tackle the issue of unethical behaviour
(corruption) amongst banks’ staff at all levels as basis to eliminate failure and
bring about enhanced performance in the Nigerian banking sector. The paper
therefore recommend among others the enforcement of stiffer penalty for bank
employees found engaging in unethical practices as a way of overcoming the
challenge of unethical behaviour of staff for sustainable growth in Nigeria.
 7) Reframing Human Resource Development
Human resource development (HRD) practice can be viewed from a number of
theoretical standpoints. Rather than viewing competing standpoints as unhelpful
at best, or incompatible at worst, this article proposes purposeful dialogue
between them. The argument of this article is that to draw on a range of
interpretive lenses, far from inhibiting our understanding of HRD, actually helps
the researcher arrive at a fuller and more holistic understanding of such
activities. This, in turn leads to better informed feedback to HRD practitioners
as they seek to design and manage training interventions in organizations. By
way of illustration, Bolman and Deal’s multi frame approach is applied as an
interviewing device, with managers taking part in an executive coaching
program in a case organization, demonstrating the unpredictability of an
apparently straightforward HRD intervention. Implications for HRD theorizing,
methodology, and practice are summarized.

8) HRD and HRM Perspectives on Organizational Performance

A systematic review of literature on the relationship of human resources (HR)
and organizational performance (OP) revealed a dearth of contribution from
human resource development (HRD) in establishing the linkage. This linkage,
which refers to the significant relationship between HRD and OP,  is an
important topic relevant to research and practice. The review utilized OP as the
dependent variable to survey the state of human resource literature and thus,
includes contributions from human resource management (HRM). The literature
review revealed similarities and differences in the conceptualization of OP as a
dependent variable between the two fields. On further analysis, the similarities
and differences reveal convergence in specific areas of inquiry as well as
emphasize the underlying differences in the philosophical assumptions of HRD
and HRM. The independent contributions of HRD and HRM in establishing the
HR–OP linkage also reflect the utilization of diverse research designs, methods
of data collection, analysis, and findings. Both fields have focused on strategic
contributions for improving organizational performance and are very much
connected in practice. Much of the separation therefore, appears to be academic
where competing views highlight a tension that exists in theory, research and
what we know about effective HRD or HRM in practice.
 9) Evaluating human resource interventions

Orientation: Programme evaluation is a transdiscipline, which examines

whether a programme has merit or not. A programme is a coherent set of
activities aimed at bringing about a change in people or their circumstances.
Research purpose: The purpose of this special edition is to introduce readers to
the evaluation of human resource (HR) programmes.
Motivation for the study: There are few comprehensive evaluations of HR
programmes despite many publications on functional efficiency measures of HR
(i.e. measures of cost, time, quantity, error and quality).
Research design, approach and method: This article provides a value chain
for HR activities and introduces the reader to programme theory-driven
evaluation.
Main findings: In summarising all of the contributions in this edition, one of
the main findings was the lack of programme evaluation experience within HR
functions and the difficulty this posed for the evaluators.
Practical/managerial implications: This introductory article presents answers
to two simple questions: What does HR do? and, What is programme
evaluation? These answers will enable practitioners to understand what
programme evaluators mean when we say that programme evaluation seeks to
determine the merit of a programme.
Contribution/value-add: The main contribution of this introductory article is
to set the scene for the HR evaluations that follow. It alerts the reader to the rich
theory contribution in HR literature and how to apply this in a theory-driven
evaluation.

10)A systems approach to measuring return on investment for HRD

interventions
This study contributes to the limited methodological literature on HRD program
evaluation and measurement. The study explores an interdisciplinary approach
for return on investment (ROI) measurement in human resource development
(HRD) research and practices. On the basis of a comprehensive review and
analysis of relevant studies in economics, industrial‐organizational psychology,
financial control, and HRD fields, we developed a systems approach to
quantitatively measure ROI for HRD programs. The ROI concept for HRD field
was defined, and a theoretical systems framework was developed. The
applicability of using statistical and mathematical operations to determine ROI
and isolate non‐HRD program impacts is discussed. Application scenarios are
presented to demonstrate the utility of the systems approach in real‐world ROI
measurement for HRD interventions.
BACKGROUND
There is a growing body of evidence on the importance of Human Resource
Management (HRM) in the quality of services that health workers are able to
deliver. Agencies such as the Capacity Project have identified planning,
developing and supporting the workforce as the three pillars needed to
strengthen human resources for health (HRH) to implement quality health
programming in developing countries. Most governments are addressing the
planning aspects of HRM, through initiatives such as increasing the output from
IT professional training colleges or attracting MNC workers back into the
workforce, but outputs from previous research clearly articulate the need to
address support of the workforce.

PROBLEM STATEMENT
In India, Human Resource Development (HRD) plays an important role in the
economic development of the country. Despite government policies
encouraging the implementation of HRD activities, as well as the substantial
infrastructural and financial support provided, the benefits or outcomes of the
HRD activities being implemented and provided to employees have not been
examined. The aim of this study was to examine the outcomes of HRD
interventions using the fundamental aspects of HRD’s definitions.

OBJECTIVE OF STUDY
The main objective of this study is to find whether training programs help to
improve one’s efficiency and whether employees are satisfied with the HRD
programmes in their IT organisation.
RESEARCH METHODOLOGY
Research design: This study is part of a larger investigation of HRD practices in
IT firms in India. A concurrent mixed-method approach using both quantitative
and qualitative methodologies was utilized. The particular methods used were
structured questionnaires and online survey. These multiple methods were used
to enhance the validity of the findings reported.
Methods and sampling: The structured questionnaire was administered to many
IT professionals in IT firms in India via WhatsApp and email, with a response
rate of 16.5%. A sample of 38 IT professionals were selected to represent the
five regions in India. Using convenience sampling, IT professionals who were
directly involved or in charge of HRD or employee training and development
activities were sampled. The samples were selected based on their willingness
to participate in the survey.
 RELATION BETWEEN PERFORMANCE APPRAISAL AND
TRAINING AND DEVELOPMENT

Analysis using ANOVA

Null Hypothesis H0: Performance Appraisal is dependent on Training and

Development.
Alternate Hypothesis H1: Performance Appraisal is not dependent on Training
and Development.

SUMMARY

Groups Count Sum Average Variance

Training programs organized
help to improve one’s
capability and potential. 35 74 2.114285714 0.986554622
Feedback from the
performance appraisal system
has been taken into
consideration while conducting
training program 35 88 2.514285714 1.433613445

ANOVA
Source of Variation SS df MS F P-value F crit
Between Groups 2.8 1 2.8 2.313888889 0.132859607 3.981896256
Within Groups 82.28571429 68 1.210084034
Total 85.08571429 69

RESULT
Since F value is less than F critical value, Null Hypothesis is accepted.
ie, Performance Appraisal is dependent on Training and
Development.
HRD TEAM USES FEEDBACK FROM PERFORMANCE APPRAISAL
OF EMPLOYEES TO GUIDE AND COUNSEL THEM FOR CAREER
DEVELOPMENT

Analysis using ANOVA

Null HypothesisH0: HRD team uses feedback from performance appraisal of

employees to guide and counsel them for career development.

Alternate Hypothesis H1: Performance Appraisal is not dependent on Training

and Development.

SUMMARY

Groups Count Sum Average Variance

Feedback from the performance appraisal
system has been taken into consideration
while conducting training program 35 88 2.514286 1.433613
HRD team advice and counsel the employee
for developing of career 35 90 2.571429 1.487395

ANOVA
Source of
Variation SS df MS F P-value F crit
Between Groups 0.057143 1 0.057143 0.039125 0.84379 3.981896
Within Groups 99.31429 68 1.460504
Total 99.37143 69

RESULT
Since F value is less than F critical value, Null Hypothesis is accepted.
ie, HRD team uses feedback from performance appraisal of employees to guide
and counsel them for career development.
Performance Appraisal Feedback on Training program

Performance Appraisal Feedback on Training

program
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
1 2 3 4 5 Grand Total

Female Male

Relation between Experience and HRD

100%
90%
80%
70%
60% 48

50% 36

40% 24

30% 12
20%
10%
0%
1 2 3 4 5
CONCLUSION

The project and study was conducted to find out the relation between
performance appraisal and Training and Development. After doing the analysis
test using ANOVA tool it was found that the Performance appraisal is
dependent on the Training and Development provided to the employees of the
company. Employee training and development is a broad term covering
multiple kinds of employee learning. Training is a program that helps
employees learn specific knowledge or skills to improve performance in their
current roles. A performance appraisal, also referred to as a
performance review, performance evaluation, development discussion, or
employee appraisal is a method by which the job performance of an employee is
documented and evaluated. Performance appraisal means the promotion and
incentives and the improved compensation that a employer may receive due to
his performance in the last financial year. Training and Development improves
the skill of an employee and make him capable of doing the work in a more
improved manner.