human resource development and human resource management, and its concept, meaning characteristics and significance in service organizations. it is very useful and resourceful to those who are searching information about the significance of hard and hrm in the service sector.

1. HRD & HRM
Concept, meaning, components and significance in Service Organisations

2. • Human Resource Development (HRD) is the framework for
helping employees develop their personal and organizational
skills, knowledge, and abilities.
• Human Resource Management (HRM) is management of
work force of an organization – understanding how to
manage the different people working together in a
organization.
• HRM is a management function that helps managers recruit,
train and develop members for an organization.

3. • A human resource development is set of planned and
systematic activities designed by an organization to provide
opportunities to its members to learn skills necessary for the
present and future job requirements.
• The process of HRD involves the development of expertise in
the employee through organizational development and
training and development.
• The aim of HRD is to improve the performance of the
employees. The three main areas of human resource
development are human resource management, quality
improvement and career development.
HRD Meaning:

4. Functions of HRM
• Recruitment and selection
• Staffing
• Training and development
• Compensation management
• Performance appraisal
• Employee welfare
• HR planning
• Organizing

5. HRD concept:
• More importance given to people in organization.
• Consider the human assets are the most important asset in
the org.
• It helped to emerge humanism in organization.
• Earlier concept was that the employee motivation
emphasize on salary and other benefits.
• So organizations focused on salary and incentives.
• Now they consider workers as human beings who have
their-own needs, motivation expectation, and their
contribution to the organization is much better than any
other resource being used there.

6. • The motivated employees may contribute a great deal to
the achievement of organizational goals
• This positive views about the employees are core of the
concept of HRD
• Another concept is that the investment in human resource
will return the highest productivity.
• Another one is, the organization has an obligation to the
society, that they should also have to invest for the
development of the society.

7. Components of HRD
• There are mainly three components of HRD
1. Individual development
2. Career development
3. Organizational development

8. • Individual development refers to the development of new
knowledge, skills, and/or improved behaviors that result in
performance enhancement and improvement related to
one's current job (training).
• Learning may involve formal programs, but is most often
accomplished through informal, on-the-job training
activities.
Individual development

9. • Career development focuses on providing the analysis
necessary to identify the individual interests, values,
competencies, activities, and assignments needed to develop
skills for future jobs (development).
• Career development includes both individual and
organizational activities.
Career development

10. • Individual activities include career planning, career
awareness, and utilizing career resource centres.
Organizational activities include job posting systems,
mentoring systems, career resource centre development
and maintenance, using managers as career counsellors,
providing career development workshops and seminars,
human resource planning, performance appraisal, and
career pathing programs.

11. • Organizational development is directed at developing new
and creative organization solutions to performance problems
by enhancing appropriates among the organization's
structure, culture, processes, and strategies within the human
resources domain.
• In other words, the organization should become a more
functional unit as a result of a closer working relationship
among these elements.
• The ultimate goal of organizational development is to
develop the organization's self-renewing capacity.
Organizational development

12. • This refers to the organization's ability to look
introspectively and discover its problems and weaknesses
and to direct the resources necessary for improvement.
• As a result, the organization will be able to regenerate itself
over and over again as it confronts new and ever-
challenging circumstances.
• This changes occurs through collaboration of organizational
members with a change agent (an HRD practitioner), using
behavioral science theory, research, and technology.

13. Significance of HRD in HSOs
• HRD aims at effective development of man power to achieve
an organizational goals
• The strength of any organization largely depends upon the
quality of its employees/human resource.
• Social service is vital phenomenon in the current scenario.
• And the quality of hso persons are a huge hurdle in the service
area.

14. • Best practice is generally taken to involve the identification of
the 'best way' of undertaking a particular management
function or task and ensuring this 'best way' is applied in all
instances, regardless of context
• The main functions of HRD in HSO are recruitment, selection,
induction, Health & Safety, Policies & Procedures, Training &
Development, Planning.(known as best practices)

15. • While many HSOs begin with such cultures, as they grow in
age and size, they tend to become less flexible and allow less
scope for participation.
• Diagnostic HRD activities, climate surveys and culture-building
or culture changing interventions and team development, may
therefore have particular relevance to HSOs.
• Studies of HSOs have indicated that they are more likely to be
effective when they are characterised by a flexible and
participative management culture.

16. • While many, voluntary organizations are engaged in
educational training and consciousness generation activities
with various client groups, they often suffer from the neglect
of these aspects within themselves.
• Especially in large voluntary organizations, there is need for
systematic mechanisms of performance and potential
appraisal, and training and development.

17. • Voluntary organizations are also found to be more effective
when their organizational climates are characterised by a high
degree of achievement orientation, warm interpersonal
relations and mutuality.
• So, the HRD practitioners need to address themselves to what
kind of systems and interventions are required to build and
foster such climates

18. • People in most voluntary organizations function under
conditions which are usually less attractive and materially
rewarding than those under which people in business and
governmental organizations function.
• Often, working conditions and facilities are difficult and
material rewards are poor.
• Motivation of members under such conditions is sustained
largely by intrinsic, work-related rewards and the satisfaction
of being able to contribute to superordinate goals.
• HRD activities such as target-based performance appraisal
systems, activity analysis and task design, and organization
development activities would be useful in these circumstances.

19. • perhaps the most important contribution which HRD can
make to HSOs is to develop human resources who are
motivated and capable of working in them.
• It is clear that HSOs require people with skills and
competences which may be common to those of people in
other organizations, but their attitudes, values and motivations
need to be distinctly different.
• HRD may need to reorient many of its conventional tools to
the specific human resource needs of HSOs.

20. • Effectively managed work force is critical element in improving
and sustaining organizational performance.
• There is no govt policies on volunteering does not mean that
the best practices cannot be placed in HSOs.
• Nowadays the HSOs have pressure to provide better service
with limited resources.
• So the implementation of the best human resource practice is
crucial to HSOs.

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