Prof. T.V. Rao developed the HRD Matrix model to explain the interrelationships between human resource development instruments, processes, outcomes, and organizational effectiveness. The model includes HRD instruments like performance appraisal and training that lead to processes such as role clarity and development climate among employees. These processes should result in competent, satisfied, and dynamic employees, while the outcomes influence long-term organizational effectiveness along with other factors like the environment.

1. HRD MATRIX

2. HRD MATRIX
Prof. T.V. Rao has developed a model, which explains the interrelationship between human resource
development instruments, process, outcomes and organizational effectiveness known as HRD Matrix.
 HRD instruments include performance appraisal, counseling, role analysis, potential development,
training, reward system, job enrichment, etc. These instruments lead to generation of HRD processes
like role clarity, development planning, development climate, risk-taking and dynamism in
employees.
 HRD processes should result in more competent, satisfied and dynamic people.
 HRD outcomes influence organisational effectiveness in the long-run. Organisational Effectiveness also
depends on a number of other variable like environment, technology, competitors, etc.

3. HRD MATRIX

4. HRD Matrix

5. HRD Mechanisms
1. PERFORMANCE APPRAISALAND MANAGEMENT
Performance appraisal is the process of determining how well a worker is performing his job. The objective of
appraisal is to determine the present state of efficiency of a worker in order to establish the actual need for training.
Prof. T.V Rao has rightly stated that performance appraisal system has a dual approach
(i) Evaluation Approach (ii) Development approach.
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6. 2. TRAININGAND DEVELOPMENT
Training is an act of increasing the skill and knowledge of an employee to do
a particular job. It aims to increase the efficiency of an employee for a
specific job and Employee development aims at overall development of the
employee. Different trainings and development program are there like Staff
Training, Management/Leadership Development, Links for External Pre-Service
Training.

7. 3. POTENTIAL APPRAISAL
In organizations , the potential of every employee is assessed periodically. Potential appraisal means
assessment and identification of inherent capabilities i.e. skill, Knowledge.
Potential development relates enhancing the employee’s potential to accept challenges and responsibility
to handle higher position in future.
Potential development aims at identification and development of the potential of employees to occupy key
position in future and accept responsibility.
Potential appraisal provides necessary data which helps in preparing career plans for individuals. It aims
at development of latent abilities of individuals. job.

8. 4. FEEDBACKAND PERFORMANCE COUNSELING
The performance appraisal/evaluation report of employees may be used as feedback information.
Management may discuss and evaluate the progress of the subordinate with his in assessing the need for
counseling to the employees. Feedback of performance data can be used to monitor individual development
and for identifying training needs.
 Counseling can serve various useful purposes. It may resolve employees’ frustration,
misunderstanding, It may provide proper guidance to employees to improve their performance
capabilities. It may help in improving senior subordinates relationship.
 It also helps employees in recognizing their strengths and weakness and also help evaluate the impact
of their decisions and so on.

9. 5. ROLEANALYSIS
The concept of role is broader than that of a job. A job is an assignment of work/ task. Each job calls for a specific set of
duties and responsibilities. A role consists of the total pattern of expected behavior, interaction and sentiments for
an individual possessing an assigned job.
Role analysis is process. It aims at defining the contents of a role in relation to all those with whom the employees have
to deal and interact performing the job. Role analysis is identified as an intervention for the purpose of role
clarity and performance appraisal.

10. 6. CAREER PLANNING
A career is a sequence of positions occupied by a person during the course of his work life.
Edwin B. Flippo, states. “A career is a sequence of separate but related activities that provide
continuity, order and meaning in a person’s life.”
 Career planning is a process. It helps the employees to plan their career. It encourages the
employees to analyze and assess their capabilities.
 Focus of career planning is to help the employees to match their skills and abilities to the
needs and demand of organization.
So career planning is a systematic process of determination of the career prospects, career
development and career growth of an individual employee.
Individual career development is considered to be a three step process:
 Identifying and organizing skills, interests, work -related needs and values
 Converting these inventories into general careers, fields and specified job goals
 Testing the possibilities against the realities of the organisation or the job
market

11. 7. JOB ROTATION
Job rotation is another human resource development mechanism
or subsystem. This instrument is the least practiced instrument in the
industry.
 The work-task should be rotated among the employees so as
to broaden their field of specialization as well as their
knowledge about the organization's operation as a whole, one
should be rotated once a year among the various employees
depending upon their qualifications and suitability to perform
new works.
 It is a systematic and planned programme of interchanging
employees from one job to another for a definite period of time
provides an opportunity to employees to get them acquainted
with other functional areas in development of general
management skills.
 It aims to develop all-rounder in the organization.

12. 8. JOB ENRICHMENT
Job enrichment refers to widening the contents of a job. It is a
deliberate upgrading of responsibility, scope and challenge in work. It
is a process which helps the Individual to grow show and steady. It
is based on the belief that employees/workers want more
responsibility. The success of job enrichment depends on how
effectively it is being implemented by the work groups.
9. QUALITY CIRCLE
A quality circle is a small group of employees doing similar or related work
who meet regularly to identify, analyse and solve product-quality
problems and to improve general operation. The quality circles are
relatively autonomous units (ideally about 10 workers), usually, led by
a supervisor or a senior worker and organised as work units. The
workers, who have a shared area of responsibility, meet periodically to
discuss, analyse, and propose solutions to ongoing problems.

13. 10. REWARD SYSTEM
Reward is the compensation to the employees for their services to the
organization. Rewards are necessary to retain the services of efficient employee,
motivate the employee for better performance.
11. ORGANIZATIONAL DEVELOPMENT
Organization development is a systematic process of managing change. It
is a planned effort initiated by top management to improve the
organization’s health and effectiveness. It improves the problem-
solving process in the organization.
OD process includes the following steps:
(i) Diagnosis/Identification of the problem
(ii) Planning strategy to introduce change
(iii) Use interventions
(iv) Evaluating implementation of change.

14. 12. QUALITY OF WORKING LIFE:
The condition under which the workers work and live, assume the form of another important factor
contributing to workers satisfaction or otherwise and consequently the job satisfaction. In order of
priorities, it comes next to the earning of a worker in the Indian context. For an employee to be able to work
at his best, it is necessary to understand that inadequate working and living condition produce adverse mental
and physical effect on the employee, ultimately causing decline in the efficiency.

15. HRD Process
HRD (Human resource development) processes facilitate the development of an HRD (Human Resource
Development) culture in the organization.
In the words of T.V Rao, Human resource development climate is the perception,” Human resource
development experts use the term’ OCTAPACE” to express the important features of human resource
development climate.
Human resource development climate and processes are dependent on personnel policies, top management
style, investments on HRD, top management commitments.

16. HRD Outcome Variables
Human resource development mechanism generates human resources development climate and processes.
Human resource development climate and processes generate human resources development outcomes.
Better human resource development climate results in better human resource development outcomes.
HRD outcomes are the result of HRD climate and processes.
 Better HRD climate and processes result in more competent, satisfied and committed people.
 HRD outcomes are limited.
 Generate and determine organizational effectiveness.

17. Organisational Effectiveness Dimensions
The great or big organizations have always had good faith in their manpower and their capabilities so it is
very important to get the people who are winner but is even more important to retain those winners. HRD concept
applies to both macro as well as micro level.
 Micro Level
HRD at micro level performs the task of organization’s Manpower Planning, selecting, training, performance
appraisal, development potential appraisal compensation, organizational development etc. With this they can
achieve and face and present sub and challenges of the future.
 Macro level
At the macro level, HRD is related with the development of people and nation as a whole. This takes wealth.
Capabilities, skill, activities of people which are more useful to the development among them and nations for
overall development as well as while calculating the national income Indicators like national income, economic
planning.
 To create organizational effectiveness, business leaders need to focus on aligning and engaging their
people, the people management systems, and the structure and capabilities (including organizational culture) to
the strategy.

18. The key elements of organizational effectiveness, as illustrated in the figure below, are needed to drive
employee engagement in an organization.
Engagement influences the customers’ experience and, ultimately, the overall performance of an
organization in terms of productivity and profitability. There are some fundamental relationships between
organizational elements that work together to deliver a well-executed strategy through an engaged
workforce, resulting in a great customer experience, high performance, and profitability

19. How do you achieve organizational effectiveness?
Through an integrated framework that address the following organizational effectiveness elements:
 Strategy
 Structure, Capacity, and Capability
 Leadership
 People Systems & Processes
 Culture & Values
 Employee Engagement: High numbers of engaged employees whose hearts and minds are aligned with both the
job that they do and the organization that they work for.
 Customer Experience: High levels of customer satisfaction and loyalty achieved through employees being
aware of customer needs, acting on customer feedback, and being supported to deliver what customers
require.