Hrd in India
HRD in Indian Organizations: Current Perspectives and Future Issues*
Ishwar Dayal
In this article Ishwar Dayal discusses the patterns of HRD management and identifies three different HRD approaches as practised in Indian organizations. These are: ManCentered, Reciprocal, and Selective. Underlying each approach is a set of beliefs shared by top management. Policy formulation and HRD programmes in these organizations emanate from these philosophies. The author also analyses the strengths and weaknesses of each approach. According to Dayal, HRD is a shared belief by management in the development of individuals and involves a strategy of linking organization development with individual growth. The author also raises some relevant issues concerning the future of HRD in Indian organizations.
Ishwar Dayal, currently a management consultant at New Delhi, has earlier served as Professor of Organizational Behaviour at the Indian Institutes of Management, Ahmedabad, and Calcutta. Till recently, he was Director of the Indian Institute of Management, Lucknow.
In recent years, Human Resource Development (HRD) has emerged as a distinct area of concern in organizations. This paper presents an overview of HRD practices in a variety of Indian organizations and identifies areas that need attention of HRD managers and academicians. There are three distinctly identifiable approaches among Indian organizations that have formal HRD programmes: (a) Man-Centered Approach, (b) Reciprocal Approach, and (c) Selective Approach. Although in practice there are overlaps among these approaches, this classification is useful for discussing the various patterns of HRD management.
Man-Centered Approach
Based on humanistic considerations, HRD, according to this approach, is a philosophy shared by managements that believe development of people to be their primary responsibility. This belief governs personnel, welfare, and other organizational policies and practices concerning its employees.
Ishwar Dayal
In this article Ishwar Dayal discusses the patterns of HRD management and identifies three different HRD approaches as practised in Indian organizations. These are: ManCentered, Reciprocal, and Selective. Underlying each approach is a set of beliefs shared by top management. Policy formulation and HRD programmes in these organizations emanate from these philosophies. The author also analyses the strengths and weaknesses of each approach. According to Dayal, HRD is a shared belief by management in the development of individuals and involves a strategy of linking organization development with individual growth. The author also raises some relevant issues concerning the future of HRD in Indian organizations.
Ishwar Dayal, currently a management consultant at New Delhi, has earlier served as Professor of Organizational Behaviour at the Indian Institutes of Management, Ahmedabad, and Calcutta. Till recently, he was Director of the Indian Institute of Management, Lucknow.
In recent years, Human Resource Development (HRD) has emerged as a distinct area of concern in organizations. This paper presents an overview of HRD practices in a variety of Indian organizations and identifies areas that need attention of HRD managers and academicians. There are three distinctly identifiable approaches among Indian organizations that have formal HRD programmes: (a) Man-Centered Approach, (b) Reciprocal Approach, and (c) Selective Approach. Although in practice there are overlaps among these approaches, this classification is useful for discussing the various patterns of HRD management.
Man-Centered Approach
Based on humanistic considerations, HRD, according to this approach, is a philosophy shared by managements that believe development of people to be their primary responsibility. This belief governs personnel, welfare, and other organizational policies and practices concerning its employees.
References: Athreya, M B (1988). "Integrated HRD Systems- Intervention Strategies" in Rao, T V et al. Alternative Approaches and Strategies of Human Resources Management. Jaipur: Rawat. Brown, W and Jaques, E (1965). Glacier Project Papers,. London: Hieneman. Davis, L E and Cherms, A B (eds.) (1975).77ie Quality of Working Life, (Vol 1. New York: Free Press.) Dayal, I and Dayal, A K (1983). Organizing for Management. New Delhi: Concept. Dayal, I, Srivastava, A and Alfred, T M (1972). Anatomy of a Strike. Bombay: Somaiya. De, N R (1984). Alternative Designs of Human Organizations. New Delhi: Sage. McGregor, D (1966). Leadership and Motivation. Cambridge, Mass.: MIT Press. National HRD Network (1989). "Towards Organizational Effectiveness," Conference Papers. Pigors, P, Myers, C A, and Malm, F T (1959). Personnel Administration. New York: McGraw-Hill. Rice, A K (1958). Productivity and Social Organization: The Ahmedabad Experiment. London: Tavistock. Rao, T V and Pereira, D F (1986). Recent Experiences in Human Resources Development. New Delhi: Oxford & IBH. Rao, T V, Verma, K K, Khandelwal, A K and Abraham s j, E (eds.) (1988). Alternative Approaches and Strategies .of Human Resources Management. Jaipur: Rawat. Reddin, W J (1987). Effective Management. New Delhi: Tata McGraw-Hill. Silvera, D M (1988). Human Resource Development: An Indian Experience. New Delhi: News India. Singh, J P (1989). "Choosing Human Resources Development Interventions", Vikalpa, Vol 14, No 1, January-March, pp 35-41. Strauss, G and Sayles, L R (1985). Personnel The Human Problems of Management. New Delhi: Prentice-Hall. Trist, E L, et al ( 1963). Organizational Choice. London: Tavistock. Editorial Continued from Page 2 Charismatic leaders tend to use unconventional and out-of-the-ordinary means to achieve organizational goals. Such behaviours should also be perceived to have high probability of harming the leader 's own selfinterest. Mahatma Gandhi 's momentous "Salt March" and "Fast unto Death" are ever shining examples of such behaviour. This is not to say that charismatic leaders are foolhardy. They have "realistic assessments of environmental resources and constraints affecting the realization of their visions. They implement innovative strategies when the environmental resource constraint ratio is favourable to them." In addition, charismatic leaders often use rhetoric that reflects expertise, assertiveness, and concern for followers ' needs. Such are the patterns of abilities, interests, and personal traits of charismatic leaders which can in fact be objectively studied. But can charismatic leadership be learned? Conger and Kanungo think so. They offer suggestions for identifying potentially charismatic leaders within organizations and developing them through training in various skill areas, such as critical evaluation, communication, and empowering other members of the organization. But beware followers. Be on guard against idiolization of your leader! Sasi Misra Vol. 14, No.4, October-December 1989 15