T. V. Rao
HRD function has got a good deal of attention in the recent past and is continuing to get more. The instruments of HRD are many. The HRD instruments should lead to the generation of HRD processes like role clarity, performance planning, development climate, risk-taking, dynamism, etc in employees. Such HRD process should result in more competent, satisfied and committed people that would make the organization grow by contributing their best to it. Such HRD outcomes influence the organizational effectiveness. A model explaining the linkages between HRD instruments, processes, outcomes and organizational effectiveness is presented. Experiences of seven public sector and seven private sector organizations (BEMK, BHEL, Bank of Baroda, Crompton Greaves, Jyoti, Indian Oil Cproration, L&T, L&T-ECC, SAIL, State Bank of India, State Bank of Patiala, Sundaram Fasteners, TVS Iyengar & Sons and Voltas) were analysed against this model, The analysis suggests that new HRD departments, performance appraisals, role analysis and OD exercises have been the most frequently used HRD instruments. Using external consultants as well as internal task forces consisting of line managers, company-wide education of line managers and top managements' participation in the change process are most commonly observed in these organizations. However, very little evidence is available about the impact of the HRD instruments in terms of developing a HRD culture and HRD outcomes. It is argued that in the absence of a demonstration of such a linkage HRD becomes a matter of philosophy and faith. HRD departments have a complex role to play as even theoretically the links between HRD and organizational effectiveness are not easily demonstrable. HRD departments and top management should recognize this and accordingly plan their future strategies.
