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.
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