Human Resource Development
Research Article
focuses on the analysis and resolution of managerial issues based on analytical and empirical studies.
A Study of HRD Concepts, Structure of HRD Departments, and HRD Practices in India
T V Rao, Raju Rao, and Taru Yadav
Human Resource Development (HRD) as a function has evolved in India indigenously from the year 1975 when Larsen&Toubro (L&T) conceptualized HRD as an integrated system and decided to separate it from the personnel function. Since then, most organizations have started new HR departments or redesignated their personnel and other departments as HRD departments. Today, there are high expectations from HRD. Good HRD requires well-structured function, appropriately identified HRD systems, and competent staff to implement and facilitate the change process. This paper attempts to: • Examine the way the HRD function is structured in the Indian corporate sector. • Highlight the current HRD practices in India in relation to various HRD systems. • Examine the extent to which HRD implemen tation meets the criteria of the Integrated HRD Systems Approach of Pareek and Rao (1975, 1977), and using this analysis, comment on the prerequisites for the success of other recent HRD frameworks for Asian countries.
A number of human resources development frameworks has come into existence in the last ten years from various parts of the world. Indian organizations have begun to use these for improving their HRD systems and their impact. An Integrated HRD Systems Approach was evolved for Indian organizations at the Indian Institute of Management, Ahmedabad by Udai Pareek and T V Rao for L&T. This paper examines the current status of structuring of the HRD function and HRD subsystems in India against this "Integrated HRD Systems" framework. The paper also comments on the recent approaches to HRD. Data from HRD audits of 12 Indian organizations indicated that HRD function is not well structured, is inadequately differentiated, poorly staffed, and fails to
focuses on the analysis and resolution of managerial issues based on analytical and empirical studies.
A Study of HRD Concepts, Structure of HRD Departments, and HRD Practices in India
T V Rao, Raju Rao, and Taru Yadav
Human Resource Development (HRD) as a function has evolved in India indigenously from the year 1975 when Larsen&Toubro (L&T) conceptualized HRD as an integrated system and decided to separate it from the personnel function. Since then, most organizations have started new HR departments or redesignated their personnel and other departments as HRD departments. Today, there are high expectations from HRD. Good HRD requires well-structured function, appropriately identified HRD systems, and competent staff to implement and facilitate the change process. This paper attempts to: • Examine the way the HRD function is structured in the Indian corporate sector. • Highlight the current HRD practices in India in relation to various HRD systems. • Examine the extent to which HRD implemen tation meets the criteria of the Integrated HRD Systems Approach of Pareek and Rao (1975, 1977), and using this analysis, comment on the prerequisites for the success of other recent HRD frameworks for Asian countries.
A number of human resources development frameworks has come into existence in the last ten years from various parts of the world. Indian organizations have begun to use these for improving their HRD systems and their impact. An Integrated HRD Systems Approach was evolved for Indian organizations at the Indian Institute of Management, Ahmedabad by Udai Pareek and T V Rao for L&T. This paper examines the current status of structuring of the HRD function and HRD subsystems in India against this "Integrated HRD Systems" framework. The paper also comments on the recent approaches to HRD. Data from HRD audits of 12 Indian organizations indicated that HRD function is not well structured, is inadequately differentiated, poorly staffed, and fails to
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