Human Resource Development

Sannigrahi, Asoke Kumar

ImprintNIPA
ISBN 9789380235769
Year2011
Pages312 pages, 25cm
LanguageEnglish

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USD 68.99
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Availability of good books written by Indian author on management of ‘Human Resource’ in organization level is very limited. Book written by foreign author mainly dealt with situations faced in working climate of foreign countries which are quite different than Indian working condition. In this context, it is felt necessary to publish a book on ‘Human Resource Development’ which will be helpful to all HR professionals and Management students as a reference book. It is constituted with thirteen important s written by twelve experts working on HR in different establishments. I have taken the opportunity to compile those s together. All the topics are very essential for persons dealing HR activities to improve knowledge, to bring attitudinal change and to develop welfare mind, resulting ultimate benefit to employees as well as institutes.
A.K. Sannigrahi: Scientist, Proof & Experimental Establishment (PXE), Ministry of Defence. Defence Research & Development Organisation (DRDO), P.O. Chandipur, Balasore-756 025 (Orissa)
1. Role and responsibility of human resource development by P.K. Mahapatra. 2. Motivation in the workplace by Y.K. Nagle. 3. Necessity of training and identification of training needs by R.K. Pradhan and Sajeet Pradhan. 4. Mentoring: the most challenging responsibility by A.K. Sannigrahi. 5. Leadership development by A.K. Sannigrahi. 6. Organizational stress by Sanchali Sinha. 7. Time management by Chitra Sikaria. 8. Conflict resolution by Arunima Gupta. 9. Relevance of emotional intelligence at workplace by Gurpreet Kaur and Soumi Awasthy. 10. Professional ethics by Chitra Sikaria. 11. Performance appraisal and goal setting by S.C. Narang. 12. Management of knowledge for achieving competitive advantage by Kailash B.L. Srivastava. 13. Human resource audit by Sanchali Sinha

	S. No.	Chapter Name	Author Name	Author Detail	Pages		Price
	1	Role and Responsibility of Human Resource Development	P. K. Mahapatra	Scientist ‘F’ (Retd), Proof & Experimental Establishment (PXE), Chandipur, Balasore, Orissa	33	Read More	USD 19.99
People can build dynamic and growth-oriented organizations. No wonder that late Homi J Bhava advocated on identification and selection of a dynamic scientist and building a laboratory ‘for’ him and ‘around’ him and not the reverse, that is, building a laboratory with certain aim and then search a suitable candidate to steer it. Effective employees can contribute to the effectiveness of the organization. Competent and motivated people can make things happen and enable an organization to achieve its goal. Therefore, organizations should continuously ensure that the dynamism, effectiveness, competency, and motivation of its people remain at a high level. Human resource development is a continuous process to ensure the development of employee dynamism, effectiveness, competencies and motivation in a systematic and planned manner.
	2	Motivation in the Workplace	Y.K. Nagle	Scientist ‘E’, Defence Institute of Psychological Research (DIPR), DRDO, Lucknow Road, Timarpur, Delhi	18	Read More	USD 19.99
Motivation is a process that starts with a physiological or psychological deficiency or need that activates behavior or a drive that is aimed at a goal or an incentive. Motivation is a complex area. It’s different for different persons. Alignment of aims, purposes and values between staff, teams and organization is the most fundamental aspect of motivation. Organizational work culture and employees behavior are two important factors in taking decision on motivation techniques to be followed in the organization. Security of job, reward on better performance, importance of employee’s view in decision making, positive attitude, decisive leadership, etc bring motivation among employees. The five practices such as get to know every employee, challenge them to improve the performance, treat each employee as client for a day, establish great idea award and implement the great idea in organization activity, can improve the motivation of employees. They should be considered as resources, trusted by giving responsibility and rewarded with performance bonus for better motivation in the workplace.
	3	Necessity of Training and Identification of Training Needs	R.K. Pradhan1 and Sajeet Pradhan2	1Assistant Professor of Psychology, Indian Institute of Technology, Kharagpur, West Bengal, 2Lecturer of HR/OB, Krupajal Business School (KBS), Bhubaneswar, Orissa.	20	Read More	USD 19.99
Training is for improvement of a person. Training is no longer optional. In the 21st century, an organization’s capacity to effectively train its people is part of its ability to survive. And if that capacity isn’t there, or if it is defective, then the organization itself will reveal that flaw in a number of destructive ways, including loss of bottom line profits. Needs identification will help to identify the necessary and relevant issues for proper planning and implementation. Needs identification is the first logical step to determine and justify the requirement for training in the first place. It acts as a prognosis of an organizational ailment. There are various methods and techniques to identify needs which are then categorized into four major categories : democratic, diagnostic, analytic and compliance needs. Since none of the technique is self sufficient in nature it is advisable to have a combination of techniques so as to get the true result i.e. the actual training needs. Need analysis is the next step in the training process to determine training for whom, why and what. The three major components of needs analysis are organizational/strategic analysis, task analysis and person analysis. Organizational analysis involves determining the extent to which training is congruent with the company’s business strategy and resources. Since performance problems are one of the major reasons that companies consider training for employees, it is important to investigate how personal characteristics, input, output, consequences and feedback relate to performance and learning. A task analysis involves identifying the task and the knowledge, skills and abilities that will be trained for. Competency modeling is a new approach to needs assessment that focuses on identifying personal capabilities including knowledge, skills, attitudes, values, and personal characteristics.
	4	Mentoring – The Most Challenging Responsibility	A.K. Sannigrahi	Scientist, Proof & Experimental Establishment (PXE), Ministry of Defence, Defence Research & Development Organisation (DRDO), P.O. Chandipur, Balasore-756 025 (Orissa)	29	Read More	USD 19.99
Mentoring is a personal enhancement strategy through which one person facilitates the development of another by sharing known resources, expertise, values, skills, perspectives, attitudes and proficiencies. The concept of mentoring is not new. Guru – Shishya traditions in every old civilization are the examples of mentoring by which culture, technology and knowledge have been successfully disseminated from older generation to newer generation. Being an important career building factor, now more emphasis is given to develop mentoring relationship in organization level. In office culture mentoring facilitates an environment in which an individual grows both as a person and as a professional. This chapter deals with specific roles of a mentor and a mentee, their expectations and benefits. Though earlier mentoring relationship was mainly informal but the complexities in service life of the present time has forced the organizations to start time bound formal mentoring for harvesting measurable benefits. With the revolution in Information technology Virtual mentoring is flourishing rapidly as an alternative to formal mentoring since it is not time dependent or place dependent and free from personal contact. This relationship is not hindered due to age, caste, gender, and financial status of mentor and mentee. Peer mentoring is coming up to tackle the ragging problem as well as stress of first year students in colleges and universities.
	5	Leadership Development	A.K. Sannigrahi	Scientist, Proof & Experimental Establishment (PXE), Ministry of Defence, Defence Research & Development Organisation (DRDO), P.O. Chandipur, Balasore-756 025 (Orissa)	33	Read More	USD 19.99
Leadership behavior is seen in every group of social animals like elephant, honey bee, human being, etc. Initially people thought this behavior as inborn character and only few lucky people possessed it. But now it has been proved that this character can be developed by interested people through systematic training. In every family parent are playing the role of either leader or manager and being a role model gradually transmitting this behavior to their children from childhood itself. Training begins at home of every successful leader. In this article the characteristic features of leaders, style of their functioning, leadership theories and the difference between a leader and a manager are discussed in details. Important tips have been mentioned to follow for becoming a good and successful leader.
	6	Organizational Stress	Sanchali Sinha	Lecturer in Human Resource Management and Organizational Behaviour. Academy of Business Administration (ABA), Balasore, Orissa.	17	Read More	USD 19.99
Stress can be due to both positive as well as negative experiences, which also forms a necessary part of our daily lives. If we consider an evolutionary standpoint stress was necessary for survival (i.e., imagine hunting large prey on which one’s entire tribe is dependent) and in our modern lives also stress is important as it motivates us for the fulfillment of tasks and changes. Pressure is felt from the environment during transition period ( like at the time of high school graduation) and in preparation for some events (like job interview). Although stress can be a motivation tool, too much stress or inability to cope up with stress can have an adverse effect on the health of an individual. This chapter represents the study on stressors, various sources of stress, outcomes of stress, and various strategies which will help an individual to cope up with stress. The study is supported by case studies which helps in understanding the chapter more clearly.
	7	Time Management	Chitra Sikaria	Lecturer in Marketing Management, Academy of Business Administration (ABA), Balasore, Orissa.	10	Read More	USD 19.99
No one is born with the gift of good time management skills and it is rarely taught at schools or universities. The ways to manage time and get the things done is something which has to be developed and implemented by an individual himself. We need to find out the perfect method that will suit us. We may often wish to get more time but we only get 24 hours, 1,440 minutes or 86,400 seconds each day. The perfect ways to utilize time depends upon skills learned through self analysis, planning, evaluation and self control. Establishing a time management depends on individual’s personality, ability to self motivate and level of self discipline. The objective of this chapter is to focus on benefits of time management, tips for time management, steps for time management and various techniques of time management. The study is supported by case studies which will help in understanding the chapter thoroughly.
	8	Conflict Resolution	Arunima Gupta	Scientist ‘F’, Defence Institute of Psychological Research, Lucknow Road, Timarpur, Delhi	28	Read More	USD 19.99
Whenever human beings come together and interact, there are bound to be conflicts. It is the struggle between individuals or groups or organizations for values, status, power or scare resources, that creates tension and frustration. It cannot be totally eliminated, it has to be managed. Positive conflicts sometimes lead to innovations or new directions of thinking in the Research and Development (R&D) environment. But negative conflicts mainly breed unproductiveness, a climate of distrust and suspicion, antagonism, and neglect of organizational goals. Conflict arises due to one of the three reasons : unacceptability, uncertainty and incomparability of alternatives. The problem of unacceptability arises when the most preferred alternative is not found to be acceptable. Uncertainty arises when the individual faces problem to select one from the alternatives. The incomparability dilemma is a situation where the decision maker does not have standards to compare alternatives. Modern managers must be equipped to deal with different types of conflict and devise strategies to resolve them. This chapter deals with conflicts at individual level, at group level or at organizational level, their resolution through negotiation or collaboration, models and methods for managing conflicts, etc in details. A healthy organization climate can unblock creative potential of its employees, streamlining and facilitating efforts for the good of the organization and its employees.
	9	Gurpreet Kaur1 and Soumi Awasthy2	Gurpreet Kaur1 and Soumi Awasthy2	1Scientist ‘C’, Defence Institute of Psychological Research (DIPR), Lucknow Road, Timarpur, Delhi, 2Scientist ‘F’, Defence Institute of Psychological Research, Lucknow Road, Timarpur, Delhi	13	Read More	USD 19.99
Workplace has become more and more complex due to tremendous pressures and high expectations and it poses heavy demand on the managers and leaders to exhibit their emotions smartly and intelligently. Thus, in the present scenario social and emotional competencies are considered as very important ingredients of individual’s efficiency and effectiveness at workplace. Emotional intelligence is the ability to sense, understand, value and effectively apply the power and access of emotions as a source of human energy, information, trust, creativity and influence. Present chapter elucidates different models of emotional intelligence and role of culture and sociological factors in defining emotional intelligence. It also explains the four cornerstone model of emotional intelligence. These four cornerstones made emotional intelligence moved out of the preview of psychological analysis and philosophical theories into the domain of direct knowing, exploration and application. These are emotional literacy, emotional fitness, emotional depth and emotional alchemy, which are significant in the organizational context. Finally chapter describes about different measures of emotional intelligence.
	10	Professional Ethics	Chitra Sikaria	Lecturer in Marketing Management, Academy of Business Administration (ABA), Balasore, Orissa.	9	Read More	USD 19.99
The professionals carry additional moral responsibilities as compared to the general population and in society the professionals are capable of taking actions and decisions in a situation which the general public cannot take due to the lack of relevant training and knowledge. Ethics are used world-wide in large companies as well as in small businesses. Ethics is required to be promoted in the work place since it gives employees a sense of trust and worth that can help the business and employees succeed. The client places trust in the professional on the basis that the service provided will be of benefit to them. The purpose of this chapter is to study about need of ethics, types of professional ethics, moral principles of professionals and ethical decision making. Further the study is supported by case studies to make the chapter more relevant.
	11	Performance Appraisal and Goal Setting	S.C. Narang	Chairman, Centre for Personnel Talent Management (CEPTAM), DRDO, Metcalfe House, Delhi	18	Read More	USD 19.99
This chapter highlights the need of performance appraisal. It discusses various measures and methods of performance appraisal with respect to organizational goals. Performance counseling, when used as a part of performance appraisal is a strong motivational tool for the employees and results in organizational effectiveness. The issue has been discussed from the perspective of employer and employee.
	12	Management of Knowledge for Achieving Competitive Advantage	Kailash B.L. Srivastava	Professor and Head in the Department of Humanities and Social Sciences at Indian Institute of Technology, Kharagpur	22	Read More	USD 19.99
The major objective of this chapter is to examine how knowledge management initiative can bring competitive edge and help organizations to compete in a knowledge era. People now viewed as being the most valuable asset and ‘people management’ being a pertinent issue in knowledge management, the pivotal role of HR is being increasingly recognized by the organizations in a knowledge economy. The chapter starts with a discussion on the nature of knowledge management, theory, and process and then explores the role of human resource practices in facilitating the KM process in organizations. The author examines how different HRM practices like talent management, performance management, training and development, fostering trust, reward systems, institutionalizing learning systems and leadership can be linked with the knowledge management process to achieve competitive advantage.
	13	Human Resource Audit	Sanchali Sinha	Lecturer in Human Resource Management and Organizational Behaviour. Academy of Business Administration (ABA), Balasore, Orissa.	13	Read More	USD 19.99
Human resource management (HRM) has experienced a strong evolution. It is necessary to evaluate the design and implementation of personnel policies in order to provide useful information to managers. The objective of HR Audit is to analyze and evaluate the HR policies and their level of fit with the firm’s strategy and the characteristics of human capital. A periodic and systematic audit is very important in order to check the effectiveness and proper implementation of various HR policies in the organization. This chapter will represent various sections where the HR audit can be carried out, what should be the task of auditors, what are the steps/processes that needs to be followed at the time of audit, and various tools for HR Audit and preparation of Audit Report to be used for future references. At the end of this chapter a case study has been presented in order to make the study more effective.

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