Indian HR

Industrialization is the general process by which economies and societies in which agriculture and production of handicrafts predominates become transformed into economies and societies where manufacturing and relation extractive industries are central. This process occurred first in the UK during the industrial revolution and was soon repeated. In other West European societies profound changes in social organization of production and distribution are incurred especially a rapid increase in the division of labour both between individual and occupational group and also between industrialized and non-industrialized nation changes. When lead to a transformation of the techniques and the social organization of agriculture as well as of extractive and manufacturing industries. This change has also brought in a new concept of Industrial Relations, which studies the relation between employees and employers. IR basically refers to in the shop-floor (between the management and manual workers). However by the passage of time, IR shifted its focus to a new concept of employer relation which defines the relation between the white-collars and the management. This resulted due the shift in economic activities, economic organization and manufacturing process as a whole. Thus the concept has broadened itself.
The human resource management over the years has emerged as a new dimension to the practice of personnel management in the corporate world. The wealth and prosperity of a nation depends upon the development and effective utilization of human resource. A country which is unable to develop skills and knowledge of its people and employ them effectively will be unable to develop. Human resource management finds the earlier expression in the form of personnel management. It encompasses planning, organizing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resource to the end that individual organizational and social objectives are accomplished. In practice, it has been seen as a somewhat lose conglomeration of discrete activities such as recruitment, training, labour welfare, labour loss and industrial relations; all working towards individuals. But the outcome of the research on need hierarchy, human relation and participative management, etc. by the management theoretician and practitioners have finally aimed at recognizing human resource at least as important as financial or material resources and advocate for careful and expert attention. Here a new technology called HUMAN RESOURCE MANAGEMENT replaced the earlier terminology PERSONNEL MANAGEMENT.
From the above discussion, it becomes clear that HRM particularly has 2 functions:
1) Utilization function (all functions of personnel management).
2) Development function (consider individuals as most valuable asset like other physical assets).
HRM and its development in the Indian contrast have its roots as in development of the functions of management in the West as an indigenous tradition, personalities and practices. The Western impact was felt in this country at 2 levels – a) Political and managerial. The reality of HRD in India is very complex contribution from the world of academics and among thinkers. Which has systemized local tradition to modern management concepts like the model of lurturant? “Task leadership� developed by J.V.P.Sinha, the “affection integration model as an effective style of management in Indian conditions� developed professor N.K.Singh and the team at the foundation for organizational research (FORE). The traditional HRD approaches in India are older than in Japan. They are nearly a century old in a giant company like the TATA Iron and Steel Ltd., the largest private sector company in India or in a much smaller organization like the Malayala Manorama which is India’s largest circulating newspaper and also in number of other companies particularly in the south.
The HRD values help impart dynamism and vitality to organization that they help tap the initiative and creativity of the workforce through clarity of goals, result oriented and team spirit.
T.V.Rao, a management academician cum practitioner clearly defined HRD in the organizational context as a process by which the employees of an organization and helped in a continuous planned way to:
a) Acquire and sharpen capabilities.
b) Need to perform various functions associated with them present and expected future role.
Develop these general capabilities as individuals and discover and exploit their own inner potential as individuals and discover and exploit their own inner potentials for their own organizational purposes.
Develop an organizational culture in which supervisor-subordinate relationship, teamwork and collaboration among everybody in the organization and that they contribute to the professional well-being, motivation and pride of the employees.
HRD systems include performance appraisal, feedback, creativity, career planning and training organizational development. Rewards, employee welfare and quality of life. The element of a whole HRD system comprising the various of the various organizations who based job, based factors as well as employee centered activities like corporate planning, manpower planning, recruitment, training, performance appraisal, job rotation, job redesign, talent spotting, career development and succession planning are to be sighted as intra-development elements.