Page 14 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes (a) Training and Development

(b) Organization Development
(c) Organization/Job Design
(d) Planning
(e) Selection and Staffing
(f) Personnel Research and Information Systems

(g) Compensation/Benefits
(h) Employee Assistance
(i) Union/Labour Relations

1.4.1 Training and Development
Organizations and individuals should proceed together for their survival and attainment of
mutual goals. Employee training is a specialized function and is one of the fundamental
operative function of HR management. It improves, changes, and moulds the employee’s
knowledge, skill, behaviour, aptitude and attitude towards the requirements of the job and
the organization. Training bridges the gap between job requirements and employee’s present
performance.
Management development is a systematic process of growth and development by which
managers develop their abilities to manage. It is a planned effort to improve current or
future managerial performance.
1.4.2 Organization Development

Management can effectively meet challenges of change through a systematic and planned
change effort. Organization development is the modern approach to management of change
and human resource development. According to Dale S. Beach, “organization development
is a complex educational strategy designed to increase organizational effectiveness and
wealth through planned intervention by a consultant using theory and techniques of applied
behavioural science”. Organization Development (OD) concentrates on people dimensions
like norms, values, attitudes, relationships, and organizational climate. The OD efforts
broadly aim at improving the organizational effectiveness and job satisfaction of employees.
Humanizing the organizations and encouraging personal growth of individual employees
can attain these aims.
1.4.3 Organization/Job Design

Organization design deals with structural aspects of organizations. It aims at analyzing roles
and relationships so that collective effort can be explicitly organized to achieve specific ends.
The design process leads to development of an organization structure consisting of units and
positions. There are relationships involving exercise of authority and exchange of information
between these units and positions.
Michael Armstrong has defined job design as “the process of deciding on the content of a
job in terms of its duties and responsibilities; on the methods to be used in carrying out the
job, in terms of techniques, systems and procedures and on the relationships that should exist
between the job holder and his superiors, subordinates and colleagues”. Thus, job design is
the process of determining the specific tasks and responsibilities to be carried out by each
member of the organization. It has many implications for HR management. An employee’s
motivation and job satisfaction are contingent on varied factors like job content, his abilities,
his level of performance etc.

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