HRD ASSIGNMENT

(Submitted to:- Ms.JASPREET KAUR)

Submitted by:- Yashika Sharma
M.COM
2023030015

CHAPTER-9
HRD IN GOVERNMENT ORGANISATIONS
INTRODUCTION

The government of any country plays a very significant role in the development of the
nation, more so in the case of developing countries like india, which has just turned 77
after freedom from the British rule.

Despite of being the second largest in terms of population or what we call it human
resources we have not been able to harness the talent and the potential of our people.

Unlike a small country like Japan which has risen out of the ashes like a phoenix from
the Hiroshima and Nagasaki bombing. How was it possible? Well, it was all because
of the most hardworking and the ingenious human resources at their disposal. And
this is no mean achievement for a country with no other natural resources, and to top
it all sitting on the constant threat of volcanoes and tsunamis. Their human resources
have undoubtedly turned the tables in their favour and consequently their fortunes.

Today Japan is one of the most industrialised nations in the world, churning out one
business product each business day, due to the sheer ingenuity of their human
resources more than anything else. And rest they say is history. Today the whole world
looks up to a Japanese product and buys it without even thinking twice and batting an
eyelid.
Simply because they are sure of the quality of its products, nobody can beat them in
technology. Do you think all this would have been possible without the support and
cooperation of their government? Of course not. It would not have been possible at
the least. Similar is the case of the Dragon, or our Chinese counterparts.
There also the government has taken upon itself the development of the nation and
their efforts are there for all of us to see, admire and stare in envy and awe. The
government in Japan and China has adopted a strict carrot and stick policy apart from
encouraging public private partnerships in all the spheres.

Before proceeding further, let's have a look at the comparative picture of the
developing and the developed countries. 79 percent of the world's population lives in
the developing countries and their contribution to the world GDP is a mere 20 percent.
Now hold your breath and see that the 21 percent of the population living in the
developed countries is contributing a whopping 80 percent to the world GDP. Well,
that says it all. It is their human resources who are par excellence and their potential
and capabilities have been optimally utilised. The role of the respective governments
cannot be underestimated. Thus, it is very clear that a government of a state has a
crucial role to play in the development of an economy.

HRD IN GOVERNMENT ORGANISATIONS

Government support is the most important precondition for economic development,
but in most of the developing countries like India Corruption is a barrier to efficient
HRD.
Nevertheless,Investments In education and training have played a key role in the
developing countries.

Comprehensive reforms are needed in public personnel management in the direction

of attracting, retaining, developing and utilising competent employees in setting
priorities and Policies. Since the governments do not operate in a vacuum, it is
important to acknowledge that some external pressures may influence government
decisions in almost all the spheres.

HRD is now very much at the heart of development debate in India. Many international
agencies and regional bodies have conceptualised HRD and described the role and
priorities of government in HRD as they perceive it.
In case of India the onus of development is more on the government, as it has taken
upon itself the role of a welfare state. After independence we have adopted the five
year plans to revive the economy in a phased manner as the Britishers left our
economy limping in shambles. It is worth giving due credit to their efforts that today
India has been able to carve a niche for itself on the global landscape.

The government in our country acts as a planner, regulator catalyst, controller and
investor.
The policies and the practices of the government has a direct bearing on the nature
and the direction of HRD initiatives at the central, state and the district level with regard
to the administrative machinery and the public sector organisations. The other sectors
of the economy are also directly or indirectly impacted by the HRD activities of the
government, as ours is a partially controlled economy with the government regulating
the activities of the private sector organisations as well.
The HRD in government can be broadly understood from two
perspectives namely:
1. The HRD Activities in the Various Ministries, Departments and Government
Agencies.
2. The Role of the Government at the Macro Environmental Level, the Policies
and Conditions Which Affect HRD in Various Other Organisations.

OBJECTIVES OF HRD IN GOVERNMENT ORGANISATIONS

According to K. M. Mathur, the basic objective of HRD in government administration
systems 1s:
o To impart training to the administrators or civil servants to carry on their duties
with a lot of precision and clarity
o To prepare them for the new tasks and challenges which would be coming in
their way in this dynamic and ever changing environment;
o To help them in developing resistance to the danger of becoming mechanised
by visualising what he is doing in a wider setting and by continuous
perseverance with his own educational development;
o To develop their capacity for assuming higher levels of authority and
responsibility;
o To develop and maintain staff morale particularly because of the nature of
routine jobs
o To sustain the human touch not only in direct personal communication but in
indirect communications with the public at large

The human resource planning involves four basic steps;

1. Planning for future needs.
2. Planning for future balance.
3. Planning for recruiting and selecting.
4. Planning for development.
The most important being the planning for development aims at increasing the current
and the future capabilities of the administrators to shoulder their responsibilities
effectively and efficiently.

EVOLUTION OF HRD DEVELOPMENT IN GOVERNMENT ORGANISATIONS

The evolution of HRD in the government systems can be traced to the following initiatives;

• Paul Appleby from the US public administration recommended the need to

transform the existing system of administration from the colonial to a developmental
one. However not much was done in this regard.

• The administrative reforms commission of 1967 emphasised the importance of

better systems and training and development which led to the setting up administrative
reforms cell, within the home ministry first and then personnel department. Three
activities were strengthened:
in the
o Nomination of more officers for training within and outside the country,
o Computerisation of manpower data,
o More systematic postings for specialised assignments.

The Indian institute of management Calcutta and Ahmadabad was started in

1962. The Indian administrative service recruits were given management training and
subsequently this was introduced for the training of other public systems like income
tax, postal services and the police services.

A formal ministry of HRD was set up in 1985 when it was realised that it was high
time we act on our shortcomings.With this renewed emphasis on HRD, the ministers
and the secretaries of the government were deputed to attend a variety of training and
development programmes being initiated and conducted by institutes like, Tata
management training institute, XLRI Jamshedpur, IIM's etc which made considerable
effort in this regard.

CURRENT SYSTEMS OF HRD IN GOVERNMENT

1) Training
The nature, size and variety of the plans and programmes of social and economic
advance that the country has undertaken determine the training of Government and
public systems. Ten years ago, there were only a few Central and State training
institutions for imparting induction training to their officers. In-service training was not
seen as important for the development of officers. Today, most States have their own
training institutions and if they do not have, they send them to other reputed institutes.

2) Job Rotation
The move away from purely generalist training on history, constitution, procedures etc.
towards specialised training, has also made possible more purposive rotation and
transfer. The earlier concept of the jack-of-all-trades generalist, who can handle any
assignment, is giving way to better fitment of role and person. Officers who have
utilised the opportunities to get Masters and even doctoral degrees in specialised
subjects like Economics, Energy, Population Studies, Trade etc. are being rotated into
relevant assignments.

3) Selection
Even before independence, selection in government was "objective" in the sense of
being based on competitive examinations. But this has a concomitant problem of
rigidity. There is a very limited acceptance of mid-career entry.?

4) Manpower Forecasting
This goes mostly by annual manpower budgeting and ad hoc proposals during the
year. But the five year plans have provided an opportunity for at least once in five
years for each Ministry to make its manpower forecasts. In the past such forecasts
were mechanistic extrapolations. What is more remarkable recently are the pressures
for efficiency and manpower reduction, in the following ways:
1. Voluntary Retirement Schemes have been introduced, giving attractive
benefits, at the end of twenty years' service.
2. Additional workload is sought to be taken without increasing manpower. c)
Information technology is helping to merge and sometimes eliminate routine
jobs.
1. More autonomous, "attached" organisations are being formed, to take work out,
of the bureaucracy into more flexible entities.
2. The thrust towards delicensing, deregulation and decontrol, the move from
'physical' to fiscal control etc., are expected to lessen the administrative work
load further.

6) Performance Appraisal
Performance Appraisal as a HRD tool has not yet been realised in Government
systems. The predominant method of performance appraisal in government has been
the confidential rating system, used largely for evaluation rather than development.

A New approach to an integrated HRD system in government

administration
Some new mechanisms which can be used to improve the efficiency of government
organisations are explained as follows:
o Activity Analysis, Task Analysis, Role Analysis
o Identification Of Critical Attributes
o Performance Appraisal
o Potential Development
o Organisation Development
 1. Activity Analysis, Task Analysis, Role Analysis

• In activity analysis all the activities required to accomplish the final or

intermediate goals of the organisation are identified.
• In task analysis the functions or the tasks to be performed are identified.
• Role analysis clarifies the role and role of the job incumbent.

2. Identification of Critical Attributes

The competencies which are critical to the performance of the tasks or the job are
called critical attributes.
And these are to be possessed by the job holder for efficient working.The identification
is done before recruitment so that right candidates are attracted towards the particular
job requiring a particular set of critical attributes necessary for the job.

3. Performance Appraisal

The most under-utilised HRD mechanism in government is the performance appraisal

system which is relying on the old methods of evaluation only and do not contribute
towards identifying the strengths and weaknesses of the persons. They are then not
prepared for future assignments as they are not aware of the areas for future
development.The government sector needs to take a lesson or two from their private
sector counterparts to include modern methods of performance appraisal like
management by objectives, 360 degree appraisal and performance counselling which
will not only evaluate their current performance but will also identify their training and
developmental needs.

4. Potential Development

In order to find people to take up higher responsibilities in the future, it is important to

identify the people who possess those critical attributes, and train and develop them
accordingly which are one of the major objectives of any HRD initiative in the
organisation

5. Organisation Development

OD is perhaps the most neglected HRD mechanism in the government sector. This is
because of the large bureaucratic structure and the typical babu culture of the
government organisations which do not undertake planned change initiatives in their
organisations. OD is a method of planned change by which an organisational health
and effectiveness is diagnosed and relevant interventions are applied to improve the
existing system.