MS-22 Human Resource Development Block 3 COMPARATIVE HRD EXPERIENCES UNIT 9 HRD Overview in Government and Public Systems UNIT 10 HRD for Health and Family Welfare UNIT 11 HRD in Other sectors (Defenses, Policy Voluntary Organisations and Panchayati Raj Institutions) UNIT 12 HRD in Service Industry UNIT 13 ‘Comparative HRD : International ExperiencesBLOCK 3 COMPARATIVE HRD EXPERIENCES This block comprises five units. The first Unit (Unit 9) gives an overview of the status, and the context of HRD systems in government and public systems, suggesting HRD. interventions required for improving work culture and efficiency. Unit 10 presents the application of HRD concepts to social and family welfare programmes. Unit 11 deals with the HRD processes and intervention in four strategic sectors viz., defence, police, panchayati raj institutions and voluntary organisations, responsible strategic sectors viz., defence, police, panchayati raj institutions and voluntary organisations, responsible strategic functions. Unit 12 examines the relevance and application of HRD polices and practices different parts of the world, highlighting the major commonalities and differences.UNIT 9 HRD OVERVIEW IN GOVERNMENT AND PUBLIC SYSTEMS Objectives After going through this unit, you must be able to understand : ‘© the place of HRD in government and public systems ‘© the specific context in which HRD operates in the government sector © the nature of existing and desired HRD interventions in government. Structure 9.1 Role of HRD in Government 9.2 Contextual Factors 9.3. Basic Objective of HRD in Government Systems 9.4 — Role Set of government Administration system 9.5 HRD Development in Government system 9.6 — Current Systems of HRD in Government 9.7 ANew Approach to In Integrated HRD System in Government Administration 98 Summary 99 — References 9.1 ROLE OF HRD IN GOVERNMENT The government has a critical role to paly in the development of the country. It acts as a planner, regular, catalyst, controller and investor. It policies and practices directly determent the nature and direction of HRD activates in stitutions and organizationunder the direct control of government such as the administrative machinery and public sector organisations. Indirectly, the government's polices and practices set the tone and create an environment which may discourage or encourage the HRD activate soft other organisation in the non-governmental sector has HRD in government ahs a strategic role. That is, its own policies an practices have a ripple effect with wide ranging impact on other sectors of society. This is especially so in a partially controlled economy like India’s where the government regulates the activities of even private sector organizations, Broadly, HRD in government can be given two interpretations. The first can be that it refers to the HRD activities in various ministries, departments and government agencies. The second interpretation is that it refers to role of government at the macro environmental else, policies and conditions which affect HRD in various other organisaiton.1 For instance, the policies and practices at the micro organisational level. This chapter will examine government's role HRD mainly from the former angle. 92 CONTEXTUAL FACTORS The environmental and situations conditional under which the government operates have an important bearing on its HRD practices. By and large, the government is seen to be conservative and slow in managing and implementing HRD and its HRD activities are often constrained by red-tapes and bureaucratic delays. The government has been slow to introduce been fairly conventional HRD systems such as regular training anddevelopment of its personnel. There are a number of reasons which may explain these characteristics of HRD in government. Government institutions are very large and complex systems. To cope with the myriad task of admit ration, government organisation and institutions tend to be very diverse in nature and are scattered across the length and breadth of the country. The sheer ize spread, diversity and complexity of the administrative machinery y make the HRD function government a highly complex one. A second factor is the historical context of government institutions. Although in a democratic system there may be frequent changes in the legistlative branches of the government. the executive branches cons ing of the administrative departments and related organisations, remain more or less stable, Consequently, there tends to be a historical continuity in the structure, culture, practices and behaviour of these departments or organisation. Thus, for instance, although India has been independent of the British now for over forty years, very many of our administrative polices and practices continue to be the same or ilar to what they were during the time of British rule. The sheet magnitude and complexity of brining about change has prevented changes being implemented. Furthermore, changes in the administrative practices of the government may even cause considerable disruption and organizational turbulence not only within the government system but also outside. This is why the introduction of even mi jor new HRD systems is a slow, difficult and often hazardous process in governmental systems. On the otherhand, the social economic and political environment in which governmental institutions function is often highly turbulent, especially in a democratic society which is open to influences both from within and outside. Thus, public administrators frequently find that they have to cope with changing circumstances, new problems and new task, while the human and organizational resources available to them remain relatively unchanged. This give rise to complaints of bureaucratic delays, red-tapi m, apathy, lack of motivation ete. Such difficulties are the cost common cause of frustrating and demodulation among, government functionaries. A final contextual factor of consider the important to HRD in Government has been the sharply increased level of complexity of government administration in modem times. such a complexity is related to the sweeping tide of revolutionary changes in different facets of society. We are witnessing an era of knowledge explosion social and technological revolutions, and. widespread changes eve in political systems. Inmost part of the world the increasing tendency toward democratisation has made governing systems. ofall kind more visible and accountable to the common people. Consequently there are increased expectations and turbulences of various kinds. ‘As Mathus points out : “The massiveness of the social, economic and political changes implies the need for careful all-round planning and control of resources at all levels. An. enlightened administration, dealing constantly with new situations, with economic social and technological developments, with a constantly changes society increasing in complexity all the time, needs an equally committed, motivated, dynamic and inventiveadministrative service personnel to handle various levels of administration ....... The administration has to assume many different roles and responsibilities for effective ‘management of various functions. The importance of manpower planning and HRD in the above context becomes quite clear. HRD in administration implies a series of organized activities of the government conducted of administrators. HRD programmers are concerned with training, education and development of all those people who are engaged in various capaciti , in performance of various administrative jobs”.2 93 BASIC OBJECTIVES OF HRD IN GOVERNMENT SYSTEMS According to K. M. Mathur, the basic objectives of RHD in government administration systems are To equip the civil servant with precision and clarity in transaction of business to attune the civil servant a to new task which he will be called upon to perform in a changing world To develop resistance to the danger of becoming mechanized by visualizing what he is doing in a wider setting and by preserving with his own educational development; To develop his capacity for higher work and greater responsibility; To develop and maintain staff moral particularly because large number of people have to deal with tasks of a rou ne nature; To inculcate right attitudes towards the public, never forgetting that the civil servant its he servant and not the master of the community; andTo sustain the human touch not only in direct personal contacts with the public but also in handling correspondence which demands a proper sense of urgency and due consideration of the “man at the other end”, The aim of HRD has to be to develop the administrators not just for the needs of tomorrow but even for those of the days after. The RHD programmers can reduce the consciousness gap between the leaders of society and masses of people by training development administrators. The success of any development programmers line in a number of variables of which trading is a an important factor. Training, education and development or HRD in administration are expected to provide the needed stimulus to initiate impulses of change in the administrative apparatus and will lead to improved ef iency, productivity and administrative performance. In fact, of later there has been significant enlargement of the training infrastructure even proliferation, enhancement of financial outlays and consequential increase in the number of training opportunities for administrators. HRD in administration is an important part of macro-level human resource planning. An organisation that does not plan for its human resources will often find that it is not, ‘meeting either its personnel requirements or its overall goals effectively. There are four basic steps in human resource planning : Planning for future needs, Planning for future balance, Planning for recruiting and selec ng, andPlanning for development. Planning for development aims at increasing the ability of the individuals and groups to contribute to orgnaisational effectiveness. Development programmers are designed to education employees beyond the requirements of their present position so that they will be prepared for promotion and be able to take a broader vie of their role in the organization be managed so that the organization will be assured of a contim ng supply of experienced and capable personnel? The central elements in human resource planning are forecasting and the human resource audit. forecasting attempts to assess the future personnel needs of the organisation. The human resource audit assess the organization’s current human resources. In the human resource audit, the skills and the performance of cach individuals in the organisation are appraised. Induction and orientation are designed to provide a new employee with the information he (or she) need in order to function effectively and comfortably in a given setting. Induction and orientation generally followed by training programmers aimed to improve skills, techniques, knowledge and attitude of the employees. Continuous monitoring of the actual job performed will reveal changes that call for new training. Tainting for advancement is needed to enable the employee to climb the promotional ladders.94 ROLE SET OF GOVERNMENT ADMINSITRATION SYSTEM With the introduction of the Five Year Plans after independence, the government of India took upon itself'a developmental role in addition to the conventional regulatory role. The assumption underling the new role what that along with looking after law and order, the Government need to pay attention to resource mobilization fan utilization. A number of departments and agencies were created on the lines of conventional bureaucratic structures. The Government also gave a lead role to the public sector in order to provide the major thrust for development. Over the years, the expectations for the role of the governemtns’central administration system has grown to a very great extent. The role set of the government in HRD can be seen in the illustration by Athreya.4 Ministers Central Administration People Industry Agriculture Services State Administration Such a role-set suggests the possibility of conflicting expectation and priorities which have to be fulfilled. These according to Athreya, are : 1. To forecast, analyse and advise Ministers on strategies for achieving policy objectives.2. to help in optimizing goals 3. Approved programs to be implemented in time. 4, Programmers to be monitored and to give suggestions to the ministers for corrective action. 5. Performance comparison with other countries, 6. To develop innovations in procedures and practices. 7. To develop subordinates and themselves for the institutionalization of Government 9.5 HRD DEVELOPMENTS IN GOVERNMENT SYSTEMS. Industry has used HRD in an integrated from only recently. In Government it is more so. Some important HRD developments in government are given below.5 Initial attempts were made to improve organisation effectiveness in Government. Paul nistration Appleby from the US Public Administration came and studied the Indian adm set up. One of his recommendations was the need to transform administration from a ‘colonial’ to a development-oriented one. However, not much was done to implement the recommendations. The Administrative Reforms Commission f 9167, emphasized the important of better systems and training and development. This led to the setting up of an Administrative Reforms Cell, within the Home Mi istry first. This later become a Personnel department.Three actives were strengthened among others, nomination of more officers for training within and outside the country, computerization of manpower data and more systematic postings for specalised assignments, The Indian Institutes of Monument, Calcutta and Ahmedabad started in1962. By the carly seventies, Indian Administrative Service recruit were given management training and management concepts were also brought into the training institutio of other public systems such as Income tax, Postal and Police. Failures in implementation of plans, projects and programems led to an awareness of HRD. in 1985, a formal Ministry for HRD was set up. With this new emphasis on HRD, ministers and secretaries of government departments were deputed to attend a variety of training and development programmers on management and HRD at reputed management institutes like the ASCI, the IIM’sXLRI, Tata Management Training Centre, etc. 9.6 CURRENT SYSTEMS OF HRD IN GOVERNMENT 1, Training The nature, size and variety of the plans and programmers 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 trai ig institutions for imparting induction training to their officers. Today, most States havetheir own training institutions and if they do not have, they send them to other reputed institutes.6 2, Job Rotation The move away from purely general training on history, constitution, procedures ete. 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 filment of role and person. Officers who have utilized the opportunities to get Master and even doctoral degree inspecalised subjects like Economies, Energy, Population Studies, Trade etc.are being rotated into relevant assignments. 3. Data Bank The awareness of HRD has coincided with a sudden acceptance of computers in not only industry, where the debate has been raging for thirty years, but also in government. This had enabled the computerization of human resource data. The data bank and its use for drawing lists for training, rotation and promotion are being the norm in government. There may be a lack of system discipline, and attempts at manipulation, but the system is now available.4. Selection Even before independence, selection in government was “objective” in the sense of being based on comeptitive examiantions. But this has a concomitant problem of risibility. There is a very limited acceptance of mid-career etnry.7 5. Manpower Forecasting 8 This goes mostly by annual manpower budgeting and adhoc proposals during the year. But the five year plans have provided an opportunity for at least once in five years for each Ministry to aments 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: a) Voluntary Retirement Schemes have been introduced, giving attractive benefit sat the end of twenty years’ service. b) Additional workload is sought to be taken without increasing manpower. ©) Information technolology ishelping to merge and sometimes eliminate routinejobs, 4) More autonomous, “attached” organization are being formed, to take work out of the bureaucracy into more flexibilities©) he thrust towards declicensing, deregulation and decontrol, the move from strative work ‘physical’ to fiscal controlete. are expected to lessen the admis load further. 6. Performance Appraisal Performance Appraisal as a HRD tool has not yet been realized in Government systems. The predominant method of performance appraisal in government has been the confidential rating systems, used largely for evaluation rather than development. 9.7 ANEW APPROACH TO AN INTEGRATED HRD SYSTEMIN GOVERNMENTADMINSTRATION * Development may be defined as the process of acquisition of competencies. Human. Resource Development is the process of facilitating and ensuring the acquisition of competencies required by people (employees, their supervisors and leaders or people in general) to perform certain activities or tasks intended to achieve some desired outcomes. These outcomes are defined by that organization in an organizational setting or some public agency, or agent or leader in public settings. Objectives of a programmer an organization can be achieved only when people do certaining things to achieve them. The people who should to these things are the employees. What they do or are expected to do may be called “activities” or” task”.These activities or tasks are grouped into categories and are sometimes called “functions”. If the task or activities have to be performed well, certain conditions have to met. The following are some of the important conditions that need to be fulfilled : ‘© The goals or objectives should be clearly stated and preferably in observable and measurable terms. ‘© The activities or task required to be performed for achieving the goals should be exhaustively identified and listed ‘+ Each person or employee should have a capitalist of the activities he is expected to perform and should be motivated or committed to perform these activities. ‘* Each person or employee should have the capabilities or competencies required to perform these activities. If he does not have them, he should be helped to acquire these competencies. ‘* Periodically the list of activities, their appropriateness to achieve the goals, division or allocation of these activities to different members, competencies needed and the competencies existing in the employees should be reviewed and competency gaps should be identified. ‘* Competencies should be developed in employees or people one continuous basis to perform these activities, task and functions. HRD is nothing but a planned way of ensuring that the above conditions are met. In order to ensure this a number of instruments or meachanisms can be used. These instruments, include activitity analysis or task analysis or role analysis exercises, critical discussions,potential development exercises, training OD, etc. Some of these mechanisms are briefly described below 1, Activity Analysis/Task analysis/Role Anal These activities aim at examing and organi hed in jing the various task to be accompli order to achieve organizational objectives. Inactivity analysis all the activities required to accomplish the final or intermediate goals of the organization are identified. Task analysis is concerned with identifying the functions or categories of tasks. Role analysis, is concemed with the role and role clarity of job incumbents. The above mentioned activities are necessary for individuals to be able to perform well in organizations. Unfortunately, they are often neglected especially in public service organizations resulting in vagueness about roles and tasks and overlapping functions. The following steps are followed in carrying out activity/task/role analysis : A workshop is held in which the entire department or unit, or a group of a maximum of fifteen to twenty people, get-together under the leadership of an external expert * The workshop begins with an identification of the mission of the departments or organizations © Then sion statement is translated into measurable objectives to serve as indicators of mission achievement.+ The group then identified the specific objective of the their unit or department which can contribute to the overall n ion. * Every individual in the group examines how his or her job can contribute to the objectives of the department and specifies goals and activities which he or she has to fulfill. * Each individual then presents his or her job objectives to the entire group and makes necessary modifications after dicsussions. © Following t cach individual prepares an exhaustive list of activities which he or she has to perform, estimates the importance of and time required for these activities, identifies the competencies that are needed to carry them out and inally, arrives at the competencies which he or she needs to develop, ‘The individual discusses the list with his or her supervisors, and a final activity list is arrived at with the approval of the supervisor. 2. Identification of Critical Attributes Critical attributes are the important qualities the job holder is required to posses in order to perform the functions associated with his job well. In the activity/task/ role analysis stated above, competency requirements are identified for each job holder by himself in consultation with his supervisors. the critical competencies required to perform the job are critical attributes. Incase an activity task/ role analysis is not being done by the unit, it could undertake the identification of critical attributes with the help of specialists (behavioural scientist). Such an exercise should result in the identification of listing ofcritical competencies required for a job to perform it well and indicators of these competencies. When specialists undertake such work they normally start with some form of job analysis (somewhat similar to role analysis, the major difference being a relatively more focus on the job and its components and less on the job holder and his expectations and experience) to derive critical attributes or competenci The same could be done by the department itself in a similar way as role analysis. The only additional step is to idetnify critical competencies form the list of competencies identified. For each competency, indicators of the competency (e.g, a degree, diploma evidence of handling the function well in the past, behaviors on his job, performance appraisal reports test data etc. ) should also be stated. 3. Performance Appraisal Performance Appraisal systems a struments of HRD have not yet been realised in government systems. A performance appraisal system can be powerful tool of HRD when it is used to help an employee understand his tasks and the mean of achie ing them, identify the strengths and weaknesses he has relevant to his job, and acquire new competencies for self development in the job. It is possible to design appraisal systems to achieve these objectives. Irrespective of, or in addition to the performance appraisal (or confidential reporting) followed by the Government, it is possible and even desirable for every adn istrative head to designand follow a performance review process in his unit or department. The following components could be used for such a process : * Periodically, about once every six months or a year, every appraiser meets with this appraise for a formal discussion regarding the appraiser's work and performance. The appraiser and appraise jointly review the latter’ past performance and decide on specific objectives to be achieved in the next year. * Ananalysis is also carried out of the factors which inhabited or contributed to past performance and those which are expected to inhabit or contribute to future performance. ‘* Based on the above analysis, the appraiser identified the development needs of the individual as well as those of the organization. These needs serve as the basis for planning the organization’s training and development and organization development activities for the coming year. The performance appraisal system described above serves the purpose not only of individual evaluation but also of providing important input data for an organization’s trail ing programmers, counselling plans, organization development activities,etc 4. Potential Development Every individual has some competency or the other. An organization interested in HRD needs to provide opportunities for identifying an developing such competencies so as to enable the future growth of people. The objective of potential appraisal system is to 20identify the potential of an employee to occupy higher positions in the organisation hierarchy and undertake higher responsibilities. Based on the assessment of potential, an organization can design appropriate training, career development, counseling and organization development programmers. A good potential appraisal system would include the following ‘+ Preparation proper role description for vairous job positions + Identification of the critical atteribtuesor requirements for effective role performance in the future roles. Assessment mechanisms by which individuals can be evaluated with respect to thecritical attributes. Psychological tests, simulation games and exerices, performance analysis, are so me such mechanisms which can be used. * Feedback mechanisms by which individuals are kept informed about there potential and the steps they need to take in order to improve. 4. Training Most of the training in government today is institution dependent. If training has to serve a usefull purpose, the individual should feel a need for training, he or she should be sponsored for training at a suitable time and he or she should be provided the opportunities or facilities to use his earnings for the trai ing, It is useful for every department or organization to set apart an appropriate training budget. Training need not be viewed as classroom training alone. It is possible to have monthly meetings of all staff auofa department which information issued by the deparmtmen the and,or trainng inputs are imparted by an internal or external expert. Training can also be imaprted by sponsoring fields visits to study the functioning of other effective departments or organizations. 6. Organization Development One of the most important, but also most neglected, aspects of HRD in government system in organization development (OD). Given the traditional rigid and bureaucratic structures and cultures which end to prevail in large organizations like government systems, many HRD activities and systems cannot be successfull unless planned changes are made in existing organizational structure and cultures. Odis a method of planned change by which an organization’s health ineffectiveness’s diagmnosed and relevant interventions made to improve it One approach to OD in a government system has been used and described by Vittal 12. istration of a questionnaire to assess the attitudes of pole and the climate prevailing in a department. Te question include such as: What is the work we are doing, but which we should not do ? What is there we must be doing, but not doing? What are your individual problems and what solutions do you suggest ? ‘What are the major problems facing the department and what are your ideas to overcome them ?© What are your objectives ? Are we taking action to achieve them How successful are we in this ? © What are we doing to reach our goals ? Ifthe data from such a questionnaire survey are shared with members of the department and used as a basis for planning and implementing change, I would act much like he survey research method in OD. Another intervention is the suggestion scheme systems/132 In this scheme, suggestions are periodically collected from department members about medications or improvements which can be made the department. The best suggestions accepted for implementation are displayed in a roll of honour and the winners are given cash awards. An OD intervention which may be especially useful in government system: ‘Management by Objective (MBO).14 In this method, people at all levels are involved in identifying organizational goals and specific individual strategies for achieving these goals through heir respective tasks. Petonjee has pointed out the need for OD interventions to reduce the role stresses which people in government departments are porn to face. Such stresses arise from conflicting tasks and responsibilities, a sense of erosion of one’s role, psychological non-acceptance 23of one’s role etc. Role based interventions can help reduce these stresses by claying, redefining and enriching formal organizational roles.15 98 SUMMARY HRD has a strategic role to play in government. The contextual and historical conditions government a difficult and affecting government systems give the HRD function complex role to play. HRD has to provide for the development of administrators and personnel who in turn have to look after key developmental activities in the country. Hitherto, HRD in government has been confirmed to limited trait ing activities, job rotation, selection, manpower forecasting, and maintaining of a personnel data bank. A new approach towards developing an integrated HRD system in government, administration is called for. The main components of such a system are suggested to be activity, task or role anal identification of critical job attributes, performance appraisal, potential development, training and organization development., 9.9 REFERENCES 1) MLB. Arthreya, “Human Resource Development in Government”. In towards Organizational Effectiveness Through HRD, unedited paper at the 1989 Conference of the national HRD Network, New Delhi, pp. 479-503. 242 3 4) 5) 6) D 8) 9) 10) rn) 12) K. M. Mathur, “Human Resource Development in Administration”. In B. L. Mathur (ed) : HRD : Strategic Approaches and Experience, Jaipur: Arihant 1989. pp. 49-50. Ibid, pp. 52-54, M.B. Athreya, Op. cit. Ibid. T. V. Ramanan, “Increasing Productivity of Training at the Sate and Central Government Departments”. Indian Journal of Training and Development, 13(1), 1983, pp. 34-36. M.B. Arthreya, op.cit. Ibid Largely adapted from T. V. Rao, “Human Resource Development in Government System, “Management in Government, XVIII (2), July- Sept. 1986, pp : 159-176. Udai Pareek and T. V. Rao, Desigining and Managing Human Resource System, New Delhi : Oxford and IBH, 1981 Ibid N. Vittal, “Human Resource Development in Government.” In National HRD Network,, 1989 op cit.13) Ibid 14) A. Singh, “Management by Objectives and the Government,” Management in Government, 4(1) 1972, pp. 29-53. 15) D. M. Pestonjee, “Role in Stress in Government Administration,” In National HRD Network, 1989, op. cit. 26UNIT 10 HRD FOR HEALTH AND FAMILY WELFARE Objectives After going through this unit you will be able to : * identify the importance of developing thee competencies of field workers in social and family welfare programmes. state the unique context in which human resource need to be developed for an effective implementation of population programmes. * list the various components of human resource management that need to be simultaneously attended to for facilitating the social and family welfare programmes. * list a series of questions to be answered in relating to each of the Human Resource functions ‘* identify the gaps in HRD for Health and Family Planning workers, Structure 10.1. Introduction 10.2 A Contextual Understanding of Human Resource Management for Population Programmes in India 10.3. What does Development and Management of Human Resources mean ? 2710.4 Summary 10.1 INTRODUCTION The ultimate objective of any health and family welfare programme is increasing life period, decreasing mortality rate, incidence of diseases etc., and making people healthy and economically sound through reduction of birth rate, adoption of small size family norm and such other strategies. Health and family welfare organizations attempt to achieve these goals through the use of man, material money and services. A variety of human resources are being utilized to work for these objectives. They include the Auxiliary Nurse Midwives (ANMs), Male and Female Multipurpose Workers, Lady Health Workers, Family Planning Health Assistance (FPHAs), Extension Educators, Medical Officers, District Level Officers, State level Officers and so on. These categories of employees are directly governed by the health and family planning organizations at the state level. Besides the people employed formally by the health and family planning department, help of personnel form various other departments is also taken by the health department. Unless these categories of employees are managed well, the services are likely to be ineffective. By managing the human resources we mean, developing the necessary capabilities in these pole to perform their tasks and then creating necessary conditions that ensure continuous and effective use of these resources. his chapter focuses on the management of human resources ‘employed by the health and family welfare departments. 28Tis all he more so in government organizations in India. While a great amount of attention is paid to creating infrastructural facilities at health centers, supply of medicines, contraceptive, generating incentives schemes for acceptors and such other issues very little attention is paid to strengthen the personnel in health and family welfare departments who are in tum supposed to manage the facilities and facilitate achievement of targets. ‘There are many dynamics that operate in terms of human processes in organizing and developing family planning and health services to people. In order to understand the adequacy or inadequacy of human resources, management one needs to understand the total context in which these resources need to be managed. The following is an attempt to provide such a context. 10.2 A CONTEXTUAL UNDERSTANDING OF HUMAN RESOURCES MANGEMENT FOR POPULATION PROGRAMMES IN INDIA. Acceptance of a small size family norm is essentially an individual decision or all the most a joint dee jon of two people (husband and wife). Research evidence available on issues of this kind in India indicates that people follow some processes or certain sequences in con ig to a final decision or before adopting a new norm or a new practice. For example, researches on adoption of new agricultural practices suggest practice. For example, researches on adoption of new agricultural practices suggest that the following sequential stages are involved experiencing a need, becoming aware that there are 29alternative or new ways of satisfying the need, becoming interest in one or more of these possibilities, deliberating, trail, evaluation, final adoption and integration. Recent researches indicate that the adoption sequence for family planning practices can be viewed under five stages : 1) Awareness and formation of attitudes to a small size family,2) Developing a no desire for more children, 3) Gathering knowledge about family planning methods, 4) Formation of intentions to action and 5) adoption through choice of one or more methods. People at different stages of adoption. For example people in stage 3 could be helped through literature and mass-communication strategies using radios and television (if they are accessible) whereas people in stage | may need ‘more interpersonal dialogues and discussions. Thus diagnosis of the adoption stages stage of a person becomes important for percent of population in India is rural. Influencing them to move towards adoption becomes very complicated due to lack of communication facilities and limited number of employees available to contact them. ‘The main agencies of the government at the operating level are the primary health centers (PHCs) and sub centres at the village levels and urban health centers in urban settings. The people at operating level include the ANMs, Ees. Multi-purpose workers, other health workers, and above all the Medical Officers manning the PHCs. Preparation of people, educating them and motivating through interpersonal communication and such other strategies, delivery of services etc, are all the responsibilities of operating unit — the PHC. Ata first level supervisor, the medical officer becomes an important officer in the administrative hierarchy because the objectives of the programme. Besides, he is also an important point of contract with 30people as he is also a main instrument in the delivery of services. The technical capabilities required for delivering health and family planning services are developed in him through medical education in the medical college, experience and other training programmes. The technical capabilities and interpersonal communication skills required by his operating functionaries at the rural level are developed through he training they receive before they take up the job. For some categories like ANMs such training is more systematic and of longer duration and for some it is only short-term and someti nes inadequate. In order to supervise the operating units and personnel manning these units, to provide them necessary assistance so that they will be able to perform their functions well and to provide continuous guidance and counselling the district level functionaries exist. They need to have substantial managerial and supervisory capabilities in order to do their job well. The regional and state level functionaries take care of large issues like policy formulation, planning, generation of new idea and schemes, managing information, monitoring, continuous evaluation, modification of overall programme inputs ete. functions. 3110.3 WHAT DOES DEVELOPMENT AND MANAGEMENT OF HUMAN RESOURCES MEAN ? This background makes it clear that functionaries at different levels require different kinds of knowledge, attitudes, and skills to be able to contribute to the achievement of programme objectives. The magnitude of the problem becomes clear when one look at the position of the staff in the rural health family welfare centres alone in India. There are about 20,000 doctors, 5,000 extension educators, 1,07,000 lady health workers, 85,000 male health workers, 40,000 family welfare health assistants, 10,000 nurse- midwives, 4,000 statistical assistance (computers) 5,000 store-keepers and 3,000 drivers, thus adding to a total of 2,70,000 staff members mani ng the rural far ly welfare centers along by late Eighties. In addition there are thousand of staff manning the urban family welfare centers, post-partum centers um by the state governments (faculty in pediatrics, health education, demography, anesthesia, extension educators, ANMs LHVs, FWWs, etc. ), health and family welfare training centres, the district family welfare bureaus (like District Family Welfare and MCH officer, Administrative Officer, Mass Education and Information Officers, District Extension Educator, Medical Officer, field evolution workers, statistical investigators and other support staff), state family welfare bureaus and the state secretariat cells. An effective delivery of family welfare services requires effective functioning of the various personnel involved in this programmes. Management of human resources in this context would mean getting right people for the right jobs, developing their capabilities todo their job effectively, monitoring their performance through appraisals, evaluation and incentives, developing their capabilities continuously so that they will be able to adapt themselves to the changing requirements of the field, that they will be able to adapt themselves to the changing requirements of the field, ensuring their motivation continuously through appropriate reward systems and promotions and helping them at every step through guidance, counseling etc., and getting the best out of their capacities. The following functions may be involved in ensuring effective management of human resources of achieving family welfare programme objectives. 1. Manpower planning : This function deals with prediction of manpower needs for the family planning organization considering the tasks to be handled and the changing needs of he society over time. 2. Selection, recruitment and other forms of job assignments : This function deals with identifying right persons for the different jobs to be handled and placing people in right places so that they can give their best. 3. Induction Programme : This function deals with the management of mechanisms to socialize people in the organization. 4. Trai 1g + This function deals with ensuring the continuous development of capabilities in people so that they are able to perform their tasks well and meet challenges from the changing environment. sis : These functions mand an: 5. Performance appraisal, job evalu: ensure the accountability of people. 3BRegards and punishment : This function helps maintain the motivation of capable people and helping poor performance to take corrective action. Transfers : This function ensure employee welfare and provides opportunities to meet changing needs of the field by making people available at need places Employee counselling and feedback : This function ensures that guidance is available for employees from their supervisor and helps creating a supportive climate, Employee counselling and feedback : This function ensures that guidance is available for employees from their supervisor and helps creating a supportive climate, Employee-employer relationships : This function ensures that people are not exploited, their grievances and hear and good relationships are maintained. Career Planning and development : This function ensures that people do not stagnate in their jobs and there is change in responsibilities periodically. Organizational design and institutional building effort : This function ensures creation of proper environment so that people give their best and qluality of work life in continuously well maintained. In the following section each of the above functions are taken up and the major issues that come up while dealing with that function are raised. a4Manpower Planning When one thins of the manpower planning the following question need to be answered for ensuring effective handling of this function. 1) Ifacceptance of family planning is basically an individual decision and if there is a sequence that people go through before they make their final decisions, are there any studies available that determine the optimal number of contacts and the nature of contract required to get one person move from the first stage (awareness) the last stage (adoption)? 2) What kind of capabilities are required on the part of the field level worker in order to help a person accept the small size norm? (Capabilities in terms of his technical knowledge, his awareness of the economic situation, links between family size, population growth and economic development, interpersonal communication, persuasive abilities and helping capabilities etc.) 3) What will be the optimal size of the field staff required to cover a population of about 80,000 and over what period ? 4) What kind of roles jobs are need at the grass-root levels that perform mutually exclusive functions ? (for example male workers can take care of male population and female workers should take care of female population etc>0 5) What are the roles envisaged for the field staff once the field is saturated in terms of develo} ng position attitudes in people to adopt a small family norms ?6) What are the manpower requirements estimated over years to take core of the family welfare services ? What roles would they be performing over years as the field is chan, 1g due to their interventions? 7) What should be the ratio of field staff to medical and other technical staff ?- How should this ratio be changing over time ? 8) What are the supervisory levels required ? How many district level officials are required to supervise and provide support to Moss ?. Should this be in proportion to the number of PHCs or the nature of the area? What should be the criteria used for determining opt mal number of positions required at the district level ? 9) What are the manpower requirements at state levels? Who should man what positions ? Manpower planning for manning the family welfare programmes should be based on a clear understanding of the field requirements, capabilities required to fulfil these requirements, change if the field requirements with interventions by the staff, changes required in the capabilities of the staff with changing requirements of the field Unless some research is done in selected areas and some norms are developed on these directions the objectives may not be achieved. questions raised above need to be answered. In an assessment of thee manpower requirements family planning, the Institute for Applied Manpower Research observed the following as early as in 1968, 361) Family planning programme is likely to be handicapped by the non-availability of ‘women doctors, particularly in rural areas. Medical college admission increases will not serve the purpose, because doctors need some incentive to work in rural areas, 2). The utilisation of qualified nurses after give them necessary orientation training may reduce the manpower requirement problems in the family planning programme. 3) Itmay be desirable to involve more and more private practitioners in the programme either by hours or by cases in their won clinics or with the mobile teams, 4) ANMs may fall short of the requirements in almost all the states. Some will be case of LHVs. In the experimental effort made in Author Block, an attempt was made to try a modified staffing pattem for ANMs and LHVs and to evolve a methodology of work for the workers integrating the two activities. Fro this experiment, each ANM was allotted about 5,000 population instead of 10,000 population distributed with a distance of two to three kilometers. Work plan was developed within the framework of the modified staffing pattern. Substantial improvement in the quantum and quality of MCH services was observed in this area compared to non-experimental areas. The registration of ante-natal cases in Author became almost complete, compared to 50-75 percent in other areas, the frequency of 37post-natal visits were comparatively much higher, a considerable improvement was observed in the post-natal care given to women in this area, There was study and rapid increase in the number of female sterilizations, knowledge about various family limitation methods was comparatively higher in this block. The improvement in the record keeping system and the reporting of vital events was another achievement of the programme. Alll these findings support the conclusion that the staff pattern of one ANM per 5,000 population and the methodology of work developed within that framework is effective and served as a model for development of the family planning programme in the community. An important issue relating to manpower planning for family welfare services is the involvement of people not employed by the programme. Particularly at field levels involvement of others like teacher - panchayati leader ete. is likely to bring down the pressure on the department for employing people exclusively for this programme. V. K. Gupta and P. M. Shingi of the Indian Institute of Management in a 1976 study of VLWs, panchayati secretaries, village pradhans patwaris and co-operative supervisors assessed the following (a) their existing attitudes, knowledge and skills to participate in family planning activities; (b) their training needs and (c) reward systems required to motivate them. Their study was conducted in two districts of Uttar Pradesh. On the basis of their study they suggest that workers can be ranked in the following order in relation to their suitability for involvement info family planning actives; (b) School teachers 38(©) Village level workers (d) Penchant sevaks (©) Patwaris (f) Cooperative supervisors and Village pradhans The suggest that legitaimisng the participation of these categories would facilitate their involvement. Selection, Recruitment and other forms of Job Assignments Once a blue print of manpower requirement is prepared, the next step is identifying suitable people to handle various jobs. In order to facilitate selection processes, blue print of manpower requirements should specify various functions over time (that is projected nature of functions in future). Technical another capabilities required to perform thee functions should be specified. This become important as the criteria of evaluating an applicant for a given position or the mechanisms of generating right kind of people to man various jobs becomes very much dependent on the job specifications. The objective of selection should be (a) to find persons who will be able to perform the given functions well through posses ig technical, managerial and behavioural capabilities required tapeworm the given job, and (b) to select persons who would show the capabilities of attaching importance and performing future functions either in the organizational hierarchy or with eh new dimensions of the same role with change of time. 39The following questions arise when one thinks of selection and recruitment process in the national family welfare programmes, 1) Are there researches available that aim at giving clear cut outlines of functions to be performed by each role incumbent. What do these researches point out in relation to the technical, managerial and behavioural capabi ties required ? 2) The family planning organization nation-wide does not include more than 60 different jobs as of today. If that is so, task analysis of these jobs is not a very difficult matter. One might raise a question like is there anything unique about family planning staff that require different qualities than the staff of other organizations ? 3) What are the minimum qualifications that are required for performing each role? 4) What should be the relative weightage to be given for qualifications and experience in each of the roles 5) Are there effective methods of selecting the people to man various jobs ? what are the experiences of using various methods like written tes interview, group discussions ete. ? 6) Who should be the people involved in selecting the persons at various levels ? 7) What are the strengths and weaknesses of existing systems of selection in the family planning programme? 8) What are the new methods that could be used to improve the existing practices 2 409) Are there some psychological tests and other mechanisms that have been experimented and found successful ? A review of the research indicates that very little is available in this area. There are a few manuals published by the government whenever some new schemes are evolved. These manuals at the most give job descriptions for a few jobs envisaged. Even these job descriptions highlight what some senior officers in the ministries think and expect rather than being based on some systematic studies. For example, the National Institute of Family Planning brought out a guide for extension work. A report by the Family Planning Communication Action Research Project indicates that success of the entire fan ly planning programme depends upon the positive role perception of supervisors and field workers. The role perception of a functionary is very much linked with the role expectations and his performance in the filed. Thus the gap in role expectation, perception and performance is considered as a handicap in programme development. Supervisors narrated some of the problems as 1) Plans prepared by higher-ups are not suitable to the field conditions, 2) There is a rapid change in the policy of programme implementation without giving sufficient opportunity to the trial of a particular system. 3) Faculty procedures of recruitment and training of staff 4) Lack of inter and intra-departmental coordination, 45) Lack of feedback and id problems from the filed to the state level 6) District level supervisory machinery is not adequately trained, 7) Supervisory structure is same irrespective of the size of the districts. 8) Service units are not adequately manned and equipped. 9) Lack of posting-training guidance to the trained workers. 10) Vacant positions are never filled in time and frequent transfer of field workers create problems 11) Lack of effort to counter to act prevalent rumours and misconceptions of people about family planning, Chattered, Singh and Mehrotra of the Indian Statistical Institute, Calcutta studied the method of selecting field level family planning workers. They tried to evolve a battery of objective tests which could be used for the selection. The tests used by them include : socio-economic status scale, general information test, personally test, non-verbal intelligence test, verbal interest test, aptitude scale, tered to 55 female and 181 attitude scale, and value scale. These tests were adm male family planning workers in two different sessions. For the female works, the short attitude scale and the two personality sub-scales of ‘emotional instability and hypo manic temperament were the best predictors, Likewise, for the male workers, the general information test was the best predictorfollowed by the socio-economic status scale, intelligence test and the religious values test, Perhaps this is the only systematic study available in personnel selection for family welfare workers. There is a great need for more work in selection techniques. Related to this is the need to answer even basic questions like (a) what should be the minimum qualifications required for grassroots level functionaries ? is necessary to have post- graduates as extension workers or can one use less qualified people who are willing to work in rural areas and who can establish their credibility. Experiments on involving different agents in family welfare activities may throw some light on these aspects. Induction Programme Induction deals with the procedures of training people once they are taken up fora particular role to familiarise with the organization, function, etc. Most organizations use specialised induction training programmes. Induction trai 1g programmes are available for workers of the PHCs and are conducted by various agencies including regional family welfare training centres. Once on job, the doctors as well as para- medical staff are exposed to the induction programmes. However they may not be much of uniformity in practice in the country. Induction programmes play a significant role in sociali ng the new incumbent to perform different function in the 4Borganization. quite often the way the person different functions in the organization. Quite often the way the person is inducted into the organization determines his effectiveness later. If a person is taken into the organization and left completely free without any guidance and instruction he may get lost. This often may affect his later performance. The following questions could be raised when one looks at the exis ng mechanisms of induction 1) What are the mechanisms by which different categories of employees are inducted into the work organizations ? How do they vary from role to role or from state to state and with what impact ? 2) What is the optimal set of capabilities that should be developed in an employee before he is actually placed on the job ? At present thee are no planned strategies of induction. This explains partly the poor performance of workers. They get socialized by their senior only and in a completely uncontrolled manner. Thus apathy and incompetence spreads. There is a need to design and conduct induction programmes. Training Training is the most important function that directly contributes to the development of human resources. This also happens to be quite a neglected function in most of the organizations. Recent surveys on the investments made by the Indian organization on training indicate that a large number of organizations do not even spend 0.1 percent oftheir budget on training. Many organizations do not even have a trading department. If human resources have to be developed, the organization should crate conditions in which people acquire new knowledge and skills and develop healthy pattems of behaviour and styles. This is possible through personal guidance as well as institutional training, Fortunately, training appears to have been fairly well attended to in government sector. Family workers have good opportunities for training Why is training necessary ? Trai ing is necessary because technology is developing continuously at a very fast rate The systems and practices that were in operation a few months ago are no more considered effective due to new discoveries in technology. These discoveries in new technologly deal with conceptual aspects, technical aspects, managerial aspects, as well as human aspects. When such discoveris are being made if organizations do not have mechanisms to cope with the and use growing technology they w2ill become stale. Trai ing is also necessary because any planned development of a person can contribute to the effectiveness of the organization. However, such development cannot take place in every direction. It has to be monitored and it has to be purposeful. Without proper monitoring development is likely to increase the frustrations of an employee by for developing him in directions that raise his expectations with no opportuni application. A good training system would help greatly in monitoring the direction in which employee should grow and envelop in the best interest of the organization. Agood training system also ensures that employees develop in directions congrument with their career plans. A Suggested System of Trai A good system of training starts with the identification of training needs. Such an identification of the training needs may be based on the following : Performance appraisal reports : Performance appraisal reports help identifying direction in which the individual should be trained and developed. On the basis of the annual appraisal reports various dimensions of training could be identified. Training needs identified on the basis of performance appraisal would primarily become inputs for organising on-the-job training programmes or working out on-the-job training strategies for a selected groups of employees to improve their present performance. Potentii ppraisal : Training needs identified on the basis of potential appraisal would become inputs for designing training programmes or work out training strategies for developing the potential of a selected group of candidates who are identified for performing future roles in the organization. The opportunities for such a thing are few in family welfare departments due to lack of job opportunities. Job rotation : Performing some roles several years might have the demodulating effect on the individual. Therefore some organizations plan job rotation as a mechanism of 46maintaining the motivation of people. When such job rotation programmers are planned training before the actual rotation is helpful. There are not many jobs into which family planning staff could be rotated. However, planned and development based transfers could serve this purpose. Continuous education : Besides those most of the training programmes that are organized today aim at equipping the population mangers with new technology. These training programmes attempt to help the mangers raise their present level of ing programmes : After identifying the training needs the next step is do design and organize training programmes. In larger organizations it is possible for the training departments to organize several training programmes In designing the training programme on the basis of the training needs the followi points may be kept in view : 1) Wherever thee are sizeable number of people having the same training need, it is advisable to organize an internal programme. The organization can save a lot of costs. Besides, by having the group of people from the same work place mutuality can be indicated in the trainees. The possibility of the trainees applying whatever they have leamt is high as they have learnt it in a group and there is likely to be group support. 472) Whoever new systems have to be introduced and training is needed for a sizeable group of employees it is advisable to organise the training with the organization. The reasons for these are similar to those mentioned above. 3) Its better to aim at in company programmes for technical skills wherever possible and outside programmes for managerial and behavioural development. 4) People occupying responsible posts in the organization should be encouraged to go out periodically for train 1g workshops where they would have more opportunities to interact with executives of other organization and get ideas as well as stimulate their own thinking. 5) The training department should play a dynamic role in monitoring the training activities. Training department should continuously assess the impact of training and help the drainages in implementing whatever he has learnt. 6) Whenever an individual is sponsored for training programme he should be told sufficiently in advance the reasons for sponsoring him and the expectations of the organisation from after he returns from the programme. Most companies do not inform the individual why they have sponsored him and consequently the learning value is minimised as the individual is continuously struggling to discover why the organization thought of him rather than learning anything form the training programme, It is not always possible to get best category of employees for any organization. The possibility of getting highly capable employees becomes still low in a sector like family 48welfare where job security is low, future is uncertain, some social stigmas are attached, and bureaucracy is rampant. Given these situations, the importance of training as a mechanism of development employees capabilities become important. Training inputs for thee training programmes should flow from the job analysis and manpower requirements. If people with adequate background and having adequate background and having adequate capabilities are found training can be used as an instrumented to fill the gaps. Sawhney and Chauhan of the Population Centre, Lucknow studied the training programme for ANMs for a period of two years. They examined the curriculum and methodology adopted during the course. The study was conducted in eight ANM training centres, ‘The curriculum was being groped under four sessions with the duration of six methods each. One an average 60 to 70 hours being devoted on family planning during the entire ix months period. The ANMs were not clear about the details under each topic they were taught. The centres were equipped to impart this training. The curriculum did not meet their requirement’s The trainers as well as medical officers were not fully involved in the field of training. A revised curriculum has bee prepared. In this special attempt was made to match the contents with the prescribed job functions. The field work was also designed to be conducted in small groups. The trainees were supplied background material in the form ofa book, 49The revised programme was evaluated. The responses of 225 trainers out of 250 were obtained. The revised training was assessed as more effective and suitable to their job. The liking for outside speaker was expressed by a majority as the clarity of the subject by the outside speakers were better than the centres’ tutors. 86 per cent could give the report of field training. Family planning methods were found know to all the trainers. They were of the opinion than the book on “Motivation Methodology’ should be supplied to all. Some recommendations have been discussed for the improvement of the trait ng programme like organizing refresher course, supply of literature on family planning, Deputy CMO to look into their administrative and technical problems, meetings to be arranged in the filed training and efforts to be made to include more topics on family planning in the curriculum ete. A review of the literature on trai ing health and family planning workers indicates that the following gaps need to be filled 1) More systematic identification of training needs. In fact, no survey is, available in this area. Such surveys, if conducted even on a sample basis are likely to suggest significant inputs for training. The training institutions should participate more in this effort and involve also programme administrators, 502) While too much of experimentation with training methods may not be needed, some efforts should be made to try out new strategies and methods of training like those tried out by Sawhney and Chauhan (1977). 3) A training policy for various categories of health and population needs to be worked out. A lot of training goes on but in absence of a systematic training policy and plans it becomes a waste. 4) Periodic evolution of trai ng programmes would help enriching the quality of training. Such evolution should be undertaken by the training institutions themselves. Performance Appraisal Performance appraisal has traditionally been used as a mechanism of controlling employees through salary administration, reward administration, promotions and disciplinary action. Many organization use performance appraisal, confidential reports or employees service records in a confidential form. Each employee is rated confidentially be one or more senior officers annually for his performance on some dimension and the confidential form. Each employees is rated confidentially by one or more senior officers annually for his performance on some dimensions and the confidential ratings are handled by the personal department or establishment offiers. In most cases the employees does not know how his performance has been rated by his supervisors. A few organizations (particularly in the industrial sector) have the practice of informing employees if their ratings are below a certain level and some organizations do not do sleven this. Such practices have been found to result in the employees not getting to know their strengths and weaknesses in relation to their capabilities to perform their roles throughout their life in an organization. In the organizations where only poor performance below a level is feedback, the employees do not get to know their strength and only get to know what is seen as their weaknesses. Feedback has a tremendous motivational value (both positive and negative), Researches by psychologists have established that behaviour change occurs more by positive reinforcement, i.c., rewarding strengths (then by negative reinforcement or harping on the weak points) and help to the employing i analysing his strengths weaknesses, success and failures. Even hen such negative feedback is given to the employs in these organizations, they often perceive the feedback as condemning them, as they are only told that their performance is poor. The entire responsibility for such poor performance is placed on them and very little is done to help them understand why their performance is considered poor and what opportunities are available to them for improving over their weaknesses. Thus employees often get lost and demoralized with such negative feedback. Bette performing employees also fee frustrated that their performance is not recognised. Many do not even know how well they are doing. Asa result of such one-sided and narrow appraisal, managerial resources in organization do not grow, and start stagnating instead of multiplying. Human resources should grow and multiply as people have tremendous capabilities for development, acquiring new skills to perform new roles. Such development and multiplication of human resources isnot only good for the organization and the employees but also for the society as a while This is a process of continuing education. Performance appraisal is an effective instrument for helping people grow and help in organizational settings. It could be used as an effective mechanism of continuing education and learning from one another. Through an well organised appraisal system every employee can create learning speaks for himself in an organization. Recent researches and experiences have shown that development oriented performance appraisal and review system when systematically practiced, contributes substantially to the organization’s health and faci tates multiplication of managerial resources. Objectives of Performance Appr: A good performance appraisal system should have the following objectives 1) Help the employees to overcome his weaknesses and improve over the strengths and thus enable him to improve his performance and that of the department. 2) Generate adequate feedback and guidance from the reporting officers or supervisors to the employee. 3) Contribute to the growth and development of the employee through helping him in realistic goal setting. 34) Provide inputs to 1) system of rewards comprising salary increments, appreciation, additional responsibilities, promotions, ete. and ii) salary administration. 5) Help in creasing a desirable culture and traditions in the organization. 6) Help in identifying employees for the purpose of motivating, training and developing them. 7) Generation of significant, relevant, free and valid information about employees. ‘Thus a good appraisal system should primarily focus on employees development at the same time helping the organization in the management of people through rewards ete. ‘The exiting systems of performance appraisal in pulsation programmes do not contribute to anything beyond punishment administration. The employees do not get to know anything about how they are being appraised. There are instances where even after achieving higher level of targets, family planning workers got wari is letters due to the decision of higher authorities to send warning letters to all ina particular year when the overall performance was low. Thus a very potential instrument like performance appraisal is being misused in government systems. Given the existing situation of lack of flexibility in rewards and salary administration, there are series limitations for having an effective performance appraisal system, s4Thus it may not be feasible to have a performance appraisal system that achieves all the objective mentioned above, but it is possible to have a system that can take care of most of these. Such an appraisal system could be based on : ) Clarity of roles and responsibilities for each role. 2) Periodic goal setting for each role incumbent. 3) Annual or periodic assessment of performance in terms of achievement of such goals, 4) Analysis of the achievement of thee goals and identifying, facilitating and inhabiting factors, in relation to the achievement of goals, and development of action plans for overcoming inhibiting and strengthening facilitating factors, 5) Periodic review of behaviour which contributes to employee effectiveness and working out action plans for developing such behaviour. 6) Identification of development needs and preparing plans for employee development through tainting and related activities. 7) Implementation and review. ‘Management literature is full with articles and researches on appraisal systems. A review of littérateur in the area of population management indicates that this is an area left untouched. No attempt has been made to look at performance appraisal systems. Thismay be partly because the performance appraisal systems in health and family planning departments are the same as those in all government departments and programme ‘mangers have not perceived so far the potential of a good performance appraisal system Rewards and Punishments Rewards and punishments as mechanisms of human resources management deal with issues like salary administration, advanced increments or stopping increments, incentives, for workers, awards and other forms of recognition etc. While there is not much of activity happening in rewards and punishments thee were periods when different strategies have been tried out by the programme administrators. For example, the institution of ‘warding letters’ used in certain states is one such important activity. Similarly instituting incentive schemes is another. Questions like the following need to be answered 1) How does one motivate the family planning workers ? 2) Since there are practically no promotional opportunities for family planning workers, can there be any other incentives troduced to keep the moral of the staff high ? 3) What should be the salary structure for the staff that provides scope for rewarding effective employee: 4) In what ways should effective workers be treated differently so that they do not loose motivation ? ete 56Transfers Transfer of the staff is a severe problem of human resource management in many states. Transfers take place because staff have their own interest and attractions for certain areas, At every possible opportunity employees try to get nearer toothier preferred places. Thus there are severe pressures put on the programme administrators for transfers. The transfers go on round the years and take a signification proportion of the time of programme managers at district level and above. Besides taking way the time of the important functionaries transfers also create serious disturbances in the field. Due to frequent transfers of staff the following problems are likely to occur. 1) The employee does not get enough time to understand his community, establish rapport, plan and impalement his interventions. By the time heist understanding the community he is transferred to a new place. Thus he has to spend a considerable amount of his time understanding and thereafter his interest get lost. 2) A good deal of time of the medical officer is taken away in continuously inducting staff socializing them. In this process the medical officers also get transferred adding to the induction problems. 3) A great deal of financial resources get spent on transfers. 4) They also create disbranches in the field in teams of people having to build new contacts and new relationships with new workers 37Such an important area like this has not been touched by researchers. There are no researches available on this issue. At the Indian Institute of Management, attempt to develop a computer model for managing transfers was developed. This model requires first streamlining the transfer policy, identifying variables that play a role in transfer, assigning weightage, collection of information on all staff and then operating transfer decisions. If computers are used a lot of unnecessary work and field disturbances could be minimised. Other Functions As mentioned in the beginning there are four other functions on human resource management. Unfortunately none of these functions exist even in a preliminary way in government systems. For example, there is no attempt made to help people through feedback, through counselling through career planning and development and through organizational development efforts to crate a positive climate. Therefore, these areas are not presented in detail. An interested reader may consult the book on Designing Human source System by Parsec and Rao. 10.4 SUMMARY This review of the work in human resource management indicates that this aspect has been highly neglected by researchers in the past. No systematic thinking and planning has gone behind the design of personnel policies the health and population programme. 58Thee is an urgent need to develop innovative processes and procedures for the ‘management of human resources. In a sector like this where employees are basically dealing with human beings, if they themselves are not managed with understanding, their effectivene: may be extremely low. Management contributions by ways of manpower planning, job analysis, systematic recruitment and selection strategies, performance appraisal mechanisms, etc. have not yet found their way into the population programmes in India. There is an urgent need to tap this area as it may help solving several problems. 59UNIT 11 HRD IN OTHER SECTORS (DEFENCE, POLICE, VOLUNTARY ORGANISATIONS AND PANCHAYATI RAJ INSTITUTIONS) Objectives After going through the unit, you must be able to understand ‘© The contexts in which some major public systems operate ‘© What kinds of HRD activities and intervention would be relevant in such systems. Structure 1.1 Introduction 12 — Contextual Background 13. HRD inthe Defence Services 14 — HRD in Police Administration 1.5 HRD in Panchayati Raj Institutions and Rural Development 1.6 HRD in Voluntary Organisations 17 Summary 1.8 Case Study: HRD experiments in Anekal 19 References 6011.1 INTRODUCTION In Unit 9, we took an overview of HRD in government and public systems, highlighting the special contextual factors which operate in these systems. In this unit, we narrow down our focus to some special public systems to examine what HRD practices and policies are in vogue and the priorities which face HRD as a function in these systems in future. While there are many and varied government and public systems which can be discussed e take up for discus ion the specific cases of the defence sector, police administration, panchayati raj institutions and local civil administration, and organization in the voluntary sector. 11.2 CONTEXTUAL BACKGROUND HRD in the systems discussed in this section needs to be viewed in the context of the role which the systems play in India. The comprehensive planned approach to national development adopted after Independence, relies much on this role. Unlike in many Western laissez faire societies, government and public systems in India have a prime role to play in piloting soci-economic development. This is because our socio-economic, political and historical context necessitates, a proactive, positive role of the State in order that India can catch up with the progress which the developed nations have attained. Accelerated development in necessary for us to achieve in a few decades what the West has taken centuries to achieve. 6A serious defect of the development strategies of many developing countries had been the insufficient attention paid to administration and management of human resources. Consequently, while development increases the importance of human competence, the low level of administrative and managerial capability due to neglect of HRD creates serious disequilibrium in planned development because the magnitude and complexity of development tasks continuously outpace administrative and management capability. ? Public systems such as the police and local administration have been especially effected by the high degree of social changes which have swept the country during the last decade, Industrial growth, population increases, higher standards of living combined with increasing social and political strife have important implications for public administration systems. They need to be flexible and respond quickly and effectively to changing environment, develop personnel and organizational capabilities , devise methods to anticipate and cope with change,. In effect, public systems are called upon to play a more proactive and risk-taking role. * 11.3 HRD IN THE DEFENCE SERVICES The concept of HRD emphasises the need to create a positive and health climate in an organization to enable its employees to increase their work motivation, initiative and commitment to the organization. It aims to create among employees a sense of pride in their work and derive achievement from goal fulfillment. Such a concept of HRD is especially in the defence services.Organizationally, the defence sector represents one of the largest, most differentiated and geographically dispersed of the country. Efficient coordination of defence activities for the common purpose of maintaining the security and integrity of the country can, therefore, only be brought about when appropriate skills, attitudes and behaviours are inculcated among people. Since there ahigh degree of unpredictability in the events which may call for action on the part of the defence services, people have to be kept physically, mentally and morally prepared at all times. Preparing people involves developing strategies and tactics, training officers and men in the latest techniques of warfare and devi ing more and better methods of motivating them to ensure their commitment to the objectives of the organization. Another factor which increases the importance of human resource development activities is the absence of lateral induction of personnel at any level of the hierarchy of the defence services. Unlike other organizations, the defence services cannot fill vacancies by inducting persons from outside. So there is need for continual assessment and planning of manpower requirements and for grooming people from the lower levels for positions at higher levels, The institute of Defence Management 9IDM), which was started in Secunderabad in December 1970 has augmented the process of development of the officers of the defence services. It’s main aim is to prepare the officers to meet emerging personnel and technological needs of the defence services and t hereby enhance the operational preparedness of the Services. IDM is an inter-services organization where senior officers 6B(Lt. Cols, and above) of the Army, Navy and Air Force, and also civilians of equivalent ranks, come for management training. The Institute has a department of HRD as a part of the faculty of Organizational Behaviour. During the last 14 years, this department has developed to a great extent structurally as well as functionally. It’s terminal objectives are: 2) 3 4) 5) Create self-awareness in participants through introspection/retrospection and self-study. Improve their knowledge of individual differences relating to the affective side side of personality like values, attitudes and motives, as well as cognitiv of personality like reasoning ability, judgement, conceptualization, and problem solving, Improve their understanding of the process of communication especially i transactional nature involved in personal and organizational communication. Improve their decision making ability by developing emotional maturity, tolerance for ambiguity and empathy. Improve their skill of making better use of human resource for increasing organizational effectiveness. Etc. It lays special emphasis on experiential learning which has proved very effective with the service officers.The department of HRD has conducted certain very important and useful project in the services. The recommendations of some of these have already been accepted and implemented by the respective service organizations. For example, Progressive Leadership Training in the Army is now an integral part of the training curriculum of Army Cades Corps, Offices Training School, Indian Military Academy, Young School, ‘Young Officers; Course, Junior Commanders’ Course, and so on. Similarly, The HRD department has contributed substantially in revis 1g the appraisal system of the officers in the NAVY as well as in the Army. It has also helped the Army and the Air Force in looking into certain aspects of motivation of their officers and men. With a view to popularizing the discipline of management sciences, IDM has brought out ten handbooks on different topics of management. A few yeas back the Indian Military Academy had introduced an Honour code for the benefits of this cadets. IDM was called upon to have a re-look at it for facilitating its implementation. That job was done by the HRD department of the IDM. IDM is the premier institute of Management in the defence services. It has spread the message of management sciences in general and human resource development in particular in all the three Services, that is Army, Nary and Air Force. Asa result, all the three services have made HRD a part of their existing training programmes, in one manner or another.The activities of the HRD department of IDM is probably a good example of a training institution extending its role beyond training to HRD. 114 HRD IN POLICE ADMINISTRATION Like the defence services, police services are of strategic importance to the country. They are necessary to protect the country from internal threats and to maintain the condition of law and order without which no other organizations or individuals would be able to function. Unlike the defence services however, the polices system in the country has suffered considerable neglect, and this is especially with regard to human resource development. The Indian policy system was conveyed as early in 1861. It was remodeled in 1902. Over the years, social commissions were instituted to examine the problems effecting the police services. A study of police administration recently revealed that while there aware some strengths like loyalty, dedication, job security and spirit de corps in the police service, it also suffered from severe weaknesses due to excessive political interference, corruption, and lack of open interaction among members.5 Among the recommendations made for improving police administration were the restructuring of salaries and benefits, proper recruitment and training procedures, improved performance appraisal system, better control and communication with the administration, and measures to improve police community relations.6 66The absence of proper and integrated human resource systems, particularly training and personnel and administration are seen to major impediments in the way of the proper functioning of the polices services. Although training centres for many of the state police forces do exist, these are often treated as “dumping grounds for unwanted staff”.7A working appear at a national seminar in 1986 at the Sardar Vallabhbahai Patel National Policy Academy in Hyderabad pointed out to many problems with respect to recruitment, training placement, promotion and other human resources and related functions. The paper suggested the need for developing a systems approach to these problems to ensure the planned growth, development and better utilisation of police personnel.8, To implement these suggestions, the paper recommended the setting up of a Department of Personnel for Policy Forces of the Central and State Governments. In Order maximum utilisation of human resources to help attain Objective recruitment methods based on manpower planning and forecasts = Induction and training systems to better orient policemen to the demands and changing needs of society and technology = Career management "A uniform promotion policy based on more objective appraisal systems 67* Polices and systems for individual and collective grievance handling, and = comprehensive welfare polices.9 For many yeas the police administration was neglected and taken for granted. It is clear not that given the current circumstances operating in the country much greater attention requires to be paid to this vital sector of the country’s administration. 11.5 HRD IN PANCHAYATI RAJ INSTITUTIONS AND RURAL DEVELOPME! India is a predominantly rural and village based society. Despite rapid urbanization, about three-fourth of our population continue to live in the villages. This is way the concept of rural development and the strengthening of rural based administrative institutions has continued to enjoy a high priority in the development polices and strategies of the country. As some scholars maintain, the 68relevance of what happens in national development is measured by what it does or fails to do for or with the rural people.10 The rural situation in the country is still plagued with social and economic problems. Several years of development efforts have not success in eliminating age-old problems. Large sections of our small population still suffer from one-satisfaction of minimum needs interms of health, nutrition education and other subsistence facilities. They are vulnerable both to natural calamities like floods and droughts as well as to the exploitation of extend interests and money-lenders. Their level of economic productivity is low and they lack adequate delivery systems for employment and industrialistion.11 Very early in the sate of India’ development as an independent country, it was recognised by visionary leaders like Mahatma Gandhi and Jawaharlal Nehru, that the development of the rural areas needs to be vested largely in the hands of people by the Co)setting up of appropriate socio-policies institutional mechanisms. The main such institution is the village panchayati. According the Directive Principles of Constituting, “The sate shall take steps to organize village panchayati and endow them with such powers and authority as may be necessary to enable them to function as units of self government.” The Balvantarai Mehta Committee of 1958 had attempted to translate these principles into action by recommending the introduction of the panchayati raj system which was expected to establish a linkage between local leadership enjoying the confidence of local people and the government, and translate the policies of the government into action. The structure of panchayati raj was envisioned in three tiers from the boom of rural society upwards : directly selected village penchants at the village level, indirectly elected panchayati sanities at the block level, and zila parishads composed of ex-office’s members at the district level. Unfortunately, although bodily conceived, panchayati raj went into stagnation and decline.12 70The role which panchyat raj easy expected to fulfill was : 2) 3) 4) 5) To encourage participative decision-making a the micro social level by involving people in decision—making relating to various activities affecting them. Look after day-to-day facilities. Formulating micro-level plans on the basis of the constraints of development Taking care of local physical infrastructure. Working for the awakening of the people and making them aware of their plight and rights.13 The by-and-large failure of the panchayati raj system is due to number of social and police factors at the local implementing as, well as the sate and national policy levels. However, there are at least some critical reasons which are attributable to the absence of adequate attention to human resource development. n0) 2) For a long time, the leadership of the local panchayat raj institutions was in the hands of the vested interest in the rural areas — the upper castes and landowning classes. Their continued domination over the panchayati raj intuitions effectively blocked the benefits of development from reaching those for whom they were meant. Recent indications, however, are that while the upper cats and privileged groups continue to hold power in the panchayati raj institutions, the middle class group of educated farmers and local businessmen are beginning to emerge impositions of power, and the lower castes are beginning to context.14 A second reasons has been the absence of trained competent people to carry out the tasks of administration in the panchayati raj bodies. Such tasks require not only functional skills such as financial management and technical skills for basic management and organization, but also appropriate attitudes and values.15 n3) The absence of proper and adequate organizational structure and institutional mechanisms to lend stability and continuity to the panchayati raj institutions, is another reasons for the poor performance of thee bodies. The proposed Sixty fourth Constitution Amendment Bill introduced in the Parliament in 1989 was an attempt to resolve some of the macro-level policy changes, chances in the structure and functioning of local bodies and in their managerial and human resource capabilities are also required. Form the HRD point of view, the major priorities for the success of panchayati raj and rural development institutions are 16. 1) _ Clarifying purposes and ensuring that these are reflected in pertinent strategies, policies and programmes. 2) Developing people as change agents and as culture builders to bring about necessary transformation in dysfunctional cultures existing in the rural areas. B3) 4) 5) 6) ) Training and development in order to enable people develop their capacities and potential for productive employment. Strengthening panchayati raj and other orgzniaatons engaged in development. Increasing administrative accountability through task clarity and appropriate monitoring and appraisal mechanisms. Developing role clarity and task or results orientation on the part of functionaries. Developing and implementing appropriate reward systems for those involved in the routine administration and implementation of tasks. 11.6 HRD IN VOLUNTARY ORGANIZATION One well recognized reality in India has been that the efforts of the government and government sponsored organizations and agencies ™alone are inadequate to achieve the enormous task of socio- economic transformation of the country. Over the years the role of non-profit voluntary organizations has increased to a very great extent in a variety of fields such as rural as rural development, community development health and rehabilitation, vocational training, co number organization, etc. Acknowledgement of the need for voluntary organisations is reflected in the Seventh Fie- Year Plan document which stated that, “The Seventh Plan can be implemented successfully only with the involvement of the propel. The Plan proposes to do this by increasing the involvement of voluntary agencies in the implementation of plan programmes. 17 Voluntary organization in India range in size from small groups of five or six individuals to large organizations employing hundreds of people and engaged in diverse operations spread across the country. The number of voluntary organizations in India is believed to be more than8000. 18 Voluntary organization enjoy a 8number of advantages which make them potentially effective change agents. Being usually small in size, they are flexible and, therefore, organizationally more adaptive. They tend to have a strong ideological commitment to social justice and economic opportunity for all, and an empathy for the under privileged sections of society/; Sine they are by and rage autonomous in functioning, independent and dynamic, they re able to take o risks and undertake controversial activities which government and corporate bodies would find difficult.19 Two illustrations of voluntary organization activities would sere to highlight the special nature of their activities an HRD requirements.20 One illustration is that of the Maliwada rural development project in Maharashtra. This project was carried out by a group of young men working for the Institute of Cultural Affairs, a non-profit international group involved in research, trading and demonstration relating to the human factor in world development. Maliwada was 16taken up a demonstration village. Unusual methods and approaches were used in achieving the remarkable results, for which the project is fast becoming known. These young men settled down in the village, lived and worked with the rural folk, and in 10 to 12 months they helped the villagers to remove many of the long standing obstacles unsocial and economic development of village, and gave them a measure of self confidence the quiet rural community had not known. A second illustration is of the well known Thilonia experiment in Rajasthan. A group of youngsters got together under the dynamic leadership of an exceptionally talented and committed young man and formed a voluntary organization named social Work and Research a Centre (SWRC). The group consisted of about 40 specialists - ‘geologists, social workers, teachers and others — who have shunned lucrative city jobs to workf or modes salaries and to serve the thousands of village artisan, laborious and marginal farmers. The emphasis on the SWRC was to work with the nvillages and not for them. The SWRC established its centre right in the village and started its work from the level in which the rural poor were, recognizing the skills and resources that were available in the villas. Together with the villagers, they worked one health schemes, water supply projects, improvement of agriculture, flexi- school systems, village industries, another activities, in six years time this dedicated band of youngsters had changes Thilonia Block of 80,000 people into a prospectus and happy community. SWRC is now spreading is activities to near by States. Give the nature of their activities and their organizational characteristics some generalization can be made regarding the kind of HRD interventions which may be useful in voluntary organizations.21 1) Studies of voluntary organizations have indicated that they are more likely to be effective when they are characterised by a flexible and participative management 82) 3) culture. While many voluntary organization begin with such cultures, as they grow image and die, they tend to become less flexible and allow less scope for participation. Diagnostic HRD activities, climate surveys and culture-building or culture changing interventions and team development, may therefore have particular relevance to voluntary organization. An aspect widely neglected in voluntary organization is the design and development of appropriate HD system and procedures. While many voluntary organizations are engaged in educational training and consciousness generation activities with various client groups, they often suffer from the neglect of thee aspect with themselves. Especially in large voluntary organizations, there is need for systematic mechanisms of performance and potential appraisal, and training and development. Voluntary organization are also found to be more effective when their organizational climates are 94) characterized by a high degree of achievement orientation, warm interpersonal relations and mutuality. HRD practioners, therefore, need to address themselves to what kind of systems and interventions are required to build and foster such climates. Finally, perhaps the most important contribution which HRD can make to voluntary organization is to develop human resources who are motivated and capable of working anthem. It is clear that voluntary organizations require people with skills and competencies which may be common to those of people in other organizations, but their attitudes, values and motivations need to be distinctly different. HRD may need to reorient many of its conventional tools to the specific human resource needs of voluntary organizations. 8011.7 SUMMARY A major contributing factor to national development is the development of human resources in sectors responsible for strategic functions. This unit examined the context in whcih some of the strategic sectors function and the kind of HRD processed and intervention which are relevant. HRD in four sectors was examined : defence, policy, panchayati raj institutions, and the voluntary sector. In all these sector, the emphasis of HRD needs to be on developing commitment, motivation and moral among people to enable them function under difficult circumstances, developing appropriator cultures, and providing for the augmentation of necessary attitudes and competencies through training. The training and other r HRD mechanism applicable may differ in extent and type depending on the specific characteristics of each sector. 8111.8 CASE STUDY : HRD EXPERIMENTS IN ANKEAL22 Introduction The present society is characterised by high social complexity, increased dependence on technology and “skill: specialisation. Organization, institutions and groups working with or concerned about people are increasingly orienting their energies and actions in the direction of human resource development to help achieve their objectives. This case makes an attempt to describe the press of application of HRD in human service organisation and its resultant effect on work, personnel and the organizations involved. Based on the experience of two voluntary development agencies, certain theoretical models of HRD application to rural development areoutlined for consideration in similar appropriate social context elsewhere. Background All work associated with rural development implies working with poor, the oppressed another community imbalances. The Indian social milicu in rural setting happens to contraindealits, triabls, landless labourers and related social and economic classes. The process of development work, therefore means organizing the so called their own socio-economic conditions to enable further their development economically, socially and politically. Two religious organizations which under took social work in thee rural setting near Bangalore discovered during their struggle the part played by HRD systems in development.Anekal and Thirty Villages Anekal is a revenue block and a principal town south-each of Banalogre City and part of the Ban lore district. Ankeal town is 35 km. from the city and borders on Tamil Nadu in the south. There is a higher than average concentration of scheduled case people here and in spite of its proximity to the state capital industry, health care service’s education and public facilities are only now receiving attention. The main occupation of people here is agriculture. It is dryland cultivation of ‘ragi’ (a maize variety). A legacy of the Maharaja’s rule in Mysore villages, tanks abound and are maintained in fairly good condition, ensuring water supply for the fields perennially. 84The HRD Process The HRD process initiated and tried out, and the development experiences o the HRD facilitators, can be even as a two sage 1) Structural changes (intervention) to meet community development requirements necessitiated by the social context. 2) Resource initiation to achieve task relevant maturity in human processes. The Approach The group of executives belonging to two voluntary organization with religious affiliation (henceforth referred in this paper as process designers (PD’) in their casual visits to the villages, discovered proper health care and primary education were a crying need. 85Initially they opted to run two clinks while simultaneously holding campus invert village on aspect of preventive and primitive health care, nutrition and sanitary habits. These camps were mainly for women. Primary education is/was a State subject. The villagers opted for a pre-school education programme, called the Balwadi programme. Very soon, adult education camper up as a need felt by the people. The Janata government was also adm9inistering its National Adult Education Programme (NAEP) through its machinery. The programme envisaged 30 to 40 villas which is the ideal unit a voluntary agency could hand. The PD’s opted for one such unit of adult education. Form then on about 36 villages became the territory of activity for the Process Designers. Some of the alter schemes introduced thee villas were small savings, propagation of fuel efficient smokeless choolha — stove developed by the Indian institute of Science, Bangalore. 86Process of HRD Implementation 1. Structural Intervention : The classical model of hierarchical control adopted initially to carry out development work in Anekal, did not facilitate sensitivity to the community. Working with oppressed village communities called for greater undertaking and slower reaction time to merging issues attitudes and cultural mores. It was found that a hierarchical model created more conflict among functionaries (the PD’s) resulting in slower decision-making lack of role clarity, lack of functional direction; and improper deployment of skill/expertise. Through dialogue and consultative processes between member of the two voluntary organization (PD’s) the hierarchical model give 87way toa “team” model. The team assumed all responsibilities for the behaviour of the community happenings and for progress and failures in these 36 villages. 2. Resource Initiation : Social scientist have generally preferred to use “inner resource approach” for human resource development. Inner resource basically refers to providing socio-psychological climate for the individual members of the social groups to grow to their fullest potential. Providing a working climate included conscientisation, educational process, confidence building, perspective planning for the community and a realistic understanding of thee rural phenomenon. Working with people carries no formal authority and one does not have a mandate to accomplish results. Both the voluntary agency and the people were free to and of each other — either to work, or to participate in the benefits or development objectives however distributed the PD’s. 88Through a consultative process the PD’s obtained the endorsement of the community to work with them. This then became the primary task. very soon, task relevant relationships and the maturity to work assumed greater significance. Twenty Balwadi teachers became the key functionaries in the village. A psychologically supportive atmosphere was created for their functioning for the start. Thee village community in a gathering endorsed a particular woman having their trust and support, as being suitable to be a teacher. One of the PD’s accompanied this newly chosen candidate to a neighboring village to learn from an existing Balwadi the functioning of the programme. After one week of such learning from a senior teacher the new teacher began functioning on her own. But one of the PD’s continued wither for one more week till she also performed alone. At the end of each week, meeting-cum training sessions were organized for all balwadi teachers to meet and share experiences. Over time, this balwadi teachers assumed 89more and newer responsibilities. IN many cases she also became the village health worker. In addition to dispensing first-aid and simple remedies for ailments she also educated the people against leprosy and TB, detected cases of mental disease at its onset. She often conducted adult education classes in the evenings. In isolated cases, the villagers deposited small savings in her custody. Several changes were observed in the rural community due to the interventions’. © every child that attended a balwadi continued I the primary school without dropping out, and most of the village children attended balwadi./ * women who stated small savings became less and less dependent on money-lenders and more credit-worthy in the eyes of the local banks. 90© people became aware of investment opportunities like the Indira Vikas Patra. © every child in the 36 villages was completely immunized against certain diseases. © overall literacy increased every year to the rune of 300 more literates added. housewives began using a new, fuel-efficient, smokeless, quick cooking stove. They also formed cooperative for employment. Lessons Four years of field experiences and sharing of experiences with the Indian society for applied Behavioural Science and the National HRD Network, convinced the PD’s that unless proper HRD efforts. are understood and directed with a professional ethos, socio- cultural problems of community will continue to inhabit community development processes. The roles of rural change 1agents became clearer once a holistic approach to HRD was adopted, HRD was seen as a means : ¢ to help them acquire a social perspective relevant to community development an awareness to commit themselves to the process. © to help members of thee rural community to build trust in themselves and others; encourage consultation and listening; and develop confidence in its own resources. © to help the dalits and oppressed women organise themselves into autonomous bodies and for a federation to establish their rights having linkages with affiliated institutions in the Sate. © to help rural animators take a role of a facilitating agent for change, unlike the catalytic stance taken up by change agents in the corporate sector. © to help rural people develop an ideology of ‘inner search’ emplacing the need to share and exchange resources andstrengths and involve themselves as the architects of their own development. 11.9 REFERENCES 1) P.R. Dubashi, “Role of Bureaucracy in Development.” Address to the Seminar on Role of Bureaucracy in Development organised by the Department of Public Administration, Punjab University, Chandigarh, December 9, 1983. 2) Chi-Yuen Wu, “Public Administration in the Seventies.” Management in government 4(1), 1972, 3-21. 3) Ibid 4) This section is largely adapted from S. L. Das : “HRD in the Defence Services,”, HRD Newsletter, August 1985, pp. 15-16.5) 6) 7?) 8) 9) 10) 1) 12) G.K. Valecha and S. Venkataraman “ “Improving Efficiency and Ensuring Impartiality of the Policy Force, “ Vikapla, 11 (1), 1986, 55-63. Ibiid. As cited by D. M. Silvera : Human Resource Development : The Indian Experience. New Delhi : News India, 1988, p. 260. Ibid, p. 261. D. M. Silvera, Ibid M. V. D. Bogaert, s. j. and others : “HRD for rural Development with Social Justice,” Indian Journal of Training and Development, XV (1), Jan-Mar 1985, 2429. Malathi Bolar : “Human Resources Development for Rural Development, “ Indian Journal of Training and Development , XV (1), Jan — Mar, 1985, 16-23. Normal Mukarji : “The Alternative : District Government 2“ In M, L: Dantwala, R. Gupta and K. C. D; Souza, 413) 14) 15) 16) 17) 18) Asian Seminar on Rural Development (235-261), New Delhi : Oxford and IBH, 1986. Indira Hirway : “Panchayati Raj at Crossroads. “Economic and Political Weekly, XXIV (2), July 22, 1989, 12663- 1667. Surat Singh and C. A. Rahim : “Evolving Panchayati Raj Leadership. “Journal of Rural Development, 8(4), 1989 429-451. M. V. D. Bogaert, s. j. et al. op.cit. Malathi Bolar op.cit, and Haridwar Rai and S. P. Singh : Current Ideas and Issues in Indian Administration, New Delhi : Uppal, 1979. Government of India, Planning Commission : Seventh Five Year Plan, N. V. Lalitha and M. Kohil Status of Voluntary Effort in Social Welfare. New Delhi National Institute of Public Co-operation and Child Development, 1982. 9519) K.C.D’ Souza : Organisation As Agents of Social Change . Unpublished doctoral dissertation, Indian Institute of Management, Ahmedabad, 1988. 20) As cited in J. Philip : Human Resurges Development in India : Experiments and Experiences, “Indian Journal of training and development, X (1), Jan-Mar, 1980-, pp 1-7. 21) Based largely on the findings of K. C. D; Souza, op. cit. 22) Adapted from R. A. Rosario, A. S.Vasudevan, Gandidoss and F, Guntipulli : “ HRD Experiments in Anekal : Case Study in Rural development “. In Towards Organizational Effectiveness Through HRD. Undedicated papers of the 1989 Conference of thee National HRD Network, New Delhi, pp 613-625. 96UNIT 12 HRD IN SERVICE INDUSTRY Objectives After going though this unit, you must be able to understand. the context and characteristics of the service sector relevant for HRD the special role of HRD in the service sector © the types of HRD interventions relevant to service organizations. Structure Introduction Nature and Role of the Service Sector ”Important of HRD in the Service Sector Role of HRD in the Service Sector HRD in Public Sector Banks HRD in the LIC HRD in Education HRD in the Health Sector Summary Reference 12.1 INTRODUCITON Economic theory traditionally looks at society as consisting of three main sectors : ¢ thee primary or agricultural sector comprising occupations and activities such as agriculture, forestry, fishing mining and quarrying; 98¢ the secondary or industrial sector comprising manufacturing and construction; and the tertiary sector or service sector comprising activities and occupations like banking, insurance, transportation, communication and education. The service sector, therefore, comprises activities and occupations which provide a wide variety of services to individuals, business and government establishment and other organizations. This unit examines the relevance and application of HRD in the service e sector. The nature, role and importance of thee service sector are examined. The unit also examines general aspects of HRD as well as those aspects which are contextually specific to the service sector. To illustrate the HRD needs, issues, experiences and problems of implementation in the service sector, the cases of four sectors are examined: public sector banks the Life Insurance Corporation of India, the health and family welfare sector, and the education sector. 9912.2, NATURE AND ROLE OF THE SERVICE SECTOR The service sector has a crucial economic role to play in society. Services create value by providing a bridge between the producers of goods and the beneficiaries or between the production and consumption segments of society. This is why the growth of the service sector in mdoern society is linked with the increased productivity of the manufacturing sector. | The value which the service sector provides consumers may be private benefits which are paid for, or they may be public benefits which are free or subsidies, like health, education, information, etc. ‘A major characteristics of modern socio-economic development has been the increasingly dominant role of thee service sector. As an economy develops, the relative contribution of the primary and secondary sectors to the total economy decreases, whereas that of the service sector increases. For instance, data show that from 1001950-51 upto 1979-80, the share of the primary sector in India’s net domestic product (NDP) decreased from 56% to 35% whereas that of the service sector during the same period increased fro about 27% to 39%. While the contribution of the industrial or manufacturing sector did increase in absolute terms from 17% to 26%, during the same period, its relative contribution vis-a-vis the service sector decreased.2 The range of services in India has increased in both breadth and adept. In financial services, we have gone far beyond deposit banking and life assurance. We now have hire purchase and leasing. Banks are entering into project lending, merchant banking, foreign exchange etc. Various personal and business risks can be insured. In the tourism industry, there has been an increase in a variety of services. health services include government hospitals, community health centers, private clinics etc. One of the fastest growing service sector in India has been the education sector. lol12.3 IMPORTANCE OF HRD IN THE SERVICE SECTOR, Unlike goods manufactured in the agricultural and industrial sectors, a service is intangible and perishable in the sense that a consumer cannot store a service. This implies that the service organizations are responsible not only for producing products but also for immediately transmitting these to the consumer. In other words, in the service sector the production and delivery of goods are carried out simultaneously. The consumer therefore is an integral part of the whole service delivery system. 3. The services of a doctor or teacher involve the consumer. This characteristics of the service industry has important implications for the kind of human resources and human competencies required for the service sector. The emergence of the service sector has brought about a fundamental transformation in the social and economic structure soft modern society. When compared with the secondary or industrial sector, the service sector may be less labour intensive but 102probably requires more human related skills and competencies. While technology has advanced considerably, the technical and operational skills which characterised earlier agrarian or industrial societies, have given way to an emphasis on human and managerial competences at the macro economic level as well as at the organizational level. The service sector organizations also play a very important social role. By extending benefits to people of all social and economic segments, provide opportunities for development and for reduction of socio-economic disparities. They enable the weaker sectors have access to the benefits of modernization. By providing common service to all sector they reduce social and psychological distances. For instance, without discrimination. The professionalisation of the service industry had made services, such as hospital legal aid, rehabilitation etc., available to all those who can pay the prescribed fee regardless of social background. Thus, as M. B. Arthreya points out, the services themselves have an HRD 103effect- first by developing individual and deprived groups, and secondly by gradually changing societal culture towards a more egalitarian, democratic direction. 4 12.4 ROLE OF HARD IN THE SERVICE SECTOR HRD has aspects which are universal to all organizations as well as some which are specific to the nature of the service industry. Universal Aspects HRD is relevant to all sectors, it is the base of all development. Other resources, like physical and financial resources, can only be activated through the agency of human resources. HRD is such an all pervasive concept than there are bound to be common aspects relevant to many sectors. 104HRD aims at developing the individual, matching him role roles, both by developing him and role, and catalyzing individual and organization self-renewal. A generalized model of HRD will include the following sub-systems. : role analysis, , selection and placement, transfer and rotation, reward and punishments, performance and potential appraisal, feedback and counseling, training and development career planning, succession planning, participative devise, and HRD data bank. Of these systems, some are essential to all organization in any sector : selection and placement transfer, rotation, and reward and punishment. At least these sub-systems need to be designed well. If one wants to go beyond a status quo bureaucracy, at which stage many service institutions get stuck up, performance appraisal, potential appraisal and training and development are particularly relevant. If high levels of performance is a goal, then the reliant additional sub- systems are feedback and counseling, and of participative devices. Finally, if one is concerned about the long-term vitality of any institution including a service institution, the remaining sub- 10ssystems become essential namely role analysis, career planning, succession planning, a and development of an HRD data base. Unique Aspects Service industry has some special features, which call for particular emphasis in the design and implementiaon of HRD systems. These are : ¢ Intangibility of Product : Serve is the provision of value to a customer, without a physical product. This could create lack of clarity about the tasks and erosion of self-confidence. So HRD has to create appreciation of client needs, and pride in the potency of the service to meet those needs ¢ High public exposure : The service institution is much more exposed to this clientele. Even if the institution does not proactively promote its service, the clients may take ether initiative and beat at this doors. The staff need relationship 106skills and tolerance of customer reactions. In the case of Subsidised on free services, some customers may be arrogant in their demands and misuse the service, while some other may be less literate, gullible and timid Size constraints : To be effective, the service institutor should be perceived as a huge, slow, monolith, in the face of which the customer’s is anonymous and insignificant. Conceptualization of roles is especially important. The roles at the environment/customer interference need to be so designed as to enhance service. Examples are the bank teller and the ‘single window’ concept used recently by state industrial development corporation s. Back-room technology : At the customer end, a service has to be simple to understand. For example, air travel should be made easy, but behind it may be complex aeronautic and computerized, real-time reservation systems. HRD has to ensure that those at the delivery end of a service institution understand the power and limitations of this back-up 107technology, while at the same time the technicians understand customer needs, abilities and limitations. User- friendly computer peripherals, for example, enhance the utilisation an information service. Specialised knowledge : The level of general and specialised education tends to be relatively high in a service institution. Infact, a service institution like a consultancy, has to be intellectually a few steps ahead of its clients to be of real value to them. So a research and learning orientation need. The service institute tends to have a preponderance of while collar workers and executive manpower. Their motivation is more complex. Besides monetary rewards, they look more for ego satisfaction and quality of work life. Propensity for disintegration : Service institution seem to have a higher tendency to disintegrate. Depending upon personal ambitions, bruised egos, inequity, etc., rebel groups break away from the mother orgnization and form new ones. This may be partly due to low capital cost, low barrier to 108entry and the preference of the customer for specific resource persons. Therefore, HRD need to provide for more participation in planning and control of the projects, as well as sharing of rewards, whether psychic satisfaction, fame visibility, profits or upward mobility. 12.5 HRD IN PUBLIC SECTOR BANKS6 As early as in 12968, the Government of India introduced ‘social control’ over the banks under which commercial banks were directed to provide a large volume of credit to hitherto neglected sectors like agriculture, small industries, village artisans etc., so that bank credit may prove a more effective instrument of economic development. However, this was found inadequate. Therefore 14 major Indian scheduled commercial banks were nationalized in 1969. This was further followed by nationalization of 6 more banks in April,. 1980. 109The commercial banks have performed spectacular growth after nationalization., Advances to the priority sector increased from 14.6% to 43.6%. The total number of bank branches had increased from 82623 in 1969 to 53,563 in March, 1987. The credit deposit ratio in the rural branches has gone up from 37.24% in June 1969 to 65.3% by December 1986. In India, banking ahs become a key sector of national economy contributing to its growth through rural banking, credit deployment to the masses, international banking and other services. The task of economic upliftment of the rural masses has been taken up earnestly by banks by rapid spread of branches network in rural areas and concerted implementation of Integrated Rural Development Programme among others. The banks continued to participate actively in extending credit facilities to eligible persons under IRDP as a measure for alleviation of poverty and generation of addenda employment in the rural areas so as to enable the rural poor to cross the poverty line. The banks hoalso asset the weakest sections of the community under the Differential Rates of Interest (DIR). The banks also extend financial assistance to house constructing activity to individuals belonging to scheduled caste/scheduled tribes and economically weaker sections besides State Housing Boards, Urban Improvement Trusts etc., which undertook construction of houses for weaker sections. The banks has also given indirect fiancé for thee purpose in the form of investment in debentures. Planning and Human Resources Development assumes great significance in a labour intensive industry like banking. Public sector banks in our country has shown a good deal of interest in designing and using HRD systems and mechanisms for improving effectiveness of their employees. In public sector banks, the focus of Human Resources Development (HRD) effort is to develop versatility and ensure flowing of potential of the individuals through innovations. IN realization of these objectives, these banks introduced Quality Circles for team building and work life ntground for developing analytical and decision-making skills for all levels of personnel, involvement of cross section of people in deicison-makng process for wider participation in policy formulation, Medication Room for creative thinking and organizational renewal. Public sector banks have given continued emphasis to capability development through study circles, brainstorming sessions purposeful staff meetings at their branches, effective job rotation by formal one year advance planning, encouragement to self- development through incentives and bringing out knowledge booklets like Counselling Techniques, HRD compendium, ete., the institution of welfare office adopted branches for all-round development. The welfare offices et up by these banks at various centers attended to aspects relating to employees grievances and also assisted in focusing faster attention to customer services. 2Communication was given added focus through interface by executives at all levels of management, formal collection of feedback to gauge the effectiveness of polices and systems, publication of educative brochures to highlight various leaderships aspics and special communication on productivity improvement. In most public sector banks, on ongoing objective performance appraisal system based has been introduced for officers. The major focus of the appraisal systemic development of individuals and improving the quality of work life, to ultimately result in achieving organizational effectiveness. The open appraisal system introduced by the Canara Bank has been well acclaimed by the Indian Bank Association IBOA), as a sophisticated system with several positive futures. Public sector banks has also given special attention to the establishment of Human Resources Development divisions. The division is entrusted with the task of preparing long-term schemes for the development of employees. The tasks completed by the 13Human Resources Development division in most of thee public sector banks by the Human Resources Development Division in most of the public sector banks include formulation of motivation surplus staff, schemes for sending birthday greeting cards to all employees, schemes once career planning and rotation of staff, schemes for graining incentive for further study. With a view to bring in more objectivity some public sect banks have designed a new Performance Appraisal System for offices. In this system the practice of self-evaluation has been incorporated according to which appraisee and appraiser self-evaluation has been incorporated according to which appraisee and appraiser identify the key performance areas alongwith the specific function. Evaluation is done on the basis of employees’ contribution or efforts with respect to these areas. Therefore, the modified performance appraisal system is intended to lead to all-round development of employees. Effectiveness steps have also been taken in some banks development of employees. Effective steps 14have also been taken in some banks to reassess staff requirement so as to ensure optimum utilisation of available manpower and also to eliminate surplus pockets wherever possible. There has also been a tragic change in staff development, by relating its to workload, with a view to increasing staff productivity, at branches and administration offices. In order to raise the level of motivation of employees and urge for individual development the banks undertook several measures and also continued efforts through a series of educative literature and providing appropriate forums for skill identification. Classroom as well as on-the-job training continued to be strongly emphasised in human resource development strategy of almost all the banks in public sector. By and large, banks have come to recognise that HRD is more than training programmes. Training of employees is only one uscomponent of HRD. Therefore, other aspects of third system like performance appraisal system, job rotation, career plan and organization development etc., have also, come into practice 12.6 HRD IN THE LIC The Life Insurance Corporation of India (LIC) was set up in 1956 by the Government of India, on the nationalization of life insurance business. It took over ht entire life insurance business which had been transacted in India by private companies till then. The funds (assets and liabilities) and employees pertaining to this business were automatically transferred to the LIC. Since 1956, LIC alone ahs the authority to transact life insurance business in India, subject to special authorizations for some government schemes, which are allowed to operate outside the purview of the LIC. 6Apart from the Central Office, The LIC ahs five Zonal Offices, sixty four Divisional Offices and Branches in over eight hundred centres In the thirty-one year span time from 1957 until 1988. LIC’s business expanded from about 6 million to 32 million polices with an assured sum of Rs. 5,90,680 million. Its employee strength grew from about 31,000 to about 73,000 in the same time span. In 1980 the LIC launched on a major exercise of organizational restructuring which led to major decentralisation of responsibilities to the branches. Each was recognized as a profit and growth centre. The number of position sin the brancehs as well as the level of responsibility in these positions in the branches as well as the level of responsibility in these positions were considerably enchased. Microprocessor were made available to branches. The new structural provided for consultation processes and joint decision-making in planning and other operations. The new systems included data being generated about the socio-economic 7condition of the area under the Branch jurisdiction for planning purpose, developing strategies for operation on the basis of such data. Consequent to the restructure of work, there was need to enhance the skills of the personnel to operate the new systems. It was recognised that the organization of successfully adapt to the serious challenges from the complex turbulent environment, needed long-term strategies with regard to the social systems. Aware that bureaucratic procedures, narrowly defined jobs and tight supervision can wreak havoc on human motivation and that excellent performance comes when individuals are committed to using full capacities to solve problems the development, belongings, variety and creativity. Defined Goals of HRD in LIC The HRD goals of LIC in the revised structure are : © To ensure that adequate number of persons with sound insurance background and experience, both as generalists and lsspecialists are available at different t levels, to facilitate enhanced standards of service to customers and fast growth. ¢ To provide human resource polices that are not only fair and just but also perceived as fair and just. © To provide employees equitable opportunities to move up in the organization on the basis of their performance and ability. To ensure that responsibility for results is provided right from the lower levels so that employees can develop a sense of independence and self-confidence. ¢ To provide employees opportunities for learning new and varied skills thus making the work more satisfying and meaningful. ¢ To provide opportunities for training and development of employees with special potential. Several strategies to achieve the stated objective and goals were developed. Consistent with the policy of consultation, the new hostrategies were circulated among and disused with groups of employees. It was however clear that the organization needed a comprehensive HRD approach. HRD Philosophy of LIC In 1987 the organization stated its belief about HRD as under : ¢ That human potential inherent in every employee is vast, it can be further enchanted by various intervention like training, job rotation, counseling, organizational action etc. © That people are major assets and that an organization can foster full realization of individual potential by providing a developmental environmental and opportunities, by encouraging and rewarding innovativeness etc. © That such people who are not able to contribute to the organization fully due to reasons beyond their control and 120can also give the best if they are taken care of proper environment and conditions are provided. That competencies can be developed in people at any point of time; as a model employer it is desirable that we encourage competency enhancement. That HRD provides for a higher quality of work-life through opportunities for a meaningful career, job satisfaction and professional development. That HRD philosophy emphasis human well-being and organizational growth, that HRD polices are relationship centered and the extent of relationship under HRD ambit is the life on and not merely for 8 hours. Than, as a model-employer, the Corporation must provide for employee growth; if an employee perceives a nurturing environment, there would be a positive response to matching individual aspirations with organizational needs.that in order to be effective, HD processes have to be planned and continuous. HRD Intervention It was decided to being the intervention with a work plan and review (WPR) approach at the level of Assistant Division Manger which I shot position of the head of a department in a Divisional Office. In the restructuring exercise an attempt was made to clarity the various roles in the Branch and Divisional Offices. WPR required every incumbent of each position of specify the nature of the contribution he expected to make as distinct from the result which his department as a group will achieve. This statement of contribution was to be discussed and agreed upon between him and his superior. The work plan which would indicate the specific outputs or improvement or results that the manger proposed to make in the next year, would also indicate what he would achieve in the next three months and the following months and again six 122months the manger would review the work first along and then together with his superiors. The intervening has begun in early 1988 on an experimental basis in all the divisions of the Northern Zone of the Corporation. Seminars were conduced in which the consultant, explained to all the concerned officers of the zone, the philosophy and the rationale of the proposed intervening and the details of how to go about it. Subsequently the Zonal Manger and Regional Manger (Personnel) went to each Division and had detailed discussion to help the officers concerned understand more thoroughly the significance and the mechanics of writing out the work plan. After a period of three months and officers had clarification seminars with the consultant. After clarification seminars the work plans were finalised. As information went round about what was happening in the Northern Zone, there were demands from other Divisions that they be involved in the new experiment. Consequently, 10 further Divisions were brought into the scheme. The Corporation intends 123to introduce the scheme throughout the Corporation only after observing the result of he experiment in these divisions. During the seminar in which they are being introduced to the concepts of the intended practices, the officers concerned expressed several doubts and sought clarifications, Some of these are discussed below. Manager are aware of the beneficial effects of human relations and at least cognitively want to be good to their people. The HRD philosophy however states that being good to the people is necessary for its own sake and not merely as an instrument for the achievements of the mangers’ results. The later is a bargaining situation which may be resented by the subordinates. The former is a negotiation situation which may be accepted by the subordinates (when they see that it may lead to their own growth in terms of knowledge, experience and skills), may lead to 124development of persons and integrate in a different manner with the desired results of the organization. The expected growth of LIC would lead to serious problems in handling work and it was essential that decision-making processes just remain at the Branch Offices. Unless the personnel at the operational level viz. the Branches, were developed adequately to shoulder the responsibility of not merely carrying on the operations, the entire restructuring exercise may be revered with regard to the role of the Branch. It was to enable the personnel to perform adequately for these new tasks that the proposed HRD. strategy becomes important. Some mangers mentioned that certain positions were more attractive in terms of remuneration as a result of which there was a reluctance for people to move away from these position even if higher responsibility position were offered. This question camper up in connection with the proposed career path which expected that 12spersonnel would in the initial years, work in the Branches to develop skills of interaction with customers, learn the essential aspect of operations, develop confidence to handle differential Ted functions and become aware of integrated activity moving later into the higher offices for specialisation info functional reaps. The fees was that if individual officers were to be given a choice as to the carrier or the specialisation in which they would like to develop, there world be a heavier concentration in position which re attractive into arms of remuneration and perquisites compared to the other positions which do not have such perquisites. It was difficult for many to visualize that other specialised functions could also be found attractive and could be chosen by individuals for arsons of professional statue or temperamental adjustments. The rotation into eh earlier stages of the career was meant to provide an opportunity to experience the different function so that informed choice could be made. 126An interesting observation was the relationship between the development of an individual in the organization and his role outside the organization in society. Alimentation at work seriously affected one’s attitude and behaviour towards family and children. Development of people takes lace when given autonomy. Too much of regualtion and control stunts development and increases dependency. The practices within the organization decide the manner in which a person functions in the society outside. Organizational practices have to be looked at in terms of not organization would like to develop. A persistent doubt was the distinction between the work plan of the individual officers and the task plan of the department. A manger does not function alone but works with a groups of people. How can the manger’s individual work plan be separated from the task of the group which he managers? also if such a distinction is made does it not imply that an individual managers is sacrificing the interest of his group . Would it not work against the requirement 127of building of a team. It needed considerable explanation to distinguish between the individual contribution and the result of the group. Clarifying individual contribution was necessary to avoid conflict and diffusion of responsibility. When mangers identify their distinguishing contribution in the context of the work of the group which they mange, there is better focus on linkages and the perspective becomes wholesome. Another set of questions related to the boss. How does one develop and own its own work plan if the boss’ priroty is different and the tries to impose the priority on the manager concerned ? it world be difficult to ignore the priority of the boss but that may not necessarily be how the manager sees the position in relation to the performance of his group. While recognizing this as a real problem, it was explained of disucsion, consulation, participating and joint decision-making, where different viewpoint will be examined and reconciled. Where a culture of this kind is created, it would be possible for the manger to convey to the boss his 128viewpoint and try to persuade the boss not to propose a priority which is inappropriate. But if such a culture of mutual discussion does not exit, there can be abnegations. The structure of quarterly meetings for review was intended to reconcile different viewpoints handle pressures being exerted. It was important the worth plan be not imposed but be that of the manager himself. Only then would he have the ownership of planning for results. Without such ownership the WPR approach become meaningless. Organizational roles are multi-role relationship needing differentially afflictive and work oriented behavioural. The initiative to improve is of the self. The organization has to provide facilitating conditions. The job of the manger is to develop practices that help individuals to accept ownership and the plans of action. The most common doubt was about how the WPR w3ould affect the appraisal and the future of the mangers. The suspicion was that 129failure to achieve one’s work plans would invite an adverse appraisal even though the failure may well be due to environmental factors or senior agreement behaviour outside the control of the mangers concemed. Also lenient or les demanding superiors may help managers by consenting to relatively easy work plans. These fears were sought to be assuaged by ch assurance that the WPR would not be linked to the appraisal and reward system during thee experimentation stages and that even later such linkages would preceded by adequate3 consultation with the mangers. Existing practices are the reality which mangers are familiar with. New systems which attempt to develop an entirely different and unknown reality are looked upon with suspicion. To make managers accept the new reality as practicable, is a difficult task. Therefore, new system need to be very gradually introduced, carefully monitored to ensure that all the steps are followed, vague fears are patently doused, that the advances are perceived and 1B0appreciated and there is no regression to past practices. This the challenge of the HRD facilitator. 12.7 HRD IN EDUCATION 8 Education itself aims at development of human resources. Therefore when we talk of HRD in education we are talking about the development of those human resources involved in education. These include : teachers, headmasters, principals, support staff working in educational institutions, head of university departments, vice-chancellors working in educational institutions, heads of university departments, vice-chancellors, educational administrators at the local, district, state and central levels, planners and policy-makers. Developing all these categories of people become extremely policy-makers. Developing all the se categories of people become extremely important as the effectiveness of dedication depends upon how well they performtheir roles. Pellet at different levels and performing different roles required different competencies to be effective in their roles. These competencies are also changing competencies to be effective in their roles. These companies are also changing from time to time as the environment is changing, knowledge base is continuously improving the needs are changing. Such a dynamic and changing environment requires an equally or even faster developing human resources to cope with it. Hence there is a need to develop continuously the capabilities of thee people involved in education. The competencies required for teachers are normally considered as subject matter competencies and pedagogic skills. As we go up the education stream the competency requirements become much complex. For example the Headmaster of schools require more sophisticated competencies than what a teacher requires. Besides knowledge of the subject and pedagogic skills, he is required to be a leader, initiative taker, innovator, instituting-builder, manger, etc. 132As we go still higher up to the level of District Education Officer the competency requirements get still more complex as he is required to deal with a large number of institutions and guide them. He is required to be familiar with the region and its educational problems, should have the competency to GUIDE THE headmaster of a large number of schools should be able to establish management systems to keep information, monitor school performance, suggest innovative schemes to the schools involve the community for improving educational facilities in the region etc. Thus the complexity of the capability requirements changes for defend roles. As all these roles are equally important for the effectiveness of the caution systems it becomes essential to ensure the continuous development inhuman resources occupying these roles Training has been used most often as the only mechanism for developing human resources in education sector and other mechanisms of human resource development have been neglected. 13The limitations of training in developing complex capabilities has not been adequately recognized in the past. it is easier to develop subject matter competencies in teachers through classroom instruction. But teaching skills cannot be developed through classroom instruction only. it has to be supplemented by actual practice. higher level competencies required by the headmaster, Principals, DEO’s etc. cannot be developed in the classrooms alone. Alternate mechanisms need to be identified. Experience from other sectors indicates that HRD can be effected through performance appraisal systems that are designed to promote employee development in their present roles. Potential development systems can also be planned to prepare for future roles likely to be performed by the employees. OD exercises could be undertaken to create self-renewal capabilities in educational institutions. Career opportunities and rewards are very important factors in providing a development climate in educational institutions and 14agencies. If there is no development climate and no pressure or incentives for development people are not likely do develop[, HRD Needs in Education The HRD needs in education should be interpreted in the context of overall developmental needs of the country and should take into consideration the developmental plans in other sectors. Any HRD program for those in the filed of education should enable those in education systems to initiate, design develop, and implement education systems that facilitate the accomplishment of developmental plans in there sectors at the local, regional and national levels. This becomes all the more important in a developing country like ours which cannot afford to waste is resource by having an education system that is a luxury. In identifying the HRD needs of education people we need to take this perspective into consideration. The next five year plan is 13slikely to address itself to this question of the linking of education with productivity and employment both of which depend on the developmental activates in other sectors. To meet ht developmental needs of other sectors both educational planner and administrators need to understand and design or re-orient equation accordingly. A basic requirement for this purpose is openness, risk-taking and innovativeness on the part of various functionaries involved in educating. To create such kind of people in the education sector is the first and foremost HRD need. The greatest third need in the education sector today is to change attitudes and systematic rigidities. This change should begging from the top. This change cannot come merely through training programmes. The performance of the higher level officers should be assessed and feedback should be given to them on their innovativeness, initiative, activates geared to develop local level talent in the educating system. 136There are some innovations going on in the country at various levels in the education systems. These are taking place silently. There is a need to make these known to others and enhance their initiative thinking. This is itself a HRD need. 12.8 HRD IN THE HEALTH SECTOR® All efforts in human resource development (HRD) has to culminate in ensuring the health of the individual, the family and the society. Health, family and social self are systematically interdependent, for, growth and development of an individual is dependent not only on his health, but the health of his family and the society. Similarly, societies and families do not develop without the health development of their individual members. HRD programmes ensuring health and family welfare should result in social welfare. They must provide not only social services to ensure physical health of the citizens but also to ensure their 137psychological development whereby they learn to appreciate their relationship with the society. Philosophy for HRD Programmes HRD action programmes in the health sector assume that : ¢ A human being is more than just a bundle of physical and psychological needs. He is a spiritual force. ¢ Asa resource, a human being is not an end in himself. © Since there is a limit physical needs, growth of the human being lies mainly in his psycho-spiritual development towards self actualization, ¢ Development in terms of needs meant unfolding. TI therefore reefers to growth form within. ¢ Development means self direction, becoming aware of one’s different resources, and utilising these resources 18© Growth and development should generally result in the needs to share. Strategy Parameters for HRD Programmes The acceptance of the concept of social welfare, discussed earlier presumes that the functions of social welfare have been well defined. In order to ensure the success of the programmes to be carried out, it will, in addition, be necessary to : (1) locate the responsibility for specifying the totals to be achieved, (2) identify the authorities who will be responsible for devising and harmonizing the optimum use of resources for achieving these goals, (3) identify agencies who will assess the feasibility of propose programmes within the contest of national development; and (4) who will evaluate the results in terms of the objectives. Action Approach in HRD Programmes 139¢ Involvement of the Target Group : HRD programmes involves the target group in formulating programmes within an overall framework for : identification of key health and family problems of the community - discussion of the remedies - assessment of both human and material resources available with the target group - resources, both human and material, required from outside - assessing trading needs to develop local human resources - drawing up local action plans with local consensus - discussing methods to monitor programmes and to take corrective action = Assessment of Local Systems Functioning In order to ensure success of HRD programmes, it is necessary to assess local channels of communicating, 140locate the influence leaders, identify value orientation and traditional methods of dealing with health and family problems = Imparting Health Education HRD programmes should aim at giving the external health agent (social worker/doctor) proper welfare orientation. The career needs of the health agent will also need to be resolved. So far this problem has been attempted through provisions of incentives, or soaking of compulsion at the education stages. Increased individualism and carrier consciousness however have made this problem intractable. = Use of mass Media Programme of mass media should aim at encouraging people to discover what knowledge and resources are available with them and help them understand there applications. 41Action Programmes in health It will agreed that the standards of health care provided by a society through health programmes have to be in consonance with the society’s health requirements and health resources. Action programmes in health involve : Assessment and Utilisation if Indigenous health Technologies Every social group interest knowledge of indigenous medicines and methods which are cost effective and locally available. It is therefore necessary to make survey, compile directories of technologies and make them available to people through various medial including the social worker. Action Programmes for Psychological Health Most health disorder have their origin in psychological disturbances. Social and family conditions in childhood contribute 142to a person’s psychological make up. This results in emotional ill health ultimately manifesting in physical disorders. It is necessary to evolve programmes of self awareness and personal growth to enable a person to se through his defends and free his real creative self. Self awareness programmes and educational in nature. A person learns from friends, family and school. Self awareness programmes have therefore to be taken to families, to neighborhoods, and to schools at all levels. The formal or the modern self awareness programmes have come to be established as Sensitivity Training Programmes. They are conduced by management institutions and management consultants for mostly management personnel. HRD Programmes for Family Most people will agree that family is a very important institutor for both social and individual health. It is in the family and home where a person is normally most comfortable and is his real self. 43Family is a very important buffer against a lot onslaughts of the environment on the individual. Especially in our kind of sscoio0- ecnomic environment, family tends to absorb a lot of social and economic problems. Hence until we develop alternative equivalent intuitions, our HD programmes have to, in every way encourage the existence and survival of family. Such programs would cover = Family Counseling Services Family is the first environment shaping the value and behaviour patterns of the individual. It is therefore of utmost importance to private family counseling services which can be supportive to individual growth. The rigidity in family functioning must change to enable women achieve their personal growth. = Parental Training Family structural and cultural rigidities effect the emotional growth of children very often resulting into irresponsible and unaccountable behaviour. Programmes of parental training 144concerning the emotional growth of children are a must in terms of HRD for family. Technological Training to Women Shifts in labor force, mechanization of many domestic chores and women taking over jobs that were done by men earlier is resulting in non-availability of technical help for repairs. It is therefore essential to design programs of technical training in electrical and mechanical gadgetry which is part of a normal household to women. This training should be made available to regular schools, special trading schools and neighbourhood training camps. Supportive Family Services In majority of the families, both husband and wife work. Integrated growth of the child takes place when the attention of both portents is available to him It is therefore necessary to design programmes to enable both parents to look after children. 14sConclusion HRD programmes for health, family and social welfare must always be conveyed and designed in systems perspective. Human resource development is often equted with individual development. Individual development is certainly a worthwhile goal in itself. But man is also a social animal. We need therefore to once again bring back the concept of duty and accountability to oneself, to family, to society and to nature. 12.9 SUMMARY This secton legal with a discussion of the nature and role of the service sector. The service sector is an important link between the production and beneficiary segments of society. Its growth indicates a change in social structures. The service industry being more directly in touch with the consumer, HRD in service organization is essential to their proper functioning. The 146experiences and issues relating to HRD in four major service sector segments have been discussed. Substantial programmes has been made with respect to HRD in public sector banks and in the Life Insurance Corporation. In the area soft education and health, the introduction and implementation of systematic HRD ahs still a long way to go in meeting the challenge of providing more efficient and human oriented services so society. 12.10 REFERNCES 1) M.B. Arthreya “HRD in the service Sector”, Indian Journal of Training and Development, XV (1) Jan-Mar. 1985, pp 46-48. 2) W.E. Sasser, R. P. Olsen, D. D. Wykooff : Management of Service Operations, Boston MA : Allyn and Bacon, 1978. 147