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HRD Matrix

HRD Matrix identifies the relationships between human resource development instruments, processes, outcomes, and organizational effectiveness. HRD instruments like performance appraisal, training, and reward systems may vary depending on factors like organization size, management commitment, culture, and technology. These instruments lead to HRD processes such as role clarity, development planning, and risk-taking that should result in employees who are more competent, satisfied, and dynamic. Such HRD outcomes influence long-term organizational effectiveness, though other factors also impact effectiveness. An organization that develops employee competence through HRD will likely be more effective than one that does not emphasize human resource development.

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Mann Jett Pradhan
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2K views1 page

HRD Matrix

HRD Matrix identifies the relationships between human resource development instruments, processes, outcomes, and organizational effectiveness. HRD instruments like performance appraisal, training, and reward systems may vary depending on factors like organization size, management commitment, culture, and technology. These instruments lead to HRD processes such as role clarity, development planning, and risk-taking that should result in employees who are more competent, satisfied, and dynamic. Such HRD outcomes influence long-term organizational effectiveness, though other factors also impact effectiveness. An organization that develops employee competence through HRD will likely be more effective than one that does not emphasize human resource development.

Uploaded by

Mann Jett Pradhan
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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HRD MATRIX HRD Matrix identifies the interrelationships between HRD instruments, processes, outcomes and organisational effectiveness.

HRD instruments include performance appraisal, counselling, role analysis, potential development, training, reward system, job enrichment, etc. These mechanisms may vary depending upon the size of the organisation, the commitment of the top management, the environment, the culture and climate, the perception of the people, technology used, methods employed by the competitors, etc. It is in the interest of the organisation that the top management should give due weightage to these factors to keep the workforce motivated all the time providing challenging jobs and designing career planning and suitable compensation packages so that trained employees may not leave the organization. These instruments lead to generation of HRD processes like role clarity, development planning, development climate, risk-taking and dynamism in employees. Such HRD processes should result in more competent, satisfied and dynamic people is likely to do better than which does not believe in HRD concept and committed people who, by their contributions, would make the organisation grow. Such HRD outcomes influence organisational effectiveness in the long-run. It may be noted that organisational effectiveness also depends on a number of other variable like environment, technology, competitors, etc. However, other things being the same, an organisation that has competence.

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