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HRM Practices in Ngo

Human resource management (HRM) refers to managing an organization's employees and is responsible for attracting, selecting, training, assessing, and rewarding staff. HRD focuses on developing productive relationships between employees and an organization's tasks. Organizational development (OD) aims to strengthen an organization's capabilities by improving both organizational structures and employees' competencies. Training enhances individual skills while HRD and OD aim to improve overall organizational performance. NGOs face challenges in HRM due to their project-based structure and funding, including high stress loads for employees and lack of job security and benefits. Effective HRM in NGOs requires addressing these issues through induction programs, leadership, and improving employees' rights.

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Pawan Kushwaha
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704 views21 pages

HRM Practices in Ngo

Human resource management (HRM) refers to managing an organization's employees and is responsible for attracting, selecting, training, assessing, and rewarding staff. HRD focuses on developing productive relationships between employees and an organization's tasks. Organizational development (OD) aims to strengthen an organization's capabilities by improving both organizational structures and employees' competencies. Training enhances individual skills while HRD and OD aim to improve overall organizational performance. NGOs face challenges in HRM due to their project-based structure and funding, including high stress loads for employees and lack of job security and benefits. Effective HRM in NGOs requires addressing these issues through induction programs, leadership, and improving employees' rights.

Uploaded by

Pawan Kushwaha
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Submitted by Pawan kushwaha

What is HRM
Human resource management is

the management of an organization's workforce, or human resources.


It is responsible for the attraction, selection, training, assessment, and rewarding of employees.

Human Resource Development


HRD refers to systems and procedures by which the

people in an organisational setting are brought into a productive relationship with the organisations tasks.
HRD is currently preferred to the term personnel

management.

Organisational Development
This refers to the process of strengthening the

capability of a single organisation or group.


The task involves attending to both the organisational

variables (such as structures, systems) and the people variables (including competencies, skills, attitudes).

Training
This usually refers to the task of enhancing individual

competencies in specific areas of application. The trainees may or may not be from the same organisation. While training may lead to enhanced performance of the individual trainee, it does not lead directly to enhanced organisational performance.

Capacity Building
Commonly used in development programmes
The term is used in different ways in programme

settings.

Institutional Development
This term is commonly equated with OD but should

be applied to enhancing trans organisational processes, i.e. the social institution that holds together several groups and organisations, or the organisation of organisations

The purpose of HRD


In the NGO , the concept of performance must go far beyond the individual, the project, and even the implementing organisation.

The nature of NGO work


NGO develops several projects, sometimes

handled separately, sometimes clustered into programmes. The pursuit of these projects and programmes is largely conducted through funds received from donors of one kind or another. The funding is typically allocated for a specific project

Staff appointments are therefore project based,

contractual, and for specified periods. It is a purely informal understanding that a person has a place in the organisation as a member of the family.

The worth of jobs


Investing in HRD amounts to spending on ourselves.
NGOs find decisions about spending on themselves

among the most difficult. This based on job analysis which breaks down into the three sub-tasks.

1- job description 2-job specification 3-job evaluation

The worth of people


The word reward is troublesome in the thinking of

many NGO managers and is often avoided in formal statements. The first difficulty is seen as an ethical dilemma. The second difficulty is seen as a normative one. The third difficulty is the (often unarticulated) conflict between the value of voluntarism and the value of professionalism.

Role stress
There is likely to be some form of role stress, to greater

or lesser extents, in all jobs, in all fields of work. It is important to recognise the nature of stress faced by the development worker and find ways to deal with it within the HR function.

Emotional load
People working in the helping and healing professions

experience some of the highest levels of job-related emotional stress. This may be true of development work too. The young person is plunged into a world of degrading poverty, cruelty, exploitation, and blatant injustice.

Responsibility load
Young people coming into development work are

pitched into roles that require extraordinary levels of analytical, managerial, and relational skills, for which they have neither the training nor the life experience.

Worklife balance
Development workers are expected to work long. One

feels guilty finishing on time and leaving for home by 6 pm. One is expected to be seen around the place until 8 pm or even later.

Induction
The main features of a sound induction procedure

would be the following: 1-The inclusion of a personal growth programme

i.e. life skills, inter-personal and team competencies, and communication skills. 2-Roles for existing staff as mentors. 3- The big picture of organisational vision missiongoalsstrategyvalues. 4-The hard requirements of project management: the systems and procedures.

Leadership and management


The managers that form the leadership team must also

handle the HR function.


Every manager should be a leader, every manager a

counsellor, every manager a trainer, every manager a manager of people.

Security and rights


NGOs generally have a poor record of providing decent

social security benefits for their staff. An NGO grows in stature for its commendable work in the non-organised sectors of employment organising domestic workers, truck loaders, coolies,and casual labourers into associations to press for their basic rights to minimum wages,decent working conditions, social security, and so on.

The road ahead


Returning to the observation that the human resource

may well be the critical variable in NGO work, we have also to contend with the reality that the substance of HRM as taught and practised in the business/industry sector is likely (at best) to be unhelpful in the non-profit development sector.

Thank you

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