HRDSystem Designing Functional of HRS It is being a much more dynamic concept that the traditional personnel function in an organisation.

It has multiple functions. Like personnel it is not only deals the administration of personnel function it also helps the organizations on different ways. The functions of HRS are five types: Providing support to other systems. Developing of systems and research Management of HR. Developing competency of various kinds. Catering to the process needs.

If we look in to brief about the above said functions it clearly explains as: Supportive role This role has mainly two functions: Strengthening operating and executive levels Consolidating existing strengths

Role of systems development and research Its role is briefly mentioned have as Planning for future manpower needs Getting the best people available Utilizing people select. Retaining, motivating and integrating people. Assessing people for their contribution. To plan the growth of people Job analysis and evaluation Facilitating key organizational task processes.

Role of developing competence The most important function of HRS is to develop various types of competencies which relate to general areas: Technical competence Managerial competence Process competence Helping competence Coping competence

Process role Due to the increasing complexity and new emerging expectations of the employees from the organisation. The process role plays a vital role to the organisation climate. There are three main functions by this process role: Creating the necessary culture and values in the organisation. Proper diagnosis of problem in organizations. Interventions at the necessary time.

Systems designing of human resource In any organisation designing a Human Resources System play an eminent role. While designing the HR system it should take several factors in to accountability. These different dimensions and context are discussed with the support of general principles as below.

Organisational context Any organisation will try to develop its own identity based on its own tradition and history. Its size and the filed of operation makes it unique. In the same way some of the factors to be considered as an organizational characteristic factors for a specific design. These are: Size of the organization Technology of function Skill levels available in organisation Support from organisation Availability of outside support Practice of existing facilities

Organisational culture Based on the culture contribution designing of HRS is planned to have an effective system. This profile of organizational culture helps us to develop the HRS system. The values contributing are simply coded as (OCTAOACE). This is nothing but O C T A P A C E Openness Confrontation Trust Authenticity Pro activity Autonomy Collaboration Experimenting

Societal culture context in designing HRS Like the organizational context dimensions, the societal culture is also a very important context in designing HRS. By referring the models developed by Kluchohn, Strodtbeck and McClelland, six concerning factors of a society can be used to mention the various aspects of its culture. The following aspects are suggested for the study of cultures (a) Nature (b) Environment Structure Sensitivity Concern 1. Fatalism vs. Scientism

2. Ambiguity tolerance vs. non-tolerance 3. High contextual vs. low contextual 4. Convergent (self-centred or narcissistic) 5. Traditional (past), existential(present) future oriented

(c) Time (d) Collectivity Primary Norms Boundary Linkage

6. 7. 8. 9.

Collectivistic vs. individualistic Other-directed vs. inner-directed Particularistic vs. universalistic Role-bound vs. identity-bound.

(e) Gender (f) Power Tolerance Type

10. Androgynous vs. sexist

11. Power distance tolerance vs. nontelerance 12. Expressive, conserving, assertive, expanding

Designing principles of HRS On the part of designing HRS for an organisation some of the principle should be considered. These principles been discussed under three main categories: Focus of the system Structure of the system Functions of the system

The principle parameters been regularized for the utilization of HRS designing as said below. Focus of the system These principle parameters are locating on these factors they are: Focus to enable the capabilities Maintaining the balance to the existing and changing organisation culture. To give on attention to the contextual factors. Attempting to build linkages with other functions. Balancing specialization and diffusion of the function.

Structure of the system Principles suggested in the part of structure in designing HRS are: Identity establishment necessity To ensure the respectability for the function. Balancing between differentiation and integration. Proper functional designations for the roles. Mechanisms of linkages to be utilized in organizations. To adapt the implementation of monitoring mechanisms.

Function of the system Considering factors from the side of functions in designing HRS are: To build the feedback and reinforcing mechanisms. Balancing techniques between qualitative and qualification decisions. To perform the internal and external help of balancing. Utilizing the planning function in HRS.

The HRD system can be effectively used to create more conductive cultures. In the light of the understanding of the Indian culture, the following suggestions are made for HRD practices: Use individual performance appraisal only for development; emphasize coaching. Use appraisal by peers and subordinates also. Introduce some form of mentoring system. Introduce rewards, and link them with indicators of group effectiveness, and not performance (e.g. Modi Xeroxs use of quality as the criterion of rewards). Do not reward individuals.

Use potential appraisal from promotions (to be done only if positions of higher responsibility are available or created, and not under pressure). Introduce team rewards. Link major rewards like increments, bonus, special trips etc., with team results. Introduce more rituals (like celebrations) to communicate the respect the value the organizations has for its present and ex-employees. Break large organizations into small and autonomous units (in India, smaller organizations work more effectively). Improve communicating. Use various ways of employees participation and collectively responsibility.