DEVELOPMENTAL

SUPERVISION
• Developmental supervision is the process of facilitating
and monitoring individual and team efforts to achieve
organizational goals through nurturing individuals and
teams.

Traditional Approach to Supervision

• Responsibility rises with hierarchy.
• Organizational goals – primary concern
• Concept of teams not very profound
• Planning  Instructing Directing  Monitoring.

Radical Approach to Developmental Supervision

• Responsibility equally well spread
• Focus on task accomplishment and employee growth
integrated together
• Individuals treated as integral parts of teams
facilitating their growth
• Boundary management: Inspire, Nurture, Facilitate,
Help remove blocks.
 SUPERVISORY STYLES
AUTHORITARIAN
• Quantity of work
• Aggressive leader
• Less initiative, originality
and affinity in group
• Resentment
TASK-ORIENTED
• Emphasis on ends
• Concern for deadlines
• Negative vibes
CRITICAL
• Intolerant & unforgiving
• Fear incentive
• Psychological distancing
DEVELOPMENTAL
• Mutually Trusting
• Guiding & inspiring
• Encourages team spirit
• Rewards &reprimands
appropriately
DEMOCRATIC
• Quality of work
• Affiliation with leader
• More initiative, originality
and affinity in group
• Contentment
EMPLOYEE-ORIENTED
• Emphasis on means
• Concern for
performance
• Positive vibes
BENEVOLENT
• Protective & rescuing
• Affinity incentive
• Creates dependency
INSTITUTIONAL
• Org.-centered & emp-
oriented
• Disciplined, committed
• Influencing & nurturing
• Institution building
 SOURCES OF POWER
AND EMPLOYEES’ EMPOWERMENT

• REFLECTED POWER – Proximity to

the source of power
• COERCIVE POWER – By way of
punishment or any other fear
• EMOTIONAL POWER – Power of
affinity or relationship
• REWARD POWER – It reinforces
behavior
• CHARISMATIC POWER – Ability to
arouse emotions
• EXPERT POWER – Indirect influence
through expertise
• REFERRENT POWER – Idolising or
role modelling
• INHERENT POWER – Innate feelings
and values that are self empowering
 Human Resource Development

• HRD is a continuous process to facilitate a sustained

development of employees competencies, dynamism,
motivation and effectiveness in a systematic and planned
way.

• HRD aims at development of employees’ through T&D

exercises, performance appraisal, job enrichment programs
etc.

• HRD facilitates building of an organizational climate which

encourages transparency, risk taking, role clarity, employee
focus on self-development within broad organizational
framework.

• HRD thus helps employees translate their potential energy

into kinetic energy so that employees benefit through self-
development and organizations benefits thru team-spirit,
inter-team collaboration and improved organizational climate.
 HRD Trends & Practices

Three distinct approaches to HRD

• Man-centred approach – adopts

development of employees to be its
primary objective. Its important
characteristics are –

- building a coterie
- visibility of leader
- autonomy of leadership
- welfare activities
-difficult to implement in hi-tech set-ups
-may need some moderation in today’s fast
paced corporate world.
 HRD Trends & Practices

• Reciprocal approach – presents a

reasonable blend of humanistic and
business interests. Here the emphasis
remains on developing roles, role
relationships, appraisal systems, training
programs and job enrichment modules. Its
important features are –
- growth of individual desired in total
terms along-with the development of the
organization.
- initiative for self-growth is an important
prerequisite.
- sustainable linkages between
organizational and individual development
are made.
 HRD Trends & Practices

• Selective approach – this is not HRD in

strict terms of the word. This approach
consists of identifying promising persons
and carefully grooming them for
leadership positions. Its important
characteristics are –
- it does not identify interdependence
between individual growth and work roles.
- it remains restricted to senior and middle
level managers.
- entire gamut of work roles and job
assignments are structured around the
managers identified for further grooming
and development.
- often the entire exercise goes waste from
organization’s point of view.
 HRD – Future directions

• Future perspective of HRD should focus

around following areas of concern –
- HRD has to move ahead of traditional
personnel management.
- operative linkages between HRD and OD
need to be clarified.
- special focus on routine task operators to
be given.
- HRD implementation in a geographically
dispersed orgn.
- designing appropriate HRD interventions.
- HRD is not an isolated exercise.
- HRD should aim at collaborative societal
development.
 HRD – Visions for tomorrow
• From HRD to HD thru empowerment,
equal opportunities environment, enhanced
personal productivity & enriched work
climate.

• Value based management

• From knowledge worker to wisdom worker

• Academia – Industry interface – economic

development

• Academia – Government interface – social

development

• Academia – Society interface – spiritual

development
MOTIVATIONAL ASPECTS
OF HRD
• MOTIVATION in simple words implies the drive or
impulse in an individual that moves him towards
action.
• In order to feel motivated to perform, therefore, it
is important for an individual to feel the urge to
acquire or achieve something.
• This urge is bound to make him restless until he
achieves his target.
• This restlessness results in activity.
• The successful accomplishment of activity brings
relief.
• A satisfied urge no longer motivates.

• HRD MANAGER’S ROLE is to play a catalytic

role by identifying the needs of the individual
employees.
• He has to further identify as to which needs have
been accomplished and which ones are still able
to provide a kick to the individual employee in
question.
• Maslow’s Needs Theory
 Physiological needs ( hunger, safety;
affiliation)
 Psychological Needs ( affiliation; self-
esteem, self-actualization)

• Herzberg’s Motivation-Maintenance
Model
 Maintenance (or Hygiene) factors –
These, if withdrawn cause dissatisfaction;
e.g. Co. policy, Supervision, Interpersonal
relations, Safety and fringe benefits,
working conditions.
 Motivational (or Satisfying) factors –
These, if provided, motivate employees for
improved performance; e.g. Achievement,
Recognition, Job content, Responsibility,
Growth potentials.
 HRD Model of Motivation
Need Tension Activity
Satisfaction

Effort
Indiv. Goals
Perform
Organ. Goals

• The Effort-Performance Relationship – define job;

define job incumbent’s qualification; place
appropriate people; add performance dimension

• The Indiv. Performance-Orgn. Goal Relationship –

emphasize that bottom line is profitability; provide
a clear direction; introduce performance
evaluation mechanism.

• The Orgn. Goal-Indiv. Goal Relationship – Create

performance-reward link; introduce flexible
compensation; facilitate self-managed work
teams; keep the diverse capabilities of the work
group in view.
HRD Motivational MANAGERIAL
instruments Motivation
measures challenges
for motivational
• aspects
Recognise •Motivating
individual of HRD
differences
a diverse
• workforce
Appropriate • Self-renewal
placement and identity –
• Energize people building -gender
with potentially exercise differences
attainable goals -Cultural
• Stress audit
• Reward differences
and stress
performance on •Pay
individual merit management for
• Instill • Personal performan
responsibility & growth ce
delegate laboratories programs
authority • Employee •Motivating
• Money as a education and thru
motivator skill up- ESOPs
• Job enrichment gradation •Motivating
• Facilitate programmes minimum
autonomy • Learning
•
wages
Positive networks
reinforcement employees
•
• Quality circles
Reinforce a
sense of • Task forces
winning
 FUTURE OF HRD
RESOURCE REQUIREMENTS FOR
DEVELOPING HRD INTO THE CORE
BUSINESS FUNCTION
1. HRD PROFESSIONALS – build
professionalism in HRD professional; orient
them towards the potential changes that exist
for them; ensure they possess necessary
HRD competencies.
2. HRD STRUCTURES – design and
implement appropriate HRD structure;
ensure value-addition from each HRD
activity and sub-system; ensure availability
of required HRD competencies in
consonance with the needs of the business
needs.
3. HRD SYSTEMS – to build the competencies
and commitment of individuals, teams and
the entire organization as a whole through
the use of a variety of instruments.
 FUTURE OF HRD
HRD PROFESSIONALS

1. Developing professionalism –
outcome-focus; shared knowledge;
essential competencies; ethical
standardization; role clarity.
2. Orient towards potential challenges –
gain theoretical knowledge;
continuously upgrade and improvise
HR tools; focus on clarity of HR
function; create value addition
possibilities in HR services and
interventions.
3. HRD competencies – HRD
professional knowledge; professional
skills; attitudes and values.
 FUTURE OF HRD
HRD STRUCTURES

1. FORM – dedicated full-time department;

task force; CEO-centred HRD cell; HRD as
an allied function of PM department; HRD
at corporate level with cells at unit levels
etc.
2. APPROPRIATENESS OF CHOSEN HRD
STRUCTURE – The chosen HRD structure
should fit into the specific needs of the
organization.
3. VALUE ADDITION – Chosen HRD
structure should contribute to : development
of competencies required to meet current
and projected business needs and self-
motivating working climate.
 FUTURE OF HRD
HRD SYSTEMS

SUB-SYSTEMS –
• Induction training;
• Regular training and development;
• Performance review and management;
• Career management and development;
• Feedback and counselling system;
• Communications systems;
• Job design;
• OD;
• Quality circles