Human Resource Project NGO

Human Resource Management of NGOs
CHAPTER-I
1.1 INTRODUCTION:
Human resource management is a core management function in any type
of organization. It creates the most crucial condition for organizational
performance. Human resource management is a process that assists
organizations recruit, select and develop staff within the organization. Human
resource management as a management function within organizations
concerned with people and their relationships at work. The foundation of HRM
is that everyone in the organization is capable and has the ability to perform
and it’s the sole responsibility of management to put in place system and
structures to motivate performance. One of the purposes of the HRM is to
build an organization with the ‘right persons’, in the ‘right positions’ and at the
‘right time’. The purpose of a Human resource framework is to guide
organizations to achieve this objective.
Human resource practices play a vital role as humans are the main
resource to use rest of resources. It is now being increasingly realized that the
people working in organization are human beings. Investment for increasing
the resource is important, and the more an organization invest in its human
resources, the greater return from the investment is likely to be. Human
resource practices focuses on the different aspect that can enhance the potential
of an individual not in just in the reference of an organization but in his/her
personal life. Training and developing, performance appraisal, potential
appraisal, career counseling, employee welfare, health and safety are few of
them. The role of human resource as an integrating factor in any of the industry
or sector and it matters most when it is related to the service sector like
NGO’s. Further, owing to the changes in the business environment and the
advances in technology, communication and consumerism, planning of human
S.C.S (A) COLLEGE,PURI Page 1

resources has become an incessant activity on the part of HR functionaries

working in service organization. Broadly, human resource practices are
required not only to maintain the people as resources, but also to enhance the
capability of the organization, through its competent people.
A non-governmental organization (NGO) is a legally constituted

organization created by natural or legal persons that operates independently
from any government. The term is usually used by governments to refer to
entities that have no government status. A non-governmental organization
(NGO) is a citizen-based association that operates independently of
government, usually to deliver resources or serve some social or political
purpose. The World Bank classifies NGOs as either operational NGOs, which
are primarily concerned with development projects, or advocacy NGOs, which
are primarily concerned with promoting a cause.
1.2 OBJECTIVE OF THE STUDY
 To identify and examine the extent of HR Practices in NGOs.

 To understand the emerging trends of HRM spreading in the NGO
 To find out the procedure of recruitment in NGOs
 To discern the mode of training to the existing employees in NGO.
 To find out the ways of appraising the performance of employees in
NGOs.
 To high light about people working in NGOs in India.
 To know the grievance handing methods in NGOs.
 To explore the existence of union in NGO sector.
 To identify the activities like welfare health and safety in Ngo culture.
 To identify the culture of NGOs and the establishment of HRM.

1.3 SCOPE OF THE STUDY
The present study is aimed at studying the Human Resource Management

Practices and Advance Technologies in NGOs In India. The study will be
mainly based on Secondary Data from the annual Report the concern NGOs.
1.4 METHODOLOGY OF THE STUDY
For this project report , Only secondary data have been collected from
different websites .Journals, articles, report, magazines, bulletins and news
papers. Quantitative data have been used for analysis purposes. Various tools
and techniques used in my study are tabular presentation graphical
presentation, Ratio analysis etc. The data have been interpreted accordingly.
1.5 LIMITATION OF THE STUDY
 The study is only based on secondary data.

 Very less articles are available related to HRM Practices in NGOs.
 The time period of the study is less for more collection of Data.
 Information obtained are not sufficient for the research.
 Respondents become bias while filling the questionnaire.

CHAPTER-II2.1
2.1 REVIEW OF LITERATURE
 R. Sooryamoortby and K.D. Gaograde (2001) in front that, "The NGO
sector today is subject to a number of issues that emanate from both within
and outside the individual organizations that, jointly or individually
determine the existence, survival, or decline of the organizations. Internally,
NGOs confront problems relating to objectives, ideology perceptions on
the concerns of the organization, organizational matters, management,
volunteers, paid workers, staff programs, resources, and the like."
 S.L.Goel And R.Kumar (2004) methion that Most of the NGOs use
suspicious methods and lack transparency. In ancient India, Persons
associated with NGOs were men of character with spirit of servoce and
dedication. Today NGos are not functioning well. NGOs face various
challenges of 21st century like need of honest and dedicated persons to run
the NGOs need to practice ethical values, Need of transparency in
functioning.
 D Rajasekha r & R R Biradar (2004): Most of the small NGOs face the
shortage of funds to meet the salaries of their permanent staff. Such a
resource crunch often forces them to participate in any on-going
government programmes to obtain resources, and thereby reduce the
tension of seeking funds elsewhere. However, this problem is not acute
among large NGOs as they have greater organizational capacity to mobilise
funds from international donors.

 "Rajesh Kumar Shastri (2008) states that: Nature and quality of

individual NGOs varies greatly, it is extremely difficult to make
generalizations about the sector as a whole. Some specific weaknesses
generally associated with the NGO sector include ; lack of experienced
manpower, limited financial assistance, focus on short range objective,
political Influence, legal obligations, high rate of growth in number of
NGOs, high corruption rate.
 Ashok Kumar Sarkar (2008), like SL Goel and R Kumar (2004) informs
about the dark side of NGOs, "NGOs are criticized and termed as
contractors in development business. NGOs are blamed for their unethical
activities, i.e. they change priority of work every year as per the availability
of funds. It is also heard that staff members in NGOs are also discontented
because of inherent contradictions as well as conflicts; lack of health care
benefits and provident fund; absence of job security and career
advancement scheme; incidents of corruption, exploitation, and sexual
harassment; poor salary and long working hours; etc."
 D.L. Sheth and Harsh Sethi (1991): "Notwithstanding the phenomenal
growth of the NGO sector in recent years, it has received surprisingly
scanty attention from academic researchers and social analysts."
 David Lewis (2001): NGOs constitute an important subject for
mainstream management research, which has until now given little attention
to the third sector.
 Biswambhar Panda (2008) refers that there has been a steady rise of
research studies on NGO sector both by academia and NGOs themselves
covering various aspects such as the programmes, strategies and approaches
of NGOs. However, comprehensive and systematic empirical studies on
NGOs approach are meagre.

 Mustagbis-ur-Rabman (2008) states that, "A proper management

system for NGOs is must. Despite many shortcomings, as well as
internal and external constraints, the NGO sector as a whole has
established itself as one of the important institutions of civil society,
distinct sector- distinct from public and private sectors. He further adds,
"Sufficient research work on NGO management has not been recorded
in southern world ".
 David Lewis (2008), in his article, "Issues and pnont1es in Non-
governmental Organization Research", explores current issues related to
research on the general theme of NGOs

CHAPTER-III
3.1 HRM IN NON-GOVERNMENT ORGANIZATIONS:

Non-Governmental Organizations can play a better role in the corporate
social responsibility; the question here is who can play the better role in linking
industry with community. The answer here is Human Resource Management
Department of the industry. HR managers should take lead in its effort to make
a linkage between community and the industry. To develop better rapport with
the people, HR managers have to make use of their Strategic Relationship
Management Skills. They should interact with the community by establishing
better linkage with the Non - Governmental Organizations working there in the
locality. The HR managers can 75 initially conduct Focus Group Discussion
(FGD) with the community and community leaders with the help of Non -
Governmental Organizations and need evaluation and need prioritization is to
be conducted. Non-government organizations (NGOs) have become significant
players in development policy over the last two decades. The evolving
relationship among NGOs, developing states and donors are a critical aspect of
international development assistance and the wider development policy debate.
NGOs vary in their missions, internal management, scope of engagement,
source of funding, relations with developing states and targeted areas of
operations. NGOs are the vanguard of civil society. They have increasingly
been seen as the vehicles of the new polices agenda of economic liberalization
and political channelling resource through northern and indigenous NGOs
support grassroots organizations, social change, political empowerment and
sustainable development. Developing states have ceded space to NGOs to
deliver services, perform contract development work and promote institutional

capacity building. The role of NGOs in the contemporary world is elaborately

described in the present study along with the management challenges and other
issues faced by NGOs, social activity, policy-makers and all concern Staffing
decisions are among the most important decisions that nonprofit organizations
make. Just as businesses and
 Assessing personnel needs

 Recruiting personnel
 Screening personnel
 Selecting and hiring personnel
 Orienting new employees to the organization
 Deciding compensation issues
"An effective non-profit manager must try to get more out of the people
he or she has," wrote Peter F. Drucker in Managing the Non-Profit
Organization. "The yield from the human resource really determines the
organization's performance. And that’s decided by the basic people decisions:
whom we hire and whom we fire; where we place people, and whom we
promote. The quality of these human decisions largely determines whether the
organization is being run seriously, whether its mission, its values, and its
objectives are real and meaningful to people rather than just public relations
and rhetoric."
ASSESSING ORGANIZATION NEEDS:
A key component of any endeavor to build a quality core of personnel is

an honest assessment of current and future internal needs and external
influences. Leaders and managers of non-profit organizations should study
workload history, trends in the larger philanthropic community, pertinent
changes in the environment in which they operate (layoffs, plant closings,

introduction of a new organization with a similar mission, legislative

developments, etc.), personnel demands associated with current and planned
initiatives, operating budget and costs, and the quality and quantity of the area
worker pool, both for volunteer and staff positions. Moreover, all 77 of these
factors need to be studied within the framework of the organization's
overarching mission statement. As many non-profit leaders have noted,
adherence to other general business principles (sound fiscal management,
retention of good employees through good compensation packages, etc.) is of
little solace if the organization loses sight of its mission—it's reason for
being—in the process.
Writing in Human Resources Management, Gary Roberts, Carlotta

Roberts, and Gary Seldon noted several fundamental business principles
concerning assessment of personnel needs that apply to nonprofits as well.
These principles include:
 Fill positions with people who are willing and able to take on the
job. Providing accurate and realistic job and skill specifications
for each position helps ensure that it will be filled by someone
capable of handling the responsibilities associated with that
position.
 Written job descriptions are essential to communicating job
expectations. Employees who are chosen because they are the
best available candidates are far more likely to have a positive
impact than those who are chosen on the basis of friendship or
expediency.
 Performance appraisals, when coupled with spec ific job
expectations, help boost performance.

"The process of selecting a competent person for each position is best

accomplished through a systematic definition of the requirements for each
job, 78 including the skills, knowledge and other qualifications that
employees must possess to perform each task," the authors concluded. "To
guarantee that personnel needs are adequately specified, 1) conduct a job
analysis, 2) develop a written job description, and 3) prepare a job
specification."
Recruiting, Screening, and Selecting Organization workforce:
The recruiting, screening, and selecting organization work force is the

main nature of Human Resource management function in NGOs. Each NGOs
are adopted the unique strategies for fulfill the process of HRM. The different
types of tool are followed by the NGOs to complete the process. Normally that
strategies and varying from NGOs and corporates .
Recruitment:
For many non-profit organizations, publicizing its very existence is the

most important step that it can take in its efforts to recruit staff and volunteers
alike. This is especially true if one wishes to encourage volunteers to become
involved. Volunteers are the life-blood of countless non-profit organizations,
for they attend to the basic tasks that need performing, from paperwork to
transportation of goods and/or services to maintenance. Writing in Quality
Management in the Non-profit World, Larry W. Kennedy noted that "they
supply valuable human resources which, when properly engaged, can be worth
tens of thousands of dollars in conserved personnel costs to even the smallest
organizations."
Non-profit groups rely on two basic avenues to publicize their work and
their staffing needs: local media (newspapers, newsletters, radio advertising,
billboards, etc.) and other community organizations (municipal governments,

churches, civic 79 groups, other nonprofit organizations, etc.) Many non-profit
groups have found that contact with some community organizations,
particularly churches and civic groups, can be particularly rewarding since
these organizations already have members that may be predisposed toward
lending a hand.
Screening and Selection:
The interviewing process is another essential component of successful

staffing for non-profit groups. This holds true for volunteers as well as for
officers, directors, and paid staff. Indeed, Larry W. Kennedy remarked in his
book that "volunteers should be recruited and interviewed systematically the
same way you would recruit paid staff. An orderly and professional approach
to volunteer management will pay off handsomely for your organization. What
you do in the recruitment phase of your work will set the standard for
volunteer performance. If you are disciplined and well organized, you will
often attract more qualified volunteers."
Managers of non-profit organizations should make sure that they do the

following when engaged in the process of staffing, screening and selection:
 Recognize that all personnel whether they are heading up your

organization's annual fundraising drive or lending a hand for a few
hours every other Saturday, have an impact on the group's
performance. Certainly, some positions are more important than
others but countless non-profit managers can attest to the fact that an
under-performing, unethical, or unpleasant individual can have an
enormously negative impact on organization morale and/or

organization reputation in the community. This can be true of the

occasional volunteer as well as the full-time staff member.
 Use an application form that covers all pertinent areas of the
applicant's background.
 Ensure that screening process provides information about an
individual's skills, attitudes, and knowledge.
 Try to determine if the applicant or would-be volunteer is interested
in the organization for legitimate reasons (professional development
and/or advancement, genuine interest in your group's mission) or
primarily for reasons that may not advance organization's cause
(loneliness, corporate burnout, etc.).
 Objectively evaluate prospective employees and volunteers based on
criteria established in the organization's job specifications.
 Be realistic in putting together volunteer workforce. "Managers cause
most of the problems with volunteers by making unreasonable
assumptions about their intentions and capabilities," wrote Kennedy.
An organization that sets the bar too high in its expectations of
volunteers (in terms of services provided, hours volunteered, etc.)
may find itself with a severe shortage of this potentially valuable
resource.
 Recognizing that would-be volunteers and employees bring both
assets and negative attributes to your organization, non-profit
groups should be flexible in accommodating those strengths and
weaknesses. "If you want people to perform in an organization, you
have to use their strengths—not emphasize their weaknesses," said
Drucker.
Organizations that pay attention to these guidelines will be far more

likely to enjoy positive and lasting relationships with their volunteers and

staff than those who fill their human resource needs in haphazard fashion.
As Kennedy said, "the time to begin evaluating the probable reliability of
human resources is prior to their insertion into your internal structure."
3.2 ORIENTING STAFF AND VOLUNTEERS TO THE

ORGANIZATION:
Training is a vital component of successful non-profit organization

management. But many non-profit managers fail to recognize that training
initiatives should be built for all members of the organization, not just those
who are salaried employees. "Specialized training should be designed for every
person in the organization, including board members and volunteers,"
contended Kennedy. "The principles of quality management should be
reinforced in each phase of training, with generous opportunities given to the
trainees to talk about their questions and concerns'¦. If select and train people
with well-established and consistently implemented guidelines, greatly
increase the potential for team building. Beyond that, a common objective, a
commitment to quality, a sincere concern for the team members, and a
dedicated leader can cause wonderful things to happen. When those factors are
not present, things can occur that are not so pleasant'¦. Volunteers who are
shoddily intruded into an organization's processes or who are not well managed
can create chaotic inconsistency in services. The additional, time, energy, and
money needed to clean up well-intentioned but off-target volunteer efforts can
quickly offset any gains provided by their services."
Poor Performers:
Many non-profit organizations find that at one point or another, they

must address poor performance by a member of the organization. When that
person is a paid member of the staff, dealing with the issue is in many respects
no different than it would be in the for-profit world. Organizations of all types

have a right to assume certain standards of performance from paid employees,
and if that standard is not met, they should by all means take the steps
necessary to ensure that they receive the necessary level of performance from
that position, even if that means firing a poor worker.
The situation becomes more complex when the person is a volunteer,

however. The volunteer worker is an essential element of many non-profit
organizations, and the primary characteristics of volunteerism—selfless
service— make it difficult to remove poor performers. In addition, insensitive
handling of one volunteer can have a negative impact on other volunteers upon
which your organization relies. Nonetheless, Kennedy stated that "volunteers
should be held accountable just as though they were being paid top dollar to
work. This does not mean that you can be careless about people's feelings.
Even for-profit managers have learned that managing and supervising requires
certain social graces and sensitivity to every individual. However, the
reluctance of non-profit managers to hold volunteers accountable to reasonable
levels of performance or to terminate bad volunteer relationships can be their
downfall."
Drucker noted that most nonprofits will, sooner or later, have to deal
with people "who volunteer because they are profoundly lonely. When it
works, these 83 volunteers can do a great deal for the organization—and the
organization, by giving them a community, gives even more back to them. But
sometimes these people for psychological or emotional reasons simply cannot
work with other people; they are noisy, intrusive, abrasive, rude. Non-profit
executives have to face up to that reality." If all else fails, such disruptive
volunteers should be asked to leave. Otherwise, other members of the

organization, including the executive, will find that their capacity to contribute
is diminished.
Drucker agreed that dismissing an under-performing or otherwise

undesirable volunteer can be a difficult task. "The non-profit executive is
always inclined to be reluctant to let a non-producer go. he or she is a
comrade-in-arms and make all kinds of excuses," he granted. He contended
that nonprofit managers should adhere to a basic guideline in such instances:
"If they try, they deserve another chance. "If they don't try, make sure they
leave'¦. An effective non-profit executive owes it to the organization to have a
competent staff wherever performance is needed.
3.3 COMPENSATING THE ORGANIZATION'S EMPLOYEES

AND VOLUNTEERS:
Compensation has one of the most important parts of human resource

management. Different type of package, perks, complementary gifts are
practicing the NGOs to make the satisfaction of employees. The main intention
to such type of compensation is to motivation, need fulfillment and satisfaction
of employees.
Tangible Benefits:
As Ted Nicholas noted in The Complete Guide to Nonprofit

Corporations, nonprofit corporations may establish fringe benefits programs
for their employees. People that can be covered under these programs include
not only staff personnel, but 84 also directors and officers. "The benefits,"
wrote Nicholas, "can be as attractive as those provided by for-profit business
corporations. In addition, the benefits can be far more economical for the
corporation and beneficial to the employees than any program that could be

offered by unincorporated organizations. The nonprofit corporation can

establish an employee pension and retirement income plan. It can provide for
sick pay and vacation pay. It may arrange for group life, accident and health
insurance coverage for its officers and employees. It can elect to cover its
employees' personal medical expenses that are not covered by the group
insurance plans, provided that the corporation can pay all or part of the cost of
the various employee benefits it sets up. It can require some contribution from
the employees covered by the fringes.
" Bruce Hopkins observed in his Legal Guide to Starting and Managing
a Nonprofit Organization that "there is a tendency in our society to expect
employees of nonprofit organizations to work for levels and types of
compensation that are less than those paid to employees of for-profit
organizations. Somehow, the nonprofit characteristics of the organization
become transferred to the 'nonprofit' employee." Hopkins goes on to note that
while this perception may indeed be a reality because of the budgetary
constraints under which many nonprofit organizations operate, in other
instances employees do not feel entitled to compensation levels that are offered
to employees of for-profit businesses. In fact, some nonprofit groups feel no
obligation whatsoever to provide comparable levels of compensation in terms
of salary, benefits, etc., relying instead on the altruistic leanings of those who
become involved. Organizations that operate under these assumptions are short
sighted and run the risk of losing out on many talented people. Indeed,
Hopkins pointed out that "many 85 nonprofit organizations, particularly the
larger ones (universities, hospitals, major charities, and trade associations),
require sophisticated and talented employees. Because these individuals are not
likely to want to be 'nonprofit' employees, nonprofit and for-profit
organizations compete for the same pool of talented persons. This competition
extends not only to salaries but also to benefits and retirement programs."

Experts indicate that although the compensation packages that are

offered by nonprofit organizations are constrained by the so-called private
inurement doctrine, which holds that the profits realized by a nonprofit
organization can not be passed along to private individuals (as dividends are
passed along to shareholders in a forprofit enterprise), they can still offer
attractive compensation packages to employees provided that they are judged
to be "reasonable." When weighing whether it considers compensation to be
reasonable, the Internal Revenue Service studies whether compensation
arrangements exceed a certain percentage of the organization's gross revenues.
Excessive compensation can be penalized by imposition of additional taxes
and fines, but the most damage to organizations who do this can often be found
in the realm of reputation; few allegations are more damaging to a nonprofit
organization's community standing than the charge that it is bestowing
excessive compensation (in the form of salary, country club memberships, etc.)
to top executives or others.
INTANGIBLE BENEFITS:
Successful managers of nonprofit organizations recognize that the

people who compose their organizations' work force—volunteers, employees,
officers, and directors alike—are often participating in the group at least in part
for altruistic reasons. Indeed, Drucker noted that "although successful business
executives have 86
learned that workers are not entirely motivated by paychecks or promotions—
they need more—the need is even greater in non-profit institutions. Even paid
staff in these organizations need achievement, the satisfaction of service, or
they become alienated and even hostile. After all, what's the point of working
in a non-profit institution if one doesn't make a clear contribution?"

Leaders of nonprofit organizations, then, need to always be on the look

out for ways in which they can show their paid staff, their volunteers, and their
leadership how their involvement in the organization is making a difference,
whether the group is involved with ministering to the economically
disadvantaged or devoted to protecting a beloved natural resource. As Father
Leo Bartel, Vicar for Social Ministry of the Catholic Diocese of Rockford,
Illinois, told Drucker, "We give [volunteers] opportunities to deepen in
themselves and in each other the sense of how important the things are that
they are doing."
3.4 COMMON WORDS AND PHRASES :
HRD and related approaches to influencing organizational performance .

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 organisation’s tasks. ‘HRD’ is currently preferred to the
term personnel management Much of our current understanding of
organisations and their effectiveness is derived from systems science, one
principle of which appears particularly relevant for managing the human
resource. The purposefulness and robustness of an organisational system can
be seen as being largely determined by a vital organic balance to be struck
between two seemingly opposed processes. In reality, the two forces are
complementary, and they need to be brought under control and in balance in all
management, in all types of endeavour. However, the task presents a special
challenge in Human-Resource Management (HRM) because of its complexity.

3.5 ORGANIZATIONAL 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 and attitudes). The stress is on the performance of the
organisation as a whole. It becomes obvious that HRD, viewed this way, is re
ally a sub-set of OD.
Training
 Capacity Building
 Institutional Development
3.6 THE PURPOSE OF HRD :

Strengthening organizational capability (OD) to achieve a competitive
advantage finds a simplistic parallel in strengthening individual capability
(HRD) through practices that also reinforce competitive values within the
organization – pitting individual against individual, team against team, project
against project, and so on. For instance, some business organisations pride
themselves on applying a performance-appraisal system whereby the lowest-
performing 15 per cent of staff are ‘culled’ every year (although the practice
does not extend to the CEO). Supposedly, this keeps everybody on their toes. It
is important to note the preoccupation with appraising performance rather than
enhancing it interestingly, most donor agencies that decide to invest in an HR
function appoint someone from the corporate sector.
When the donor insists on ‘good management’ in the NGO partner, one
of the first management systems to be introduced is performance appraisal. For
all its ‘participative’ and ‘transparent’ content, the performance-appraisal
system remains essentially competitive. The consequences are at best

dysfunctional and often disastrous. In the NGO context, the concept of
performance must go far beyond the individual, the project, and even the
implementing organisation. More important, this understanding of performance
has necessarily to be based on collaborative practices, nurturing a collaborative
value system. Systems science also suggests the delineation of ‘system levels
of behaviour’. Just as increasingthe capabilities of individuals (through
training) does not lead directly to a more capable project team, so increasing
the capability of a group or organisation (through OD) does not lead directly to
a more capable social institution. Indeed, there is evidence to suggest that
capacity building at one system level (say, a single NGO or CBO or Self-Help
Group) often leads to reduced collaboration at the next system level, a
phenomenon known as ‘system sub-optimization’: a gain in one sub-system at
the expense of others. This happens all the time, glaringly so, in the corporate
sector. But while the corporates can afford to live with it, development efforts
simply cannot.
3.7 THE HUMAN-RESOURCE SUPPLY
Heads of NGOs and those long associated with the development sector
will admit that the supply has diminished rapidly . Yes, it is in a way linked to
economic liberalisation. They will also admit that there are more job
opportunities for today’s educated youth and, in combination with other socio-
cultural transformations taking place, this has made a career in development
less attractive to people in the critical age group from which the sector drew its
strength in the 1970s and 1980s.
So what is the HRD task here? It is a bit like the case of a marketing
manager with a new and exciting product to sell, but with a poor appreciation
of how it fits in the market. Market development becomes a priority in itself.

Applied to HRD in the development context, this means innovative manpower

planning (the term includes womanpower!), reaching campuses creatively,
summer projects, volunteer placements, internships, and so on, extended to
more formal education/training avenues for careers in the sector. Whose job is
it to develop the market for careers in development – this peculiar combination
of manpower planning, public relations, and educational innovation? Part of it
can be attempted by a single NGO for itself. A good part of it also requires
collaborative effort by an institutional body comprising several NGOs and
related organisations.
3.8 NATURE OF NGO WORK
An NGO comes into being around a project, however broadly defined.

In time, with success in the project and a reputation established, the 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. Herein lies the next
challenge in HRD. A project, by definition, has a beginning and an end. 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’. With such a heavy dependence on
project funding, how does an organisation invest in HRD? Can an NGO offer
long-term employment with career paths to its staff, accepting the risk of
projects not coming its way in the volumes desired? If the software-
development sector can function this way, are there lessons to be learned
there? The critical question for the NGO is something like this: what sort of
HRD can offer, even if all staff are going to be with us only for three to five
years? The link to the previous issue of manpower planning must be obvious.

There is also a link to the next challenge, concerning the evaluation of and
remuneration for jobs.
3.9 THE WORTH OF JOBS :
NGOs find decisions about spending on themselves among the most

difficult. The first difficulty is how to determine appropriate salaries and
benefits
A basic discipline that has stood the test of time, weathering many HRM
fashions and fads, is the Job Analysis, which breaks down into the three sub-
tasks. The Job Description explains the role to be performed in any position –
what is done. Job Specifications describe the person who can do that work
competently – the attributes required. Job Evaluation refers to the monetary
worth of the job, given the mix of role and attributes. These three components
are highly interdependent; any change in one calls for changes in the other two.
If focus on Job Evaluation, we see that an organisation’s decision about
the monetary worth to apply to a job (salary, perks, growth opportunity, etc.)
may be influenced by any one of three main factor. Once again, it is useful to
recognise that these three factors may actually be interdependent, although in
practice most organizations tend to rely heavily on one, ignoring or
undervaluing the other two.
The important point is that an integrated approach requires a good-sized,
reliable, and frequently updated database for comparative analyses, the only
basis upon which to establish norms. In the business world, data are produced
by qualified institutional bodies.
3.10 WORTH OF PEOPLE :
In spending on ourselves, the questions of growth and the advancement

of people within the organisation pose even tougher decisions – especially
when it amounts to a performance based reward system. Indeed, 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.
When a business organisation rewards its employees, it is from funds that the
organisation has earned for itself. In an NGO, the budgetary outlay on
increases in staff salaries and benefits is made possible by somebody else’s
money, often public money.
The second difficulty is seen as a normative one. What is an acceptable
‘overhead’ in a development programme, defined as the ratio of what is spent
on us to what reaches the people for whom we exist and work? What is the
appropriate benchmark?
The third difficulty is the (often unarticulated) conflict between the
value of voluntarism and the value of professionalism. Sh ould people expect
advancement, growth, rewards, and career prospects? Many NGOs are wary of
‘reward systems’ on such grounds. Yet decisions are taken all the time that
differentiate among people on the basis of their worth to the organisation, often
based on performance. The bare minimum is that increments and compensation
should be enough to cover increases in the cost of living.
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 recognize the nature of stress
faced by the development worker and find ways to deal with it within the HR
function. There appear to be at least four types of stress that form a rather
unique cluster in the lives of young development workers. Not all of these are
recognized. Not everybody is equipped to deal with them.

ALIENATION :
There is a price to be paid by young people who choose to work in the

field of development. They have family and friends who don’t quite
understand it. Challenges in NGOs and development programmes are only
from family and old friends, but also from the community and the larger
middle-class constituency itself. ‘What do they know – and what do they care
– about our development problems. The price to be paid for such isolation is
both emotional and intellectual.
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 for
development work too. The young person is plunged into a world of degrading
poverty, cruelty, exploitation, and blatant injustice. One feels somewhat
helpless at times, but is not expected to reveal such a feeling. One feels angry
at times, but on what does one vent the anger? There is some guilt too, for one
always has a safe haven to return to, a wholesome meal, a comfortable bed,
even a cold beer. By day, one is the bright, analytical, competent project
officer. Many a night, however, one suffers bouts of severe self-doubt and
depression.
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. They not only
have to carry on, but must also project an image of themselves as

knowledgeable, competent, and capable. Very soon they are also protecting
that image, unfortunately an unrealistic self-concept. Overnight, one has turned
into a development expert – not always on sound grounds.
3.11 WORK–LIFE BALANCE
Ours not to reason why, but development workers are expected to work
long hours, long weeks, long months. Working on Sundays and holidays is as
common as the three-day stubble. 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. The development NGO often displays a dual character –
apparently a caring organisation, as an NGO is supposed to be, yet demanding
that staff put the development goals of the project before home and family.
Burn-out can become an NGO status symbol. There may be other stresses too;
unique to a particular type of NGO work or a particular location, but the four
noted above could be regarded as fairly universal. It seems useful to view the
four types of stress as a cluster, because they tend to be interconnected, with
the manifestations of one aggravating those of another. The manifestations are
easily recognised as the classic psychosomatic syndromes – compounded by
increased smoking and drinking, irritability, breakdown in relationships,
isolation, dysfunctional defence mechanisms, and so on.
One of the links in the HRM chain is induction. We often take a lot of
time and trouble over selection procedures, seeking to appoint the very best
candidate. However, selecting somebody who is presumed to be suitable for a
certain kind of work and bringing that person into a productive relationship
with the position are two entirely different propositions. To bridge the gap, we
need another system, followed as methodically as the selection procedures.
Unfortunately, induction is the most neglected aspect of HR in most NGOs.

Many NGOs are not even aware of such a procedure. Its importance is rarely
recognised. When one considers the nature of work in development
programmes, the manpower supply, and the types of role stress that people
experience, induction may well be the HR procedure that most needs to be
systematically followed in NGOs. The main features of a sound induction
procedure would be the following:
 The inclusion of a ‘personal growth’ programme – i.e. life skills, inter-

personal and team
 Competencies and communication skills.
 Roles for existing staff as mentors (including the driver, who usually
knows the project areas Better than anyone).
 The big picture of organisational vision–mission–goals–strategy–values.
 The hard requirements of project management: the systems and

procedures.
 Most important, the induction process is spread over a year – with an

intensive week or ten days as a group at the start, and a shorter
regrouping thereafter on a quarterly or four-monthly basis.
It is impossible to overstate the importance of the personal growth

component in induction. Much of the success of an NGO comes from
the maturity and relational skills of its staff. Especially significant is the
critical balance to be struck between the need for empathy and the need
for detachment. The induction procedure offers an excellent opportunity
to get started on these relational skills, signaling the organisation’s

recognition of their importance. This calls for a sensitive and

imaginative HRD function.
3.12 WORK STRUCTURES :
If development workers value democratic processes, participation,

empowerment, transparency, equality, and so on, how do these ideals get
translated into practice and internalized. The way in which work is structured
determines the actual organisational processes directly and far more powerfully
than do statements of intent and sentiment. The most common discrepancy in
an NGO is between the periodic exhortation to engage in teamwork on the one
hand, and the project structure that reinforces one-to-one reporting
relationships (and competition) on the other. Most development efforts are
likely to be interdisciplinary, requiring strong interfaces across several
domains of expertise, the relevant expertise being located in different project
groupings. These need genuine team-based structures, with a facilitative style
of leadership, rather than expert leadership. Conventional group-based
structures would be unhelpful and even dysfunctional in such a situation. The
term performance management supposedly refers to comprehensive attention
to several determinants of organisational performance in a systemic way, very
definitely attending to the organisational factors that are hampering individual
and team achievement. Unfortunately, in practice, the idea is reduced to
appraisal by another name ‘Performance management’ and ‘project
management’ need to be brought together in a completely different mould
here.

3.13 LEADERSHIP AND MANAGEMENT
Conventional management wisdom differentiates four broad levels of

management function:
 Strategy
 Policy
 Management control
 Operational control.
In a large organisation with diversified operations, these functions are the

specialised responsibility of different groups of people – from the Board to the
field. The logic of differentiation into the four types of management function
might remain valid. However, it is likely to be the same group of project
leaders, along with the founder, who will be undertaking all four types of
management function. Quite a responsibility! What is the preparation for this
responsibility? What kinds of institutional support exist? The all-too-common
leadership gap in many NGOs arises from the failure of the founder to involve
others in handling the first three management functions – if not all four – and
keeping them exclusively to herself or himself. ‘Management development’ in
the organization is typically restricted to project-management methodology.
Leadership development is even more remote. A leadership team comprising a
critical mass from the staff is a great need in all NGOs. The managers that
form the leadership team must also handle the HR function. Every manager
should be a leader, every manager a counselor, every manager a trainer every
manager a manager of people.

3.14 SECURITY AND RIGHTS :
NGOs generally have a poor record of providing decent social security

benefits for their staff. Legal loopholes are exploited to the full in keeping the
benefits minimal. Development work being noble, staff are not expected to
grumble. Women employees are often hit harder. An NGO grows in stature
for its commendable work in the non-organised sectors of employment –
organizing 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. However, when the staff get together
with other like-minded people to discuss working conditions in the
development sector, they are firmly discouraged. What is it about HRM that
makes it so pro-management and so anti-unionization? It tells us something
about the underlying values in HRM – perhaps the very origins of HRM.
Indeed, industry rewards for ‘best practice’ in HR have gone to companies
that ‘successfully’ kept unionisation at bay. Is this the HRM that want grafted
on to the organisations.
3.15 INSTITUTIONAL DEVELOPMENT :
Like all other specialised management functions, HRM requires a
minimum scale of operations for an organisation to set up its own department.
HR function is crucial for the organization Some of the HR-related tasks
performed by the leadership team. Other tasks in the HR function are more
specialized (for example, knowledge of statutory obligations), and an
‘amateur’ effort might make things more difficult for the organization. One
possible solution is for a syndicate of NGOs to set up a ‘HRM Co-operative’
to provide services, supporting it on a shared-cost basis. Indeed, this could
extend to a ‘Management Services Co-operative’ in which several key

management services are based for and on behalf of the member NGOs –
strategic planning, job analysis, market research, and so on. Such a co-
operative would be very different from a consultancy firm offering these
services to the NGO sector. As we have seen, a pressing need in the NGO
sector is for a reliable (and constantly updated) database for job evaluations
and staffing decisions. The periodic benchmarking and inter-organisational
comparative surveys needed for this may be located in such a co-operative.
For the long-term effectiveness of the HR function in the development sector,
we will need to undertake a more substantial institutional development
process that supports the curriculum development, faculty development, and
leadership development streams of work. Such a set-up must also integrate the
HR, OD, and ID efforts in the sector.
POSTSCRIPT :
One other trend in HRM in the corporate realm appears important for
NGOs to note. With an increasing range of HR software suites available in the
marketplace, the HR manager spends more and more time performing the
HRM tasks . . . at the desktop! The explanation given is that it is an inevitable
consequence of vast increases in organisational size and scale of operations.
The human side of the function cannot help becoming depersonalised, perhaps
even dehumanized. A good part of a physician’s success is said to lie in his or
her bedside manner
3.16 THE ROAD AHEAD :
Returning to the observation that the human resource may well be the
critical variable in NGO work, And 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. At worst,

it may be counterproductive. What is the path ahead? There appear to be four

tasks that demand urgent attention. They need to be viewed as four streams of
work, mutually supporting, intertwined, and interdependent:
 Curriculum development for an alternative approach to HRM for

NGOs. .
 Faculty development for teaching, training, and dissemination of

the curriculum.
 Leadership development to equip NGO managers to handle the

HR tasks.
 Institutional development to support and further the work in the

first three streams.
It should be possible to begin work on each of the fronts immediately.

However, an integrated view of the four streams is likely to be more beneficial
than piecemeal approaches.

CHAPTER –IV
4.1 RESULT & DISCUSSIONS:
An extensive research done by PRIA, a leading NGO in India, on the
NGO Sector indicates the following facts about NGOs in India:
TABLE-1
Number of people working in the NGO sector in India
All India / State Number Volunteers Paid

All India 24.4 million 88% 18%
West Bengal 1.67 million 92% 12%
Tamil Nadu 1.56 million 75% 31%
Delhi 1.25 million 82% 22%

Maharashtra 0.98 million 93% 13%
Meghalaya 0.23 million 88% 19%
Interpretation: In this table soon the number of people working in the

NGOs sector in India. After the analysis this table increases the number
of people working in west Bengal in India which height of 1.67 million.
The volunteers are increasing 93% and the paid of NGO sector are
increasing in Tamil Nadu of 31%. In 3 State number of people working
in NGO sector Height all over India.

TTABLE-2
Number of full time equivalent persons working in NGOs in India
All India / Number Volunteers Paid
State
All India 65.35 lakhs 59% 48%
West Bengal 4.53 lakhs 65% 42%
Tamil Nadu 6.85 lakhs 46% 59%
Delhi 3.85 lakhs 54% 52%
Maharashtra 2.76 lakhs 74% 27%
Meghalaya 0.87 lakhs 58% 48%
Interpretation : According the above table that is know about number

of full time equivalent persons working in NGO sector in India. After analysis
this table in the increased number of people are height in Tamil Nadu . The
Volunteers increasing of Maharashtra is of 74% and the paid of Ngo sector are
Increasing in Tamil Nadu in 59%
 From the above data it is revelled that most of the NGOs are staffed with
voluntary workers and many of them have one or two paid staff. The
question arises, how many personnel in NGOs are professionals if very
few people are remunerated for their services. Review of various literature
such as books, journals and unpublished research reports reveals that
empowerment of human resource professionals is high on the agenda in
development plans and policies. NGOs have proved to have the potential
to facilitate the process of empowerment among professionals. The
definition encompasses a few key elements such as power, autonomy and
self-reliance, entitlement, participation, awareness development and
capacity building. For a proper understanding of the process of
empowerment, a systems view is presented in which all the relevant inter-
linked elements have been analyzed, such as the external agency (NGO),

target group, development project/program, immediate environments of

the target group and external agency, and the macroenvironment in which
the target group and the NGO exist. Such a systems view would throw
light on the differential impact of similar NGO initiated projects and
processes on different target groups/communities. Further a seven-step
process of assessment of professional’s empowerment is discussed within
the systems framework. The steps are – assessments of the macro-
environment, the external agency environment, the external agency, the
target group environment, the target group, the development
program/project and lastly integration of the assessment process.

CHAPTER-V
5.1 FINDING
 Inadequate Human Resource Policies or Procedures.

 Lack of Capacity to Manage a Diversity of Work Force.
 Difficulties in Maintaining Balance between Employee and Organization
Needs.
 Development of HRM Plan Linked to Organization Strategic Focus.
 Providing employee with support and undertaking is especially import in
organization that work with children and trauma cases.
 They should interact with the community by establishing better linkage
with the Non Governmental Organizations working there in the locality.
5.2 SUGGESTION
 Empowering NGOs to further improve the effectiveness, impact and
sustainability of thei r efforts by identifying best tools for impact
Monitoring & Evaluation and best practices in the area of Savings &
Credit.
 The HR managers should take lead in its effort to make a linkage
between community and the industry.
 Making social changes more visible in implementing and funding
NGOs thus improving the development policy work.
 Improving public recognition of NGOs and CBOs and their contribution
to development.
 The NGO Sector could encourage and assist in the selection of
their objectives and in the preparation of a national-wide programme
to be implemented

5.3 CONCLUSION
The market environment for competent and skilled personnel is
becoming mcreasmgiy compeurive and costly. The constant pressure for
change has forced so local NGOs to realize that events within and
externally affect their performance and survival. Local N Os need to be
aware that competent employees together with effective HR systems and
practices are factors essential for securing sustainable competitive
advantage in their market space or niche.
This requires local NGOs to be proactive in continuously seeking to
improve their human resource management practices. Adoption of
organizational development process can support local NGOs develop
strategies that introduce planned and systematic HR management
practices.
Organizationl systems processes and activities are integrated and
synergized through a strong Organizational culture. A crucial task for
local NGO leadership is to evaluate the extended to which
organizational culture ensures the strategic integration and adoption of
resource practices to make sure employee potential is harnessed and
developed for the benefit of both the individual and organization. Donor
agencies and governments are an important part in the local NGOs l'
cycle as many organizations receive support from the two institutions to
undertake development at community level. There is need for donor and
government agencies to become more sensitive and pro-active in
understanding the human resource challenges of partner implementing
organisations and offer more support to build capacity in HR
management in addition to providing funds and registration of the
organizations

BIBLIOGRAPHY
 Borton, John (2014), ’Ethiopia: NGO Consortia and Coordination

Arrangements, 1994-2014’, in Jon Bennett (et al.) (ed.), Meeting Needs:
NGO Coordination in Practice, London: Earthscan
 Drabek, Anne Gordon (2009), ’Development Alternatives: The Challenge
for NGOs - An Overview of the Issues,’ World Development, 15:
Supplement (Autumn)
 Edwards, Michael and David Hulme (2005), ’Scaling-Up the
Developmental Impact of NGOs: Concepts and Experiences’, in M.
 Maxwell, Simon and Alemayehu Lirenso (2008), ’Linking Relief and
Development: an Ethiopian Case Study’, in Simon
 Maxwell and Margaret Buchanan-Smith (eds.) Linking Relief and
Development, IDS Bulletin,
 Non-governmental organisations: Performance and Accountability beyond
the Magic: by Michael Edwards, David Hulme
 Strategic management: NGO management- by R.K Gupta (2010).
Magazine:
 Times of India
 India Today
 Business India
Website
 www.scholarshub.net
 www.moneycontrol.com
 www.google.com
 www.//ngos//.h_r.com

Human Resource Project NGO

Enviado por

Dados do documento

Título original

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Human Resource Project NGO

Enviado por

Direitos autorais:

Formatos disponíveis

Human Resource Management of NGOs

S.C.S (A) COLLEGE,PURI Page 1

resources has become an incessant activity on the part of HR functionaries

A non-governmental organization (NGO) is a legally constituted

1.2 OBJECTIVE OF THE STUDY

 To identify and examine the extent of HR Practices in NGOs.

S.C.S (A) COLLEGE,PURI Page 2

1.3 SCOPE OF THE STUDY

The present study is aimed at studying the Human Resource Management

1.4 METHODOLOGY OF THE STUDY

1.5 LIMITATION OF THE STUDY

 The study is only based on secondary data.

S.C.S (A) COLLEGE,PURI Page 3

S.C.S (A) COLLEGE,PURI Page 4

 "Rajesh Kumar Shastri (2008) states that: Nature and quality of

S.C.S (A) COLLEGE,PURI Page 5

 Mustagbis-ur-Rabman (2008) states that, "A proper management

S.C.S (A) COLLEGE,PURI Page 6

3.1 HRM IN NON-GOVERNMENT ORGANIZATIONS:

S.C.S (A) COLLEGE,PURI Page 7

capacity building. The role of NGOs in the contemporary world is elaborately

 Assessing personnel needs

ASSESSING ORGANIZATION NEEDS:

A key component of any endeavor to build a quality core of personnel is

S.C.S (A) COLLEGE,PURI Page 8

introduction of a new organization with a similar mission, legislative

Writing in Human Resources Management, Gary Roberts, Carlotta

S.C.S (A) COLLEGE,PURI Page 9

"The process of selecting a competent person for each position is best

Recruiting, Screening, and Selecting Organization workforce:

The recruiting, screening, and selecting organization work force is the

For many non-profit organizations, publicizing its very existence is the

billboards, etc.) and other community organizations (municipal governments,

Screening and Selection:

The interviewing process is another essential component of successful

Managers of non-profit organizations should make sure that they do the

 Recognize that all personnel whether they are heading up your

S.C.S (A) COLLEGE,PURI Page 11

organization reputation in the community. This can be true of the

Organizations that pay attention to these guidelines will be far more

S.C.S (A) COLLEGE,PURI Page 12

3.2 ORIENTING STAFF AND VOLUNTEERS TO THE

Training is a vital component of successful non-profit organization

Many non-profit organizations find that at one point or another, they

no different than it would be in the for-profit world. Organizations of all types

The situation becomes more complex when the person is a volunteer,

S.C.S (A) COLLEGE,PURI Page 14

Drucker agreed that dismissing an under-performing or otherwise

3.3 COMPENSATING THE ORGANIZATION'S EMPLOYEES

Compensation has one of the most important parts of human resource

As Ted Nicholas noted in The Complete Guide to Nonprofit

S.C.S (A) COLLEGE,PURI Page 15

offered by unincorporated organizations. The nonprofit corporation can

S.C.S (A) COLLEGE,PURI Page 16

Experts indicate that although the compensation packages that are

Successful managers of nonprofit organizations recognize that the

S.C.S (A) COLLEGE,PURI Page 17

Leaders of nonprofit organizations, then, need to always be on the look

3.4 COMMON WORDS AND PHRASES :

HRD and related approaches to influencing organizational performance .

S.C.S (A) COLLEGE,PURI Page 18

3.5 ORGANIZATIONAL DEVELOPMENT :

This refers to the process of strengthening the capability of a single