09-11-2012, 02:15 PM
A general study to capture the Training Effectiveness in Hindustan Aeronautics Limited
A general study to capture.pdf (Size: 1.44 MB / Downloads: 47)
INTRODUCTION
In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development.
Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" — an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still widely known by the other names.
development
This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.
The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.
Profile of Hindustan Aeronautics Limited
Hindustan Aeronautics Limited (HAL) came into existence on 1st October 1964. The Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India Limited and Aircraft Manufacturing Depot, Kanpur.
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary vision, the late Seth Walchand Hirachand, who set up Hindustan Aircraft Limited at Bangalore in association with the erstwhile princely State of Mysore in December 1940. The Government of India became a shareholder in March 1941 and took over the Management in 1942.
Today, HAL has 19 Production Units and 9 Research and Design Centres in 7 locations in India. The Company has an impressive product track record - 12 types of aircraft manufactured with in-house R & D and 14 types produced under license. HAL has manufactured over 3550 aircraft, 3600 engines and overhauled over 8150 aircraft and 27300 engine.
PERFORMANCE APPRAISAL :
Appraising people for meeting the Company's goal would be the prime focus of performance management. The new
Performance Appraisal System based on work planning and commitment (mutually agreed tasks) , self-review and performance analysis, performance review and feedback would ensure that the focus would be on value adding activities rather than on routine activities which bear no relationship with the Organization’s goals and objectives.
Identification of low performers and resultant corrective action through out the Company would be given priority. Similarly, faster career growth opportunity would be provided to high performers.
REWARD SYSTEM
The focus of the reward system in the Company is to promote team work and cultivate a sense of achievement and excellence in the Organization. This is in addition to the existing scheme of reward for an individual who innovatively and creatively makes exemplary contributions in the key thrust areas of the Company that would lead to its achieving overall excellence. Coupled with the above, schemes like "Inter Divisional Competition" and "Profit Sharing Scheme" have been institutionalized in the Company for team reward.
SCHEME FOR LEARNING AND CERTIFICATION FOR EXECUTIVES
A "Learning Organization" is essential for survival in the present era of Liberalization, Privatization and Globalization. Therefore, "Knowledge" is the only core competence of Organizations for coping with changes. Since individual knowledge is the starting point for organizational knowledge, it is only the employees who can convert knowledge into efficient actions.