1.9 - Organization and Structure of HRD [PDF]

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HRD



STRUCTURE



Structure is the arrangement of and relations between the parts or elements of something complex. Structure is an arrangement and organization of interrelated elements in a material object or system, or the object or system so organized. Organizations are created to achieve different goals. To achieve goals it should run various activities. Therefore an organization must consist of a structure, which defines jobs and relationships. organization and structure of HRD organization Definition A social unit of people that is structured and managed to meet a need or to pursue collective goals. Organization for Human resource Development : Organization is the process of creating structure. Structure refers to networks of relationships and coordination mechanisms that exist among jobs. HRD structure is concerned with the design of HRD jobs and relationships. It involves:  Determining the place of HRD in the organization. 1



 Grouping of HRD tasks. They are grouped into units. Division of work done.  Assignment of specific HRD tasks to competent people.  Determining networks of authority and responsibility relationship for HRD. Delegation is practiced.  Establishing channels of communication.  Coordinating HRD related activities for integration.



2.HRD structure organizational structure The typically hierarchical arrangement of lines of authority, communications, rights and duties of an organization. The place of HRD function in the organization structure reflects the importance attached to HRD. The structure of HRD function has evolved through the following stages:



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2.1. HRD as a staff function: Under this structure the role of HRD advisory. A training officer provides advice and service to the department on HRD matters.



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General Manager



Administrative Department



Other Departments



Training officer



HRD as a staff function.



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2.2 HRD as a part of Administration function: The HRD function is generally performed by the personnel section of the administration Department. This structure found in small organization.



General Manager



Administrative Department



Personnel Section



Other Departments



General Services



HRD as a part of Administration function.



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2.3 HRD as a part of Human Resource Management Department A separate HRM Department is established. HRD is a part of HRM Department. It is concerned with human resource development. This structure is found in model of the large sized organizations.



General Manager



HRM Department



Acquisition and Maintenance Section



Other Departments



Human Resource Development



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HRD as a part of Human Resource Management Department.



HRD as a separate Department: HRD is treated as a major function in the organization. All activities related to HRD are integrated under a separate HRD Department. It is headed by a Manager. This structure is prevalent in globally- oriented large sized organizations. The Human Resources Division, within the Department of Administrative Services, performs a variety of functions including overall administration of the state's human resources operations for state employees. This division provides services and information to state employees and assists state agencies in conducting their human resource functions. Services are offered in the areas of policy development, payroll administration, benefits administration, classification and compensation, drug testing, central recruiting, training and development, workforce planning and records maintenance.



General Manager Deputy General 7



Deputy General Manager



Manager HRD Departments



ManagerOther Departments



Manager other HRM Departments



HRD as a separate Department.



The manager in-charge of HRD function should be : Possesses competencies in HRD mechanism. Have clearly defined responsibilities for managing and strengthening the HRD function in the organization. Have sufficient time to devote for HRD function. Develop linkage with line managers to ensure effective HRD implementation. Administer separate budget and personnel for HRD. HR structure Federal Level: 8



The Federal classification system is not a pay plan, but is vital to the structure and administrations of employee compensation. The pay system is influenced by the grade level and by quality of performance, length of service, and recruitment and retention considerations. The law requires the Office of Personnel Management (OPM) to define Federal occupations, establish official position titles, and describe the grades of various levels of work. OPM approves and issues position classification standards that must be used by federal agencies to determine the title, series, and grade of positions. The classification standards help assure that the Federal personnel management program runs soundly because agencies are now becoming more decentralized and now have more authority to classify positions. Agencies are required to classify positions according to the criteria and the guidance that OPM has issued. The official titles that are published in classification standards have to be used for personnel, budget, and fiscal purposes. The occupations in federal agencies may change over time, but the duties, responsibilities, and qualifications remain the same so careful application of appropriate classification of the standards needs to be related to the kind of work for the position. When classifying a position the first decision to be made is the pay system. There is the General Schedule (GS) and the Federal Wage System (FWS), which covers trade, craft, or laboring experience. General Schedule Covers positions from grades GS−1 to GS−15 and consists of twenty two occupational groups and is divided into five categories: 9



Professional – Requires knowledge either acquired through training or education equivalent to a bachelor's degree or higher. It also requires the exercise of judgment, discretion and personal responsibility. Examples can be attorneys, medical officers, and biologists. Usually a person who is in the field of HR, and has gone through the education required, stays in the field for longterm career goals. People of this category are seen in the upper management of HR departments. Administrative – Requires the exercise of analytical ability, judgment, discretion, and personal responsibility, and the application of a substantial body of knowledge of principles, concepts, and practices applicable to one or more fields of administration or management. These positions do not require specialized education, but do require skills usually gained while attaining a college level education. Examples can be budget analysts and general supply specialists. These positions will most likely be filed by career employees that act in a managerial function. Technical – Requires extensive practical knowledge, gained through experience and specific training and these occupations may involve substantial elements of the work of the professional or administrative field. Technical employees usually carry out tasks, methods, procedures, and computations that are laid out either in published or oral instructions. Depending upon the level of difficulty of work, these procedures often require a high degree of technical skill, care, and precision. Examples of the technical category would be forestry technician, accounting technician, and pharmacy technicians. Clerical – Involves work in support of office, business, or fiscal operations. Typically involves general office or program support 10



duties such as preparing, receiving, reviewing, and verifying documents; processing transactions; maintaining office records; locating and compiling data or information from files. Examples can be secretaries, data transcribers, and mail clerks. Other – There are some occupations in the General Schedule which do not clearly fit into one of the groups.[12] Some firefighter and various law enforcement agencies have specialized positions that manage HR duties within the organization. https://en.wikipedia.org/wiki/Human_resource_management_in _public_administration



http://www.opm.gov/wiki/training/Leveraging-NewTechnologies-for-Employee-Development-Programs.ashx



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