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इंटरनेट मानक Disclosure to Promote the Right To Information Whereas the Parliament of India has set out to provide a practical regime of right to information for citizens to secure access to information under the control of public authorities, in order to promote transparency and accountability in the working of every public authority, and whereas the attached publication of the Bureau of Indian Standards is of particular interest to the public, particularly disadvantaged communities and those engaged in the pursuit of education and knowledge, the attached public safety standard is made available to promote the timely dissemination of this information in an accurate manner to the public. “जान1 का अ+धकार, जी1 का अ+धकार” “प0रा1 को छोड न’ 5 तरफ” Mazdoor Kisan Shakti Sangathan Jawaharlal Nehru “The Right to Information, The Right to Live” “Step Out From the Old to the New” IS 15198 (2002): Glossary of Terms in Human Resource Development [MSD 4: Management and Productivity] “!ान $ एक न’ भारत का +नम-ण” Satyanarayan Gangaram Pitroda ““IInnvveenntt aa NNeeww IInnddiiaa UUssiinngg KKnnoowwlleeddggee”” “!ान एक ऐसा खजाना > जो कभी च0राया नहB जा सकता हहहहै””ै” Bhartṛhari—Nītiśatakam “Knowledge is such a treasure which cannot be stolen” IS 15198:2002 Wmv7m5 famw* m Ti-wm VIRJ-IIRI’2 Wldi? Indian Standard GLOSSARY OF TERMS IN HUMAN RESOURCE DEVELOPMENT Ics 01.040.03; 03.100.30 i ,, ,,, 0 BIS 2002 BUREAU OF INDIAN STANDARDS MANAK BHAVAN, 9 BAHADUR SHAH ZAFAR MARG NEW DELHI 110002 August 2002 Price Group 6 Management and Productivity Sectional Committee, MSD 4 FOREWORD This Indian Standard wasadopted bythe BureauofIndian Standards, afterthedraft finalized bythe Management and Productivity Sectional Committee had been approved by the Management and Systems Division Counci1. Human Resource Development (HRD) is part of Human Resource Management (HRM) function of an organization, focused atdevelopment ofemployees through awiderange ofinterventions including Recruitment, Training, Career Planning, JobEnrichment, JobRotation, JobEnlargement, Competence Building — Knowledge, Skills and Attitudes, Organizational Behaviour — Communication, Team BuiIding, Interpersonal Relations, Performance Management including Reward and Recognition. HRD focuses on enhancing employee capacity, betterquality ofwork lifeandachievement oforganizational goalsandobjectivesthrough increased organizational effectiveness. The composition of the Committee responsible for formulation of this standard isgiven in Annex A. This standard has been prepared for the guidance of allorganizations to assistthem inthe correct interpretation ofterms used in HOmanResource Development. It ishoped that this glossary of terms will help in establishing a generally recognized usage and eliminate ambiguity and confusion that might arise from individual interpretation ofterms. This standard isintended mainly tocover definitions ofterms relating tohuman resource development, and it does not necessarily include all the legal meanings of the terms. IS 15198:2002 Indian Standard GLOSSARY OF TERMS IN I-K.JMAN RESOURCE DEVELOPMENT 1SCOPE 2.16 Brainstorming — A group process for encouraging uninhibited generation of ideas This standard is intended to define and explain the commonly used inreal problem solving situations. terms commonly used in Human Resource Development, 2.17 Business Game — A technique based on simulation of real life business situations having 2 TERMINOLOGY multiple applications. 2.1 Absenteeism — An employee being away from 2.18 Career Planning — A conscious and planned work on aworking day or during working hours. process for the development of employees of an organization with aview to utilize their full potential. 2.2Accountability — Reportability oftheindividual, group or organization regarding its function to the 2.19 Case Study — A method to study, contemplate authority. anddiscuss areal lifebusiness situation todefine vital questionsthatneedtobeanswered inagiven situation. 2.3 Action Learning — A process by which individuals take on tasks to act on and change. 2.20 Change — In the context of HRD, this term applies to forces that bring in dynamic effects in 2.4 Action Research — It is intervention for organizations such as attitudinal change and achieving better results through experimenting with behavioral change. new ideas. NOTES 2.5 Alienation — A feeling of dejection, loss of a 1Aftirudirrulchange —Changeinemployee’sthoughts,feelings sense of identity and detachment. andvalues. 2.6 Aptitude — Natural orientation to acquire and 2Behavioral change —Manifestation ofchange infeelings, thoughtsandvaluesofemployee(s)throughwritten, verbalm utilize types of knowledge or skills. bodylanguage. 2.7 Aptitude Test — Device to assess a person’s 2.21 Change Agent — A person or group, which ... aptitude. initiates or facilitates, desired changes in the 2.8Assertiveness —Ability toexpress one’s point of organization. i. view in a candid manner without evoking negative 2.22 Coaching — A planned process aiming at feelings in others. improving on employee’s capabilities through 2.9 Assertiveness Training — Learning tobe instructions and evaluations. assertive. 2.23 Collective Bargaining — A process of 2.10 Attitude — A state of mind related to feeling, negotiation and joint discussion between authorized thinking or behaviour of an individual. representative ofmanagement andtrade union related to conditions of service. 2.11 Audio-visual Aids—Atool fortraining through the use of sound and picture. 2.24 Commitment — A sense of obligation and dedication of an employee towards an organization. NOTE—Audio-visualaidsincludeoverhead projector(OHP), computers,etc. 2.25 Communication — Transference and 2.12 Authority — The power formally vested in a understanding of ideas, information and opinion. person by an organization to make decisions. a) Formal communication — Communication carried out through prescribed channels. 2.13Autonomy —Freedom tomakecertaindecisions and act without reference to higher authority. b) Informal communication — Communication arising out of personal relationship between 2.14 Behaviour — Manifestation of feeling, attitude two ormore people. and values through written, verbal or body language. c) Vertical channel of communication — An 2.15 Body Language — A form of non-verbal upward or downward communication communication basedonbodymovementi expression/ between different hierarchy of employees in gestures. an organization. 1 —6% ,\ <, IS 15198:2002 J d) Upward channel of communication — confidentiality, self-judgement andself-determination. \i Communication from subordinate tosuperior .. 2.39 Creativity — Ability togenerate new and useful in an organization. ideas. ! e] Downward channel of communication — Communication from superior tosubordinate 2.40 Credibility — Dependability/trust of an in an organization. individual/institution. 4;..,. Q Horizontal channel of communication — 2.41 Credibility Gap — Variance in the degree of % Communication between people holding trust and understanding between two or more t same or similar position in an organization. ‘J! individuals/institutions. f 2.26 Competence — Demonstrated ability to apply 2.42 Decision Making — A process of choosing out knowledge and skills. ofthegivenalternatives, theonewhkh gives optimum 2.27 Competition — A situation where anindividual results based on wisdom, intelligence and available or agroup of people strive to do better than others. information. 2.28 Conflict — Disagreement or diverse opinions 2.43 Refreezing — A process of preparing an due to factors related to resources, ideology, individual or a group to shed preconceived notions philosophy,psychology; may bewith others orwithin and inhibitions to receive HR interventions. oneself. 2.44 Delegation —Aprocess ofgiving authority and 2.29 Conflict Management — A process of power in an organization. understanding and resolving the conflict. 2.45 Delphie Technique — Consensus of group of 2.30 Consultation — A process of seeking experts from within and outside, based on subjective information, opinion and viewpoint. and objective results. 2.31 Controlling — A process of measuring and 2.46 Development — A process for improving correcting the deviation from expected work competency and capacity of employees in an performance and behaviour. organization. 2.32 Cooperation — Individual or group efforts, 2.47 Disciplinary Action — A process of taking concerns andattitudes towards meeting organizational departmental action against an employee for objectives. committing an alleged act of misconduct. .---- 2.33 Coordination — It isprocess of integration of 2.48 Discussion Method — A training method in efforts of individuals to achieve organizational goals. which learning takes place through information sharing and debate. 2.34 Core Values — Basic valu es of an individual/ institution which are uncompromisi ng in nature and 2.49Down Sizing —Planned reduction inmanpower. do not change frequently. 2.50 Ego — An individual’s self-perception. 2.35 Corporate Culture —Itisasumtotal ofvalues, 2.51 Ego State — A state of mind of an individual’s beliefs, attitudes shared by people working in an self-perception. In transactional analysis there are organization. three ego states, namely, parent, adult and child. . 2.36 Corporate Strategy — A plan of action by an 2.52 Emotion —Atype ofbehaviour exhibiting ones organization to meet the challenges keeping in mind feelings. its inherent strength and weaknesses and likely opportunities and threat to achieve corporate 2.53Employee Participation —Involvingemployees objectives. in activities of organization and decision making process. 2.37 Corporate Values — The philosophical and ethical values, beliefs, attitudes and standards 2.54 Employer-Employee Relations — A explicitly and implicitly shared and adhered to bythe harmonious relationship between the employer/ company personnel for achieving organizational management and the workforce of the organization objectives and mission. based on shared responsibility. 2.38 Counseling — Face-to-face facilitation process 2.55 Employee Satisfaction — A sense of with aview to increasing self-awareness anddeciding contentment among the employees inrelation totheir howtoimprove. Theprinciplesfollowedincounseling expectation from the organization. are rapport building, empathy, objectivity, listenin-g, 2.56 Employees Productivity — Making one’s best 2 IS 15198:2002 efforts in performing the assigned tasks. people having no predetermined roles and relations but sharing common objectives. 2.57 Evaluation ofTraining — Assessingthe impact of training inrelation to the defined objectives. 2.73 Group Discussion — A process where number of individuals having common norms deliberate on 2.58 Executive Development — A conscious and some identified issues to bring about a common planned process of preparing executive for taking consensus. higher responsibilities. 2.74 Group Dynamics —Forces operating inagroup 2.59 Exit Interviews — A method of obtaining which influences itsbehaviour. feedback from an employee Ieaving the organization in order to improve organizational effectiveness. 2.75 Guidance — Method of improvement of an employee by giving direction. 2.60 Employee’s Expectancy —Alevelofemployees desire from thejob. 2.76 Hierarchy — Structure with different vertical levels having aclear line of authority. 2.61 Expectation — The degree of responsibility anticipated from others. 2.77Human Resource Accounting (HR Accounting) — A means of accounting for people as an 2.62 Experiential Method — A learning process in organizational resource andameasure ofcost incurred training by sharing work experience. towards recruitment, selection, training and 2.63 Faculty — Inthecontext ofHRD,thistermrefers development of human assets. to members involved in the process of imparting 2.78 Human Resource Audit (HR Audit) — A training. method of assessing the contribution of human 2.64 Feedback — Process of obtaining information resource to an organization and their weakness to about various systems in order to evaluate their achieve organization objective. operation and make corrections whenever necessary. 2.79 Human Resource Information System (HR 2.65 Fish Bowl Method — A syndicate method in Information System) — A periodic communication which asmallgroup consisting ofaperson eachdrawn of future plans, changes in HR policies/practices of from other groups, consider problems and make the organization to all concerned. decisions while the other participants of the groups 2.80 Human Resource Utilization (HR Utilization) act asobservers. — Effective deployment of human resource for --- 2.66 Frustration — A negative state of mind of an achieving the organization’s objectives. individual/group bringing dejection and alienation. 2.81 Human Resource Development (HRD) — A 2.67 Goal — Adescription of acondition which will continuous process to upgrade and develop exist asthe desired result of an action plan. information, knowledge, skill,behaviour, performance and potential of employees. 2.68 Goal Setting — Aprocess of establishing goals to be achieved in a specified time with specified 2.82 Human Relations — Understanding, trust and , resources. interaction between two or more people. 2.69 Grapevine — An informal channel of 2.83 Human Excellence — A sense of achievement communication based on hearsay information. or actual achievement ofthe employees to contribute the best of their potential to organization. 2.70 Grievance — A complaint relating to work or environment. 2.84 Human Value System — Asetofshared values promoting trust andunderstanding among employees. 2.71 Grievance Redressal — Aprocess of resolving the grievance (s) of an employee (s). 2.85 Hygiene Factor — Those working conditions and conditions of work which may lead aperson to a 2.72 Group — Collection of anumber of individuals stage of no dissatisfaction from a stage of for achieving common objective by sharing common dissatisfaction. norms and depending on each other. 2.86 In-basket Game — A form of training which a) Formal group — A group of people having attempts to simulate the working situation by setting structured relationship, welldefinedtasksand the trainees realistic tasks with a view to develop sharing common norms to achieve common capabilities. objectives. b) Informal group — Acollectionoftwoormore 2.87Incident Method —A varjation ofthecasestudy 3 IS 15198:2002 in which a small team or group analyze the case to 2.104 Job Enrichment —A process of motivating reveal the critical facts. employees byproviding additional responsibi 1ities so asto make thejob more rewarding and satisfying. 2.88 Induction — Aprocess of interaction between a newly appointed employee and the organization with 2.105 Job Evaluation — A process of determining a view to facilitating adjustment in the organization. the relative economic worth ofjobs. 2.89 Induction Plan — Systematic exposure ofanew 2.106 Job Redesign — Aprocess ofchanging thejob entrant to various aspects of an organization. structure to achieve anew performance objective for overall improvement inthe quality of work. 2.90 Industrial Relations — Relations between employer andemployee anddifferent setsofpeople in 2.107 Job Rotation — Aprocess of planned transfer an industry. to adifferent job to broaden employees exposure and increase their knowledge and skill. 2.91 Information Sharing — Aprocess of imparting and sharing information relating to plans, changes 2.108 Job Satisfaction — Contentment derived from and other organization related activities with thejob and the work environment. employees. 2.109 Job Stress — Tension, anxiety relating to 2.92 Innovation — Aprocess of finding outnew and performance of ajob. desirable methods, procedures and other aspects for 2.110 Joint Decision Making —Aprocess ofmaking the betterment of the organization. collective decision with the employee on 2.93 Institution Building — Along-term strategy for organizational issues and sharing equal the development of an organization with active responsibilities for the same. involvement and participation of all itsmembers. 2.111 Joint Management Council — Aparticipantive 2.94 Integration — Harmonization of activities and forum forjoint decision making at the organizational synthesis of views, ideas and beliefs. level. 2.95 Inter-union Rivalry —Conflicts anddifferences 2.112 Leadership — The process of influencing existing between two or more trade unions. people’s behaviour so that they strive willingly and enthusiastically for the attainment of organizational 2.96 Interpersonal Competence — Knowledge and goals. skill to understand relations and successfully resolve disputes between individuals and group. The various styles of leadership are given below: ..--- 2.97 Interpersonal Relations — Interaction between a) Autocratic — Style of leadership with ahigh two ormore people. degree of ego, self-assertion, high concern J 2.98 Interview Method — A pro cess of seeking for task and low concern for people. information through face-to-face interaction. In the b) Democratic — Participative style of context of HRD, generally used for recruitment and leadership withequalconcern fortaskaswe]i promotion. aspeople. c) Laizer-faire — Style of leadership with least 2.99 Intra-union Rivalry —Conflictsanddifferences . interference withhighconcern forpeople and existing within the same trade union. low concern for work. 2.100 Job — All the work carried out by aworker or 2.113 Learning — Enhancement ofknowledge, skill agroup ofworkers inthecompletion oftheirprescribed and change in behaviour occurring as a resuIt of duties and grouped together under one title or training, insight, experience and practice. definition. NOTE—Cognetic learningisdefinedaslearningthroughone’s 2.101 Job Analysis — The process of determining experience. and recording pertinent information relating to the 2.114 Learning Curve — The curve showing nature of aspecific job. relationship between training time and the 2.102 Job Description — A written statement performance of trainees. covering the duties and responsibilities of ajob. 2.115 Learning Environment — A congenial 2.103 Job Enlargement — Providing variety of atmosphere in an organization which facilitates functions to beperformed atthe samehorizontal level acquisition of knowledge and germination of new to reduce monotony and broaden the perspective. ideas. 4 —$< IS 15198:2002 2.116 Lecture Method — A training methodology b) Intrinsic motivation — Motivation created giving theoretical and conceptual input of a subject through internal rewards. by an individual speaking to the trainees. 2.131 Need — Anurge to acquire and use any goods 2.117 Line Function — Activities directly related to or services. achievement ofprimary objectives oftheorganization. 2.132 Negative Reinforcement — It is an external 2.118 Management by Objectives (MBO) — A and undesirable behavioral motivation which an process of setting quantifiable time-bound targets and individual gets from the organizational environment. achieving thesewithwilling cooperation ofemployees. 2.133 Negotiation — A process ofjoint discussion 2.119 Management Development — Planned efforts between union and management or employees and to improve managerial abilities and effectiveness. employer to share the fruits of the organization and 2.120 Management Education — Formal education for achieving industrial harmony. in basic principles and practices of management. 2.134 Occupational Health Programme — 2.121 Management Game — A training method in Preventive medical measures for keeping employees which participants group into teams, consider a in sound health. sequence of problems in the form of simulation and 2.135 Organization —Acollective human endeavour make decisions. to accomplish common objectives through defined 2.122 Management Training — Systematic roles and relationships. development of knowledge, skill and attitude, with a a) Formal organization — A structured view to enhancing performance and potential of organization with established chain of executives. command and roles assigned to individuals. 2.123 Managerial Grid — A model representing b) Informal organization — An unstructured different stylesofleadership indicating taskandpeople organization without established chain of orientation. command andassigned roles orwhere norms NOTE—Thisissometimesalsoreferredtoasleadershipgrid. are decided bythe members themselves. c) Flat organization — An organ izationa I 2.124 Manpower Planning —Toforecastandassess, structure with least possibl~ number of both qualitative and quantitative, needs of human hierarchy. resource in an organization. --- d) Matrix organization — An organizationa I 2.125 Mentoring — A process of inducting a new structure wherein a set of individuals is employee inthework culture ofanorganization under accountable totwo ormore people. thesupervision andguidance ofan experienced senior. 2.136 Organization Hierarchy — [t is a structured 2.126 Method Improvement —Ascientific analysis vertical relationship between people having assigned ofexisting work procedure with aviewtofind outthe role and working for achievement of organizational most economical and effective way ofdoing awork. goals. 2.127 Method Study — A systematic recording and 2.137 Organizational Climate — A sum total of critical examination ofexisting andproposed ways of physical and psychological environment of an doing work, as a means of developing and applying organization. easier and more effective methods andreducing costs. 2.138 Organizational Development — It is a 2,128 Mission — A broad policy statement for systematic, integrated and planned intervention to fulfillment of the declared objectives of the improve organizational effectiveness. organization. 2.139 Organizational Structure —An organization 2.129 Morale —Stateofmindofemployeesreflecting level of enthusiasm, satisfaction and willingness to clarifying therelationship among thepeople, their role work together. and organizational goals. 2.130 Motivation — An urge/drive of an individual 2.140 Participation — Involvement ofemployees in to put one’s best to accomplish organizational goals organizational activities. and objectives. 2.141 Participative Forum — Formal and informal a) Extrinsic motivation — Motivation created forums providing opportunities for interaction and through external rewards. involvement ofemployees. 5