HRD Matrix identifies the interrelationships between HRD instruments, processes, outcomes and organisational effectiveness. HRD instruments include performance appraisal, counselling, role analysis, potential development, training, reward system, job enrichment, etc. These mechanisms may vary depending upon the size of the organisation, the commitment of the top management, the environment, the culture and climate, the perception of the people, technology used, methods employed by the competitors, etc. It is in the interest of the organisation that the top management should give due weightage to these factors to keep the workforce motivated all the time providing challenging jobs and designing career planning and suitable compensation packages so that trained employees may not leave the organisation.
            These instruments lead to generation of HRD processes like role clarity, development planning, development climate, risk-taking and dynamism in employees. Such HRD processes should result in more competent, satisfied and dynamic people is likely to do better than which does not believe in HRD concept and committed people who, by their contributions, would make the organisation grow. Such HRD outcomes influence organisational effectiveness in the long-run. It may be noted that organisational effectiveness also depends on a number of other variable like environment, technology, competitors, etc. However, other things being the same, an organisation that has competence.


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