Role of Personnel Department in Manpower Training and Development

Role of Personnel Department in Manpower Training and Development

Abstract

As far as the research is concerned, this research effort is an attempt to investigate, assess, and analyze the training and development element of people in a company. The management of people at worth (manpower) is strongly influenced by employee attitudes, trade union actions, and the overall level of economic activity and growth. I plan to cover topics such as manpower training and development, human relations, and motivation. 

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The purpose of mentioning them is to emphasize the significance of the fact that the personnel function is concerned with more than just ordinary administration, but also with other key areas that are critical to the growth of an organisation. Due to time constraints over the course of its preparation, the research is not comprehensive, but the author has attempted to emphasize the main elements of the scope and goal of manpower training and development.


Introduction 

'Manpower' is defined as "the total knowledge, skills, creative abilities, talents and aptitudes of an organization's work force as well as the values, attitudes and benefits of individuals involved .... It is the sum total of inherent abilities, acquired knowledge and skills represented by the talents and aptitude of the employed personnel" (Mamoria and Gankar, 2009, p.58). The most important of all the 'M's (men, materials, machines, methods, and money) in management is "My" for men, i.e. human resources or manpower, which is the most valuable asset of an organisation and controls all other resources. Manpower or human resources may be available in organized or unorganized sectors, employed or working at various levels - supervisors, executives, Government employees, etc.

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Objective

  • Explain the idea and importance of human resource planning and management in extension and development.
  • Describe in detail the roles, characteristics, and method of manpower planning and personnel management
  • Describe several kinds of training for extension worker development; and 
  • Analyze and implement various management styles in the context of expansion and development.

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Conclusion

In India, many businesses other than multinationals are failing to fulfil employee expectations for training and development, and as a result, the gaps between needed and achieved capabilities have become so large that the inter-relationships between training and performance are severely disrupted. There is still a significant gap between the information and skills taught and gained in universities and their applicability in industry settings. Companies increasingly believe that there should be a strong connection between such institutions and the industry in order to make staff development programmes more purpose-oriented. 

There are training institutes that provide both tailored and off-the-shelf programmes depending on their clients' company operations, but there is still much to be improved. As a result, training and development cannot be separated from an organization's business operations; on the contrary, this is an area that clearly demonstrates beneficial connections between training activities and organisational performance.

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