Human Resource Project Ngo.docx

Human Resource Management of NGOs

CHAPTER-I 1.1 INTRODUCTION: Human resource management is a core management function in any type of organization. It creates the most crucial condition for organizational performance. Human resource management is a process that assists organizations recruit, select and develop staff within the organization. Human resource management as a management function within organizations concerned with people and their relationships at work. The foundation of HRM is that everyone in the organization is capable and has the ability to perform and it’s the sole responsibility of management to put in place system and structures to motivate performance. One of the purposes of the HRM is to build an organization with the ‘right persons’, in the ‘right positions’ and at the ‘right time’. The purpose of a Human resource framework is to guide organizations to achieve this objective. Human resource practices play a vital role as humans are the main resource to use rest of resources. It is now being increasingly realized that the people working in organization are human beings. Investment for increasing the resource is important, and the more an organization invest in its human resources, the greater return from the investment is likely to be. Human resource practices focuses on the different aspect that can enhance the potential of an individual not in just in the reference of an organization but in his/her personal life. Training and developing, performance appraisal, potential appraisal, career counseling, employee welfare, health and safety are few of them. The role of human resource as an integrating factor in any of the industry or sector and it matters most when it is related to the service sector like NGO’s. Further, owing to the changes in the business environment and the advances in technology, communication and consumerism, planning of human S.C.S (A) COLLEGE,PURI

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resources has become an incessant activity on the part of HR functionaries working in service organization. Broadly, human resource practices are required not only to maintain the people as resources, but also to enhance the capability of the organization, through its competent people. A non-governmental organization (NGO) is a legally constituted organization created by natural or legal persons that operates independently from any government. The term is usually used by governments to refer to entities that have no government status. A non-governmental organization (NGO) is a citizen-based association that operates independently of government, usually to deliver resources or serve some social or political purpose. The World Bank classifies NGOs as either operational NGOs, which are primarily concerned with development projects, or advocacy NGOs, which are primarily concerned with promoting a cause. 1.2 OBJECTIVE OF THE STUDY  To identify and examine the extent of HR Practices in NGOs.  To understand the emerging trends of HRM spreading in the NGO  To find out the procedure of recruitment in NGOs  To discern the mode of training to the existing employees in NGO.  To find out the ways of appraising the performance of employees in NGOs.  To high light about people working in NGOs in India.  To know the grievance handing methods in NGOs.  To explore the existence of union in NGO sector.  To identify the activities like welfare health and safety in Ngo culture.  To identify the culture of NGOs and the establishment of HRM.

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1.3 SCOPE OF THE STUDY The present study is aimed at studying the Human Resource Management Practices and Advance Technologies in NGOs In India. The study will be mainly based on Secondary Data from the annual Report the concern NGOs. 1.4 METHODOLOGY OF THE STUDY For this project report , Only secondary data have been collected from different websites .Journals, articles, report, magazines, bulletins and news papers. Quantitative data have been used for analysis purposes. Various tools and techniques used in my study are tabular presentation graphical presentation, Ratio analysis etc. The data have been interpreted accordingly. 1.5 LIMITATION OF THE STUDY  The study is only based on secondary data.  Very less articles are available related to HRM Practices in NGOs.  The time period of the study is less for more collection of Data.  Information obtained are not sufficient for the research.  Respondents become bias while filling the questionnaire.

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CHAPTER-II2.1 2.1 REVIEW OF LITERATURE  R. Sooryamoortby and K.D. Gaograde (2001) in front that, "The NGO sector today is subject to a number of issues that emanate from both within and outside the individual organizations that, jointly or individually determine the existence, survival, or decline of the organizations. Internally, NGOs confront problems relating to objectives, ideology the concerns

perceptions on

of the organization, organizational matters, management,

volunteers, paid workers, staff programs, resources, and the like."  S.L.Goel And R.Kumar (2004) methion that Most of the NGOs use suspicious methods and lack transparency. In ancient India, Persons associated with NGOs were men of character with spirit of servoce and dedication. Today NGos are not functioning well. NGOs face various challenges of 21st century like need of honest and dedicated persons to run the NGOs need to practice ethical values, Need of transparency in functioning.  D Rajasekha r & R R Biradar (2004): Most of the small NGOs face the shortage of funds to meet the salaries of their permanent staff. Such a resource crunch often forces them to participate in any on-going government programmes to obtain resources, and thereby reduce the tension of seeking funds elsewhere. However, this problem is not acute among large NGOs as they have greater organizational capacity to mobilise funds from international donors.

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 "Rajesh Kumar Shastri (2008) states that: Nature and quality of individual NGOs varies greatly, it is extremely difficult to make generalizations about the sector as a whole. Some specific weaknesses generally associated with the NGO sector include ; lack of experienced manpower, limited financial assistance, focus on short range objective, political Influence, legal obligations, high rate of growth in number of NGOs, high corruption rate.  Ashok Kumar Sarkar (2008), like SL Goel and R Kumar (2004) informs about the dark side of NGOs, "NGOs are criticized and termed as contractors in development business. NGOs are blamed for their unethical activities, i.e. they change priority of work every year as per the availability of funds. It is also heard that staff members in NGOs are also discontented because of inherent contradictions as well as conflicts; lack of health care benefits and provident fund; absence of job security and career advancement scheme; incidents of corruption, exploitation, and sexual harassment; poor salary and long working hours; etc."  D.L. Sheth and Harsh Sethi (1991): "Notwithstanding the phenomenal growth of the NGO sector in recent years, it has received surprisingly scanty attention from academic researchers and social analysts."  David Lewis (2001): NGOs constitute an important subject

for

mainstream management research, which has until now given little attention to the third sector.  Biswambhar Panda (2008) refers that there has been a steady rise of research studies on NGO sector both by academia and NGOs themselves covering various aspects such as the programmes, strategies and approaches of NGOs. However, comprehensive and systematic empirical studies on NGOs approach are meagre.

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 Mustagbis-ur-Rabman (2008) states that, "A proper management system for NGOs is must. Despite many shortcomings, as well as internal and external constraints, the NGO sector as a whole has established itself as one of the important institutions of civil society, distinct sector- distinct from public and private sectors. He further adds, "Sufficient research work on NGO management has not been recorded in southern world ".  David Lewis (2008), in his article, "Issues and pnont1es in Nongovernmental Organization Research", explores current issues related to research on the general theme of NGOs

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CHAPTER-III 3.1 HRM IN NON-GOVERNMENT ORGANIZATIONS: Non-Governmental Organizations can play a better role in the corporate social responsibility; the question here is who can play the better role in linking industry with community. The answer here is Human Resource Management Department of the industry. HR managers should take lead in its effort to make a linkage between community and the industry. To develop better rapport with the people, HR managers have to make use of their Strategic Relationship Management Skills. They should interact with the community by establishing better linkage with the Non - Governmental Organizations working there in the locality. The HR managers can 75 initially conduct Focus Group Discussion (FGD) with the community and community leaders with the help of Non Governmental Organizations and need evaluation and need prioritization is to be conducted. Non-government organizations (NGOs) have become significant players in development policy over the last two decades. The evolving relationship among NGOs, developing states and donors are a critical aspect of international development assistance and the wider development policy debate. NGOs vary in their missions, internal management, scope of engagement, source of funding, relations with developing states and targeted areas of operations. NGOs are the vanguard of civil society. They have increasingly been seen as the vehicles of the new polices agenda of economic liberalization and political channelling resource through northern and indigenous NGOs support grassroots organizations, social change, political empowerment and sustainable development. Developing states have ceded space to NGOs to deliver services, perform contract development work and promote institutional S.C.S (A) COLLEGE,PURI

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capacity building. The role of NGOs in the contemporary world is elaborately described in the present study along with the management challenges and other issues faced by NGOs, social activity, policy-makers and all concern Staffing decisions are among the most important decisions that nonprofit organizations make. Just as businesses and  Assessing personnel needs  Recruiting personnel  Screening personnel  Selecting and hiring personnel  Orienting new employees to the organization  Deciding compensation issues "An effective non-profit manager must try to get more out of the people he or she has," wrote Peter F. Drucker in Managing the Non-Profit Organization. "The yield from the human resource really determines the organization's performance. And that’s decided by the basic people decisions: whom we hire and whom we fire; where we place people, and whom we promote. The quality of these human decisions largely determines whether the organization is being run seriously, whether its mission, its values, and its objectives are real and meaningful to people rather than just public relations and rhetoric."

ASSESSING ORGANIZATION NEEDS: A key component of any endeavor to build a quality core of personnel is an honest assessment of current and future internal needs and external influences. Leaders and managers of non-profit organizations should study workload history, trends in the larger philanthropic community, pertinent changes in the environment in which they operate (layoffs, plant closings, S.C.S (A) COLLEGE,PURI

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introduction of a new organization with a similar mission, legislative developments, etc.), personnel demands associated with current and planned initiatives, operating budget and costs, and the quality and quantity of the area worker pool, both for volunteer and staff positions. Moreover, all 77 of these factors need to be studied within the framework of the organization's overarching mission statement. As many non-profit leaders have noted, adherence to other general business principles (sound fiscal management, retention of good employees through good compensation packages, etc.) is of little solace if the organization loses sight of its mission—it's reason for being—in the process. Writing in Human Resources Management, Gary Roberts, Carlotta Roberts, and Gary Seldon noted several fundamental business principles concerning assessment of personnel needs that apply to nonprofits as well. These principles include: 

Fill positions with people who are willing and able to take on the job. Providing accurate and realistic job and skill specifications for each position helps ensure that it will be filled by someone capable of handling the responsibilities associated with that position.



Written job descriptions are essential to communicating job expectations. Employees who are chosen because they are the best available candidates are far more likely to have a positive impact than those who are chosen on the basis of friendship or expediency.



Performance appraisals, when coupled with spec ific job expectations, help boost performance.

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"The process of selecting a competent person for each position is best accomplished through a systematic definition of the requirements for each job, 78 including the skills, knowledge and other qualifications that employees must possess to perform each task," the authors concluded. "To guarantee that personnel needs are adequately specified, 1) conduct a job analysis, 2) develop a written job description, and 3) prepare a job specification."

Recruiting, Screening, and Selecting Organization workforce: The recruiting, screening, and selecting organization work force is the main nature of Human Resource management function in NGOs. Each NGOs are adopted the unique strategies for fulfill the process of HRM. The different types of tool are followed by the NGOs to complete the process. Normally that strategies and varying from NGOs and corporates .

Recruitment: For many non-profit organizations, publicizing its very existence is the most important step that it can take in its efforts to recruit staff and volunteers alike. This is especially true if one wishes to encourage volunteers to become involved. Volunteers are the life-blood of countless non-profit organizations, for they attend to the basic tasks that need performing, from paperwork to transportation of goods and/or services to maintenance. Writing in Quality Management in the Non-profit World, Larry W. Kennedy noted that "they supply valuable human resources which, when properly engaged, can be worth tens of thousands of dollars in conserved personnel costs to even the smallest organizations." Non-profit groups rely on two basic avenues to publicize their work and their staffing needs: local media (newspapers, newsletters, radio advertising, S.C.S (A) COLLEGE,PURI

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billboards, etc.) and other community organizations (municipal governments, churches, civic 79 groups, other nonprofit organizations, etc.) Many non-profit groups have found that contact with some community organizations, particularly churches and civic groups, can be particularly rewarding since these organizations already have members that may be predisposed toward lending a hand.

Screening and Selection: The interviewing process is another essential component of successful staffing for non-profit groups. This holds true for volunteers as well as for officers, directors, and paid staff. Indeed, Larry W. Kennedy remarked in his book that "volunteers should be recruited and interviewed systematically the same way you would recruit paid staff. An orderly and professional approach to volunteer management will pay off handsomely for your organization. What you do in the recruitment phase of your work will set the standard for volunteer performance. If you are disciplined and well organized, you will often attract more qualified volunteers." Managers of non-profit organizations should make sure that they do the following when engaged in the process of staffing, screening and selection: 

Recognize that all personnel whether they are heading up your organization's annual fundraising drive or lending a hand for a few hours every other Saturday, have an impact on the group's performance. Certainly, some positions are more important than others but countless non-profit managers can attest to the fact that an under-performing, unethical, or unpleasant individual can have an enormously negative impact on organization morale and/or

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organization reputation in the community. This can be true of the occasional volunteer as well as the full-time staff member. 

Use an application form that covers all pertinent areas of the applicant's background.

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Ensure that screening process provides information about an individual's skills, attitudes, and knowledge.

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Try to determine if the applicant or would-be volunteer is interested in the organization for legitimate reasons (professional development and/or advancement, genuine interest in your group's mission) or primarily for reasons that may not advance organization's cause (loneliness, corporate burnout, etc.).

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Objectively evaluate prospective employees and volunteers based on criteria established in the organization's job specifications.



Be realistic in putting together volunteer workforce. "Managers cause most of the problems with volunteers by making unreasonable assumptions about their intentions and capabilities," wrote Kennedy. An organization that sets the bar too high in its expectations of volunteers (in terms of services provided, hours volunteered, etc.) may find itself with a severe shortage of this potentially valuable resource.



Recognizing that would-be volunteers and employees bring both assets and negative attributes to your organization, non-profit groups should be flexible in accommodating those strengths and weaknesses. "If you want people to perform in an organization, you have to use their strengths—not emphasize their weaknesses," said Drucker. Organizations that pay attention to these guidelines will be far more

likely to enjoy positive and lasting relationships with their volunteers and S.C.S (A) COLLEGE,PURI

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staff than those who fill their human resource needs in haphazard fashion. As Kennedy said, "the time to begin evaluating the probable reliability of human resources is prior to their insertion into your internal structure."

3.2 ORIENTING STAFF AND VOLUNTEERS TO THE ORGANIZATION: Training is a vital component of successful non-profit organization management. But many non-profit managers fail to recognize that training initiatives should be built for all members of the organization, not just those who are salaried employees. "Specialized training should be designed for every person in the organization, including board members and volunteers," contended Kennedy. "The principles of quality management should be reinforced in each phase of training, with generous opportunities given to the trainees to talk about their questions and concerns'¦. If select and train people with well-established and consistently implemented guidelines, greatly increase the potential for team building. Beyond that, a common objective, a commitment to quality, a sincere concern for the team members, and a dedicated leader can cause wonderful things to happen. When those factors are not present, things can occur that are not so pleasant'¦. Volunteers who are shoddily intruded into an organization's processes or who are not well managed can create chaotic inconsistency in services. The additional, time, energy, and money needed to clean up well-intentioned but off-target volunteer efforts can quickly offset any gains provided by their services."

Poor Performers: Many non-profit organizations find that at one point or another, they must address poor performance by a member of the organization. When that person is a paid member of the staff, dealing with the issue is in many respects S.C.S (A) COLLEGE,PURI

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no different than it would be in the for-profit world. Organizations of all types have a right to assume certain standards of performance from paid employees, and if that standard is not met, they should by all means take the steps necessary to ensure that they receive the necessary level of performance from that position, even if that means firing a poor worker. The situation becomes more complex when the person is a volunteer, however. The volunteer worker is an essential element of many non-profit organizations, and the primary characteristics of volunteerism—selfless service— make it difficult to remove poor performers. In addition, insensitive handling of one volunteer can have a negative impact on other volunteers upon which your organization relies. Nonetheless, Kennedy stated that "volunteers should be held accountable just as though they were being paid top dollar to work. This does not mean that you can be careless about people's feelings. Even for-profit managers have learned that managing and supervising requires certain social graces and sensitivity to every individual. However, the reluctance of non-profit managers to hold volunteers accountable to reasonable levels of performance or to terminate bad volunteer relationships can be their downfall." Drucker noted that most nonprofits will, sooner or later, have to deal with people "who volunteer because they are profoundly lonely. When it works, these 83 volunteers can do a great deal for the organization—and the organization, by giving them a community, gives even more back to them. But sometimes these people for psychological or emotional reasons simply cannot work with other people; they are noisy, intrusive, abrasive, rude. Non-profit executives have to face up to that reality." If all else fails, such disruptive volunteers should be asked to leave. Otherwise, other members of the

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organization, including the executive, will find that their capacity to contribute is diminished. Drucker agreed that dismissing an under-performing or otherwise undesirable volunteer can be a difficult task. "The non-profit executive is always inclined to be reluctant to let a non-producer go. he or she is a comrade-in-arms and make all kinds of excuses," he granted. He contended that nonprofit managers should adhere to a basic guideline in such instances: "If they try, they deserve another chance. "If they don't try, make sure they leave'¦. An effective non-profit executive owes it to the organization to have a competent staff wherever performance is needed.

3.3 COMPENSATING THE ORGANIZATION'S EMPLOYEES AND VOLUNTEERS: Compensation has one of the most important parts of human resource management. Different type of package, perks, complementary gifts are practicing the NGOs to make the satisfaction of employees. The main intention to such type of compensation is to motivation, need fulfillment and satisfaction of employees.

Tangible Benefits: As Ted Nicholas noted in The Complete Guide to Nonprofit Corporations, nonprofit corporations may establish fringe benefits programs for their employees. People that can be covered under these programs include not only staff personnel, but 84 also directors and officers. "The benefits," wrote Nicholas, "can be as attractive as those provided by for-profit business corporations. In addition, the benefits can be far more economical for the corporation and beneficial to the employees than any program that could be S.C.S (A) COLLEGE,PURI

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offered by unincorporated organizations. The nonprofit corporation can establish an employee pension and retirement income plan. It can provide for sick pay and vacation pay. It may arrange for group life, accident and health insurance coverage for its officers and employees. It can elect to cover its employees' personal medical expenses that are not covered by the group insurance plans, provided that the corporation can pay all or part of the cost of the various employee benefits it sets up. It can require some contribution from the employees covered by the fringes. " Bruce Hopkins observed in his Legal Guide to Starting and Managing a Nonprofit Organization that "there is a tendency in our society to expect employees of nonprofit organizations to work for levels and types of compensation that are less than those paid to employees of for-profit organizations. Somehow, the nonprofit characteristics of the organization become transferred to the 'nonprofit' employee." Hopkins goes on to note that while this perception may indeed be a reality because of the budgetary constraints under which many nonprofit organizations operate, in other instances employees do not feel entitled to compensation levels that are offered to employees of for-profit businesses. In fact, some nonprofit groups feel no obligation whatsoever to provide comparable levels of compensation in terms of salary, benefits, etc., relying instead on the altruistic leanings of those who become involved. Organizations that operate under these assumptions are short sighted and run the risk of losing out on many talented people. Indeed, Hopkins pointed out that "many 85 nonprofit organizations, particularly the larger ones (universities, hospitals, major charities, and trade associations), require sophisticated and talented employees. Because these individuals are not likely to want to be 'nonprofit' employees, nonprofit and for-profit organizations compete for the same pool of talented persons. This competition extends not only to salaries but also to benefits and retirement programs." S.C.S (A) COLLEGE,PURI

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Experts indicate that although the compensation packages that are offered by nonprofit organizations are constrained by the so-called private inurement doctrine, which holds that the profits realized by a nonprofit organization can not be passed along to private individuals (as dividends are passed along to shareholders in a forprofit enterprise), they can still offer attractive compensation packages to employees provided that they are judged to be "reasonable." When weighing whether it considers compensation to be reasonable, the Internal Revenue Service studies whether compensation arrangements exceed a certain percentage of the organization's gross revenues. Excessive compensation can be penalized by imposition of additional taxes and fines, but the most damage to organizations who do this can often be found in the realm of reputation; few allegations are more damaging to a nonprofit organization's community standing than the charge that it is bestowing excessive compensation (in the form of salary, country club memberships, etc.) to top executives or others.

INTANGIBLE BENEFITS: Successful managers of nonprofit organizations recognize that the people who compose their organizations' work force—volunteers, employees, officers, and directors alike—are often participating in the group at least in part for altruistic reasons. Indeed, Drucker noted that "although successful business executives have 86 learned that workers are not entirely motivated by paychecks or promotions— they need more—the need is even greater in non-profit institutions. Even paid staff in these organizations need achievement, the satisfaction of service, or they become alienated and even hostile. After all, what's the point of working in a non-profit institution if one doesn't make a clear contribution?"

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Leaders of nonprofit organizations, then, need to always be on the look out for ways in which they can show their paid staff, their volunteers, and their leadership how their involvement in the organization is making a difference, whether the group is involved with ministering to the economically disadvantaged or devoted to protecting a beloved natural resource. As Father Leo Bartel, Vicar for Social Ministry of the Catholic Diocese of Rockford, Illinois, told Drucker, "We give [volunteers] opportunities to deepen in themselves and in each other the sense of how important the things are that they are doing."

3.4 COMMON WORDS AND PHRASES : HRD and related approaches to influencing organizational performance . Human Resource Development (HRD) refers to systems and procedures by which the people in an organisational setting are brought into a productive relationship with the organisation’s tasks. ‘HRD’ is currently preferred to the term personnel management Much of our current understanding of organisations and their effectiveness is derived from systems science, one principle of which appears particularly relevant for managing the human resource. The purposefulness and robustness of an organisational system can be seen as being largely determined by a vital organic balance to be struck between two seemingly opposed processes. In reality, the two forces are complementary, and they need to be brought under control and in balance in all management, in all types of endeavour. However, the task presents a special challenge in Human-Resource Management (HRM) because of its complexity.

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3.5 ORGANIZATIONAL DEVELOPMENT : This refers to the process of strengthening the capability of a single organisation or group. The task involves attending to both the organisational variables (such as structures, systems) and the people variables (including competencies, skills and attitudes). The stress is on the performance of the organisation as a whole. It becomes obvious that HRD, viewed this way, is re ally a sub-set of OD.

Training  Capacity Building  Institutional Development

3.6 THE PURPOSE OF HRD : Strengthening organizational capability (OD) to achieve a competitive advantage finds a simplistic parallel in strengthening individual capability (HRD) through practices that also reinforce competitive values within the organization – pitting individual against individual, team against team, project against project, and so on. For instance, some business organisations pride themselves on applying a performance-appraisal system whereby the lowestperforming 15 per cent of staff are ‘culled’ every year (although the practice does not extend to the CEO). Supposedly, this keeps everybody on their toes. It is important to note the preoccupation with appraising performance rather than enhancing it interestingly, most donor agencies that decide to invest in an HR function appoint someone from the corporate sector. When the donor insists on ‘good management’ in the NGO partner, one of the first management systems to be introduced is performance appraisal. For all its ‘participative’ and ‘transparent’ content, the performance-appraisal S.C.S (A) COLLEGE,PURI

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system remains essentially competitive. The consequences are at best dysfunctional and often disastrous. In the NGO context, the concept of performance must go far beyond the individual, the project, and even the implementing organisation. More important, this understanding of performance has necessarily to be based on collaborative practices, nurturing a collaborative value system. Systems science also suggests the delineation of ‘system levels of behaviour’. Just as increasingthe capabilities of individuals (through training) does not lead directly to a more capable project team, so increasing the capability of a group or organisation (through OD) does not lead directly to a more capable social institution. Indeed, there is evidence to suggest that capacity building at one system level (say, a single NGO or CBO or Self-Help Group) often leads to reduced collaboration at the next system level, a phenomenon known as ‘system sub-optimization’: a gain in one sub-system at the expense of others. This happens all the time, glaringly so, in the corporate sector. But while the corporates can afford to live with it, development efforts simply cannot.

3.7 THE HUMAN-RESOURCE SUPPLY Heads of NGOs and those long associated with the development sector will admit that the supply has diminished rapidly . Yes, it is in a way linked to economic liberalisation. They will also admit that there are more job opportunities for today’s educated youth and, in combination with other sociocultural transformations taking place, this has made a career in development less attractive to people in the critical age group from which the sector drew its strength in the 1970s and 1980s. So what is the HRD task here? It is a bit like the case of a marketing manager with a new and exciting product to sell, but with a poor appreciation of how it fits in the market. Market development becomes a priority in itself. S.C.S (A) COLLEGE,PURI

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Applied to HRD in the development context, this means innovative manpower planning (the term includes womanpower!), reaching campuses creatively, summer projects, volunteer placements, internships, and so on, extended to more formal education/training avenues for careers in the sector. Whose job is it to develop the market for careers in development – this peculiar combination of manpower planning, public relations, and educational innovation? Part of it can be attempted by a single NGO for itself. A good part of it also requires collaborative effort by an institutional body comprising several NGOs and related organisations.

3.8 NATURE OF NGO WORK An NGO comes into being around a project, however broadly defined. In time, with success in the project and a reputation established, the NGO develops several projects, sometimes handled separately, sometimes clustered into programmes. The pursuit of these projects and programmes is largely conducted through funds received from donors of one kind or another. The funding is typically allocated for a specific project. Herein lies the next challenge in HRD. A project, by definition, has a beginning and an end. Staff appointments are therefore project based, contractual, and for specified periods. It is a purely informal understanding that a person has a place in the organisation as ‘a member of the family’. With such a heavy dependence on project funding, how does an organisation invest in HRD? Can an NGO offer long-term employment with career paths to its staff, accepting the risk of projects not coming its way in the volumes desired? If the softwaredevelopment sector can function this way, are there lessons to be learned there? The critical question for the NGO is something like this: what sort of HRD can offer, even if all staff are going to be with us only for three to five years? The link to the previous issue of manpower planning must be obvious. S.C.S (A) COLLEGE,PURI

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There is also a link to the next challenge, concerning the evaluation of and remuneration for jobs.

3.9 THE WORTH OF JOBS : NGOs find decisions about spending on themselves among the most difficult. The first difficulty is how to determine appropriate salaries and benefits A basic discipline that has stood the test of time, weathering many HRM fashions and fads, is the Job Analysis, which breaks down into the three subtasks. The Job Description explains the role to be performed in any position – what is done. Job Specifications describe the person who can do that work competently – the attributes required. Job Evaluation refers to the monetary worth of the job, given the mix of role and attributes. These three components are highly interdependent; any change in one calls for changes in the other two. If focus on Job Evaluation, we see that an organisation’s decision about the monetary worth to apply to a job (salary, perks, growth opportunity, etc.) may be influenced by any one of three main factor. Once again, it is useful to recognise that these three factors may actually be interdependent, although in practice most organizations tend to rely heavily on one, ignoring or undervaluing the other two. The important point is that an integrated approach requires a good-sized, reliable, and frequently updated database for comparative analyses, the only basis upon which to establish norms. In the business world, data are produced by qualified institutional bodies.

3.10 WORTH OF PEOPLE : In spending on ourselves, the questions of growth and the advancement of people within the organisation pose even tougher decisions – especially when it amounts to a performance based reward system. Indeed, the word S.C.S (A) COLLEGE,PURI

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reward is troublesome in the thinking of many NGO managers and is often avoided in formal statements. The first difficulty is seen as an ethical dilemma. When a business organisation rewards its employees, it is from funds that the organisation has earned for itself. In an NGO, the budgetary outlay on increases in staff salaries and benefits is made possible by somebody else’s money, often public money. The second difficulty is seen as a normative one. What is an acceptable ‘overhead’ in a development programme, defined as the ratio of what is spent on us to what reaches the people for whom we exist and work? What is the appropriate benchmark? The third difficulty is the (often unarticulated) conflict between the value of voluntarism and the value of professionalism. Sh ould people expect advancement, growth, rewards, and career prospects? Many NGOs are wary of ‘reward systems’ on such grounds. Yet decisions are taken all the time that differentiate among people on the basis of their worth to the organisation, often based on performance. The bare minimum is that increments and compensation should be enough to cover increases in the cost of living.

ROLE STRESS : There is likely to be some form of role stress, to greater or lesser extents, in all jobs, in all fields of work. It is important to recognize the nature of stress faced by the development worker and find ways to deal with it within the HR function. There appear to be at least four types of stress that form a rather unique cluster in the lives of young development workers. Not all of these are recognized. Not everybody is equipped to deal with them.

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ALIENATION : There is a price to be paid by young people who choose to work in the field of development. They have family and friends who don’t quite understand it. Challenges in NGOs and development programmes are only from family and old friends, but also from the community and the larger middle-class constituency itself. ‘What do they know – and what do they care – about our development problems. The price to be paid for such isolation is both emotional and intellectual.

EMOTIONAL LOAD : People working in the helping and healing professions experience some of the highest levels of job-related emotional stress. This may be true for development work too. The young person is plunged into a world of degrading poverty, cruelty, exploitation, and blatant injustice. One feels somewhat helpless at times, but is not expected to reveal such a feeling. One feels angry at times, but on what does one vent the anger? There is some guilt too, for one always has a safe haven to return to, a wholesome meal, a comfortable bed, even a cold beer. By day, one is the bright, analytical, competent project officer. Many a night, however, one suffers bouts of severe self-doubt and depression.

RESPONSIBILITY LOAD : Young people coming into development work are pitched into roles that require extraordinary levels of analytical, managerial, and relational skills, for which they have neither the training nor the life experience. They not only have to carry on, but must also project an image of themselves as S.C.S (A) COLLEGE,PURI

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knowledgeable, competent, and capable. Very soon they are also protecting that image, unfortunately an unrealistic self-concept. Overnight, one has turned into a development expert – not always on sound grounds. 3.11 WORK–LIFE BALANCE Ours not to reason why, but development workers are expected to work long hours, long weeks, long months. Working on Sundays and holidays is as common as the three-day stubble. One feels guilty finishing on time and leaving for home by 6 pm. One is expected to be seen around the place until 8 pm or even later. The development NGO often displays a dual character – apparently a caring organisation, as an NGO is supposed to be, yet demanding that staff put the development goals of the project before home and family. Burn-out can become an NGO status symbol. There may be other stresses too; unique to a particular type of NGO work or a particular location, but the four noted above could be regarded as fairly universal. It seems useful to view the four types of stress as a cluster, because they tend to be interconnected, with the manifestations of one aggravating those of another. The manifestations are easily recognised as the classic psychosomatic syndromes – compounded by increased smoking and drinking, irritability, breakdown in relationships, isolation, dysfunctional defence mechanisms, and so on. One of the links in the HRM chain is induction. We often take a lot of time and trouble over selection procedures, seeking to appoint the very best candidate. However, selecting somebody who is presumed to be suitable for a certain kind of work and bringing that person into a productive relationship with the position are two entirely different propositions. To bridge the gap, we need another system, followed as methodically as the selection procedures. Unfortunately, induction is the most neglected aspect of HR in most NGOs. S.C.S (A) COLLEGE,PURI

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Many NGOs are not even aware of such a procedure. Its importance is rarely recognised. When one considers the nature of work in development programmes, the manpower supply, and the types of role stress that people experience, induction may well be the HR procedure that most needs to be systematically followed in NGOs. The main features of a sound induction procedure would be the following:  The inclusion of a ‘personal growth’ programme – i.e. life skills, interpersonal and team  Competencies and communication skills.  Roles for existing staff as mentors (including the driver, who usually knows the project areas Better than anyone).  The big picture of organisational vision–mission–goals–strategy–values.  The hard requirements of project management: the systems and procedures.  Most important, the induction process is spread over a year – with an intensive week or ten days as a group at the start, and a shorter regrouping thereafter on a quarterly or four-monthly basis. It is impossible to overstate the importance of the personal growth component in induction. Much of the success of an NGO comes from the maturity and relational skills of its staff. Especially significant is the critical balance to be struck between the need for empathy and the need for detachment. The induction procedure offers an excellent opportunity to get started on these relational skills, signaling the organisation’s

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recognition of their importance. This calls for a sensitive and imaginative HRD function.

3.12 WORK STRUCTURES : If development workers value democratic processes, participation, empowerment, transparency, equality, and so on, how do these ideals get translated into practice and internalized. The way in which work is structured determines the actual organisational processes directly and far more powerfully than do statements of intent and sentiment. The most common discrepancy in an NGO is between the periodic exhortation to engage in teamwork on the one hand, and the project structure that reinforces one-to-one reporting relationships (and competition) on the other. Most development efforts are likely to be interdisciplinary, requiring strong interfaces across several domains of expertise, the relevant expertise being located in different project groupings. These need genuine team-based structures, with a facilitative style of leadership, rather than expert leadership. Conventional group-based structures would be unhelpful and even dysfunctional in such a situation. The term performance management supposedly refers to comprehensive attention to several determinants of organisational performance in a systemic way, very definitely attending to the organisational factors that are hampering individual and team achievement. Unfortunately, in practice, the idea is reduced to appraisal by another name ‘Performance management’ and ‘project management’ need to be brought together in a completely different mould here.

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3.13 LEADERSHIP AND MANAGEMENT Conventional management wisdom differentiates four broad levels of management function:  Strategy  Policy  Management control  Operational control. In a large organisation with diversified operations, these functions are the specialised responsibility of different groups of people – from the Board to the field. The logic of differentiation into the four types of management function might remain valid. However, it is likely to be the same group of project leaders, along with the founder, who will be undertaking all four types of management function. Quite a responsibility! What is the preparation for this responsibility? What kinds of institutional support exist? The all-too-common leadership gap in many NGOs arises from the failure of the founder to involve others in handling the first three management functions – if not all four – and keeping them exclusively to herself or himself. ‘Management development’ in the organization is typically restricted to project-management methodology. Leadership development is even more remote. A leadership team comprising a critical mass from the staff is a great need in all NGOs. The managers that form the leadership team must also handle the HR function. Every manager should be a leader, every manager a counselor, every manager a trainer every manager a manager of people.

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3.14 SECURITY AND RIGHTS : NGOs generally have a poor record of providing decent social security benefits for their staff. Legal loopholes are exploited to the full in keeping the benefits minimal. Development work being noble, staff are not expected to grumble. Women employees are often hit harder. An NGO grows in stature for its commendable work in the non-organised sectors of employment – organizing domestic workers, truck loaders, coolies, and casual labourers into associations to press for their basic rights to minimum wages, decent working conditions, social security, and so on. However, when the staff get together with other like-minded people to discuss working conditions in the development sector, they are firmly discouraged. What is it about HRM that makes it so pro-management and so anti-unionization? It tells us something about the underlying values in HRM – perhaps the very origins of HRM. Indeed, industry rewards for ‘best practice’ in HR have gone to companies that ‘successfully’ kept unionisation at bay. Is this the HRM that want grafted on to the organisations.

3.15 INSTITUTIONAL DEVELOPMENT : Like all other specialised management functions, HRM requires a minimum scale of operations for an organisation to set up its own department. HR function is crucial for the organization Some of the HR-related tasks performed by the leadership team. Other tasks in the HR function are more specialized (for example, knowledge of statutory obligations), and an ‘amateur’ effort might make things more difficult for the organization. One possible solution is for a syndicate of NGOs to set up a ‘HRM Co-operative’ to provide services, supporting it on a shared-cost basis. Indeed, this could extend to a ‘Management Services Co-operative’ in which several key S.C.S (A) COLLEGE,PURI

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management services are based for and on behalf of the member NGOs – strategic planning, job analysis, market research, and so on. Such a cooperative would be very different from a consultancy firm offering these services to the NGO sector. As we have seen, a pressing need in the NGO sector is for a reliable (and constantly updated) database for job evaluations and staffing decisions. The periodic benchmarking and inter-organisational comparative surveys needed for this may be located in such a co-operative. For the long-term effectiveness of the HR function in the development sector, we will need to undertake a more substantial institutional development process that supports the curriculum development, faculty development, and leadership development streams of work. Such a set-up must also integrate the HR, OD, and ID efforts in the sector.

POSTSCRIPT : One other trend in HRM in the corporate realm appears important for NGOs to note. With an increasing range of HR software suites available in the marketplace, the HR manager spends more and more time performing the HRM tasks . . . at the desktop! The explanation given is that it is an inevitable consequence of vast increases in organisational size and scale of operations. The human side of the function cannot help becoming depersonalised, perhaps even dehumanized. A good part of a physician’s success is said to lie in his or her bedside manner

3.16 THE ROAD AHEAD : Returning to the observation that the human resource may well be the critical variable in NGO work, And also to contend with the reality that the substance of HRM as taught and practised in the business/industry sector is likely (at best) to be unhelpful in the non-profit development sector. At worst, S.C.S (A) COLLEGE,PURI

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it may be counterproductive. What is the path ahead? There appear to be four tasks that demand urgent attention. They need to be viewed as four streams of work, mutually supporting, intertwined, and interdependent:  Curriculum development for an alternative approach to HRM for NGOs. .  Faculty development for teaching, training, and dissemination of the curriculum.  Leadership development to equip NGO managers to handle the HR tasks.  Institutional development to support and further the work in the first three streams. It should be possible to begin work on each of the fronts immediately. However, an integrated view of the four streams is likely to be more beneficial than piecemeal approaches.

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CHAPTER –IV 4.1 RESULT & DISCUSSIONS: An extensive research done by PRIA, a leading NGO in India, on the NGO Sector indicates the following facts about NGOs in India: TABLE-1 Number of people working in the NGO sector in India All India / State

Number

Volunteers

Paid

All India

24.4 million

88%

18%

West Bengal

1.67 million

92%

12%

Tamil Nadu

1.56 million

75%

31%

Delhi

1.25 million

82%

22%

Maharashtra

0.98 million

93%

13%

Meghalaya

0.23 million

88%

19%

Interpretation: In this table soon the number of people working in the NGOs sector in India. After the analysis this table increases the number of people working in west Bengal in India which height of 1.67 million. The volunteers are increasing 93% and the paid of NGO sector are increasing in Tamil Nadu of 31%. In 3 State number of people working in NGO sector Height all over India.

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TTABLE-2 Number of full time equivalent persons working in NGOs in India All India / State

Number

Volunteers

Paid

All India

65.35 lakhs

59%

48%

West Bengal

4.53 lakhs

65%

42%

Tamil Nadu

6.85 lakhs

46%

59%

Delhi

3.85 lakhs

54%

52%

Maharashtra

2.76 lakhs

74%

27%

Meghalaya

0.87 lakhs

58%

48%

Interpretation : According the above table that is know about number of full time equivalent persons working in NGO sector in India. After analysis this table in the increased number of people are height in Tamil Nadu . The Volunteers increasing of Maharashtra is of 74% and the paid of Ngo sector are Increasing in Tamil Nadu in 59%  From the above data it is revelled that most of the NGOs are staffed with voluntary workers and many of them have one or two paid staff. The question arises, how many personnel in NGOs are professionals if very few people are remunerated for their services. Review of various literature such as books, journals and unpublished research reports reveals that empowerment of human resource professionals is high on the agenda in development plans and policies. NGOs have proved to have the potential to facilitate the process of empowerment among professionals. The definition encompasses a few key elements such as power, autonomy and self-reliance, entitlement, participation, awareness development and capacity building. For a proper understanding of the process of empowerment, a systems view is presented in which all the relevant interlinked elements have been analyzed, such as the external agency (NGO), S.C.S (A) COLLEGE,PURI

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target group, development project/program, immediate environments of the target group and external agency, and the macroenvironment in which the target group and the NGO exist. Such a systems view would throw light on the differential impact of similar NGO initiated projects and processes on different target groups/communities. Further a seven-step process of assessment of professional’s empowerment is discussed within the systems framework. The steps are – assessments of the macroenvironment, the external agency environment, the external agency, the target

group

environment,

the

target

group,

the

development

program/project and lastly integration of the assessment process.

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CHAPTER-V 5.1 FINDING  Inadequate Human Resource Policies or Procedures.  Lack of Capacity to Manage a Diversity of Work Force.  Difficulties in Maintaining Balance between Employee and Organization Needs.  Development of HRM Plan Linked to Organization Strategic Focus.  Providing employee with support and undertaking is especially import in organization that work with children and trauma cases.  They should interact with the community by establishing better linkage with the Non Governmental Organizations working there in the locality.

5.2 SUGGESTION  Empowering NGOs to further improve the effectiveness, impact and sustainability of thei r efforts by identifying best tools for impact Monitoring & Evaluation and best practices in the area of Savings & Credit.  The HR managers should take lead in its effort to make a linkage between community and the industry.  Making social changes more visible in implementing and funding NGOs thus improving the development policy work.  Improving public recognition of NGOs and CBOs and their contribution to development.  The NGO Sector could encourage and assist in the selection of their objectives and in the preparation of a national-wide programme to be implemented

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5.3 CONCLUSION The market environment for competent and skilled personnel

is

becoming mcreasmgiy compeurive and costly. The constant pressure for change has forced so local NGOs to realize that events within and externally affect their performance and survival. Local N Os need to be aware that competent employees together with effective HR systems and practices are factors essential for securing sustainable competitive advantage in their market space or niche. This requires local NGOs to be proactive in continuously seeking to improve their human resource management practices. Adoption of organizational development process can support local NGOs develop strategies that introduce planned and systematic HR management practices. Organizationl systems processes and activities are integrated and synergized through a strong Organizational culture. A crucial task for local NGO leadership is to evaluate the extended to which organizational culture ensures the strategic integration and adoption of resource practices to make sure employee potential is harnessed and developed for the benefit of both the individual and organization. Donor agencies and governments are an important part in the local NGOs l' cycle as many organizations receive support from the two institutions to undertake development at community level. There is need for donor and government agencies to become more sensitive and pro-active in understanding the human resource challenges of partner implementing organisations and offer more support to build capacity in HR management in addition to providing funds and registration of the organizations S.C.S (A) COLLEGE,PURI

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BIBLIOGRAPHY  Borton, John (2014), ’Ethiopia: NGO Consortia and Coordination Arrangements, 1994-2014’, in Jon Bennett (et al.) (ed.), Meeting Needs: NGO Coordination in Practice, London: Earthscan  Drabek, Anne Gordon (2009), ’Development Alternatives: The Challenge for NGOs - An Overview of the Issues,’ World Development, 15: Supplement (Autumn)  Edwards,

Michael

and

David

Hulme

(2005),

’Scaling-Up

the

Developmental Impact of NGOs: Concepts and Experiences’, in M.  Maxwell, Simon and Alemayehu Lirenso (2008), ’Linking Relief and Development: an Ethiopian Case Study’, in Simon  Maxwell and Margaret Buchanan-Smith (eds.) Linking Relief and Development, IDS Bulletin,  Non-governmental organisations: Performance and Accountability beyond the Magic: by Michael Edwards, David Hulme  Strategic management: NGO management- by R.K Gupta (2010). Magazine:  Times of India  India Today  Business India Website  www.scholarshub.net  www.moneycontrol.com  www.google.com  www.//ngos//.h_r.com

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