The Academy of HRD stands tall with a rich legacy of 30+ years. AHRD founders visualised the need of developing HR & OD professionals with systematic research and world class knowledge and this gave birth to AHRD. They also visualised the void of well trained HR professionals and faculty and hence the Fellow and Associate programs was conceptualized and is being offered since 1995.
Initially it was offered in joint collaboration with XLRI and subsequently, the same program was independently taken forward. The fellow program is designed for all those who have gained good experience in the corporate and now aspire to achieve higher education, expand horizons, learn how to conduct research from stalwarts and earn a fellow from prestigious institution like AHRD. With more than forty two glorious alumni AHRD fellow program offers a unique edge over other fellow programs being offered in the country by its hybrid learning platforms and strong research focus.
Management is one field where practice precedes theory. Management theory is largely built on practices that are successful. Indian managers sit on bundles of data and do not use the data to add to the management knowledge. This is because unlike the Western managers they are not trained to do so. The Academy of HRD recognized long back the rising shortage of management teachers also in the country. Accordingly the Fellow and Associate programs were conceptualize and started offering from 1995. Initially in joint collaboration with XLRI and subsequently, the same programs were independently taken forward.
Strategic decisions in learning organizations can no longer be based on hunches or gut feelings. Organizations have begun relying on scientific analysis of data that the organizations generate. Data related to core competencies, organizational performance, employee skills and competencies could be crucial in formulating and implementing effective strategies for corporate plans, including diversifications and expansions.
When organization experiences are systematically researched and analyzed, they facilitate organizational change processes viz. restructuring, right-sizing, process improvement, etc. Internal research, process analysis, and HRD audit have become essential for validating and evaluating the effectiveness of HRD policies, systems and interventions in organizations.
Requirement of competent management faculty is continuously rising since the liberalization of technical/management education in India. ‘A teacher can give only what he has.’ Investment for acquisition of research skills and technology command go a long way in self satisfying and out performing teachers and management consultants
The main purpose of the program is to build participant competencies in designing and conducting research studies in HRD and OD, scientifically and independently. The program is designed to enable
The programs help build research aptitude and strong background in HRD & OD subjects. The candidate is expected to learn and grow as a matured researcher and demonstrate evidence of high level of academic scholarship and integrity. Though part time programs, the Fellow programs require him to complete all the phases up to the laid down standards of the faculty and the Academy.
There are 17 courses in this phase, the list of which is given below. This phase will include the classes, completion of course work, assignments and presentation if any. The successful completion of this phase is necessary to proceed to the next phase.
|A||F-101||Philosophy of Research|
|B||F-102||Systematic Literature Review|
|B||F-103||Quantitative Research Methods and techniques|
|C||F-104||Strategic Human Resource Management: A perspective of HRM|
|C||F-105||Understanding Organisational Behaviour : Individual and Group Dynamics|
|C||F-106||Macro Organisational Behaviour|
|D||F-107||Structured Equation Modelling(SEM)|
|D||F-108||Qualitative Research Methods|
|E||F-109||Theoretical underpinnings in OBHRM research|
|E||F-110||Leadership Change Management&Organisational Development|
|E||F-111||HR transformation: HR IS, Digitalization and Analytics|
|E||F-112||Collectives and Industrial Relations|
|F||F-113||International and Cross Cultural aspects of HRM|
|F||F-114||Applied Behavioural Science|
|F||F-115||Ethics and Governance|
|G||F-116||Academic & Research Writing|
|G||F-117||Paper Publication - National & International Journals|
This stage includes carrying out the research and submission of the Title Defense and Thesis. This phase would involve identifying a research problem, conducting the research study and preparing a research report in the form of a thesis. This stage has four sub stages:-
The candidate has to identify the research topic and present the title defense in the form of presentation . Once Title is approved by the jury then the candidate has to select the guide under whom he/she decides to complete his research. While the candidate can start the thesis related work after completing a few of the coursework subjects , the topic and design of the thesis can be considered final when the thesis proposal has been formally approved by the jury.
During the research journey candidates would be required to give a progress report of their research work after every 6 months.
Next stage would be the draft thesis presentation. The candidate will prepare a draft of the final thesis and make a presentation in the form of a seminar. After the seminar the candidate will be required to prepare the final thesis and submit it for evaluation. Thesis is ready for final submission or needs some changes will be decided at this stage by the jury.
after the draft thesis is approved by the jury, then comes the final presentation of the thesis. Once approved it will be sent for external evaluation and if the candidate qualifies, then the final thesis is submitted for Awardship.
The Fellow Program in HRD & OD is a Doctoral level program comparable to Ph.D level of a University while the Associate program is comparable to M. Phil. level of a university.
Fellow program students after completion of all the requirements of the program will be awarded the title of 'Fellow, Academy of Human Resources Development'
And the successful candidates from the Associate program will be awarded the title of 'Associate, Academy of Human Resources Development'.
Between 1999 and 2017, thirty seven scholars have been awarded Fellow titles. It is heartening to know that Fellows of the Academy enjoy very prominent positions. They have improved professional orientation of their job profiles, some shifted from business side to learning and development roles in their companies or to teaching institutions such as IRMA, NIRMA, XLRI, MIT (Manipal), etc. In corporates, many of them in roles as VP-HR, President-HR, Senior Director-H, etc. Often they have reported that their research abilities aid their superior performance and stand by them.
|M.G. Jomon (1998)||A Study of the Effectiveness of HRD Audit as on OD Intervention||Dr. T.V. Rao Late
Dr. Udai Pareek
|Salman M Kureishy (1999)||Mentoring Processes in Indian Organizations: An Exploratory Study||Dr. Satish K. Kalra|
|Kuldeep Singh (1999)||A Study of Relationship between Human Resources (HR) Practices and Performance of Business Organizations||Dr. E.G. Parmeswaran|
|Ginlianlal Buhril (2000)||Individual Factors Associated with Career Success and Growth in an Indian Insurance Organization||Dr. E.G. Parmeswaran|
|Srinivasa Rao Kandula (2000)||A Study of Relationship between Strategic Responses of Organization and Worker Development System Variables||Dr. Jerome Joseph|
|Ann Anderson (2001)||A Study of the Changed Business Environment on Roles and Performance of Bank Officers||Dr. Mathew J. Manimala|
|Ravindra Nath Saxena (2001)||A Study of Impact of Sensitivity Training on the Behavior and Performance of Bank Officers||Dr. Mathew J. Manimala|
|Prakash V. Bhide (2001)||A Study of Managerial Leadership Styles and Behavioral Preference of Subordinates in Relation to Role Efficacy and HRD Climate||Dr. O.B. Sayeed|
|Alapati Vittaleswar (2002)||AMTs and Shop Floor Personnel Motivation||Prof. D. Nagabrahmam|
|Liza Thomas (2001)||Gender, Micro-credit and Human Resource Development of Delivery Personnel in the Context of Credit Seeking Rural Poor Women||Dr. Jerome Joseph|
|Madhavi Mehta (2002)||A Study of Professional Values, Value Conflict and Coping Mechanisms of HRD Professional||Dr. Keith C. D’souza|
|Chandrima Banerjee (2003)||Determinants of Organization and People Related Initiatives in Planning and Executing Strategic Decisions in Indian Organizations||Dr. Ranjan Das
Dr. Madhukar Shukla
|Mohan Parmeswaran (2003)||A Study of Impact of Cultural Variables on Organizational Commitment and Work Commitment amongst Indian Managers: A Cross-Cultural Study amongst Indian and German Managers||Dr. O.B. Sayeed|
|Pallab Bandhopadhyay (2003)||Relationship between Career Anchors, Human Resource Practices, Organizational Commitment and Turnover Retention : A Study of IT Professionals||Prof. C. Balaji|
|Uma Sampathy (2003)||Relationship between Management Style, Organization Culture and Performance on Council Affiliated (ICSE) Schools in Twin Cities||Dr. E.G. Parmeswaran|
|N. Hariharan Iyer (2004)||Measurement of Organizational Citizenship Behavior of Professionals in High Technology Software Organizations||Dr. E.S. Srinivas|
|Anuradha Challu (2004)||An Assessment of the Role of HR in the Indian Corporate Sector||Dr. Keith C. D’Souza|
|Soundari V.V. (2004)||Identification of Competencies of Software Project Managers in Software Organizations||Prof. V. Anand Ram|
|Roshan Joseph (2004)||Factors Influencing Employee Participation in Knowledge Management: A Study in an Indian IT Company||Dr. U. Balaji
Prof. C. Balaji
|Suneeta Mishra (2005)||A Study of the Effects of Information Technology on Alienation at the Workplace||Dr. Jerome Joseph|
|Harismita Trivedi (2006)||Role Evolution Process of a Professional HRM Role in Organizations||Dr. Jagdeep S. Chhokar|
|S. Ramachandran (2006)||A Study of Personal Values and Impact of Personal-Organizational Value Congruence on Commitment in an Indian PSU||Dr. Keith C. D’souza|
|Archana Arcot (2006)||A Study of the Competency Based HR practice in Indian Organizations||Dr. S. Pandey|
|Jacob Thomas (2006)||Study of the relationship Betweeen empowering Forces and the Empowering Process Among Women in Managerial position in Business Organization||Dr. Jerome Joseph|
|A. C. Augustine (2007)||Antecedents / factors Affecting the Organizational Transformation||Fr. Dr. E. Abraham S.J.|
|Shaily Mitra (2007)||Study of Organizational Climate, Role Stress, Learned Helplessness and Interpersonal Needs and Their Impact on Performance of the Indian Banking Industry||Dr. D. M. Pestonjee|
|Saidatt Senapaty (2010)||The Relationship Between Occupational and Organizational Commitment of Software Professionals in India: Moderation by HRM Practices||Prof. A. Sreekumar
Dr. C.M. Ramesh
|Harry Charles Devasagayam (2012)||Organizational Citizenship Behaviour of Distributed Teams: A Study of the Mediating Effects of Organizational Justice in Software Organizations||Dr. N.M. Agrawal
Dr. V Nagadevara
Dr. K S Gupta
|Debaprasad Chattopadhyay (2013)||Impact of Self Perceived Spirituality of Leaders at Work and Leaders’ Reputation on Teams’ Spiritual Climate||Dr. Ashish Pandey|
|Rajesh Walawalkar (2015)||Company Secretaries' Perceptions of the Effectiveness of Mandatory Continuing Professional Education||Dr. Samta Jain|
|Anjan Bhowmick (2015)||Examining the Relationship between Organisation Structure and Innovation: A Study of Indian Corporations||Dr. Keith C. D’souza
Dr. Upasna A. Agarwal
|Prasanjit Dasgupta (2015)||A Comprehensive Study on Turnover Intentions, Work Engagement And Organizational Citizenship Behaviour of Nurses of Private Hospitals||Dr. Upasna A. Agarwal|
|Naresh Mehta (2015)||Impact of High Performance Work System on Innovation and Firm's Performance||Dr. D. M. Pestonjee|
|Deven Kamdar (2016)||Influence of 7S Framework on Team Performance: A study of a Faith Based Organisation||Dr. D. M. Pestonjee|
|Nobina Banerjee (2016)||The Essence of Exemplary Leaders: Understanding Passion over the Span of a Career||Dr. Rajeshwari Narendran|
|Sreeram Darbha (2017)||The Impact of Religious faith & workplace spirituality on the business sentiments of stock Brokers||Dr. N.M Khandelwal|
|Vishwanath Joshi (2017)||Career Establishment Process of Professionals in Indian IT Industry: A Phenomenological Study||Dr. Ashutosh Bhupatkar|
|Mr. Sanjeev Dixit (2018)||Impact of Organisational Values Elements & Employee Engagement Outcomes on Business Indicators.||Dr. Rajeshwari Narendran|
|Ravindra Dey (2018)||Impact of Personal Values and Emotional Intelligence on Leadership Effectiveness of Gen Y Students in B- Schools||Dr. Keith C. D‘souza|
|Suman Nair (2018)||Effect of Promotion and Transfer on Managerial Behaviors, Tested through FIRO B and Locus Of Control||Dr. Rajeshwari Narendran|
|Vasantha Lakshmi (2018)||Business Process Outsourcing Requirements in Human Re-source Function of Small and Medium Scale Enterprises in India||Dr. Ch. S. Durga
Dr. Snigdharani Mishra
|Bhanukumar Parmar (2018)||Exploring Accelerating Sales Force Performance through Introduction of Sales Incentive Scheme for On-role Employee in Telecom Industry.||Dr. Rajeshwari Narendran|
|Runa Maitra (2022)||A Study of Inter- Relationship of Corporate Education to Senior Leadership & its Impact on Employee Commitment||Dr. Rajeshwari Narendran|