Strategic HRD in NGO Management

Within the vibrant tapestry of India's non-profit sector a quiet revolution is stirring. This thesis reveals a fascinating paradox: while Indian NGOs intuitively understand that their people are their most valuable asset the journey from this recognition to a truly **strategic integrated approach to Human Resource Development (HRD)** is often a winding unpaved road. The research serves as a crucial compass mapping the landscape of Strategic Action Orientation (SAO) and HRD Orientation (HRDO) to expose a fragmented reality. It's a story of passionate organizations grappling with the very real constraints of limited resources and informal systems a struggle that often sidelines formal HR strategies. Yet the findings are not a condemnation but a clarion call. They illuminate the path forward suggesting that with deliberate effort-**through integrated frameworks focused capacity building and empowering participatory management**-these organizations can not only survive but thrive transforming employee growth from a hopeful byproduct into the engine of their mission's success.