PREFACE

Human Resource is considered as the most important and essential part of any organization. Human Resource Management is a process of bringing people and organization together so that the goals of each are met. It is that part of the management process which is considered with the management if human resource is an organization. It tries to secure the best from people by winning their whole hearted co-operation. In short, it may be defined as the art of procuring, developing and maintaining competent work force to achieve the goals of an organization in an efficient and effective manner. The human element is the most important factor production in which the success of

every business enterprise depends. The dealing concerned with the human element is the responsibility of the Human Resource (Personnel) Department. Thus in the project report I tries to find out that what is the impact of the human element on the establishment of Indian industries. Moreover it is also been tries to carried out that how does the HRD climate plays its role in the establishment and further working of any Indian industry. The research is carried out by way of questionnaire so that more enhanced and appropriate data can be collected and refined data can be extracted from it in order to maintain its purity as well as to carry out the in depth knowledge of the topic. It is also been considered that the more significant issues can be extracted from the research work as well as it help as a base for the research works to be carried out in future form of business.

Chapter no. Title Acknowledgment Preface List of Table List of figures 1. Introduction 2. Scope and Importance

Page no. III IV VI VII

3 Literature Review 4. Research Methodology 5. Findings and Analysis 6. Conclusions 7. Suggestions and Recommendation 8. Limitations

Bibliography Appendices

In any organization the Personnel (HR) and General Administration department are more or less merged together. this area is handled by personnel department. 4. Personnel Administration department performs the following tasks round the year:1. Grievance Handling. Directly addressed applications are also entertained at times. The dealing concerned with the human element is the responsibility of the Human Resource (Personnel) Department. No campus interviews are conducted for executive positions. PERSONNEL DEPARTMENT As it has been mention earlier. 2. 5. Promotions and Transfer. Recruitment and Selection. Motivation.The human element is the most important factor production in which the success of every business enterprise depends. 3. . Training and Development. These are headed by Administrative Officer and Personnel Officer who reports to Director (O & A). Recruitment and selection of employees for the managerial post is done generally by giving advertisement in the National Newspapers.

There is no criterion for conducting psychological test or written test before personal interview. After final approval. Seminars are also organised periodically. personal department issues the appointment letters to successful candidates. each member of the interview board rates him on the prescribed “Rating Form” and a common opinion is framed and sent to the Director’s office for approval. . The management mostly provides “on the job” training to the workers. Mostly the direct recruitment method is employed. etc. TRAINING AND DEVELOPMENT Any organization does not have any specialized training department which can provide training in various fields to the employees. RECRUITMENT AND SELECTION Recruitment of workers is done by application through employment exchange or directly as and when need arises. personality. Selection is done by proper screening of aspirants by the interview board. On the basis of the candidate’s educational qualification. Final appointment is done by the Director.

They believe in the policy of “NIP in the BUD” and not let any grievance grow out of proportion.As far as executive development is concerned not many seminars are held in the campus. . sometimes imagined. So every establishment requires a grievance handling policy and a proper procedure to be followed in case grievance is lodged. Grievances are feelings. Whenever there is any discontent among employees it is bound to result in turmoil which may adversely affect the interest of the management and ultimately lead to inefficiency of workers and low productivity. which an employee may have in regard to his employment situation. Employees have grievances against employers and viceversa. An organization has a very efficient system of grievance handling as any body is free to walk into any manager’s room and discuss and sort out his problems with the concerned person. working conditions etc. GRIEVANCE HANDLING It is an established fact that there is hardly a company or an industrial concern which functions absolutely at all times. sometimes real. They have been given opportunities to go out and attend seminars and other development programmes. They have meetings with workers union leaders every two years and have discussions about the appropriateness of wages and other problems regarding supervision advancement.

Under this approach it is assumed that the employees are offered rewards or shown the fear of punishment to motivate them. But it can be said that the closest theory being followed is the “Carrot and Stick”. the manager concerned is then approached. The punishment is in form of fines. bad reports or scolding by the senior supervisor or manager as may be the case.As such there exist no grievance redressal machinery but the grievance handling procedure followed goes something like this: the grievance is first lodged with the supervisor and if he is unable to help out. Annual functions are held where employees are praised and awarded certificates and on certain occasions monetary awards are also attached to them. The reward system in a firm can be more of non financial nature than financial one. If he manager is also unable to satisfy the grieving party the aggrieved takes the help of union leaders to reach to personnel officer. PROMOTIONS AND TRANSFER The criteria for granting promotions and transfer to the employees are used on seniority. have had two strikes where only in one of them arbitration was required from outside. MOTIVATION There is no formal system of motivation in any organization. performance and merit. In extreme cases only suspension as a form of punishment or resorted etc. Because of the company policy grievance in a firm and generally do not proceed beyond the personnel officer level. In some cases seniority automatically implies that the person . In the past.

where as in certain cases the promotion is granted to a person who is more meritorious and whose performance has been exemplary ever though he is not a senior. The decision ultimately has with the senior most person concerned or Director Operation.shall be granted a promotion. .

To prepare Human Resource Development Climate. To help the employees at lower level they need to updated properly and they need to share their expertise and experience with employees. Manager and Supervisors have to help the employees to develop the competencies in the employees. Faith upon employees: . Means whatever amount is invested that should be based on development of employees.In the process of developing HRD Climate employer should have faith on its employee’s capabilities.Whatever Top management feels about employees they have to express to employees and whatever employees think about top management it must be express in other words we can say that there should not be anything hidden while . employees will work for the well being of organization and for human being also. Top management should trust the employees that after making huge effort to develop employees.Scope of Human Resource Development Climate Motivator role of Manager and Supervisor: . Free expression of Feelings : . Manager and Supervisor’s responsibilities are more or we can say that they are the key players.

This will help to gain confidence in employees mind. Discouraging stereotypes and favoritism: . Feedback will help to remove the weakness. Encouraging and risk taking experimentation: .Personnel policies of organization should motivate employees to contribute more from their part.Whenever we talk about 100% effort then we have to talk about employee’s effort too. Organization can utilize and develop employees more by assigning risky task.Employees should be motivated by giving them authority to take decision. This concept is risky but gradually it will bring expertise in employees to handle similar situation in future.Management need to avoid those practices . Top management’s philosophy should be clear towards Human Resource and its well being to encourage the employees. Clear communication process will help to establish the HRD Climate. Supportive personnel management: . Nature of employees should be helping for management and for its colleagues. They should be always read to help to customers too. It will help to develop confidence in employees mind.communication process.Feedback should be taken regularly to know the drawbacks in system. Helpful nature of employees: . Feedback: . Employee will trust on management and he can express his opinion freely which is very good for HRD Climate.

It helps HR professionals to develop an early warning system to prevent threats emerging out from HR scenario. Importance of Human Resource Development Climate The importance of HRD Climate in an organization is as under-: 1. Management and Managers need to give equal importance. It forms a basis of aligning the organization strengths to the changes in the environment. Team Spirit: . 5. It enables the entry of the latest national/international HR developments.which lead to favoritism. Any kind of partial behavior should be avoided. Environmental factors of HR are prime influencing elements of change in HR strategy. which can turn a threat. Those people who are performing good they need to appreciate and those who are not performing well they need to be guided.There must be feeling of belongingness among the employees. It gives HR professionals time to anticipate opportunities in HR area and time to plan optional responses to these opportunities. and also willingness to work as a team. . or to develop strategies. 4. 3. 2.

To examine the nature of HRD climate prevailing in the industry. To identify the nature of HRD system in the industry. To analyse the prevailing practices of worker’s participation in Management and study the relation between Management and Employees.Objectives of the study-: 1. . To measure the effectiveness of Training Programmes implemented and Performance Appraisal techniques used in the organisation. 4. 2. 3.

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The matter of what. Effectiveness will differ with organizational context. we need to have a clear view of what an effective contribution would look like. natural capabilities. The use of personal capacities can be very helpful in describing the way in which an effective employee should operate and behave. Meaning of HR+D+Climate • HR means employees in organization. developed skills. The process of enhancing an employee’s present and future effectiveness is called development.If we need to find a way to develop employees in order to become effective contributors to the goals of an organization. who work to increase the profit for organization.HRD Climate Introduction: . experience and learning. it is acquisition of capabilities that are needed to do the present job. • Development. and on whose perspective we are adopting. . makes an effective employee is a combination of personality. but there can be no general prescription of an effective employee. or the future expected job. HRD is the process of helping people to acquire competencies. finally. After analyzing Human Resource and Development we can simply stated that.

Abraham An organization became dynamic and growth oriented if their people are dynamic and pro-active.Climate. To survive it is very essential for an organization to adopt the change in the environment and also continuously prepare their employees to meet the challenges. The structure enables the people’s energy to be focused towards process achievement and goal achievement. practices and conditions which exist in the working environment”. this is an overall feeling that is conveyed by the physical layout. (It is provided by an organization.) “Organizational climate is a set of characteristics of an organization which are referred in the descriptions employees make of the policies. this will have a positive impact on the organization. Organizational StructureAn organization’s structure is actually a ‘snapshot’ of a work process. Components of HRD Climate :The organizational climate consists of:1. If the structure and . Employee must have a clear definition of not only the work structure but also the role used to organize the work. the way employees interact and the way members of the organization conduct themselves with outsiders. frozen in time so that it can be viewed. Through proper selection of people and by nurturing their dynamism and other competencies an organization can make their people dynamic and pro-active.

It is not just achieving results but the methods through which they are achieved that are critical to long-term success. people will not know what the work process is. whom to go for help and decision. and who can Assist in solving problems that may arise. positive or negative. Organizational CultureOrganizational culture is the pattern of beliefs. its structure. knowledge. its people as well as its goals and vision for the future. attitudes. Their demands must not be .HR ProcessesThe HR system of an organization should be comprehensive enough to take care of employees from the time they join till the time they leave HR. 3.the role is not clear. Organizational culture can be supportive or unsupportive. 2. who is responsible for what. The most effective work culture is one that supports the organizations HR strategies by aligning behaviors. and customs that exists within an organization. its current values. processes and methods with the desired results. Before any HR strategy is designed there must be a clear understanding of the organization. Organizational culture may result in part from senior management beliefs or from the beliefs of employees. It can affect the ability or willingness of employees to adapt or perform well within the organization.

ignored, but a feeling of belongingness be created. Process should be very clear and impartial, so that employee’s faith in organization. From recruitment to retirement whole process should be according to employee’s expectation and ability of employer.

Importance of looking at the organization climate are: Looking at the organizational climate, which means taking a closer look at what is happening in and around in the HR scenario of the various organization. It is essential to work on because directly or indirectly this environment affects the organization and the employee.

Measuring HRD Climate 1. Economic condition – An organization’s economic condition influences its culture in several ways. The more prosperous an organization is the more it can afford to spend on research and the more it can afford to risk and be adventurous. 2. Leadership Style: An organization leadership style plays a profound role in determining several aspects of its culture. An authoritarian style may make the organization’s culture characterized by high position structure, low individual autonomy, low reward orientation, low warmth and support and so on, or it may be opposite, like goal directed leadership.

3. Managerial assumption about human nature: -

Every act on the part of the management that involves human beings is predicated upon assumptions, generalizations and hypotheses relating to human behavior. There are two theories of behavior (Theory X and Theory Y). 4. Managerial values and ethos: The feeling of managers about norms and values what is good and what is poor as management practice. There are few dimensions on which it can be checked. They are – self-awareness, risk-taking, participation, bureaucracy, equity, employee’s security and growth.

5. Organization size: A small organizations there are few levels of management; these are generally more amenable to democratic and participative functioning than big organizations. More open communication system in small organizations. Hence these organizations have a different type of climate than what are in big organizations. Human resources Human resources is a term with which many organizations describe the combination of traditionally administrative personnel functions with performance, Employee Relations and resource planning. The field draws upon concepts developed in

Industrial/Organizational Psychology. Human resources has at least two related interpretations depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production. The more common usage within corporations and businesses refers to the individuals within the firm, and to the portion of the firm's organization that deals with hiring, firing,

training, and other personnel issues. This article addresses both definitions.The objective of human resources is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner. Human resource management serves these key functions: 1. Selection 2. Training and Development 3. Performance Evaluation and Management 4. Promotions 5. Redundancy 6. Industrial and Employee Relations 7. Record keeping of all personal data. 8. Compensation, pensions, bonuses etc in liaison with Payroll 9. Confidential advice to internal 'customers' in relation to problems at work 10. Career development HUMAN RESOURCES Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001 in contrast requires to identify the processes, their sequence and interaction, and to define and communicate responsibilities and authorities. In general, heavily unionized nations such as France and Germany have adopted and encouraged such job descriptions

e. An extreme version of this view is that historical inequities such as African slavery must be compensated by current developed nations. which benefited from stolen "human resources" as they were developing. and have requested significant offsetting "foreign aid" contributions so that a developing nation losing human capital does not lose the capacity to continue to train new people in trades. and the arts. "Africa". The debate regarding "human resources" versus human capital thus in many ways echoes the debate regarding natural resources versus natural capital. as labor can move from one enterprise to another with little controversy or difficulty in adapting. i. An important controversy regarding labor mobility illustrates the broader philosophical issue with usage of the phrase "human resources": governments of developing nations often regard developed nations that encourage immigration or "guest workers" as appropriating human capital that is rightfully part of the developing nation and required to further its growth as a civilization. as it is put to narrow imitative use .especially within trade unions. One view of this trend is that a strong social consensus on political economy and a good social welfare system facilitates labor mobility and tends to make the entire economy more productive. but it echoes the general theme of converting human capital to "human resources" and thus greatly diminishing its value to the host society. They argue that this appropriation is similar to colonial commodity fiat wherein a colonizing European power would define an arbitrary price for natural resources. extracting which diminished national natural capital. Over time the United Nations have come to more generally support the developing nations' point of view. professions. This is an extremely controversial view.

in turn. their creativity. Foreign language and culture skills. and employment sectors that promote occupational skills. deprecate the term "human resources" as useless. and alter the character of a workplace. a broad inter sectoral approach to developing human resourcefulness has been outlined as a priority for socioeconomic development and particularly anti-poverty strategies. So one interpretation is that "firm-specific human capital" as defined in macro-economics is the modern and correct definition of . are examples of traits that such programs typically require. health. firing. Most corporate organizations that compete in the modern global economy have adopted a view of human capital that mirrors the modern consensus as above. and careful listening. The term corporate culture is used to characterize such processes. and in some cases even their pets and children. humor. their ethics.g. In general the abstractions of macro-economics treat it this way . Some of these.as "labor" in the using society. and an acknowledgment that human beings do contribute much more to a productive enterprise than "work": they bring their character.as it characterizes no mechanisms to represent choice or ingenuity. and job description is considered a 20th century anachronism. knowledge and performance enhancement. It would appear that these evidence a general shift to the human capital point of view. The traditional but extremely narrow context of hiring. In a series of reports of the UN Secretary-General to the General Assembly over the last decade [e. A/56/162 (2001)]. In the very narrow context of corporate "human resources". for example in education. ingenuity. there is a contrasting pull to reflect and require workplace diversity that echoes the diversity of a global customer base. their social connections. This calls for strategic and integrated public policies.

g. three major trends should be considered: • Demographics -: The characteristics of a population/workforce. Changes in society now mean that a larger proportion of organizations are made up of “babyboomers” or older employees in comparison to thirty years ago. flexibility of the employee required etc.and that this is inadequate to represent the contributions of "human resources" in any modern theory of political economy. age. government investment into industries etc. gender. predict and monitor. The external factors are those out-with the powers of the organization and include issues such as current and future trends of the labor market e.In order to know the business environment in which any organization operates. gender or social class. • Diversity-: The variation within the population/workplace. This type of trend may have an effect in relation to pension offerings. HUMAN RESOURCE DEVELOPMENT In terms of recruitment and selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities. for example management styles or even the organizational culture. competencies. . insurance packages etc. skills."human resources" . At this point it is important to consider both the internal and external factors that can have an effect on the recruitment of employees. sexual orientation. etc. Traditional advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the make-up of society insofar as race. for example. On the other hand internal influences are easier to control. education level.

headhunting.e. not enough staff for the jobs). community investment. organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed). While recruitment methods are wide and varied.• Skills and qualifications – as industries move from manual to more managerial professions so does the need for more highly skilled graduates. etc. • Generational difference –different age categories of employees have certain characteristics. it is important that the job is described correctly and that any personal specifications are stated. employment agencies/consultants. It is important that the correct media is chosen to ensure an appropriate response to the advertised post. In regard to how individuals respond to the changes in a labour market the following should be understood: • Geographical spread – how far is the job from the individual? The distance to travel to work should be in line with the pay offered by the organization and the transportation and infrastructure of the area will also be an influencing factor in deciding who will apply for a post. . employers will have to compete for employees by offering financial rewards. Job recruitment methods can be through job centers. and local/national newspapers. If the market is "tight" (i. for example their behavior and their expectations of the organization. • Occupational structure – the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession).

“organized learning over a given period of time. as an asset to the enterprise whose value will be enhanced by development. Human Resources Development is not a defined object. Human Resources Development is a combination of Training and Education that ensures the continual improvement and growth of both the individual and the organization. Human Resources Development is the framework that focuses on the organizations competencies at the first stage.Human Resources Development is a framework for the expansion of human capital within an organization. potentially satisfying the organization’s goals.” The capacities of individuals depended on their access to education”. tertiary or vocational courses or mentoring and coaching by senior employees with the aim for a desired outcome that will develop the individual’s performance. to satisfy the organizations long-term needs and the individuals’ career goals and employee value to their present and future employers.1984) Human Resources Development is the structure that allows for individual development. “Its primary focus is on growth and employee development…it emphasizes developing individual potential and skills” (Elwood. Human Resources Development can be defined simply as developing the . training. olton and Trott 1996) Human Resources Development can be in-room group training. 2001Human Resources Development is the medium that drives the process between training and learning. through education. and then developing the employee. to provide the possibility of performance change” (Nadler 1984). A successful Human Resources Development program will prepare the individual to undertake a higher level of work. “with a specific learning objective” (Nadler. The development of the individual will benefit both the individual and the organization. Kelly D. The Human Resources Development framework views employees. but a series of organized processes. Adam Smith states.

placing emphasis on how leadership. Trott Jr). James W. the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s. “development occurs to enhance the organization's value. The HRD climate of an organization plays a very important role in ensuring the competency. This movement grew throughout the middle of the 20th century. (Elwood F. Human Resources Development from a business perspective is not entirely focused on the individual’s growth and development. not solely for individual improvement. By 1920.most important section of any business its human resource by. which viewed workers in terms of their psychology and fit with companies. “attaining or upgrading the skills and attitudes of employees at all levels in order to maximize the effectiveness of the enterprise” (Kelly 2001)[4]. The HRD climate can be created using appropriate HRD systems and leadership styles of top management. and loyalty played important roles in organizational success. Modern concept of human resources Though human resources have been part of business and organizations since the first days of agriculture. The people within an organization are its human resource. Individual education and development is a tool and a means to an end. rather than as interchangeable parts. human resources had gained a permanent role within an organization. The . psychologists and employment experts in the United States started the human relations movement. cohesion. not the end goal itself”. Holton II. Although this view was increasingly challenged by more quantitatively rigorous and less "soft" management techniques in the 1960s and beyond. motivation and development of its employees.

These instruments are being widely used to assess periodically the climate. DEFINING CLIMATE Perception about an organization’s goals and about decisions that a manager should take to achieve these goals come not only from formal control systems but also through informal organization. This unit presents a detailed conceptual background of the HRD climate. In the recent past simple instruments have been developed to measure the HRD climate in organizations. It influences morale and the attitudes of the individual toward his work and his environment. constrain. maintain profiles and design interventions to further improve it. the development of the individual. . the extent of member’s dedication or commitment to organizational purpose. Both the formal and informal structure combine to create what is called organizational climate. judge. Climate is the atmosphere in which individuals help. and the efficiency with which that purpose becomes translated into results. and find out about each other.HRD climate is both a means to an end as well as an end in itself. By the end of the unit the reader should be able to use the HRD climate survey questionnaire to measure the HRD climate of his own organization. various research studies available on HRD climate and discusses an instrument to measure HRD climate that is being used by different organizations. reward. Reader also will get an overview of the HRD climate existing in different organizations. The term ‘climate’ is used to designate the quality of the internal environment which conditions in turn the quality of cooperation.

d) The perceptions have potential behavioral consequences. Though these reviews had been critical of the conceptualization and measurement of the climate construct. and that may be induced in the way that organization and/or its sub-systems deal with their members and environment”. The level of inclusiveness of the items scales and constructs are macro rather than micro. Hellriegel and Slocum (1974) define organization at climate as a ‘set of attributes which can be perceived about a particular organization and/or its sub-systems.Organizational climate has been a popular concept in theory and research for sometime and has received a great deal of attention in the past 25 years. This definition implied that in the measurement of organizational climate: a) b) Perceptual responses sought are primarily descriptive rather than evaluative. Schneider (1975) has prepared a working definition of climate: “Climate perceptions are psychologically meaningful molar descriptions that people can agree characterize a system’s practices and procedures. they have resulted in a significant understanding of the concept. Guion (1973) has stated that “The construct implied by the term ‘organizational climate’ may be one of the most important to enter the thinking of industrial psychologists in many years”. Twelve reviews of climate literature have appeared since the mid-1960s. People perceive climates because the molar . By its practices and procedures a system may create many climates. c) The units of analysis tend to be attributes of the organization or specific sub-systems rather than the individual.

if the climate is one which rewards and supports individual differences. because satisfaction is a personal evaluation of a system’s practices and procedures. people in the same system will not behave similarly. people in the system tend to agree less on their satisfaction than on their description of the system’s climate.perceptions function as frames of reference for the attainment of some congruity between behavior and the system’s practices and procedures. However. Some alternative characteristics are as follows: — Focus on results versus focus on following work — Individual accomplishment versus being a member of the team — Initiative and risk-taking versus not rocking the boat — Individual gains versus enhancement of organization objectives — Tough mindedness versus dealing with people vs. Further.” By its very nature. ‘climate’ cannot be described concretely. avoidance of unpleasant actions — The relative importance of participating management versus authoritarian management .

This developmental climate will have the following characteristics (Rao and Abraham.HRD CLIMATE AND ORGANIZATIONAL CLIMATE HRD climate is an integral part of organizational climate. It can be defined as perceptions the employee can have on the developmental environment of an organization. 1986): — A tendency at all levels starting from top management to the lowest level to treat the people as the most important resource — A perception that developing the competencies in the employees is the job of every manager/supervisor — Faith in the capability of employees to change and acquire new competencies at any stage of life — A tendency to be open in communications and discussions rather than being secretive (fairly free expression of feelings) — Encouraging risk-taking and experimentation — Making efforts to help employees recognize their strengths and weaknesses through feedback — A general climate of trust — A tendency on the part of employees to be generally helpful to each other and collaborate with each other — Team spirit — Tendency to discourage stereotypes and favoritism — Supportive personnel policies .

HRD climate contributes to the organizations’ overall health and self-renewing capabilities which in turn. ELEMENTS OF HRD CLIMATE The elements of HRD climate can be grouped into three broad categories — general climate. Trust. team and the entire organization. Some organizations may have some of these tendencies. some others may have only a few of these and few may have most of these. It is possible to work out the profile of an organization on the basis of these tendencies. Confrontation. Proactively. dyads. reward management. These three groups were taken with the following assumptions: a) A general supportive climate is important for HRD if it has to be implemented effectively. Such supportive climate consists of not only top management line . increase the enabling capabilities of individual. OCTAPAC culture and HRD mechanisms. The items dealing with HRD mechanisms measure the extent to which HRD mechanisms are implemented seriously. training. etc. Autonomy.— Supportive HRD practices including performance appraisal. job-rotation. The general climate items deal with the importance given to human resources development in general by the top management and the line manager The OCTAPAC items deal with the extent to which Openness. career planning. Authenticity and Collaboration are valued and promoted in the organization. Organizations differ in the extent to which they have these tendencies. potential development.

c) OCTAPAC culture is essential for facilitating HRD. Authenticity is the tendency on the part of people to do what they say. Openness is there when: employees feel free to discuss their ideas. These mechanisms include: performance appraisal. i. training. b) Successful implementation of HRD involves an integrated look at HRD) and efforts to use as many HRD mechanisms as possible. performance rewards feedback and counseling. etc. employee welfare for quality work life. Abraham (1986). The concept of climate with specific reference to HRD context. Collaboration is to accept interdependencies. has been recently introduced by Rao and. Trust is taking people at their face value and believing what they say. potential appraisal. Perhaps it could be due to this reason that there is hardly any research work available in published literature. Proactively is encouraging employees to take initiative and risks. Confrontation is bringing out problems and issues into the open with a view to solving them rather than hiding them for fear of hurting or getting hurt. Jobrotation. Autonomy is giving freedom to let people work independently with responsibility. career planning. to be helpful to each other and work as teams. HRD climate.management’s commitment but good personnel policies and positive attitudes towards development. . activities and feelings with each other.e. The conventional connotation with which the term ‘climate’ has been used in literature is ‘Organizational Climate’.

Thus. factor analysis was conducted. Emergence of single/few factors with large Eigen value from among the presented items is an indication of the factorial validity of the questionnaire.MEASURMENT OF HRD CLIMATE Since the HRD climate is somewhat similar to the conventional organizational climate. To establish the factorial validity of the items instrument developed to measure HRD climate. The Varimax method yielded three major dimensions or factors of climate which are listed in another table. some of the items of the HRD climate questionnaire. Thus. Thus. . To understand various independent dimensions of climate these factors were rotated using Varimax method and the results are presented in the following table 2.1% of variance of climate. The results of the principal components method of factor analysis are presented down. The first factor accounts for 44. These exclusive items are related to OCTAPAC culture which is specific to HRD climate. this questionnaire can be expected to measure HRD climate. with a reasonable degree of confidence it can be concluded that this 38 items instrument is measuring climate well enough. an item-wise comparison of this questionnaire with four other questionnaires that measure organizational climate is presented in order to establish the content validity of this questionnaire.7% of variance of climate and nine factors explain 84. are exclusive to HRD climate. the rest being common with the items included in organizational climate questionnaire.

To measure the HRD climate prevalent in any organization. on the whole the climate is hypothesized to consist of major components. Since each alpha is large (greater than 0. al 1987). . viz.Thus these three dimensions seem to be related to counseling. Average of all the scores of all the items is taken as the HRD climate. homogeneity of items) is tested using Cronbach Alpha. An alpha value of at least 0. The average of the responses of all the managers is taken as item score for the organization. Thus. this questionnaire was administered to several managers in the organization at various hierarchical levels. Each manager is required to score each of the 38 items on a 1-5 point scale. This study points out that the climate has the HRD mechanisms/instruments as the major dimensions. To establish the reliability of this HRD climate questionnaire. the internal consistency (that is. general climate OCTAPAC culture and HRD mechanisms (Rao and Abraham. The Cronbach Alphas related to each item of the questionnaire is presented in Table 4. autonomy and proactively.80 indicates high consistency or internal agreement between an item and the entire set of all the items in the questionnaire (Guy et.80) it can be concluded that the internal consistency of this questionnaire is acceptable and that all the items proposed to be included in the questionnaire are necessary and dropping any one of them does not improve the internal consistency of the questionnaire. training and philosophy. 1986).

. b) There are mechanisms in the organizations to reward any good work done or any contribution made by the employees. f) Employees returning from training programmers are given opportunities to try out what they have learnt. e) Employees in this organization take pains to find out their strengths and .e. The following are the items with respect to which the HRD climate is not favorable. an item-wise analysis is conducted and results are discussed below. the . It is interesting to note that the average extent of climate prevalent in all the 52 organizations is about 54% which is rather low. d) When behavior feedback is given to employees they take it seriously and use it for development.average item-wise scores are below 50%. i.SURVEY OF HRD CLIMATE IN INDIAN ORGANIZATIONS Several Indian organizations were surveyed for their HRD climate and data was collected from 2673 respondents from 52 organizations and the results of which are presented here. c) Employees are encouraged to experiment with new methods and try out creative ideas.weaknesses from the supervising officers or colleagues. To see which components are favorable and which are not. a) Top management goes out of its way to make sure that employees enjoy their work.

the average item-wise scores are above 60%. Thus it appears that there is a gap between belief and practice. f) Employees are not afraid to express or discuss their feelings with their superiors. Promotion decisions are based on the Suitability of the promoter rather than on favoritism. h) i) Career opportunities are pointed out to juniors by senior officers in the organization. a) The top management believes that human resources are an extremely important resource and that they have to be treated more humanly.g) Employees are encouraged to take initiative and do things on their own without having to wait for instructions from supervisors. d) Performance appraisal reports in our organization are based on objective assessment and adequate information and not on favoritism. i.. they take it seriously and try to learn from the programmed they attend.e. and yet they do not seem to do much in developing their human . at the top management level. The following are the items with respect to which the HRD climate is favorable. b) c) People in this organization are helpful to each other. e) When employees are sponsored for training. This organization ensures employee welfare to such an extent that the employees can save a lot of their mental energy for work purposes. though the top management believes that human resources are their most important asset. namely.

Though most of the organizations spend huge amounts of money on training and the employee also take their training seriously. Except for promotion decisions. It is unfortunate to note that the organizations do not seem to be fostering any creativity and encouraging any initiative on the part of the employees to perform their own tasks. .resources. the organizations dc not seem to be making any effort to make effective use of the investments made in training the employees by not assigning them the tasks related to the areas in which they are trained. This indicates that the organizations are creating a climate for openness insofar as expression of feelings is concerned. the reward mechanisms are not seen to be favorably implemented. but not for receiving the feedback. It is rather strange to note that HRD climate is open enough for the employees to discuss their feelings with their superiors. yet the employees are reluctant to accept the feedback given by their superiors and use it for their development.

policies that emphasis a collaborative attitude and trust among the people go a long way in creating the HRD climate.WHAT CONTRIBUTES TO HRD CLIMATE? The following factors may be considered as contributing to HRD climate: 1) Top Management Style and Philosophy: A developmental style a belief in the capability of people participative approach openness and receptivity to suggestions from the subordinates are some of the dimensions that contribute to the creation of a positive HRD climate. that emphasis equity and objectivity in appraisals policies that emphasis sufficient resource allocation for welfare and developmental activities. 3) HRD Instruments and Systems: A number of HRD instruments have been found to generate a good HRD climate. career development systems. the HRD climate is likely to be vitiated. 2) Personnel Policies: Personnel policies that show high concern for employees. . Particularly open systems of appraisal with emphasis of counseling. potential development systems etc. If the personal behavior of any of these agents is not supportive. 4) Self-renewal Mechanisms: Organizations that have built in self-renewal mechanisms are likely to generate a positive HRD climate. informal training mechanisms. contribute to HRD climate. 5) Attitudes of Personnel and URD Staff: A helpful and supportive attitude on the part of HRD and personnel people plays a very critical role in generating the HRD climate.

.6) Commitment or Line Managers: The commitment of line managers to the development of their subordinates is a very important determiner of HRD climate. If line managers are willing to spend a part of their time for their subordinates. it is likely to have a positive impact.

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Feedback 5. Training and Development 6.INTRODUCTION TO THE PROBELM The main objective of my study is to analyse the HRD climate and system implementation in the Camphor & Allied Products Ltd. Reward and Punishment 3. (CAP). Career Planning 7. Communication Process 3. HRD System:- 1. Participation HRD Climate:- 1. Non Financial Motivation and Job Satisfaction 2. Succession Planning 8. Collaboration and unity among employees . As the organisation is not very large and my research is empirical in nature that’s why I have covered the following aspects of HRD climate and system. Transfer and Rotation 2. Performance Appraisal 4.

The major emphasis in exploratory Research design is on discovery of ideas and insights. used as a guide in collecting and analyzing data. • To analyze prevailing structure of HRD Climate in Indian Industries and its present impact on the employees. To study in detail the view point of employees towards the implementation of HRD Climate. • • To analyze weaker sections of this HRD Climate. .Objectives The broader purpose of the present study is to explore Human Resource Development Climate. • To understand the impact and effects of HRD Climate on the employees working in Indian industries. There are three types of Research Design:- 1. Exploratory Research Design:. RESEARCH DESIGN Research design is simply the framework or plan for a study. More specifically the objectives of the study are: • To understand different criteria under which the HRD Climate of any organization is defined.

These heads are followed by – Mr.A Causal Research Design is concerned with determining cause and effect relationship. (b)Sampling Unit:The organisation structure of has been classified into three Department viz. Descriptive Research Design was undertaken as it draws the opinion of employees/ workers on a specific aspect.Sections. For the study. Mr.P. Tyagi (General Manager.The Descriptive Research Design Study is typically concerned with determining the frequency with which something occurs or the relationship between two variables. which are headed by Mr.Managers. Works). Descriptive Research Design:. Causal Research Design:.K. Bareilly. S.Employees Extent: Camphor & Allied Products Ltd.V.2. Finance. 3. Singh (General Manager. Time: July’ 06 – Apr’ 07. General & Administration and Works. SAMPLING DESIGN (a) Population:- Element: Managers (15) & Employees (100 per shift) Sampling Unit: Departments. Ravi Vaish (Manager Finance). Commercial & Administration) and Mr. .

Epin Bargie ( Manager. Finance) 3. Mr. Mr. Commercial). Mr. Tyagi ( General Manager. Mr. Divakar Kumar (Assistant Manager. Ravi Ranjan ( Senior Officer. The list of employees. Finance). Engineering). Mr. Mr. Mishra (Dy. Works) 12. Commercial) 8. P. Epin Bargie ( Manager. R. Bali (Senior Sales Officer) 11. Singh (General Manager. Divakar Kumar (Assistant Manager. Mr. Mr.P. Mr. Milan Khandelwal (Plant Manager). Mr. Milan Khandelwal (Plant Manager) 13. Khandelwal ( Senior Officer. Quadir Ahmed ( Assistant Officer. Mr. Mr.A. total 375(100 per shift) was provided by the organisation.L. Production) and Mr. Ravi Vaish (Manager Finance) 2. S.K. Taxation) 5. Mr. Shah (Manager. Mr. Production) . Stores) 4.Rajeeva (Assistant Manager. V. Mr. Officer) 9. Rajeeva (Assistant Manager. B. Kamal M. Commercial & Administration) 6. Mishra (Dy. Kamal M.P. Administrative Officer) 7.K. Administrative Officer). N. Personnel) 10. Mr. Shammi (Assistant Liason. Mr. (c) Sampling Frame:List of managers from which sample is actually drawn is as follows: 1.

Sanjay Paul (Dy. Stratified 5. Convenience 2. Types of Non-Probability Sampling 1. That is each member does not have a known non zero chance of being included.L. Double 2. Cluster 4. Probability Sampling is of following types: 1. Mr. Manager. Engineering) 15. Mr. Simple Random 2. Non-Probability Sampling: Non probability sampling is non-random and subjective.14. Shah (Manager. Systematic 3. Engineering) (d) Sample Size:9 Managers + 19 Employees (e) Sampling Method:- There are two methods of sampling:1. Probability Sampling: It is based on the concept of random selection of a controlled procedure that assures that each Population element is gives a non-zero chance of selection. Judgement . P.

Secondary data will be collected from published sources like Journals. For this research work I have choosen Non. as per their knowledge. various newspapers and published books. Quota Researcher selects the sample as per their convenience. They were asked to choose the best alternative among the given alternatives.Probability Convenience Sampling because time limit for the completion of the work is limited and also managers and employees are not available all the time. For this purpose a questionnaire is given to the managerial staff of the CAP. b. Primary:. DATA COLLECTION METHOD Data for the present study is collected from two sources: a.3. . Secondary: .The first hand information is collected with the responses of questionnaire. Magazines. experience and observation.

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rules and regulations that are been carried out in an organization. In the winter project the research is been carried out on the HRD climate of Indian Industries. policies.In every project report it is considered to be an important part to find and analyze all the facts and figures been produced by the research work. their layout. implementation. The research is done to analyze that whether the HRD structure is fulfilling the demands of the employees or any need or change is been required in their schedule or not. For that purpose a small questionnaire session is been conducted in order to find out the employees’ views regarding the current HRD Climate implemented in their organization. . It helps in drawing out final conclusions and reaching at a final result or to find the solution of the problem for which the research is being done.

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CONCLUSION .

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Suggestions and Recommendations .

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 The first and foremost limitation is regarding the sources of information. which is essential to maintain uniformity through out the project. Hence the findings obviously carry all the limitations of the statistical tools used. an attempt has been made to standardize the data wherever required.  The aggregate figures for various parameters are subject to exclusion or inclusion of various constituent variables.  Same sets of data from different sources are different. . The information contained has been obtained from sources believed to be reliable and in good faith. Since not all the data are available from a single source. So to derive actual data becomes impossible based on those questionnaires.Limitations The project report carries with it few limitations.  One more important limitation occurred while conducting questionnaire is that most of the respondents had either missed it or many hadn’t returned it or many hadn’t filled it particularly. While sincere efforts are made to ensure the absence of mismatch.  Using several statistical tools derives the estimates. the extent to which this can be done is limited. on which the accuracy of the text written will depend.  The second limitation is that some of the calculations are based on certain assumptions considered appropriate. but which may not be verified independently.

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Ltd.BOOK: 1.. 2005 WEBSITES: .Methods and Techniques.New Delhi.New Age International Pvt.R.. Kothari.C.

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Rarely (b). Never Que 5). (a). Never Que 4). The responses given by you shall be kept confidential. Sometimes (d). Never (b). Lucknow. Promotion decisions are based on the suitability of the promotee rather than on favouritism. Sometimes (d). Rarely Que 2). Rarely (b). When behaviour feedback is given to employees they take it seriously and use it for development. Rarely (b). Always (c). Always (c). Always (c). Sometimes (d). Job-rotation in this organisation facilitates employee development. Rarely (b). Always (c). Thanks. There are mechanisms in this organisation to reward any good work done or any contribution rnade by employees (a). You are requested to fill the questionnaire. Never Que 6). It is to submit that I am a student of MBA (final year) of U P Technical University. Performance appraisal reports in our organisation are based on objective assessment and adequate information. Never Que 3). Sometimes (d). Always (c).QUESTIONNAIRE Dear Respondent. For partial fulfillment of MBA degree I am conducting a research project in your esteemed organization. . Sometimes (d). (a). Is there Job rotation practiced in the organisation? (a). (a). Puja Mittal Que 1).

Sometimes (d). Sometimes (d). (a). Career opportunities are pointed out to juniors by senior officers in the organisation. Sometimes (d). they take it seriously and try to learn from the programmes they attend. Sometimes (d). Sometimes (d). Sometimes (d). Rarely (b). (a). Always (c). Always (c). Always (c). Rarely (b). (a). Rarely (b). Never . (a). Never Que 9). Delegation of authority to encourage juniors to develop handling higher responsibilities is quite common in this organisation. Never Que 8). Never Que 7). Rarely (b). (a). Never Que 11). Rarely (b). Always (c). Rarely (b). Never Que 10). Seniors guide their juniors and prepare them for future responsibilities/ roles they are likely to take up. Always (c). Always (c). Employees returning from training programmes are given opportunities to try out what they have learnt.(a). When employees are sponsored for training.

The top management is willing to invest a considerable part of their time and other resources to ensure the development of employees. Employees are afraid to express or discuss their feelings with their superiors and subordinates. Rarely Que 17). Never Que 13). Always (c). Never Que 16). Sometimes (d). Sometimes (d). (a). (a). When problems arise people discuss these problems openly and try to solve them. Team spirit is of high order in the organisation. People lacking competence in doing their jobs are helped to acquire competence. Sometimes (d). Always (c). Rarely (b). Always (c). (a). Rarely (b). Never Que 18). Always (c). (a). (a). Always (c). (a). Rarely (b). (a). The top management of this organisation goes out of its way to make sure that employees are invited for participation in decision making. Always (b). Rarely (b). Never Que 15). Sometimes (d). Always (c). Sometimes . Never Que 14). Never (b). Rarely (b). Sometimes (d). Sometimes (d).Que 12). When an employee does good work his supervising officers take special care to appreciate it.

(c). Always (c). Rarely Que 19). People in this organisation are helpful to each other. Sometimes (d). (a). Rarely (d). Never . Never (b).

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