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In the partial fulfillment of the requirement for the degree of MBA Session: 2010-2012
SUBMITTED TO: Mrs. SAVINA GOYAL ASSISTENT PROFESSOR
SUBMITTED BY: ANUP KUMAR MBA 2nd Sec (A) Roll No. – 5405
SCHOOL OF MANAGEMENT STUDIES PUNJABI UNIVERSITY, PATIALA
it becomes more important to provide a conducive organizational climate. the ever-rising feeling of the management for survival and growth have contributed to the need for a serious inquiry into the type of activities taken up by the HRD department and to know about the systems. team spirit and in communication. HRD as a concept demands a supportive organisation culture to take root. co-operation. In this context. As performance highly depends on the training 2 . increase market share and get the best people in the industry. introduce new products. the researcher felt that there should be proper inquiry on the HRD competencies needed for every employee to perform his role effectively. goals and strategies adopted by the management while practicing HRD. Assets that have been acquired need to be retained and efforts need to be taken to enhance their value. To enable human resources. raise capital in the market. The most crucial constituent within an organization is constantly being challenged by the changing environmental conditions with many organizations. advanced technology. trust. HRD involves all decisions that influence the human resources in the organization. as and when circumstances change. Employees enable an organisation to achieve its goals and the management and development of these resources is critical to an organisation’s success. organisations need to effectively deploy them through human resource practices and management of organizational culture. The improving machinery. It enriches the work life in an organisation and aims to link productivity with a sense of personal fulfillment. Organisations have to compete to get into new markets. efficiency and growth of individuals. it is important for an industry to keep in mind the development of human resources in the areas of competency.OCTAPACE Today’s organisations are guided by competition. risk-taking. So Human Resource Development (HRD) is needed to develop competencies of individual employees through its various interventions. without downsizing the structure. HRD is more personnel-oriented and believes that participation and communication would bring about greater commitment. This needs human resources who are primarily responsible to enhance their value and also of other assets. As the tendencies of the employees and HRD climate vary. To cope with the existing workload.
Every manager in the industry holds the authority and role to be played as a counselor. 3 . it becomes essential to evolve strategies for developing people towards planning their career and make them aware of the opportunities available in the industry. Effective counsel Effective counselor's attitude and OCTAPACE profile.package. there arises a probe into reviewing the effectiveness of training function also. HRD competency. Training effectiveness. The researcher got interested to take up a descriptive study comprising of seven dimensions namely HRD practice profile. Career planning and development. which would create an atmosphere of openness. It is not enough to make them realize only their career development. but it is also important to develop superior subordinate relationship through effective counseling services. commitment and trust. HRD climate. While identifying the areas of improvement for the individual.
CONFRONTATION: Confrontation can be defined as facing rather than shying away from problems. there should be more unbiased performance feedback. and taking steps to encourage more feedback and suggestions from customers.OCTAPACE CONCEPT Organisation Culture Understanding and stating organisation culture has gained importance in today’s organisation because it is critical to sharpening competitive advantage. Openness is in both directions. floor space is shared by other colleagues at different levels in the organization. This willingness to share and this openness results in greater clarity of objectives and free interaction among people. Similarly. Indicators of openness in an organization will be productive meetings and improved implementation of systems and innovations. etc. 4 . Openness may also mean spatial openness. colleagues and others. receiving and giving. openness means receiving without reservation. For example. and feelings. information. values and shared assumptions and it is the social force that controls the patterns of organizational behaviour by shaping members’ cognition and perception of meanings and realities. in terms of accessibility. even the chief executive does not have a separate exclusive cabin. In some organizations. It also implies deeper analysis of interpersonal problems. The organisation culture is a system of organizational symbols. The term confrontation is being used with some reservation and means putting up a front as contrasted with putting one's back to the problem. feelings. feedback (including criticism). All this involves taking up challenges. without hesitation. Installing internal E-mailing may be a step in this direction: everyone having a computer terminal has access to information which he may retrieve at any time. A better term would be confrontation and exploration (CE). As a result of openness. Both these may relate to ideas (including suggestions). feedback. OPENNESS: Openness can be defined as a spontaneous expression of feelings and thoughts. ideas. Offices without walls are another symbolic arrangement promoting openness. it means giving. and the sharing of these without defensiveness. beliefs.
It is also reflected in a sense of assurance that others will help.TRUST: Trust is not used in the moral sense. The outcome of collaboration includes timely help. The indication could be productivity reports. preplanning and taking preventive action. Trust is an extremely important ingredient in the institution building processes. In the latter. says and does. taking a fresh look a things. and in not misusing it. PRO ACTION: Pro action means taking the initiative. action is in response to an act from some source. others. AUTHENTICITY: Authenticity is the congruence between what one feels. and encouraging creativity. We are so caught up with our daily tasks that we often only use traditional. better succession planning. team work. 5 . AUTONOMY: Autonomy is using and giving freedom to plan and act in one's own sphere. COLLABORATION: Collaboration is giving help to. sharing of experiences. and in unreserved sharing of feelings. It is reflected in maintaining the confidentiality of information shared by others. better resource utilization and higher quality of meetings. and involvement of staff. Trust is also reflected in accepting what another person says at face value. The main indicator of autonomy is effective delegation in organization and reduction in references made to senior people for approval of planned actions. more joint decisions. when such help is needed and will honor mutual commitments and obligations. The outcome of authenticity in an organization is reduced distortion in communication. Authenticity is closer to openness. EXPERIMENTING: Experimenting means using and encouraging innovative approaches to solve problems. tried and tested ways of dealing with problems. improved communication and improved resource sharing. while in the former the action is taken independent of the source. It develops mutual respect and is likely to result in willingness to take on responsibility. individual initiative. more meetings. It means working together (individuals and groups) to solve problems and team spirit. This can be seen in the correspondence between members in an organization. and calculating the payoffs of an alternative course before taking action. and asking for help from. and not searching for ulterior motives. It means respecting and encouraging individual and role autonomy. It is reflected in owning up one's mistakes. using feedback for improving. The pro action can be contrasted with the term react.
feelings.competence and sense of judgement.QUESTIONNAIRES Section 1 √4 √2 if it is highly valued if it is given a rather low value √3 √1 if it is given a fairly high value if it is given a very low value Answer in the way provided alongside 4 3 2 1 Respond to the following items on the answer sheet 1) Free interaction among employees. action 15) Accepting and appreciating help offered by others 16) Encouraging employees to take a fresh look at how things are done 17) Free discussion and communication between seniors subordinates 18) Facing challenges inherent in the work situation and respecting 6 . 2) Facing and not shying from problems. 3) Offering moral support and help to employees and colleagues in a crisis. each others. 14) Close supervision of. and directing employees on. smartness and even a little manipulation to get things done 13) Seniors encouraging their subordinates to think about their development and take action in that direction. 4) Congruity between feelings and expressed behaviour(minimum gap between what people say and what people do 5) Preventive actions on most matters 6) Taking independent action relating to their jobs 7) Team work and team spirit 8) Trying out innovative ways of solving problems 9) Genuine sharing of information. feelings and thoughts in meetings 10) Going deeper rather than doing surface-analysis of interpersonal problems 11) Interpersonal contact and support among people 12) Tactfulness.
7 . 20) Owning up to mistakes 21) Considering both positive and negative aspects before taking actions. 22) Obeying and checking with seniors rather than acting on your own. 23) Performing immediate tasks rather than being concerned about large organization goals.19) Confiding in seniors without fear and they will misuse the trust. 24) Making genuine attempts to change behaviour on the basis of feedback.
emphasis on team work dilutes individual accountability 32) Thinking out and doing new things tones up the organization’s vitality 33) Free and frank communication between various levels helps in solving problems 34) Surfacing problems is not enough. we should find the solutions 35) When the chips are down you have to fend for yourself (people cannot rely on others in times of crisis 36) People generally are what they appear to be 37) A stitch in time saves nine 38) A good way to motivate employees is to give them autonomy to plan their work 39) Employees’ involvement in developing an organization’s mission and goals contributes to productivity 40) In today’s competitive situations. consolidation and stability are more important than experimentation 8 .OCTAPACE PROFILE Section 2 √4 if it is a very widely shared belief √3 if it is fairly widely shared √ 2 if only some persons in the organization share this belief √ 1 if only a few or none have this belief Answer in the way provided alongside 4 3 2 1 Respond to the following items on the answer sheet 25) Effective managers put a lid on their feelings 26) Pass the buck tactfully when ever there is a problem 27) Trust begets trust 28) Telling a polite lie is preferable to telling the unpleasant truth 29) Prevention is better than cure 30) Freedom to employees breeds indiscipline 31) Usually.
Ha2 : There is significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension confrontation. Ha4 : There is significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension authenticity. H02 : There is no significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension confrontation. 9 .HYPOTHESIS INTERPRETATION: H01 : There is no significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension openness. Ha1 : There is significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension openness. H04 : There is no significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension authenticity. H03 : There is no significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension trust. Ha3 : There is significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension trust. H05 : There is no significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension proaction.
Ha5 : There is significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension proaction. Anova Test is applicable only if the data is collected from masses. The results were evaluated on each dimension of OCTAPACE to test the hypotheses of the study. H06 : There is no significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension autonomy. An independent sample t-test was used to examine differences between respondents from the banking sectors. Data regarding organizational culture is analysed through SPSS with the T-test only. Version 17. H08 : There is no significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension experimentation.0. Ha8 : There is significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension experimentation. H07 : There is no significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension collaboration. Ha6 : There is significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension autonomy. 10 . Ha7 : There is significant difference in the mean scores of the employees from the BANK of INDIA Bank and ICICI Bank banking sectors on the dimension collaboration. The analysis was conducted using Statistical Package for the Social Sciences (SPSS).
Openn ess 1 ICICI BOI 2 ICICI BOI 3 ICICI BOI 4 ICICI BOI 5 ICICI BOI 18 16 17 16 19 18 14 14 16 16 Confrontat Tru ion st 18 16 16 14 18 18 16 15 17 15 16 13 14 12 18 17 16 10 15 14 Authentic Proacti ity on 17 13 14 11 15 18 17 12 15 12 16 18 16 16 16 18 16 14 14 18 Autono my 16 17 15 12 20 15 18 17 19 15 Collaborat ion 15 19 18 12 18 16 16 15 19 14 Experimenta tion 17 17 16 15 16 18 17 14 16 14 11 .
447 5 3.16 1.SPSS ANALYSIS SPSS analysis : SPSS analysis is done with file handling from the Excel worksheet to the SPSS New file after that Analysis is pressed--- Compare Means-- Independent T.test analysis is used after defining group in the SPSS test then SPSS produce results regarding the work culture.2 1.36 5 3.158 12 .678 5 3.632 5 3.924 Std. Deviation 1.860 V2 Openess ICICI Bank BOI Bank Confrontation ICICI Bank BOI Bank Trust ICICI Bank BOI Bank N 5 Mean 3.517 .663 5 2.000 . Error Mean .588 1.4 1. That is given below: T-Test After the File Handling from the Excel worksheet to the SPSS Software T-test was run and it shows results these are following: Group Statistics Std.483 .64 2.12 1.414 .
28 .917 Collaboration ICICI Bank BOI Bank Experimenting ICICI Bank BOI Bank 5 3.52 1.400 5 3.800 Autonomy ICICI Bank BOI Bank 5 3.600 5 2.789 .12 1.Authenticity ICICI Bank BOI Bank 5 3.812 13 .241 Pro Action ICICI Bank BOI Bank 5 3.36 1.342 .074 .245 5 3.548 .588 1.817 .04 2.64 2.927 5 3.643 .735 5 3.12 .158 5 3.049 .894 .12 1.04 2.52 2.775 1.
355 1.355 1.887 Sig.571 .095 -1.723 6.741 8 Equal variances assumed Pro Action Equal assumed not 1.549 .342 8 Equal variances assumed not -1.741 5.374 t .965 .949 6.723 8 Equal variances assumed Trust Equal assumed not 1.773 variances 3.480 1.342 5.949 8 Equal variances assumed Authenticity Equal assumed not 1.Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means F Openess Equal assumed variances .347 variances . .925 variances .749 7.749 Df 8 Equal variances assumed Confrontation Equal assumed not .882 14 .371 variances .963 .
543 1.459 8 Equal variances assumed Experimenting Equal assumed not 1.403 .007 .841 8 Equal variances assumed Collaboration Equal assumed not 1.943 4.121 .841 7.943 8 Equal variances assumed not .999 variances .459 6.755 .721 15 .Autonomy Equal assumed variances .737 1.773 variances 12.
p>.05) between ICICI Bank (Mean=3. 16 . SD=1. p>. the null hypothesis H05 was not rejected.64. Autonomy: No significant differences were observed on the dimension ‘autonomy’ (t= 0. Experimentation: No significant differences were observed on the dimension ‘experimentation’ (t= 0. p>.16. SD=2.05) between ICICI Bank (Mean=3.475.158). Proaction: No significant differences were observed on the dimension ‘proaction’ (t= 0.36. the null hypothesis H08 was not rejected. Thus. SD=1.52. the null hypothesis H04 was not rejected.05) between ICICI Bank (Mean=3. the null hypothesis H01 was not rejected.87).RESULT Openness: No significant differences were observed on the dimension ‘openness’ (t= 0.087.12.64. p>. the null hypothesis H03 was not rejected. SD=2.04.12.05) between ICICI Bank (Mean=3.735) and BOI Bank (Mean=3.548) and BOI Bank (Mean=3.588). Thus.04.775). SD=1.894) and BOI Bank (Mean=2. SD=0. SD=1.09).134. Thus. SD=2.05) between ICICI Bank (Mean=3. Authenticity: No significant differences were observed on the dimension authenticity’ (t= 0.12. p>. the null hypothesis H02 was not rejected.05) between ICICI Bank (Mean=3.123. Thus.05) between ICICI Bank (Mean=3.09).183.483) and BOI Bank (Mean=2.05) between ICICI Bank (Mean=3. Trust: No significant differences were observed on the dimension ‘trust’ (t= 0. SD=2. Collaboration: No significant differences were observed on the dimension ‘collaboration’ (t= 0.924) and BOI Bank (Mean=3. p>. the null hypothesis H07 was not rejected.00) and BOI Bank (Mean=3. SD=1. SD=. Thus. Confrontation: No significant differences were observed on the dimension ‘confrontation’ (t= 0. SD=2. the null hypothesis H06 was not rejected. Thus. Thus. SD=0.12.414). SD=1.4.04. SD=1. p>.103.157).2.074) and BOI Bank (Mean=3. Thus.074) and BOI Bank (Mean=22.214.171.124.52. SD=2. p>.