Human Resource Development (HRD), can be defined as ―a set of systematic and planned activities designed by an organization to provide its

members with the opportunities to learn necessary skills to meet current and future job demand.‖ HRD is about the development of people within organizations. Other types of resources that organizations have at their disposal are physical resources (materials, facilities, equipment) and financial resources (cash, stock, bonds). The term human resources is normally used for the employees of an organization but it may also refer, for example, to the citizens of a country. The importance of HRD is often underlined in theory but overlooked in practice as it is difficult to measure the value of human resources using standard measures. One way to determine the importance of human resources is to calculate the cost to replace a valuable employee by recruiting, hiring, training and orienting a new employee. Development of people is a process that enhances people's knowledge, skills and competencies, and helps improve their behavior within the organization for both personal and professional use. This viewpoint is focused on the individual (individual development). At the same time, the aim of developing people within an organization is ultimately to benefit the organization, by fostering better organizational efficiency, improved competitiveness and increased profitability. Human Resource Development includes such opportunities as: 1. Employee training, 2. Employee career development, 3. Performance management and development, 4. Coaching, 4. Mentoring, 5. Succession planning, 6. Key employee identification, and 7. Organization development.

The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.

About Reliance Retail Ltd.
Reliance Retail Ltd. is a subsidiary company of Reliance Industries. Founded in 2006 and based in Mumbai, it is the largest retailer in India in terms of revenue. Its retail outlets offer foods, groceries, apparel and footwear, lifestyle and home improvement products, electronic goods, and farm implements and inputs. The company‘s outlets also provide vegetables, fruits and flowers. It focuses on consumer goods, consumer durables, travel services, energy, entertainment and leisure, and health and well-being products, as well as on educational products and services. It has a total of 1,466 stores in India with an area of approx. 9 million square feet.

Company profile
Type Founded Headquarters Subsidiary 2006 Reliance Industries Limited, Nariman Point, Mumbai, India Number of locations Area served Key people India Mukesh Ambani (Chairman and MD) Rob Cissell (CEO) Shawn Gray (COO) Revenue Parent 10800 crore(US$1.7 billion) Reliance Industries Limited 1466 retail stores(as of Mar 2013)

a subsidiary of RIL. During the year. Based on its core growth strategy of backward integration. Its presence in the optics business is in partnership with Grand Vision. lenses. Reliance Digital www. consumers in India got the opportunity to experience Hamleys. small shopkeepers and consumers. . contact lenses. sunglasses.com (Table 2: Reliance Retail Ltd. Reliance Retail Limited (RRL) has grown into an organization that caters to millions of customers. There are 17 such stores currently operational. wider product choice and value merchandising enabled the business to achieve robust growth during this period. iStore by Reliance Digital is a one-stop-shop for all Apple products and services. Profile) Vision With a vision to generate inclusive growth and prosperity for farmers.Divisions Website Reliance Fresh. The retail chain offers single brand optical products including Vision Express frames. which is considered to be the world's most wonderful toy shop. 51 new stores were added during FY-11 taking the total presence to 100 stores across key markets in the country. was set up to lead Reliance Group‘s foray into organized retail. vendor partners. Reliance Retail Limited (RRL).ril. RRL has made rapid progress towards building an entire value chain starting from the farmers to the end consumers. The brand was launched in India with opening up of 2 stores during the year. In-store initiatives. solutions and accessories. Reliance Retail continued to expand presence of its value and specialty formats. Reliance Retail opened 90 new stores spanning across 'value' and 'specialty' segments. For the very first time. thousands of farmers and vendors. Since its inception in 2006.

Reliance Brands also announced exclusive licensing arrangement with two leading international brands:  Steve Madden.5 million customers every week. a leading designer. men and children. ―Reliance One‖. has the patronage of more than 6. Company Mission Create value for all stakeholders Grow through innovation Lead in good governance practices Use sustainability to drive product development and Enhance operational efficiencies Ensure energy security of the nation Foster rural prosperity Founders & current Board of Directors Founder – Shri Dhirubhai Ambani . Across India. the Reliance Retail serves over 2. wholesaler and retailer of fashion-forward footwear and accessories for women. Its loyalty programme.75 million customers.  Quiksilver. a leading outdoor sports lifestyle company to launch their core brands 'Quiksilver' and 'Roxy‘.

July 6.Shri Nikhil R.Shri P.Shri PMS Prasad .Chairman & Managing Director 2.Executive Director 6. Ambani Founder Chairman Reliance Group December 28.Dhirubhai H. The Reliance Group is a living testimony to his indomitable will. 1932 . He is credited to have brought about the equity cult in India in the late seventies and is regarded as an icon for enterprise in India. Meswani .Kapil . single-minded dedication and an unrelenting commitment to his goals.Executive Director 5. Ambani .Shri Ramniklal H.Shri Hital R.Executive Director 3. Meswani .K. Board of directors 1.Executive Director 4.Shri Mukesh D. He epitomized the spirit 'dare to dream and learn to excel'. Ambani . 2002 Dhirubhai Ambani founded Reliance as a textile company and led its evolution as a global leader in the materials and energy value chain businesses.

health risk assessment studies and audits for exposure to various materials are also performed. We do not lose sight of these values under any circumstances. Purposefulness. Kapur 10. Dr.7. in compliance with applicable laws. Raghunath Anant Mashelkar Commitment Reliance believes that any business conduct can be ethical only when it rests on the nine core values of Honesty. Ashok Misra 12. The essence of these commitments is that each employee conducts the company's business with integrity. V. and in a manner that excludes considerations of personal advantage. Trust.Prof. Trivedi 9. Responsibility. regardless of the goals we have to achieve.Shri Yogendra P. D. P. Modi 11.Prof. Integrity. the means are as important as the ends. Citizenship and Caring. . For Reliance… Growth is care for good health Reliance's occupational health centers carry out pre-employment and periodic medical checkups as well as other routine preventive services. Respect. Dipak C Jain 13. To us. Specialized tests like biological monitoring.Shri M. Fairness. Health education and awareness form an integral part of the health care program at Reliance. Bhakta 8.Shri Mansingh L.Dr.

behaves. corporates and trusts. lives and thrives with a global mindset. we invest in social infrastructure. Reliance encourages. Reliance thinks. We believe that people must dream to achieve. Growth is thinking beyond business As corporate citizens. and there are opportunities that inspire initiative and intrinsic motivation. Growth is care for the environment Reliance believes that a clean environment in and around the workplace fosters health and prosperity for the individual. human capital and infrastructure initiatives. These initiatives are undertaken through partnerships with non-governmental organizations. construction. 2. Environmental protection is an integral part of the planning. operation and maintenance of all our projects. encouraging every employee to reach his / her full potential by availing opportunities that arise across the group. Growth is betting on their people Reliance builds with care a workplace that proactively fosters professional as well as personal growth. that these dreams will drive the company's excellence in all its businesses. design.8 Subsidiaries & Associates . To this end. believing strongly that our business strength fuels our social contributions. There is freedom to explore and learn. the group and the larger community to which they belong.Growth is care for safety We believe that the safety of each employee is the responsibility of the individual as well as of the whole community of employees. health. funds and develops numerous education.

both in quality and quantity. a seamless supply chain infrastructure. Towards this end. state of art technology. is what this initiative is all about. Reliance is aiming to touch almost every Indian customer and supplier. Reliance Dairy Foods Limited 5. we will actively endeavor to contribute to India's growth. A world class shopping environment. Reliance Retail Finance Limited . unmatched customer experience. By creating value at all levels. unprecedented even by world standards. Reliance digital Retail Limited 8. will be an integral feature of this project. Reliance digital Retail Limited 7. Reliance Fresh Limited 2. Reliance Hypermart Limited 9. Retail Concepts & Services (India) Limited 3. Ensuring better returns to Indian farmers and manufacturers and greater value for the Indian consumer. RESQ Limited 6. Reliance Retail Insurance Broking Limited 4. a host of unique value-added services and above all.Reliance Retail Reliance is gearing up to revolutionize the retailing industry in India. The project will boast of a seamless supply chain infrastructure. The retail initiative of Reliance will be without a parallel in size and spread and make India proud. Reliance is aggressively working on introducing a pan-India network of retail outlets in multiple formats. Through multiple formats and a wide range of categories. Subsidiaries of Reliance Retail limited are: 1.

Reliance Digital Media Limited 30. Reliance Wellness Limited 13. Reliance Food Processing Solutions Limited 28. Delight Proteins Limited 23. Reliance Universal Ventures Limited 20. Strategic Manpower Solutions Limited 17. Reliance Retail Travel & Forex Services Limited 11. Reliance Leisures Limited 25. Reliance Gems and Jewels Limited 18. Reliance Brands Limited 14. Reliance Supply Chain Solutions Limited 24. Reliance Lifestyle Holdings Limited 21. Reliance F&B Services Limited 16. Reliance Trade Services Centre Limited 29. Reliance Footprint Limited 15. Reliance Loyalty & Analytics Limited . Reliance Trends Limited 12. Reliance Home Store Limited 26. Reliance Agri Products Distribution Limited 27. Reliance Integrated Agri Solutions Limited 19. Reliance Autozone Limited 22.10.

Reliance One Enterprises Limited 37. Reliance Infrastructure Management Services Limited 34. Reliance-Grand Optical Private Limited 38. Reliance Personal Electronics Limited 36. Reliance Review Cinema Limited 39.31. Reliance People Serve Limited 35. Reliance Office Solutions Private Limited 44. Reliance Retail Securities and Broking Company Limited 32. Reliance Replay Gaming Limited 40. Reliance Home Products Limited 45. Reliance Styles India Limited . Reliance Nutritional Food Processors Limited 41. Reliance Petro Marketing Limited 42. Reliance Vantage Retail Limited 33. LPG Infrastructure (India) Limited 43. Reliance Style Fashion India Limited 46.

MEN . Human resource b.in reliance footprint there are many departments like a. Finance or commercial d.9 Functional units of the company There are many functions in Reliance Retail ltd like. Marketing e. 1. Information technology c. Quality management f. For example.2. Which content all the activity like productions maintenances and many more like follow a. Operational function Every company has operations in their company as it is the main function for any company. Logistics 2. Category In this department people will be segregated as per their needs and they will work in a respective department.

Competitive advantage Research & Development (R&D). WOMEN c. and Continuous Innovation drive RIL‘s agenda for achieving growth and profitability. 3. Reliance Retail has announced revenues of Rs.b. 56 per cent of this revenue came from its ‗value and other‘ segment that operates grocery chains Reliance Fresh. helps create superior value by harnessing internal R&D skills and competencies and by innovating in emerging technology domains related to RIL‘s various businesses. SPORTS e. Approx. Reliance Super and Reliance Hyper. besides ensuring sustainability and helping the company take a leap in rural transformation. the RTG does research and development . central technology organization. Besides participating in various collaborative projects in India and overseas. 70 crore for the same quarter.474 crore for the first quarter of 2013. The company also reported operating profit of Rs. 3. KIDS d. The Reliance Technology Group (RTG). RIL Group‘s integrated.71. SAFETY SHOES Annual turnover of the company It had a turnover of Rs. Proprietary Technology Development. showing 53% jump from 2012.119 crore in the financial year 2012-13.

 Reliance Trends received the 'Impactful Retail Design and Visual Merchandising of the Year Award' at the Asia Retail Congress 2010. and gasification of several types of feedstock. such as fuel cells.  Reliance Trends received the 'Retail Marketing Campaign of the Year Award' at the Asia Retail Congress 2010. The RTG also creates business value and competitive advantage for RIL by selecting.and is geared to meet the current and future needs of the company through some of the following initiatives: Identification of the technology needs of various businesses of the RIL Group and top-level coordination to ensure seamless technology integration across all businesses and manufacturing facilities Ensuring economies of scale and optimization of selected technologies through a high performance work culture. carbon fibers. bio-fuels. buying and customizing the right technology . etc.at the right cost and at the right time . and on a real-time basis Maximizing value from current assets and creating new growth opportunities through a processcentric approach Retail  Reliance Footprint received the Retailer of the Year Award in the Non Apparel and Footwear category at Asia Retail Congress 2010.  Vision Express was bestowed the 'Award 2010' for its contribution by the Netherlands India Chamber of Commerce and Trade in 2010. .  Reliance TimeOut received the Retailer of the Year Award in the Leisure Category at Asia Retail Congress 2010.work in cutting-edge technologies.

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4. On the job training methods Scope of the study : HRD is broader and it consists of several sub-systems such as training and development. these are the areas within its scope. 5. 2. quality of work life. rewards and welfare. employee appraisal. develop. counseling. To motivate employees and improve their performance level. To analyze the training & development needs. Internal training methods or 2. etc. . The primary data is collected through sample questionnaires which are to be filled by the employees. To attract. To identify the performance gaps between the employees. reward and retain a diverse and talented work force. 3.Objectives Of the study: 1. To help in developing the capacity to compete in the global economy. Thorough analysis is done to decide whether the employees require 1. Research Methodology: The research methodology is done through survey method.

It is a relatively young academic discipline but an old and well-established field of practice (Swanson and Holton. despite of the fact that numerous efforts have been made to define HRD (Haslinda 2009). organization development. broadened the scope and integrated the concept of HRD by looking it from socioeconomic angle and giving it other dimension such as physical intellectual. in organizational context.d). political. 2005) but defining HRD has not been so straightforward. community mobilization and development. . Introduction Human Resource Development (HRD) is an important and very attention receiving discipline of present time. education and skill building though all these terms themselves have meanings broader and deeper than their usual perceptions and in broader concept besides these activities also comprise activities like empowerment. and at other side. and the writers and researchers are continuously debating the issue. team building. as sub discipline of HRM. psychological. building skill. but many researchers have. moral and spiritual development. entrepreneurship development. changing attitude and teaching values. at one side. creation of conditions through public policy. social. to developing competencies of human resource by enhancing knowledge. awareness raising. It is considered by management professionals. programs and other interventions to help people to apply these competencies for their own and others‘ benefits and making things happen. And from HRM scholars‘ viewpoint HRD in narrow concept consists of activities of training. human resources planning and policies.Abstract HRD is an important topic of present time. According to Rao (1995) the scope of HRD is extended. n. However HRM professional view it. sensitization and conscientisation. Researchers have developed new theories and conceptual frameworks that address a broad range of phenomena of interest to the HRD profession (Torraco 2004). and there seems to be no consensus. A key area of inquiry has been to try and figure out the current boundaries of HRD (Metcalfe and Rees.

Confusion also arises over the ―purpose‖. it could be described as the accumulation of human capital and its effective investment in the development of an economy. In economic terms. HRM scholars. with some authors arguing that it is not possible or feasible to provide a single definition of this concept. less bound to tradition. researchers and practitioners have led to confusion in the literature. In political terms. Haslinda-a (2009) further narrated that a disagreement arises. the processes of . the skills. particularly as citizens in a democracy. and the capacities of all the people. In reviewing the literature surrounding the meaning and understanding of HRD. From the social and cultural points of view.5) defined Human Resource Development (HRD) as: “A set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands”. In short. the term HRD started out as simply ―training‖. This definition is very broad in perspective. Werner and DeSimone (2006 p.Defining HRD HRD is considered by scholars of Business Administration as a sub discipline of Human Resource Management (HRM). concerned with developing productive skills by imparting training. HRD prepares people for adult participation in the political process. a number of dimensions can be seen to be influencing the evolving and complicated nature of HRD. The process of defining HRD is made still more difficult by the evolving nature of HRD. and then into HRD. for example. illustrating the elusive nature of this concept. the ―location‖ and the ―intended beneficiary‖ of HRD. Haslinda-a reported. and then evolved into ―training and development‖ (T&D). that Harbison and Myers offered the first definition of HRD in 1964. The emerging field of national HRD (NHRD) have also been explored and debated and has had notable influence on the definition of HRD. the development of human resources helps to people lead fuller and richer lives. as it elaborates HRD in relation to culture. the economy and social and political contexts rather than individuals and organizations. in a society. They defined HRD as: “HRD is the process of increasing the knowledge. Haslinda-a (2009) expressed referring many studies that numerous attempts to define human resource development (HRD) by academics. This is further complicated by attempts to define HRD from an international or global perspective.

2. n. well-developed and well-implemented HRD systems are integral to the company‘s strategic plan and benefit both the employee and the company. Haslinda-b (2009) also quoted definitions for HRD. These definitions varied from the perspectives of an individual researcher or theorists to definitions of HRD by country. No. “A series of organized activities conducted within a specified time and designed to produce behavioral change” (by Nadler and Nadler 1970) “A set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands” (Werner and DeSimone 2006) (Swanson and Holton. proposed by other researchers and writers (i. . 1970 and Werner & DeSimone. Gilley & England and Smith) as: “HRD is the integrated use of training and development. May 2012 38 addition. while simultaneously best utilizing human capital in order to improve the efficiency of the organization itself.HRD unlock the door to modernization”. and the organization” (Gilley and England). Nadler & Nadler. career development and organizational development to improve individual and organizational effectiveness” (McLagan). In Universal Journal of Management and Social Sciences Vol.e. the individual.5. education and development and leadership for the mutual attainment of organizational and personal goals” (Smith) Byrne. too much broadens and integrate the concept of HRD and makes it Integrated HRD. 2006).d) has also quoted definitions of HRD offered by some authors (McLagan. According to Khan and Khan (2011) this definition. Definitions from organizational point of view are listed below. ―HRD is organized learning activities arranged within an organization to improve performance and personal growth for the purpose of improving the job. Ideally. theorists have even tried to define HRD from a global and international perspective. “HRD is the process of determining the optimum methods of developing and improving the human resources of an organization and the systematic improvement of the performance of employees through training. (1999) is of the opinion that HRD is a function in an organization that provides opportunities for an individual worker to improve current and future job performance.

Germany and Korea equate HRD with training and development (T&D) and the main focus is on activities related to training. Haslinda and Hiok (2009) by referring many studies narrated that researchers believe that the debates are complicated by the beliefs and understanding of individual stakeholders and HRD practitioners. training—the largest component of HRD—can be tracked back through the evolution of the human race. (Swanson and Holton n. Metcalfe and Rees (2005) also expressed by quoting many studies that HRD is relatively a new field of academic study and there is no homogeneity in ‗HRD intellectual inquiry and proliferation of global HRD. But some writers argued that the roots of HRD emerged in 1913 when Ford Motor started training its workers to produce mass production in the assembly line. These studies found that the nature and extent of HRD varies from one country to another and is influenced by the economic. Haslinda and Hiok are of the opinion that theorizing and modeling HRD worldwide is a complex task and varies between countries. be starting to scratch the surface of the many socio-cultural variations that shape HRD philosophies and practices. While HRD is a relatively new term. The terrain of HRD inquiry has thus perhaps always been multidisciplinary. USA scholars have charted the intellectual history and origin of HRD within human development (psychology and education) and human capital (economics and management). cultural. Haslinda-a (2009) squeezing from many researches has concluded that most countries such as Russia.Dimensions of HRD in Historical Perspective Werner and DeSimone (2006) described HRD as a function of HRM. in the USA during the advent of the ‗Industrial Revolution‘. yet a distinctive conceptual and theoretical identity has not been established. . In the United Kingdom scholars have highlighted the importance of culture. labor market and educational systems of each individual country. Research suggests that we should. leadership and organizational learning as components of HRD processes. several studies in both developed and developing countries have been undertaken to develop a descriptive framework of HRD practices.d) asserted that it is easy to logically connect the origins of HRD to the history of humankind and the training required to survive or advance. at least. political. in 1800s. Although somewhat debatable. According to Haslinda-b (2009) the origin of HRD was suggested to have started. In an attempt to explain human resource development. numerous authors have debated the theoretical concepts of HRD.

organization development. science & technology. it is not education in the narrow sense of schooling. training. education being used as an instrument of peoples development and access to opportunities and facilities in all these areas.and intra-unit relationships and . As a goal it is equated with the development of human capacity and up-lift of human aspirations. David Weir a professor of Intercultural Management in France is of the view that HRD uses training and development to identify. In terms of process. however. which is intended to help people to learn and develop. coaching or other means. organizations are facing an ongoing need for employee learning and development. team building. human resources planning and policies. sensitization and conscientisation. on-the-job learning. assure. equality and special attention to weaker groups. entrepreneurship development. but a broad concept encompassing health. As knowledge increasingly becomes a key factor for productivity. (i) Organizational Narrow Concepts of HRD Fisher (2005) declared HRD as one of the more moral management functions. Understanding factors that contribute to organizational learning and the transfer of knowledge to the workplace environment are essential to human resource development (HRD). it has also become a currency for competitive success.d) expressed that HRD has gained increasing application as a goal. employment. and as a process in the developmental field. The culture and environment of an organization can influence the types and numbers of learning-related events and employee job satisfaction as well as employee motivation to transmit newly acquired knowledge to the workplace context. education and culture constitute the core of the strategy. HRD involves activities related to education. community mobilization and development. nutrition. awareness raising. In the Indian conceptof HRD (expressed in ―The National Concept of HRD‖).Jaishi (n. HRD uses organization development as a focus for assuring healthy inter. Organizational Concepts of HRD Livingstone and Raykov (2005) quoting some studies analyzed that with the current expansion of the global economy and the fast-changing evolution of technology and innovation. and help to develop the key competencies that enable individuals to perform current or future jobs with planned individual learning accomplished through training. skills enhancement. empowerment.

while T&D focuses on individuals and connects with the organization. and interpersonal areas. an emphasis on internal consultancy. Two major realms of practice take place within HRD. HRD efforts typically take place under the additional banners of ―training and development‖ and ―organization development‖ as well as numerous other titles. the other is training and development (T&D). incorporating formal training. incorporation of career development. 1996) that HRD has extended beyond a narrow concentration on training to include organizational and systems-level issues that influence the development of broad skill sets. et al (2004) expressed with reference to (Kuchinke.d) expressed that HRD is a process of developing and unleashing expertise for the purpose of improving individual. OD focuses at the organization level and connects with individuals. social. Schmidt and Kunzmann (2006) revealed in „holistic view on human resource development‟ that HRD must be understood in a broad sense.helping groups to initiate and manage change by facilitating individuals and groups to effectively impact on organization as a system. The ontology should avoid an overly bias towards one of these forms. team. work process. abilities. According to Schmidt and Kunzmann (2006) HRD must be understood in a broad sense. self-directed learning. (ii) Organizational Broader Concepts of HRD Gulcin (2006) is of the opinion that HRD encompasses the broad set of activities that improve the performance of the individual and teams. Haslinda-b (2009) Located the HRD by its functions and expressed that the function of HRD is to provide learning. extension into team learning. individual responsibility for learning. informal and collaborative learning activities. and organizational system performance. and knowledge associated with learning in technical. informal and collaborative learning activities. incorporating formal training. Metcalfe & Rees (2005) expressed by extracting from many studies that management and organizational writers have noted. although it is clear that formal training is much better understood than informal and collaborative learning . Egan. the field of HRD has expanded beyond training and development to include a strong connection to corporate strategy. Swanson and Holton (n. education and training to the human resources selected and recruited. One is organization development (OD). organizational learning and knowledge management and the nurturing of the intellectual capital of an enterprise. self-directed learning.

(1995) human resource development holds the key for economic development by enabling people to become more productive. HRD. Human expertise is developed and maximized through HRD processes and should be applied for the mutual long-term and/or short-term benefits of the sponsoring organization and the individuals involved According to Rao. because economic development depends upon level of industrial activity of production. innovative and competitive through the existence of more skilled human capability. contributes significantly to economic development in terms of increased worker productivity and income. there is a set argument pertaining to purpose of HRD. social benefits and the ethics of HRD. the purposes center on economic benefits. These points indirectly suggest that a reconciliation of the purposes of HRD centrally focus on training. in particular education and training. Kumar (2005) expressed that HRD is not only training for operational skills but also includes behavioral skills as it ultimately aims to create an enabling culture wherein the capabilities are ―acquired. both benefiting the individual and the interests of shareholders. which is still subject of major research activities. Purpose. Swanson and Holton (n. sharpened and used‖.d) asserted that organizations have been created by humankind and can soar or crumble.activities. Swanson and Holton (n. The purposes of HRD are centered on learning and performance perspectives.d) asserted that organizations have been created by humankind and can soar or crumble. In a wider perspective. Benefits and Importance of HRD Haslinda-a (2009) expressed that behind the theoretical debates concerning the nature of HRD. and HRD is intricately connected to the fate of any organization. The purposes of HRD are said to influence the nature and extent of HRD activities being implemented. which onward depends upon the . and HRD is intricately connected to the fate of any organization. in promoting and sustaining growth and. The economy becomes more productive. development and learning within organizations for individual development to achieve business strategies and for the development of organizational competence. Yussof and Kasim (2003) revealed that the role of HRD is crucial. Human capability.

Viewed from this perspective. . because development is not only by people. instead of stressing on the formation of human capital for development. cultural and spiritual fulfillment. development is basically about people. As per Indian concept (expressed in ―The National Concept of HRD‖) of development. adopting technical change and global market response. it is not just about factories dams and roads. it is also for people. especially concerning industrialization. emphasizes on enlarging people‘s choices in order to improve their quality of life. the goal is the people's material. And Yussof and Kasim (2003) asserted that the quality of human resources will determine the success or failure of any development effort.productivity of human resource. Thus human development. So Jaishi (n.d) opined that the emerging concept of HRD puts people at the center of development. HRD therefore requires special attention to complement changes in the economic profile of the proposed growth regions.

. 9 members (i.6%) responded as ― Disagree‖ and no member responded as ― Strongly Disagree‖.e. 4 members responded (i. Was the job description properly communicated to you at the time of recruitment? Particulars Strongly Agree Agree Agree nor Disagree Disagree Strongly Disagree Total Respondents 9 34 4 3 50 Percentage 18 68 8 6 100 Analysis: From the above table out of 50 members.e.68%) responded as ― Agree‖.18%) responded as ― Strongly Agree‖. 3 members(i.8 %) as ― Agree nor Disagree‖. . 34 members (i.e.1.e....

.Column Chart 70 60 50 40 30 20 10 0 Strongly Agree Agree Agree nor Disagree Disagree Strongly Disagree Respondents Percentage Inference: From the above chart it shows that the employees agree that the job description was properly communicated to them during their joining.

Do you know what is expected of you at work? Particulars Yes No Total Respondents 45 5 50 Percentage 90 10 100 Analysis: From the above table 45 members (i.2. 90%) responded as ―Yes‖. ..e..e. 10%) responded as ―No‖. And 5 members (i.

Column Chart 90 80 70 60 50 40 30 20 10 0 Yes No Respondents Percentage Inference: From the above chart most of the employees are aware of what is expected out of them at work. .

e. Poor Total Respondents 16 19 10 5 Percentage 32 38 20 10 50 100 Analysis: From the above table out of 50 members.10%) responded as ― Poor‖ and no member responded as ― V.38%) rated as ― Good‖. Poor. 5 members(i.. 19 members (i. Good‖. Rate the following steps of Recruitment process as per your experience..‖ .32%) rated as ― V.8 %) rated as ― Average‖. 16 members (i.3..e.. (1) Timing Particulars V.e. 10 members (i. Good Good Average Poor V.e.

Poor Respondents Percentage Inference: From the above chart most of the employees rated the timing of recruitment process as Good. .Column Chart: 40 35 30 25 20 15 10 5 0 V. Good Good Average Poor V.

.8%) responded as ― Poor‖ and no member responded as ― V.e.52%) responded as ― Good‖. 14 members (i.e. Good Good Average Poor V. 6 members (i. . 4 members(i.12 %) as ― Average‖.(2) Interviewing Process Particulars V.28%) responded as ― V... Poor Total 50 100 Respondents 14 26 6 4 Percentage 28 52 12 8 Analysis: From the above table out of 50 members.e.. Good‖. Poor‖. 26 members (i.e.

Column Chart: 60 50 40 30 20 10 0 V. Good Good Average Poor V. .Poor Respondents Percentage Inference: From the above chart most of the employees rated the interviewing process of recruitment as Good.

Good Good Average Poor V.Poor Respondents Percentage Inference: From the above chart most of the employees rated the interviewing process of recruitment as Good.Column Chart: 60 50 40 30 20 10 0 V. .

e.(3) Joining Process: Particulars V. 13 members (i. Poor‖. 7 members (i.. Good Good Average Poor V. Poor Total 50 100 Respondents 13 24 7 6 Percentage 26 48 14 12 Analysis: From the above table out of 50 members.48%) responded as ― Good‖.e.e.12%) responded as ― Poor‖ and no member responded as ― V.26%) responded as ― V. Good‖. 24 members (i. ... 6 members(i..14 %) as ― Average‖.e.

.Column Chart: 50 45 40 35 30 25 20 15 10 5 0 V. Good Good Average Poor V.Poor Respondents Percentage Inference: From the above chart most of the employees rated the joining process of recruitment as Good.

Poor‖..e.e. 26 members (i. Poor Total 50 100 Respondents 14 26 7 3 Percentage 28 52 14 6 Analysis: From the above table out of 50 members.28%) responded as ― V. 3 members(i.(4) Induction Particulars V..14 %) as ― Average‖.6%) responded as ― Poor‖ and no member responded as ― V. Good‖.52%) responded as ― Good‖.e. 7 members (i. Good Good Average Poor V.. ..e. 14 members (i.

Good Good Average Poor V.Column Chart: 60 50 40 30 20 10 0 V.Poor Respondents Percentage Inference: From the above chart most of the employees rated the induction process of recruitment as Good. .

(5) Orientation to the Department Particulars V.e...e.16%) as ― Average‖.e.e.. Poor Total Respondents 8 32 8 2 Percentage 16 64 16 4 50 100 Analysis: From the above table out of 50 members.16%) responded as ― V.4%) responded as ― Poor‖ and no member responded as ― V. 8 members (i..64%) responded as ― Good‖. Good Good Average Poor V. Good‖. 32 members (i. . 2 members(i. Poor‖. 8 members (i.

Column Chart: 70 60 50 40 30 20 10 0 V.Poor Respondents Percentage Inference: From the above chart most of the employees rated the orientation process of recruitment as Good. . Good Good Average Poor V.

33 members (i. and no member responded as ― Ineffective‖ and ―Highly Ineffective‖.e..e. 4 members (i... .4.8%) responded as ― Neutral‖.66%) responded as ― Effective‖.26%) responded as ― Highly Effective‖.e. The process of capturing and managing attendance and leaves is effective? Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total Respondents 13 33 4 Percentage 26 66 16 50 100 Analysis: From the above table out of 50 members. 13 members (i.

Column Chart: 70 60 50 40 30 20 10 0 Respondents Percentage Inference: From the above chart it is known that the process of capturing and managing the attendance and leaves is effective. .

e..e..6 %) responded as ― Highly Dissatisfied‖.e.18%) responded as ― Highly Satisfied‖.. 10 members (i. 30 members (i.e.60%) responded as ― Satisfied‖. flexible pay. deductions etc)? Particulars Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 5 30 10 2 3 50 Percentage 10 60 20 4 6 100 Analysis: From the above table out of 50 members. variable pay.. How do you rate the communication on salary structure (fixed pay.4%) responded as ― Dissatisfied‖ and 3 members (i.e.. 5 members (i. 2 members(i.5. .8 %) responded as ― Neutral‖.

Column Chart: 60 50 40 30 20 10 0 Respondents Percentage Inference: From the above chart it is known that most of the employees are satisfied with the communication on salary structure. .

e. 8 members (i.4%) responded as ― Disagree‖ and no member responded as ― Strongly Disagree‖..e.. 10 members (i.60%) responded as ― Agree‖. 30 members (i. Do you agree that communication on investments and tax planning are informative and timely? Particulars Strongly Agree Agree Agree nor Disagree Disagree Strongly Disagree Total Respondents 10 30 8 2 Percentage 20 60 16 4 50 100 Analysis: From the above table out of 50 members. 2 members(i.20%) responded as ― Strongly Agree‖..e.16 %) responded as ― Agree nor Disagree‖.e.. .6.

.Column Chart: 60 50 40 30 20 10 0 Strongly Agree Agree Agree nor Disagree Disagree Strongly Disagree Respondents Percentage Inference: From the above chart it is known that most of the employees agree that the communication on investments and tax planning are informative and timely.

20 members (i.. 15 members (i.e.40%) responded as ― Effective‖.e. .8%) responded as ― Ineffective‖ and no member responded as ―Highly Ineffective‖. 11 members (i..7.22%) responded as ―Highly Effective‖.. Is the reimbursement process followed effective? Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total Respondents 11 20 15 4 Percentage 22 40 30 8 50 100 Analysis: From the above table out of 50 members. and 4 members (i.30%) responded as ― Neutral‖..e.e.

Column Chart: 40 35 30 25 20 15 10 5 0 Respondents Percentage Inference: From the above chart it is known that most of the employees feel that the reimbursement process followed is effective. .

e.. .4%) responded as ― Dissatisfied‖ and no member responded as ― Highly Dissatisfied‖..8. 10 members (i.e.20%) responded as ― Highly Satisfied‖. How do you rate the response time on your HR query resolution? Particulars Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 10 33 5 2 Percentage 20 66 10 4 50 100 Analysis: From the above table out of 50 members. 5 members (i.e. 2 members(i.10%) responded as ― Neutral‖.e. 33 members (i...66%) responded as ― Satisfied‖.

Column Chart:

70 60 50 40 30 20 10 0 Respondents Percentage

Inference:
From the above table it is known that most of the employees are satisfied on the response time of their HR query.

9. Is the process of communicating circulars and announcements effective?

Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total

Respondents 5 30 10 5

Percentage 10 60 20 10

50

100

Analysis:
From the above table out of 50 members, 5 members (i,e.,10%) responded as ―Highly Effective‖, 30 members (i,e.,60%) responded as ― Effective‖, 10 members (i,e.,20%) responded as ― Neutral‖, and 5 members (i,e.,10%) responded as ― Ineffective‖ and no member responded as ―Highly Ineffective‖.

Column Chart:

60 50 40 30 20 10 0 Respondents Percentage

Inference:
From the above chart it is known that the process of communicating circulars and announcements is effective.

e.30%) responded as ―Always‖. and 5 members (i.60%) responded as ― Sometimes‖. 15 members (i.10%) responded as ― Never...‖ ..10. Is there someone at work who encourages your development? Particulars Always Sometimes Never Total Respondents 15 30 5 50 Percentage 30 60 10 100 Analysis: From the above table out of 50 members.e.e. 30 members (i.

.Column Chart: 60 50 40 Respondents 30 20 10 0 Always Sometimes Never Percentage Inference: From the above chart it is known that most of the employees development at work is encouraged sometimes.

‖ .54%) responded as ― Sometimes‖.11.e..8%) responded as ― Never. and 4 members (i.e. 19 members (i. At work does your opinion seems to count? Particulars Always Sometimes Never Total Respondents 19 27 4 50 Percentage 38 54 8 100 Analysis: From the above table out of 50 members. 27 members (i...e.38%) responded as ―Always‖.

.Column Chart: 60 50 40 Respondents 30 20 10 0 Always Sometimes Never Percentage Inference: From the above chart it is known that most of the employees opinion seems to count sometimes at work.

. Have you received recognition or praise for good work? Particulars Yes No Total Respondents 41 9 50 Percentage 82 18 100 Analysis: From the above table out of 50 members.12. 41 members (i..82%) responded as ―Yes‖.e.e. .18%) responded as ― No‖. 9 members (i.

.Column Chart: 90 80 70 60 50 40 30 20 10 0 Yes No Respondents Percentage Inference: From the above chart it is known that most of the employees have received recognition for their good work.

13.6%) responded as ― Ineffective‖ and no member responded as ―Highly Ineffective‖.e. and 3 members (i.. 7 members (i..36%) responded as ― Effective‖. 23 members (i.. . Rate the effectiveness of information flow regarding the PMS process Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total Respondents 7 18 23 3 Percentage 14 36 46 6 50 100 Analysis: From the above table out of 50 members..e.e.14%) responded as ―Highly Effective‖.e.46%) responded as ― Neutral‖. 18 members (i.

Column chart: 50 45 40 35 30 25 20 15 10 5 0 Respondents Percentage Inference: From the above chart it is known that most of the employees rated the flow of information regarding the PMS process as neutral. .

Rate the effectiveness of criteria and result of PMS process? Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total Respondents 6 26 14 4 Percentage 12 52 28 8 50 100 Analysis: From the above table out of 50 members.e. 14 members (i.28%) responded as ― Neutral‖.. 26 members (i.12%) responded as ―Highly Effective‖. 6 members (i.52%) responded as ― Effective‖. and 4 members (i.e.. .e.8%) responded as ― Ineffective‖ and no member responded as ―Highly Ineffective‖...14.e.

. .Column Chart: 60 50 40 30 20 10 0 Respondents Percentage Inference: From the above chart it is known that most of the employees rated the criteria and result of the PMS process as effective.

.e. 6 members (i.8%) responded as ― Highly Satisfied‖. .e. 8 members (i..12%) responded as ― Neutral‖..16%) responded as ― Dissatisfied‖ and no member responded as ― Highly Dissatisfied‖.e.15. How do you rate your employee engagement programs in the organization? Particulars Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 4 32 6 8 Percentage 8 64 12 16 50 100 Analysis: From the above table out of 50 members. 32 members (i.64%) responded as ― Satisfied‖.e. 4 members (i..

Column chart: 70 60 50 40 30 20 10 0 Respondents Percentage Inference: From the above chart it is known that most of the employees are satisfied with the employee engagement programs in the organization. .

e. 14 members (i.36%) responded as ― Effective‖..8%) responded as ―Highly Effective‖..e. and 10 members (i. . 18 members (i. 4 members (i.16. How do you rate your career growth in your organization? Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total Respondents 4 18 14 10 4 50 Percentage 8 36 28 20 8 100 Analysis: From the above table out of 50 members..28%) responded as ― Neutral‖.e.e.8%) responded as ―Highly Ineffective‖..e.20%) responded as ― Ineffective‖ and 4 members (i..

Column Chart: 40 35 30 25 20 15 10 5 0 Respondents Percentage Inference: From the above chart it is known that most of employees rated the career growth in the organization as effective. .

32%) responded as ― Neutral‖. 7 members (i. 20 members (i.14%) responded as ― Ineffective‖ and no member responded as ―Highly Ineffective‖.40%) responded as ― Effective‖... .e..e.e. How effective are the training and development programs? Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total Respondents 7 20 16 7 Percentage 14 40 32 14 50 100 Analysis: From the above table out of 50 members.e.14%) responded as ―Highly Effective‖.. and 7 members (i.17. 16 members (i.

Column Chart: 40 35 30 25 20 15 10 5 0 Respondents Percentage Inference: From the above chart it is known that the training and development programs are effectively done in the organization. .

. ..e.36%) responded as ― No‖.64%) responded as ―Yes‖. 32 members (i.e. Do you get sufficient training when you are given/promoted for a higher responsibility? Particulars Yes No Total Respondents 32 18 50 Percentage 64 36 100 Analysis: From the above table out of 50 members.18. 18 members (i.

Column Chart: 70 60 50 40 30 20 10 0 Respondents Percentage Yes No Inference: From the above chart it is known that the employees get sufficient training when they get promoted for higher responsibility. .

16% of them as Average and 4% of them as Poor. 8% as Neutral and 4% as Dissatisfied. and 32% of employees rated as very good. 66% of employees rated the process of capturing and managing the attendance as Effective. 64% of employees rated the induction process of recruitment of as Good. Good. 20% as Highly Satisfied. 28% of them as V. 12% of them as Average and 8% of them as Poor. 48% of employees rated the joining process of recruitment of as Good. 52% of employees rated the induction process of recruitment of as Good. 10% of them as Highly effective. 16% of them as V. 90% of the employees know what is expected out of them at their work. 8% of them as Neutral. 60% of the employees rated the communication on salary structure as Satisfied. 28% of them as V. Good. 14% of them as Average and 12% of them as Poor. 26% of them as Highly effective. Good. 38% as Always and 4% as Never. 20% as Strongly agree. 52% of employees rated the interviewing process of recruitment of as Good. 38% of employees rated the timing of recruitment process as good. 14% of them as Average and 6% of them as Poor. 8% as Neutral and 4% Disagreed. 60% of employees rated the process of communicating circulars and announcements as Effective. 66% of the employees rated the response of the HR query resolution as Satisfied. Good. 26% of them as V.Summary Of Findings             From the survey 68% of employees agree that job description was properly communicated to them at the time of joining.   60% of the employees rated that there is someone at work to encourage them Sometimes. 54% of the employees rated that their opinion seems to count at work Sometimes. 18% as Highly Satisfied . 10% as Neutral and 4% as Dissatisfied. 20% of them as Neutral and 10% as Ineffective. . 30% as Always and 10% as Never. 60% of the employees responded that communication on investments and tax planning are informative and timely.

  64% of the employees rated the employee engagement programs in the organization as Satisfied.  82% of the employees said that they have received recognition for their work. 8% as Highly Satisfied. 18% have said as No. and 14% as Ineffective. . 14% of them as Highly effective. 14% of them as Highly effective. 8% of them as Highly effective. 46% of them as Neutral. and 8% as Ineffective. 28% of them as Neutral. 32% of them as Neutral. 12% as Neutral and 16% as Dissatisfied. 36% of employees rated the effectiveness of information flow for the process of PMS as Effective. 12% of them as Highly effective. 36% of employees rated the career growth in the organization as Effective.  64% employees agreed that they get sufficient training when they are given/promoted for a higher responsibility while 36% disagreed.  40% of employees rated the effectiveness of Training and Development program as Effective. and 6% as Ineffective.  52% of employees rated the effectiveness of criteria and result of PMS process as Effective. 28% of them as Neutral. 20% as Ineffective and 8% as Highly Ineffective.