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Name: Chirag V. Vyas


Designation:
Assistant Professor KPES College, M.K. Bhavnagar University, Bhavnagar And Research Scholar
Indus University, Rancharda, Thaltej, Ahmedabad, Gujarat 382115
Address: Plot No: 29 A, VANDANA, chitranjan chowk, vidyanagar, Bhavnagar - 364002
Contact Number: +91 9825428371 / +91 7802002565
Email Id: chiragvyas.rs@indusuni.ac.in / chiragsir.com@gmail.com
Name: Dr. Ashish B. Joshi
Designation: Associate Professor, School of Liberal Studies, Pandit Deendayal, Petroleum
University, Raisan Village, District-Gandhinagar, Pincode-382 007. Gujarat, INDIA
Email Id: ashish.joshi@sls.pdpu.ac.in
Contact Number: +91 9879554553
Address: School of Liberal Studies, Pandit Deendayal, Petroleum University, Raisan Village,
District-Gandhinagar, Pincode-382 007. Gujarat, INDIA

An observed Research on OCTAPAC Culture at Selected Banks of


Bhavnagar District
Chirag V. Vyas
(Research Scholar Indus University, Rancharda,
Thaltej, Ahmedabad - 382115)

chiragvyas.rs@indusuni.ac.in / chiragsir.com@gmail.com
Dr. Ashish Joshi
(Associate Professor, School of Liberal Studies, Pandit Deendayal, Petroleum University, Gandhinagar,
-382007)

Ashish.Joshi@sls.pdpu.ac.in
Abstract
Organizational climate has been a popular concept in theory and research for some time and has
received a great deal of attention in the past 25 years. 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.
The positive HRD climate renders the existing systems more effective and makes the organizations
more receptive to the introduction of relevant additional system. Organizations differ in the extent to
which they have these tendencies. Some organizations may have some of these tendencies, some
others may have only a few of these and a few may have most of these. Recognizing the importance
of HRD climate assess General climate, OCTAPAC (Openness, Confrontation, Trust, Autonomy,
proactively, Authenticity and Collaboration) culture and implementation of HRD mechanisms.
This paper deals with the concept of HRD, OCTAPAC and other aspects prevailing at selected banks
of Bhavnagar district in the form of a research study.
Keywords: HRD, OCTACPAC, Case Study of selected Banks

Introduction

Human resource development in the organizational context is a process by which the employees of an
organization are helped in a continuous, planned way to: (a) acquire or sharpen capabilities required
to perform various functions associated with their present or expected future roles; (b) develop their
general capabilities as individuals and discover and exploit their own inner potentials for their own
and organizational development processes; and (c) develop an organizational culture in which
supervisor-subordinate relationships, team work and collaboration among sub units are strong and
contribute to the professional well-being, motivation and pride of employees.

Meaning of HR + D + Climate
HR means employees in organization, who work to increase the profit for organization.
Development, it is acquisition of capabilities that are needed to do the present job, or the
future expected job.
After analyzing Human Resource and Development we can simply state that, HRD is the
process of helping people to acquire competencies.
Climate, this is an overall feeling that is conveyed by the physical layout, the way employees
interact and the way members of the organization conduct themselves with outsiders. (It is
provided by an organization.)

Objective of Study
The study intends to achieve the following objective:
To study the type of HRD climate prevailing in selected banks of Bhavnagar
To study and understand the change in HRD Climate in selected banks of Bhavnagar

Literature review
Chalam and Srinivas (2005) in their study Genderwise Perceptions and Attitudes on HRD Climate in
Indian Banking Sector, examine the basic disagreement with respect to HRD Climate in the selected
branches of SBI.
Vijaya Banu (2007) in his study A Study on HRD Climate with Special Reference to Public Sector
Cement Corporation, concluded that to survive and excel in the new economy, the HRD climate is of
crucial importance to the Indian public sector organizations.
Jain, Singhal, and Singh (1996) conducted a study, HRD Climate in Indian Industry, in two public
sector organisations i.e. BHEL and NFL and concluded that the HRD climate is mainly a function of
the effectiveness variables including individual efficiency, organisational efficiency and productivity,
and the HRD variables including management policy on HRD, organisation development, role
analysis and training.

Research Methodology
Descriptive methodology, the researcher can get valuable qualitative and quantitative data through the
descriptive method. The questionnaire is one of the major tools for collecting information from the
respondent. Research in common parlance refers to a search of knowledge. One can also define
research as a scientific and systematic search for pertinent information on a specific topic. In fact,
research is an art of scientific investigation.

Research
Good instincts and intuition certainly play important roles in business. But gut feelings about your
customers needs and preferences arent enough. If you want to minimize risk and improve your
chances of success, you need sound, objective data. Thats where market research comes in.

Sampling Techniques, Size and Unit


For the purpose of the study, the researcher selected the respondents of selected banks of Bhavnagar
on the basis of on the basis of non-probability random sampling. Sample Size is 50

Methods of Data Collection:


The Primary Data are those which are collected afresh and for the first time, and thus happen to be
original in character. he Secondary Data, on the other hand, are those which have already been
collected by someone else and which have already been passed through the statistical process. he
researcher would have to decide which sort of data he would be using (thus collecting) for his study
and accordingly he will have to select one or the other method of data collection. The methods of
collecting Primary and Secondary data differ as Primary Data are to be originally collected, while in
case of Secondary Data the nature of data collection, with the pros and cons of each method.

Questionnaire
OCTAPAC Culture questionnaire developed for selected banks
Gender Wise Distribution of Respondents

Graph A1

Table A

Employees
N

Percent

Male

47

94%

Female

06%

Total

50

100%

Gender

Age Wise Distribution

Graph A2

Table A2

Age

Employees
N

Percent

Below 35

14

28%

Above 35

36

72%

Total

50

100%

of Respondents

Qualification Wise Distribution of Respondents


Graph A4

Table A4

Educational
Qualification

Employees
N

Percent

Graduate

32

64%

Post Graduate

18

36%

Total

50

100%

Q.1 People trust each other in this organization.


Q. No.

Almost
Always True

Mostly
True

Sometimes
True

Rarely
True

Not At all True

Respondents

12

28

10

Percentage
Value

24%

56%

20%

00%

00%

Q. No.

TOTAL

MEAN

SD

CV

60

112

30

202

13.46667

11.489125

85.31529

Q.2 Employees are not afraid to express or discuss their feelings with their superiors.
Q. No.

Almost
Always True

Mostly
True

Sometimes
True

Rarely
True

Not At all True

Respondents

16

22

10

Percentage
Value

32%

44%

20%

04%

00%

Q. No.

TOTAL

MEAN

SD

CV

80

88

30

202

13.46667

9.2736185

68.8635

Q.3 Employees are not afraid to express or discuss their feelings with their subordinates.

Q. No.

Almost
Always True

Mostly
True

Sometimes
True

Rarely
True

Not At all True

Respondents

18

20

10

Percentage
Value

36%

40%

20%

04%

00%

Q. No.

TOTAL

MEAN

SD

CV

90

80

30

202

13.46667

9.0553851

67.24296

Q.4 Employees are encouraged to take initiative and do things on their own without having to wait for
instructions from supervisors.

Q. No.

Almost
Always True

Mostly
True

Sometimes
True

Rarely
True

Not At all True

Respondents

12

22

12

Percentage
Value

24%

44%

24%

08%

00%

Q. No.

TOTAL

MEAN

SD

CV

60

88

36

192

12.8

8.4852814

66.29126

Q.5 Delegation of authority to encourage juniors to develop handling higher responsibilities is quite
common in this organization.

Q. No.

Almost
Always True

Mostly
True

Sometimes
True

Rarely
True

Not At all True

Respondents

14

22

10

Percentage
Value

28%

44%

20%

08%

00%

Q. No.

TOTAL

MEAN

SD

CV

70

88

30

196

13.06667

8.6023253

65.83412

Q.6 When seniors delegate authority to juniors, the juniors use it as an opportunity for development.

Q. No.

Almost
Always True

Mostly
True

Sometimes
True

Rarely
True

Not At all True

Respondents

10

24

10

Percentage
Value

20%

48%

20%

12%

00%

Table 5.67
Q. No.

TOTAL

MEAN

SD

CV

50

96

30

12

188

12.53333

8.8317609

70.46618

Table 5.68

Q.7 Team spirit is of high order in this organization.

Q. No.

Almost
Always True

Mostly
True

Sometimes
True

Rarely
True

Not At all True

Respondents

12

20

14

Percentage
Value

24%

40%

28%

04%

04%

Q. No.

TOTAL

MEAN

SD

CV

60

80

42

188

12.53333

7.8740079

62.82453

Q.8 When problems arise people discuss these problems openly and try to solve them rather than keep
accusing each other behind the back.

Q. No.

Almost
Always True

Mostly
True

Sometimes
True

Rarely
True

Not At all True

Respondents

14

16

12

Percentage
Value

28%

32%

24%

12%

04%

Q. No.

TOTAL

MEAN

SD

CV

70

64

36

12

184

12.26667

5.8309519

47.53493

Q.9 Career opportunities are pointed out to juniors by senior officers in the organization.

Q. No.

Almost
Always True

Mostly
True

Sometimes
True

Rarely
True

Not At all True

Respondents

14

12

20

Percentage
Value

28%

24%

40%

08%

00%

Q. No.

TOTAL

MEAN

SD

CV

70

48

60

186

12.4

64.51613

Q.10 The organizations future plans are made known to the managerial staff to help them develop their
juniors and prepare them for future.

Q. No.

10

Almost
Always True

Mostly
True

Sometimes
True

Rarely
True

Not At all True

Respondents

14

20

10

Percentage
Value

28%

40%

20%

12%

00%

Q. No.

TOTAL

MEAN

SD

CV

10

70

80

30

12

192

12.8

7.6157731

59.49823

CONCLUSION
Selected banks of Bhavnagar as a part of my research project I observed that HRD Climate is good
but still it needs some changes. They are like Framing proper HR policies and Practice, Providing
proper counseling for developing positive mindset. Company also needs to develop proper potential
appraisal system these help the organization to utilize its employees potential properly. Its key need
to change the mindset of employees that in some local district level registered bank the promotions

are based on favoritism. Employees also need to encouragement from the management for using their
new methods and creative ideas freely.

References
1. Barney J B and Wright P M (1998), On becoming a Strategic Partner: The Role of HR in gaining
competitive advantage, Human Resource Management,37:31-46.
2. Barney, J. (199l). Firm resources and sustained competitive advantage. Journal of Management,
17: 99- 120.
3. Bhamidipati, Ravi and Makhijani, Rajer (2003), Changing Mindsets, Background Papers, AIMA
30th National Management Convention, September 15-17.
4. Bhardwaj Gopa and Mishra Padmakali (2002) HRD Climate: an empirical study among private
sector managers ,IIJR July 2002,38(1)
5. Jain V K, Singhal K C and Singh V C (1997), HRD Climate in Indian Industry,Productivity,
37(4) : 628-639.
6. Vyas Chirag V (2012), An Empirical Research on HRD Climate prevailing in Excel Crop Care
Ltd,. Bhavnagar, Excel Crop Care Library resource, 22 44