On Survey of HRD Climate in Birla Sun Life Insurance

MET-Institute of Management

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Acknowledgement It gives us great pleasure and deep satisfaction in presenting this project work undertaken as part of subject of Organisational Behaviour of MHRDM Third year Semester-V 2010, arranged in order to gain practical knowledge. We take this opportunity to sincere gratitude to several people with whose help and encouragement, we have been able to complete the project successfully. We express a sense of gratitude to our project guides and our senior office colleagues. They have guided us the valuable suggestions and continuous encouragement without which the project would not have been success. They have been a source of inspiration as they motivated us to work more productively and efficiently. We would also like to convey special thanks to Mumbai Educational Trust (MET) college an institute of rare excellence in the field of Management and

Yours Sincerely, Uma Panja (156) Rashmi Sarnaik (165)

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INDEX
Sr No 1 2 3 4 5 6 7 8 9 10 11 12 13 Contents Objectives of the Study Methodology Limitations of the Study Introduction to Birla Sun Life Insurance Conceptual Framework of HRD Climate in Organizations Effective of HRD Climate in an Organization HRD Climate Survey Questionnaire Findings OCTAPACE on Organizational Level HRD Mechanism Internal Comparative analysis of HRD climate on different level of the organization Recommendations Conclusion

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 Data collection consumed a lot of time.Survey of HRD Climate in Birla Sun Life Insurance Objectives of the Study  To understand the General HRD Climate Survey of the Organization  To understand the HRD mechanism of the Organization  To see the OCTAPACE culture of the Organization Methodology The data were collected from primary sources.5 Support level .15 Total number of questionnaire collected: 59 Limitations of the Study  The study was conducted with a very limited time of two weeks only.15 Top level managers . Hence. 1 . a sample of ten to twelve percent of the population has been taken up for the purpose of the study.15 Officers .  All employees and management representatives were not considered due to time limit. Data Sampling Total number of questionnaire: 60 Form distributed at the different Level:      Low level .  We are unable to do the comparative interpretation with other organization in Nepal due to time limitation. Comprehensive questionnaires for employees where developed and interviews were conducted with the help of these structured questionnaires.10 Middle managers .

while as on March 31. It was the first Indian Insurance Company to introduce “Free Look Period” and the same was made mandatory by IRDA for all other 2 . life insurance companies. 2009. The AUM of BSLI stood at Rs. Birla Sun Life Insurance Company Limited (BSLI) is a joint venture between the Aditya Birla Group.000 empanelled advisors. 2009. leading international financial services organization from Canada. Add to this. a well known and trusted name globally amongst Indian conglomerates and Sun Life Financial Inc. reach and ears on ground. This impressive combination of domain expertise. product range.75. helped BSLI cover more than 2 million lives since it commenced operations and establish a customer base spread across more than 1500 towns and cities in India.Introduction of a Birla Sun Life Insurance Established in 2000. Such services are well supported by sound financials that the Company has. the company has a robust capital base of Rs. the extensive reach through its network of 600 branches and 1. 8165 crs as on February 28. 2000 crs.

An organizational development climate can be consisting of the following tendencies on the part of the organization:  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 or supervisor  Faith in the capability of employees to change and acquire new competencies at any stage of life  A tendency to open to communications and discussion rather than being secretive  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 3 . Management and workforce responsible for developing work environment and Organizational policies. In any Organization’s. Organizational climate is more of descriptive nature and it totally depends on the perceptions and levels of satisfaction among the employees in an organization within a given climate.Conceptual Framework of HRD Climate in Organizations Organizational climate is viewed as an important tool of motivating and developing employees in any organization. practices and conditions is helpful in creating a developmental climate in an organization . Thus HRD climate is necessary to create such an environment in a workplace as HRD climate creates interest and motivation among employees for better performance and creates opportunity for growth and success. The concept has gained greater significance in recent times. Employee’s expectation about having work environment conducive to professional growth so.

Thus. Supportive personnel policies  Supportive HRD practices including performance appraisal. HRD policies must show a way for the overall development of employees. Its success is vitally based on the top management’s confidence in employees which will propel them to take initiative and meet challenging responsibilities for the organization. job rotation and career planning. It is an integral part of organizational climate. 4 . HRD climate creates interest and motivation among the employees to stay long in an organization. It creates growth opportunities and recognition. potential development. Therefore. the dynamic HRD climate can create the right path for development of both the individual as well as the organization. Employees’ dignity and individuality is boosted when an effective HRD climate is created. It is possible through humane treatment of employees by the employers and helping develop right attitude among the employees. Hence. Effective of HRD Climate in an Organization HRD Climate is one of the pre-requisites of effective HRD process implementation. it carries a descriptive role rather than an evaluative role. The HRD climate appears in informal and social relations. reward management. training. Humanitarian attitude towards human resources in an organization paves way for the development of individual and the organization.

The personnel policies in this organization facilitate employee development. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 5 . Development of the subordinates is seen as an important part of their job by the managers/officers here a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 4. The top management believes that human resources are an extremely important resource and that they have to be treated more humanely. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 3.4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 2. The top management of this organization goes out of its way to make sure that employees enjoy their work.HRD Climate Survey Questionnaire 1. a) Almost always true .

a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 8. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 9. People in this organization are helpful to each other 6 . Senior officers/executives in this organization take active interest in their juniors and help them learn their jobs.5. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 7. Managers in this organization believe that employee behaviour can be changed and people can be developed at any stage of their life. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 6. The top management is wiling to invest considerable part of their time and other resources to ensure the development of employees. People lacking competence in doing their job are helped to acquire competence rather than being left unattended.

Seniors guide their juniors and prepare them for future responsibilities/roles they are likely to take up. The psychological climate in this organization is very conducive to any employee interested in developing himself by acquiring new knowledge and skills. The top management of this organization makes efforts of identify and utilize the potential of the employees. Employees in this organization are very informal and do not hesitate to discuss their personal problems with their supervisors. a) Almost always true – 4 b) Mostly true – 3 7 . a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 13. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 12.a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 10. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 11.

When an employee does good work his supervising officers take special care to appreciate it a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 17.c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 14. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 16. Promotion decision are based on the suitability of the promote rather than on favouritism a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 15. There are mechanisms in the organization to reward any good work done or any contribution made by employees. Performance appraisal reports in our organsiation are based on objective assessment and adequate information and not on favouritism a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 8 .

When any employees makes a mistake his supervisors treats it with understanding and help him to learn from such mistakes rather than punishing him or discouraging him. Weakness of employees are communicated to them in a non-threatening way a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 9 . Employees are encouraged to experiment with new methods and try out creative ideas. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 20. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 19. People in this organization do not have any fixed mental impressions about each other.e) Not at all true – 0 18. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 21.

Employees in this organization take pains to find out their strengths and weakness from their supervising offiers or collegues a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 24. Employees returning from training programmes are given opportunities to try out what they have learnt a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 26. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 25. When behaviour feedback is given to employee they take it seriously and use it for development a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 23. Employees are sponsored for training programme on the basis of genuine training needs 10 .22. When employees are sponsored for training programmes on the basis of genuine training needs.

a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 27. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 29. People trust each other in this organization a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 28. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 30. Employees are encouraged to take initiative and do things on their own without having to wait for instructions from supervisors a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 11 . Employees are not afraid to express or discuss their feelings with their subordinates. Employees are not afraid to express or discuss their feelings with their superiors.

When problems arise people discuss these problems openly and try to solve them rather than keeping accusing each other behind the back a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 12 . Delegations of authority to encourage juniors to develop handling higher responsibilities is quite common in this organization. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 32. the juniors use it as an opportunity for development. Team spirit is of high order in this organization a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 34. When seniors delegate authority to juniors. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 33.e) Not at all true – 0 31.

a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 38.35. The organization’ s future plans are made knowm=n to then managerial staff to help them develop their juniors and prepare them for future. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 Thus through survey certain points were address such as any organization it would like to be dynamic and growth oriented has to pay attention to the development of its 13 . Career opportunities are pointed out of juniors by senior officers in the organization. The organization ensures employees welfare to such an extent that the employees can save a lot of their mental energy for work purposes. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 36. Job rotation in this organization facilitates employee development. a) Almost always true – 4 b) Mostly true – 3 c) Sometimes true – 2 d) Rarely true – 1 e) Not at all true – 0 37.

The items dealing with HRD mechanisms measure the extent to which HRD mechanisms are implemented seriously. job enrichment has been introduced in organizations. autonomy. authenticity and collaboration are valued and promoted in the organization. confrontation. mechanisms like performance appraisal. The survey questionnaire is to find out the extent to which such developmental climate exists in the organization. OD. OCTAPACE and HRD mechanisms. The general climate items deal with the importance given to human resources development in general by the top management and line managers. trust. counseling. In the recent past. The items can be grouped into three categories: general climate. People must be continuously helped to acquire capabilities for effective performance of new roles/functions/tasks that may arise in the process of organizational growth and change in the environment.human resources. The OCTAPACE items deal with the extent to which openness. proactivity. Findings 14 . Thus HRD becomes crucial for organizational dynamism and growth.

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051 4.441 70.898 70.898 3.983 Ite m 33 34 35 36 37 38 39 40 Respon se 4.22 68.92 9 3.695 66.000' 3.86 8 3.288 3.43 1 3.763 71.017 3.220' 4.203 2.82 4 3.356 3.932 4.81 4 3.525 Openness Confrontation Trust Autonomy Pro-activity Authenticity Collaboration Experimentatio n Item 1 2 3 4 5 6 7 8 1 .881 4.085 3.75 6 3.593 71.475 3.86 1 Percent age 73.661 Mea n 3.OCTAPACE Analysis – Middle Level Respon se 4068 4085 4169 34588 3390 3797 3966 3831 Ite m 9 10 11 12 13 14 15 16 Respon se 3831 3441 3932 3949 3831 3797 3949 4017 Ite m 17 18 19 20 21 22 23 24 Respon se 3814 3966 3780 3780 3983 3746 3831 3814 Ite m 25 26 27 28 29 30 31 32 Respon se 3.712 3.339 60.712 2.65 8 3.

5 69.4 2.2 2.6 4.24 Percent age 82 78 75 55.4 3.8 Ite m 17 18 19 20 21 22 23 24 Respon se 4.7 4.12 4 3.8 2.5 81.7 3.22 4.2 4.9 3.5 Ite m 33 34 35 36 37 38 39 40 Respon se 4.4 4.8 1.2 5 4.2 4.4 4.9 Ite m 25 26 27 28 29 30 31 32 Respon se 4.5 4.9 4.2 2.1 4.3 4.6 4.OCTAPACE Analysis .2 Mea n 4.6 3.4 2.4 4.1 5 4.8 3.8 Ite m 9 10 11 12 13 14 15 16 Respon se 3.94 4.5 81 Openness Confrontation Trust Autonomy Pro-activity Authenticity Collaboration Experimentati on 2 .3 3.1 4.5 4.Low Level Staff Ite m 1 2 3 4 5 6 7 8 Respon se 4.28 4.6 4.6 4.78 3.5 73.4 4.6 4.26 3.1 3.

219 3.813 3.844 3.79 4 3.969 69.25 4.875 67.156 Ite m 33 34 35 36 37 38 39 40 Respon se 4.819 4.93 8 3.156 4.5 3.844 71.625 3.875 4.813 73438 73.5 3.594 Mea n 3.094 3.031 3.93 1 Percent age 72.OCTAPACE Analysis .75 3.906 4.031 4.031 4.Middle Level Staff Ite m 1 2 3 4 5 6 7 8 Respon se 4.156 64.063 Ite m 9 10 11 12 13 14 15 16 Respon se 3.844 70.031 Ite m 17 18 19 20 21 22 23 24 Respon se 3.906 3.844 3.219 3.313 4.656 3.438 3.80 6 3.844 3.219 4.87 5 3.031 3.59 4 3.469 3.219 2.813 Ite m 25 26 27 28 29 30 31 32 Respon se 3.281 Openness Confrontation Trust Autonomy Pro-activity Authenticity Collaboration Experimentati on 3 .71 3 3.844 3.281 4.969 3.91 9 3.5 3.094 4.656 4.688 4.563 3.

588 3.471 3.529 Ite m 17 18 19 20 21 22 23 24 Respon se 3.647 3.529 3.588 3.235 3.353 3.353 Ite m 33 34 35 36 37 38 39 40 Respon se 3.176 3.47 1 3.176 Ite m 25 26 27 28 29 30 31 32 Respon se 3.471 3.529 3.647 Openness Confrontation Trust Autonomy Pro-activity Authenticity Collaboration Experimentati on Item 1 2 3 4 5 6 7 8 4 .941 3.529 62.176 3.62 4 3.74 1 3.824 3.412 3.412 3.Top Level Staff Respon se 3.765 3.50 6 Percent age 68.529 61.941 3.706 3.51 8 3.059 Mea n 3.48 2 3.176 65.824 3.294 3.OCTAPACE Analysis .000' 3.412 Ite m 9 10 11 12 13 14 15 16 Respon se 3.824 3.588 2.588 3.765 3.24 7 3.353 3.588 3.941 56.54 1 3.765 62.941 3.765 3.059 63.588 2.824 4.588 62.765 3.529 3.941 3.824 3.

For confrontation mean score is 3. each respecting each others. The overall openness of organization is in near good status or at least categorized as above average. autonomy. OCTAPACE is a meaningful term indicating eight steps to create functional ethos. genuine sharing of information. It seems free discussion and communication is strong among peers but it is not so strong between seniors and subordinates as employees feel managers are not so professional while dealing with subordinates since they tend to be little personal.929 and percentage is 73. pro-activity. Research shows for openness the mean score is 3. It also implies deeper analysis of interpersonal problems. Although there is a strong favor in free communication. 5 . Confrontation – is bringing out problems and issues into the open with view to solving them rather than hiding them for fear of hurting or getting hurt.22. These values are openness. Openness – A spontaneous expression of feelings and thoughts and the sharing of these without being defensive. and sense of judgment. confrontation. All this involves taking up challenges. trust. collaboration and experimentation which are essential for institution building. authenticity. It shows the mindset of employees who are for free interaction among employees. This is also supported by employees as they believe free and frank communication between various level helps in solving problems. feelings and thoughts in meetings is on an average. feelings.898 which shows it is in average state. competence.756 and % is 68.OCTAPACE on Organizational Level The OCTAPACE profile gives the profile of organization’s ethos in eight values.

Trust – is taking people at their face value and believing what they say. smartness and even a little manipulation to get things done.868 and percentage is 71.763 This is on a very average scale in Birla Sun Life Insurance and this hold true especially for lower level staff members.339 which means this element is above average in the organization. The lowest scorer is the statement which says “Telling a polite lie is preferable to telling the unpleasant truth “– it means employees are less diplomatic and tactful while dealing with difficult situation. It also seems trust level among employees is not so strong as they have given low score to the statement “People generally are what they appear to be “. However.431 and percentage is 60. For trust mean score is 3.Employees believe they always face problem and try to find solution and face challenges at work as they think it is inherent in work situation. There is moral support and help to employee and colleagues in crisis. Interpersonal problems are also addressed on an average basis but deeper analysis is not done. confiding in seniors without fear that they will misuse the trust is bit low and employees become defensive at the time of crisis. Employees are supportive to each other in such situation. Employees have strongly favored the statement that there should be tactfulness. Although employees believe challenges are inherent at the work situation but have tendency to pass the buck tactfully when problem arise. There is another good point under this category that employee’s feel they always own up to their mistakes. Autonomy – is giving freedom to let people work independently with responsibility For autonomy mean score is 3.814 and percentage is 70.695 6 . Pro-activity – is encouraging employees to take the initiative and risks For pro-activity mean score is 3. Congruity between feelings and expressed behavior has also average score.

in practice obeying and checking with seniors rather than taking action by oneself is prevalent and employees favors strong discipline against freedom. Employees believe that their work in not limited to carrying out day to day work of the organization or whatever given in their job description but it contributes at the organizational level. employees have rated statement in following manner –  The high scorer is “prevention is better than cure” which shows employees have strong believe that action has to be taken before it is too late.658 and percentage is 66.824 and percentage is 70.Although this has come about above average or near good score.441% Employees believe that autonomy is good for motivation and encourages employees to work using one’s discretion. This is the strongest part of the organization as the score is also around near good.  They do not see their seniors encouraging their subordinates to think about their development and take action in that direction is (second weak) Authenticity – is the tendency on the part of people to do what they say. in other categories of findings this aspect is seen little bit weak and contradicting. They believe close supervision is needed to direct employees to make them more action oriented and a boost to taking independent action relating to their jobs. Team work and team spirit is somehow core competence of the organization which makes the work environment conducive to accepting and appreciating help offered by others. to be helpful to each other and work as teams For collaboration. mean score is 3. However. For authenticity mean score is – 3. On the issue of being proactive.is to accept interdependencies.593. they think preventing action on most matters is not so strong in the organization. They support the view that employees involvement in developing an organization’s mission and goals contributes to productivity. This is again in line with the finding that employees do not prefer being proactive at their work. Collaboration . They also consider both positive and negative aspects before taking action. They have the opinion that “A stitch in time saves nine”  On the contrary. 7 .

taking fresh look at things and encouraging creativity.861 and percentage is 71. using feedback for improving. To hold some kind of perception and actually translate it into the action is different thing which also applies in Birla Sun Life Insurance. Employees also have high organizational value as stated above and further substantiated by employees not favoring the statement that “Performing immediate tasks rather than being concerned about large organizational goals”.411 % Result: An average HRD climate 8 .656 and 66. They also try out for new and innovative options to solve the problem.525 % This is also in a near good status as per the score given by employees. line management commitment but good personnel policies and positive attitudes towards development Score: Mean – 3. On the flip side it means they strongly support the team work. For experimentation mean score is – 3. Employees are encouraged to take a fresh look at how things are done and they also support the view that trying out new things makes the organization dynamic. General supportive climate – it consists of not only top management. Experimentation – Open to try out new things.As mentioned above about high team spirit of the organization has been supported by another low rating of the statement which says “Usually emphasize on team work dilutes individual accountability”. Further it means using and encouraging innovative approaches to solve problems. Employees may hold the view that experimentation is good for dynamism however in practice they are more for consolidation and stability to stay in competitive situation rather having experimentation with innovative approaches.

having supportive climate among employees and from management employees does not seem to be helping employees to be proactive in self development. HRD Mechanism The successful implementation of HRD involves an integrated look at HRD and efforts to use as many HRD mechanisms as possible. These mechanisms include performance appraisal. employees are helpful to each other. training. There was a very poor response on employees taking initiative for self development. In this regard. employee welfare for quality work life and job rotation. The climate is also favorable in terms of employee being treated caringly by seniors as they understand the mistake and do not take any strict disciplinary action such as punishing or discouraging. For HRD climate to be positive or encouraging it is always a must that top management understands the importance of HR and workforce has team spirit. career planning. the organization has a good base and all it needs to do is built upon its strong foundation. 9 . despite the support from seniors employees seem to have dependent attitude or have high expectation from their seniors about self developmental and they expect to be looked after rather than being proactive themselves. It also shows that there is an involvement of top management and mid level management in HRD efforts. seniors regarding development of employees. There is also fair share of management involvement in making work enjoyable as employees have high expectation from management. Since team spirit is a kind of organization’s culture. Good part of Birla Sun Life Insurance regarding HRD is that top management understands the importance of human resource and actually translates that realization into day to day to practice and HR policies. They also feel that team spirit is in place in the organization which is already by quite a high score on the collaboration aspect. It seems they like to be taken care by the management rather than being explorative for one’s professional development. There is open discussion on problems and solution. feedback and counseling. performance rewards. However. However.Employees believe that top management gives importance to the human resource and all employees are treated humanely.

Research shows that subordinates appreciate the feedback given by the seniors and applied to their work environment. when seniors give behavior feedback to their subordinates. Also. So employees in Birla Sun Life Insurance take training as serious in their career development.11. The existing Personnel policies are supportive to employee development. Top management is involved in the development of employees.764 and which is in percentage – 69. The highest score obtained in the related questionnaire of HRD mechanism is in ‘Training is taken seriously by employees’. Internal Comparative analysis of HRD climate on different level of the organization 10 .The mean score obtained from related questionnaire in HRD mechanism in the survey is 3. There is encouraging and supportive HRD climate for the staffs that backed from the training so that training transfer will occur on the job. Research also shows that there is a genuine need of training and employees are open to job rotation. Even Performance appraisal seems to be objective but ironically promotion decisions influenced by favoritism as per the low score given by employees. Performance appraisal quite accepted by employees as they believe it is on objective assessment and not favoritism but the Incentive mechanism for good performance is not in place.

feedback and counseling. So. activities and feelings with each other more than the middle and top level. Research shows that even autonomy is little high in middle level staffs followed by top level and the low level staffs. training. Encouraging employees to take an initiative and risks (Pro-activity) is also From the research data. 11 . Open to try out new things (Experimentation) are also high in low level staffs than the middle and top level staffs. Good personnel policies and positive attitudes towards development are also higher on low level staffs. Research also shows that career planning. It also shows that 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 (Confrontation) is also high in the low level staffs. from the comparative analysis of research data it shows that OCTAPACE culture is more on low level staffs followed by middle and top level staffs respectively.in all levels of the Organization. employee welfare for quality work life and job rotation are also high in low level staffs than the middle and top level staffs. it shows that Openness is high in the low level staffs than the middle and top level staffs. The tendency on the part of people to do what they say (Authenticity) is in average in all three levels of the organization and little more on the low level staffs followed by middle and top levels. there is an average freedom to let people work independently with responsibility (Autonomy) high among low level staffs than the middle and the top level staffs. Low level staffs feel free to discuss their ideas. Trust is also high among the low level staff than the middle and top level staffs which mean that low level staffs take people at their face value and believe what others say than the middle and the low level staffs.

fair promotional system so that HRD climate of Birla Sun Life Insurance will be more supportive on the middle and top level staff. Birla Sun Life Insurance also needs to focus on upper level staff for the motivation since OCTAPACE perceived by this level is comparatively low. HRD mechanism needs improvisation in a systematic way. Various HRD systems needs to be introduced such as training plan for regular staff. Seniors should also encourage Employees to be proactive. 12 . seniors  Ensure trust in the work environment  Employees should move from Traditional kind of work culture where “do as told’ is practiced. the overall HRD climate of Birla Sun Life Insurance is encouraging since there is a keen interest of top management in HRD and there is a high team sprit and employees take training seriously. Despite of such positive base for HRD to take up in a highly professional manner.Recommendation The following points should be considered in order to improve the overall HRD climate of the Birla Sun Life Insurance  Managers need training and lessons on open communication with subordinates. Also training transfer is in practice and organizational belonging of employees is high. training effectiveness evaluation. career development. motivate staff members to take interest in self development activities and educate on benefits of good HRD climate through several orientation or training sessions  Management should also ensure effective organizational and HRD climate to make employees proactive in self development  Ensure fair and just promotion practice based on performance appraisal  Introduce motivational package for good performance Conclusion In conclusion.  Management course should be given to supervisors  High value of team spirit should be maintained  Make work environment conducive to change or experiments ( Change Management)  Top management should further improve the HR policy. incentive scheme.

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