Introduction :If we need to find a way to develop employees in order to become effective contributors to the goals of an organization, we need

to have a clear view of what an effective contribution would look like. The use of personal capacities can be very helpful in describing the way in which an effective employee should operate and behave, but there can be no general prescription of an effective employee. Effectiveness will differ with organizational context, and on whose perspective we are adopting. The matter of what, finally, makes an effective employee is a combination of personality, natural capabilities, developed skills, experience and learning. The process of enhancing an employees present and future effectiveness is called development.

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 stated 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.) Organizational climate is a set of characteristics of an organization which are referred in the descriptions employees make of the policies, practices and conditions which exist in the working environment. Abraham

Components of HRD Climate

The organizational climate consists of: Organisational StructureAn organizations structure is actually a snapshot of a work process, frozen in time so that it can be viewed. The structure enables the peoples energy to be focused towards process achievement and goal achievement. Employee must have a clear definition of not only the work structure but also the role used to organize the work. If the structure and the role is not clear, people will not know what the work process is, who is responsible for what, whom to go for help and decision, and who can Assist in solving problems that may arise.

Organisational CultureOrganisational culture is the pattern of beliefs, knowledge, attitudes, and customs that exists within an organisation. Organizational culture may result in part from senior management beliefs or from the beliefs of employees. Organizational culture can be supportive or unsupportive, positive or negative. It can affect the ability or willingness of employees to adapt or perform well within the organisation.

The most effective work culture is one that supports the organizations HR strategies by aligning behaviors, processes and methods with the desired results. It is not just achieving results but the methods through which they are achieved that are critical to long-term success.

Before any HR strategy is designed there must be a clear understanding of the organisation, its current values, its structure, its people as well as its goals and vision for the future.

HR Processes-

The HR system of an organisation should be comprehensive enough to take care of employees from the time they join till the time they leave HR. Their demands must not be ignored, but a feeling of belongingness be created. Process should be very clear and impartial, so that

employees faith in organisation. From recruitment to retirement whole process should be according to employees expectation and ability of employer.

Importance of looking at the organisation climate are:

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

Importances are: Environmental factors of HR are prime influencing elements of change in HR strategy. It gives HR professionals time to anticipate opportunities in HR area and time to plan optional responses to these opportunities.

It helps HR professionals to develop an early warning system to prevent threats emerging out from HR scenario, or to develop strategies, which can turn a threat. It forms a basis of aligning the organisation strengths to the changes in the environment.

It enables the entry of the latest national/international HR developments.

Measuring HRD Climate

Economic condition An organisations economic condition influences its culture in several ways. The more prosperous an organisation is the more it can afford to spend on research and the more it can afford to risk and be adventurous.

Leadership Style : An organisation leadership style plays a profound role in determining several aspects of its culture. An authoritarian style may make the organisations culture characterized by high position structure, low individual autonomy, low reward orientation, low warmth and support and so on, or it may be opposite, like goal directed leadership.

Managerial assumption about human nature : Every act on the part of the management that involves human beings is predicated upon assumptions, generalizations and hypotheses relating to human behaviour. There are two theories of behaviour (Theory X and Theory Y).

Managerial values and ethos : The feeling of managers about norms and values what is good and what is poor as management practice. There are few dimensions on which it can be checked. They are self-awareness, risktaking, participation, bureaucracy, equity, employees security and growth.

Organisation size : An small organizations there are few levels of management, these are generally more amenable to democratic and participative functioning than big organisations. More open communication system in small organisations. Hence these organisations have a different type of climate than what are in big organizations

Factors Affecting HRD Climate:Return for Investment Attitude: A number of organizations mention that the effectiveness of the HRD programme should be measured in terms of how these efforts contribute to profits. Aggarwal (1990) suggests that HRD efforts will be sustained only if the results can improve the profitability of the organization. The Steel Authority of India is actively engaged in developing measures to calculate the contribution made by the HRD programmes in their plants. Some other organizations take the position that the effectives=ness of HRD should be measured in terms of how well the initiatives have contribute to individual growth and not necessarily to profits. The reason given for the latter is that profits depend upon many factors such as the product, market promotion strategies, technology, managerial decision making and so on. While in most cases HRD has resulted in performance improvement. The measure of effectiveness of the programmes is not always stated in clear terms. In practice many programmes lack conceptual clarity. As a result appropriate measures of effectiveness of the programme are not developed and relevant data are lacking to evaluate it. It is therefore necessary to have an appropriate measure of HRD programme to make the HRD Climate favorable.

Concept of Status: In many organizations status in the managerial hierarchy is near absolute. It is assumed that a person occupying a higher position has superior knowledge and competence in all aspects.He feels justified in directing the levels of below in what they should or should not do.This pattern of behavior is maintained even when the subordinate is a specialist. Often the advice of a specialist is ignored or the superior dictates what the specialist should do. In day-to-day working. The people at various levels have limited freedom of action. Lower levels are not required to exercise discretion. In one organization, Officers chosen aftr a competitive exam were engaged in routine jobs after 7-8 years of service. They carried out pure routine jobs of their supervisors. In essence the functions of these officers were hardly different from those of the clerical employees. This caused considerable resentment among the officers against the organization and senior management. In other organization, a specialist was appointed to develop a programme.

The management consulted him on certain aspects of the programme but he was never involved in decision making. He did not even know if his advice was understood fully. In a short while the specialist began to withdraw from the programme.So, all the examples given above are related to status fluctuations.

Self Orientation:Many mangers have the feeling, We know what is best for you. The approach I know best does not lead to developmental strategies as well as healthy HRD Climate for employees. Rather an approach like, Why dont you try some other ways leads to HRD initiatives. HRD initiatives are unlikely to succeed unless the superior behaves in ways that would facilitate development of the subordinates. The competence and enhanced capabilities of individuals are likely to develop in the context of the work he does. Hence the quality of dyadic relationship contribute greatly to the effectiveness of HRD initiatives. Subordinates have to be given freedom to think, to learn from what they do and encouraged to try new ideas. So, every supervisor would have to assume a developmental approach in dealing with subordinates if he wants to spread the benefits of HRD initiatives throughout the organization. Skepticism: The dominant outlook in certain organizations is one of skepticism. Every idea is accomplished with the statement that We have tried this before, it did not work. This becomes a tradition of certain organizations. Pervasive skepticism develops in an org. for several reasons. The manner in which reports are handled: how problems are solved and how decisions are communicated. In many situations a skeptical outlook also develops when employees down the line perceive that the management say one thing and do the opposite. The most common approach is by appointing a committee to deal with a problem. In many cases committees have limited time to study fully the interconnecting issues, a systematic view. At times the members have a mental set governed by the history of the organization which prevents them from seeking fresh solutions.

Culture of Indifferences: Some organizations show disregard for schedules, completion of tasks or organizational goals. In some organizations there is no action against the employees who disobey their superiors. So, the culture is mixed with different kind of personalities. In one organization, the new chief executive who wanted to set new norms of behavior refused the request of a committee for extension of time. He also asked the committee to make a presentation of a hastily prepared report. The strong criticism of the weaknesses in the proposals made the committee realize what a poor report they had prepared. This incident carried the message that the committee work and assignments have to be taken more seriously, along with other changes. In many org, more concern is shown to solve immediate problems and the casual approach is to find expedient solutions. Managers move from one problem to another and in most cases, problems pile up. Managers are so busy seeking immediate solutions that they often lose sight of long-term implications of the solutions. In such org, HRD takes root slowly. This is so because HRD has a developmental perspective and futuristic orientation.

Rigid Hierarchy Restricts Communication: Open communication is less likely to be developed in an org. which has rigid hierarchy and extremely formal pattern of interaction. People lower in the hierarchy would invariably wait for a clue from the superior before expressing an opinion. In one organization the top management declared that they would like to have an open system and that officers were welcome to freely approach the members of the higher management. But in reality very few people walked through the open doors of the senior officers. Some members of the higher management showed impatience when employees raised questions and this behavior conveyed a message contrary to what was said about open communication. Open behavior develop rarely unless a conductive environment is created for the purpose. Some organizations make a sharp distinction between senior officers and clerical categories.

BIBLIOGRAPHY
http://www.scribd.com/doc/24910597/Hrd-Climate http://www.scribd.com/doc/58097200/Project-Report-on-HRD-Climate http://research4knowledge.blogspot.in/