Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol.

2(11), 2010, 6857-6875

HUMAN RESOURCE MANAGEMENT PRACTICES IN REFRIGERATION AND AIR CONDITIONING INDUSTRY IN INDIA
Dr.Nisar Ahamad Nalband Asst. Professor College of Business Administration King Saud University P.B.No 2459, Riyadh - 11451 Saudi Arabia nnalband@ksu.edu.sa http://www.ksu.edu.sa Abstract Over the last 150 years or so, refrigerations great strides offered us ways to preserve and cool food, other substances and ourselves. Refrigeration brought distant production centers. It tore down the barriers of climates and seasons. And while it helped to rev up industrial process, it became an industry itself It is understood that the refrigeration and air conditioning industry has been a promising industry for the development of Indian economy and one of the old industry in India too. Indian refrigeration and air conditioning Industry has been playing a very vital role in the growth of Indian economy. The employees of refrigeration and air conditioning Industry are mostly knowledge workers. Knowledge workers are skilled, use intuition and past experience, as well as creating the new knowledge which resides in their heads and which is also evident in their commitment, attitude and relationship. However, the projected growth of Indian refrigeration and air conditioning industry will largely depend upon the Industries ability to manage its human resources Though research has been done on HRD/HRM in refrigeration and air conditioning industry, a considerable study has yet to be made on Indian refrigeration and air conditioning industry. The literature on Indian refrigeration and air conditioning industry consists mainly in the form of Books, Annual Reports, and other web based reports. The Technical, Engineering and Management journals also published articles on the subject. A great amount of research work has to be carried on in the country. There is a promising and potential scope for the researchers to investigate more and inform more to Indian air conditioning and refrigeration industry to adapt to new techniques of HRM/HRD KeyWords HRM, HRD, Practices, India, Refrigeration, Air conditioning, Industry Introduction Over the last 150 years or so, refrigerations great strides offered us ways to preserve and cool food, other substances and ourselves. Refrigeration brought distant production centers. It tore down the barriers of climates and seasons. And while it helped to rev up industrial process, it became an industry itself It is amazing to imagine life without ice cream, fresh fruit, ice-cold drinks or frozen entrees. Imagine having to go to the grocer everyday to make sure your food was fresh. Imagine no flowers to send to that special someone or medicines or computers.

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 Considering the size of Indias population of 1 billion plus, the size of the refrigeration and air conditioning industry is relatively modest. Marketing gurus and economists estimate the population of the middle class with disposable income, anywhere in the region of 75 million to 150 million. These are the people who are buyers of refrigerators and more recently room air conditioners for the residential sector. It is understood that the refrigeration and air conditioning industry has been a promising industry for the development of Indian economy and one of the old industry in India too. Indian refrigeration and air conditioning Industry has been playing a very vital role in the growth of Indian economy. The employees of refrigeration and air conditioning Industry are mostly knowledge workers. Knowledge workers are skilled, use intuition and past experience, as well as creating the new knowledge which resides in their heads and which is also evident in their commitment, attitude and relationship. . However, the projected growth of Indian refrigeration and air conditioning industry will largely depend upon the Industries ability to manage its human resources Though research has been done on HRD/HRM, a considerable study has yet to be made on Indian refrigeration and air conditioning industry. The literature on Indian refrigeration and air conditioning industry consists mainly in the form of Books, Annual Reports, and other web based reports. The Technical, Engineering and Management journals also published articles on the subject. A great amount of research work has to be carried on in the country. The scope of almost all the research papers is narrow, limiting to a particular aspect of HRD or HRM or a company. Thus, there is obviously a need for an intensive study of HRM in refrigeration and air conditioning industries. As such, a comprehensive and integrated outlook based on an empirical study on human resource management in refrigeration and air conditioning industry this study may contribute to fill gap in the existing literature on the subject with regard to HRM practices. Objectives The objectives of the study are: 1. 2. 3. To enquire into the HRM practices VIZ., performance appraisal, training, career planning and development in the refrigeration industry; To analyze the outcomes of human resource management; in refrigeration and air conditioning industry; and To offer appropriate suggestions, wherever necessary, to improve the practice of human resource management techniques in order to minimize negative outcomes and maximize the positive outcomes.

In the fulfillment of these objectives, a close study is made in five companies of refrigeration and air conditioning industry. Methodology The primary and secondary data are collected for the study. The primary data is collected by conducting interviews and discussions, with employees and management respondents in two separate schedules structured for the purpose. Various appropriate statistical techniques were employed for analyzing the data. The statistical analysis and data are supplemented by the information collected through interviews and personal observation so as to derive effective and meaningful conclusions. The secondary data is collected from various sources. Factual data were collected from the annual reports of sample companies; training departments, in-house magazines and other records of the companies. Companies web sites and other related web sites were browsed. Opinions of respondents were solicited on five point scale with scale values 5, 4, 3, 2 and 1. Various statistical tools are used. Weighted averages calculated to find the HRM practices internally in individual organization, on the scale of +2 to -2.

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 Sampling Data for this study was collected based on the Convenient Random Sampling technique. Total refrigeration and air conditioning industry in Hyderabad and Bangalore were considered and five major companies selected, they are Blue Star, Voltas, and further respondents are divided in to two stratas viz., employee respondents and management respondents. For opinion of the respondents the data collected from each company is as followsTable No.1.1 No.of Management respondents 25 25 15 20 15 100

S.No.

Name of the Company

No.of employee respondents

Total

1 2 3 4 5

Blue Star Voltas Carrier Thermax Tecumseh Total Sample Size

70 75 45 60 50 300

95 100 60 80 65 400

The total sample of employee is 300. The total sample of managers is 100. Hence the total size of sample under taken for this study is 400, which is not unwieldy. Data Collection 1. Collection of data from respondents through opinion schedules A primary data schedule is prepared of the companies. From each company the data is as per the above table no 1.1 which is based on convenient sampling. Secondary data is also collected, by referring to journals, magazines, newspapers and textbooks, Companies annual reports and Internet are used to collect secondary data from various web sites Tools for Analysis To analyze the data the following statistical tools are used. The percentages, weighted averages, are used as and wherever necessary. Tables are used to represent the data. Scaling techniques are used to analyze the opinions of managers as well as employees Scope of the Study The study covers areas of human resource management/development in the refrigeration and air conditioning industry. These areas include performance appraisal, training, career planning and development. These primary areas of human resources management are studied thoroughly to the maximum extent through the means of discussions, interviews, reports, accounts, observations etc. Limitations of the study As companies are chosen randomly and the study is limited to Hyderabad and Bangalore only, because Hyderabad and Bangalore are in to refrigeration and air conditioning industry for quite a long time and thousands of refrigeration and air conditioning industry professionals are working in Hyderabad and Bangalore. This made

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 researcher to choose Hyderabad and Bangalore. Findings cannot be generalized to all Indian refrigeration and air conditioning industry as so many companies are present. Further the study is limited to Hyderabad and Bangalore only, despite the presence of respondent companies across the globe, because data is collected through sampling, there may be deviation in generalizing the opinions of refrigeration and air conditioning industrys professionals. Performance Appraisal Appraising the performance of individuals, groups and organizations is a common practice of all societies while in some instances these appraisal processes are structured and formally sanctioned, in other instances they are an informal and integral part of daily activities.1 Performance appraisal is a method of evaluating the behavior of employees at work place, normally including both the quantitative and qualitative aspects of job performance.2 Performance Appraisal has been used for basically three purposes- remedial, maintenance and development. A performance appraisal needs to cover all these three purposes with the same focus.

History of Performance Appraisal: 1900 1940 1950 1960 1970-1990 2000 : Subjective Appraisal : Increased Psychometric Sophistication : Management by Objectives : BARS : Hybrid system and approach : Job score card, 360 degree feedback system and Balanced Score Card

Objectives of Performance Appraisal : To Provide basis for promotion/transfer/demotion/termination To enhance employees effectiveness To identify employees training and development needs To aid in designing training and development programmes To remove work alienation To remove discontent To develop inter personal relationship To aid in wage administration To exercise control To improve communication.3 Performance appraisal in refrigeration and air conditioning industry: The performance of an organization depends upon the sum total of the performance of its individual members. According to Peter Drucker an organization is like a tune; it is not constituted by its individual sounds but by their synthesis. In Refrigeration Industry performance appraisal is an important tool in the hands of HR department. Now a day in refrigeration industry team work gaining more importance according to one of the respondent in Carrier Company informed thatthere is no proper Team appraisal there in your HR literature where it suits in measuring and rewarding/awarding both individuals and teams. All the four sample companies are ISO-9000 organizations. This makes it mandatory for them to define systems of documentation and maintain them on a regular basis. Cycle Time Reduction and Continuous Process Improvement are the key practices in refrigeration industry. Institutionalizing open appraisal system requires a strong culture of openness and trust between employees and their superiors. All these organizations have been trying to build a culture of openness, trust and teamwork through various interventions.

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 It is widely criticized that though Performance Appraisal System meets various organizational requirements, it would be difficult rather impossible to make use of the system in practice for the organizational purpose in view of the various limitations. What should we think about a system, however, valuable for meeting the organizational needs, which produces such results in a wide range of companies with a variety of appraisal systems? The problem is one, which cannot be dismissed lightly.4 Practice of Performance Appraisal System in Refrigeration Industry: An attempt is made to enquire into the system and practice of Performance Appraisal in the respondent companies with the help of opinions of employees as well as management respondents. The performance appraisal system is studied in terms of providing clear understanding to superiors as well as subordinates in terms of job expectations from the subordinate, providing an opportunity for discussion between appraiser and appraised, providing scope for developing superior subordinate relationship, communicating strategies and policies, review of the process, scope for self review and assessment, self direction to the appraisee for carrying out the job and his development as well. The opinions of employee and management respondents regarding the system and practice of Performance Appraisal are presented in Tables 5.1 and 5.2 In refrigeration industry it is alarming to note that both the employee and management respondents opined negatively about the existence of scope for correcting the biases of reporting officer through a review process, the calculated weighted averages opinions of management respondents are Carrier (-0.05), Voltas(-0.2), blue star(-0.4), Tecumseh (-0.6)and Thermax(-0.7); according to employee respondents Blue star(-0.02), Carrier(-0.06) ,voltas and Tecumseh (-0.1) and Thermax(-0.45) Employee respondents and management respondents of Thermax and Tecumseh expressed negative opinion about the building of relationship through open communication and trust through a good performance appraisal system calculated weighted averages of employee respondents are -0.12 and -0.2 and management respondents too un happy with the above aspect (weighted averages are-0.5 and -0.4). Further both the employee respondents and management respondents of Thermax and Tecumseh expressed that the system of performance appraisal did not help in developing good superior and subordinate relationship; through open communication and mutual trust, and they felt that the performance appraisal systems in their company do not help the appraisees to have insights into their strength and weaknesses. It is also felt that the system of performance appraisal system do not provide as scope for self review and realization in their company. To conclude upon the system of performance appraisal in all the five companies it is found from the opinions of management respondents and employee respondents that the system of performance appraisal neither helping nor motivating the employees in Thermax and Tecumseh, where as the employee and management respondents opined positively about the same in Blue star (weighted averages are 0.28 and 0.25), Voltas (weighted averages are 0.42 and 0.56), and Carrier (weighted averages are0.24 and 0.45). It is also observed that majority of the employee respondents of all the companies opined that their company adopts partially confidential and partially open system of performance appraisal.87% of employees of Blue star, 85% employees of Carrier, 82% of employees of Voltas, 61%of employees of Thermax and 57% Tecumseh agreed that they have Partial confidential appraisal system. In Blue star 79% of management respondents in Voltas, 71% in Thermax and 67% and in Tecumseh56% agreed that they have open appraisal system. Both the employee respondents and management respondents agreed in majority about the aspect, notably in Tecumseh 24% of employee respondents felt that they have completely confidential system of performance appraisal. 8% of employee respondents of blue star opined that they have completely open performance appraisal system Training: Training is a process of updating the technical knowledge, developing skills, bringing attitudinal and behavioural changes and improving the trainees abilities to perform efficiently and effectively. The three broad objectives of training, are increasing employability, making employees effective, in the current job and preparing employees to shoulder higher responsibility.5

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 Training is not a force, but a promise that is essential to modern technology and economic system. Flexibility in action through understanding and confidence; inventiveness, initiative and ability to make decisions; and respect for the contributions of others and readiness to collaborate with them.6 The companies sought to encourage the innovation and learning necessary for a world where work is increasingly intangible and intellectual. The continuous quest for knowledge has rendered materialism immaterial. (This can be compared to what the famous psychologist Abraham Maslow described as Self-actualization in his motivation).7 Development is a continuous process that focuses on development of conceptual knowledge and bringing attitudinal and behavioral changes. Planning, implementing and costing training are again essential parts for any organization. Control and monitoring of training events, maintenance of training records of employees are also the critical inputs for this HR functions. A standard training and development incorporate the following areas: Course specification Course scheduling Evaluations Cost analysis In house faculty database External faculty database

In the knowledge industry, concept of self for knowledge workers substantially evolves around the knowledge they have. Hence, for holding a positive concept of self and to experience growth, knowledge workers highly value learning. The level of knowledge and how recent it is tends to define their social standing in their professional group. It also defines their marketability and ability to work on the assignments and organizations of their choice. All these factors make it imperative for knowledge workers to learn on a continuous basis. So long a knowledge worker feels that he or she is learning on a given job, one would not be thinking of changing the job. Hence, to retain knowledge workers, knowledge organizations need to create superior systems of training and learning. Training in Refrigeration industry: Knowledge workers in organizations are expected to perform leadership roles because of the technical work they have to carry on. Helping the technical workers to be updated in their respective technical streams as well as facilitating them to acquire leadership capabilities, is a very challenging and exciting task for HR professionals in any industry. Growth for technical workers requires that they should learn what is latest in their technical field as well; they have to acquire managerial capabilities. The organizations spend considerable time and resources to upgrade the abilities of their trainers. They are encouraged to participate in world-class programmes. These organizations are also in the process of developing systems for accrediting external trainers who are associated with the organization on a continuous basis. Organizations and individuals should develop and progress simultaneously for their survival and attainment of mutual goals. Modern management has to develop the organization through human resources development. Employee training is the important subsystem of human resource development. Employee training is a specialized function and is one of the fundamental techniques of human resources development. Training practices in refrigeration industry: Table 5.3 and 5.4 shows the opinions of employee respondents and management respondents about the training process. It is observed from the table, that majority of the employee and management respondents of Blue star, voltas and Carrier companies strongly felt that physical facilities and teaching aids provided in their training departments are excellent, where as in Thermax and Tecumseh opposite view held by the majority of employee and management respondents. The same view expressed by the respondents with regard to maintenance of adequate number of internal faculty and external faculty during training period and handling of in-company programmes by competent faculty. The opinions of employee respondents on the training process, with regard to physical facilities and teaching aids provided in their training departments are good in blue star (weighted average is 0.34), compared to Carrier,

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 (weighted average is 0.12),voltas (weighted average is 0.1), Tecumseh (weighted average is -0.06), and Thermax (weighted average is -0.28)..There is little bit change in the opinions of management respondents accordingly the weighted averages so the above aspect is good in Voltas (weighted average is 0.8), compared to carrier (weighted average is 0.75), blue star (weighted average is 0.5), Tecumseh (weighted average is -0.3), and Thermax (weighted average is -0.35). The respondent companies are conducting the training very seriously to accomplish the core objectives of training and developing the human resources. The weighted averages of, Blue star, voltas and carrier shows that all the three companies are providing adequate number of competent faculty for their training programmes as per the majority opinions employee respondents and management respondents. Unfortunately this aspect seems to be not taken care of in Thermax and Tecumseh, hence the weighted averages as per the opinions of employee respondents and management respondents. Induction Training: Indian refrigeration industry is one of the old industries due to technical advancements it is growing very fast. These companies have attrition in the range of 1-17 per cent per year. It implies that at any time, these organizations have about 30-38 per cent of their manpower, which is new to them. The new entrants need to be helped in acquiring organization specific technical skills. In addition, these new entrants should also be helped to learn beliefs, values and the culture of the organization. The nature of experience may define whether a new entrant would prefer to continue to work in the organization or not. Induction training is the first exposure to an organization for a new entrant. It is observed from the tables 5.5 and 5.6 that all the respondent companies are taking induction training very seriously. They perceive it as an opportunity to create bond between new entrants and the organization. Table 5.5 and 5.6 depicts the opinions of the employee and management respondents about their companys induction training programmes. Majority of the employee and management respondents opined that their induction training programmes provides an excellent opportunity for new comers to learn comprehensively about the company and is periodically evaluated and improved. Retaining the employees is one of the major tasks for HR department in any industry, to retain the employees there should be a practice, which should lead to building of bond between employees and their superiors , this is happening in a good way in all the respondent companies Effect of training: Table 5.7 and 5.8 presents the opinions of employee and management respondents regarding the effect after training, the ultimate object of any training programme is to improve the technical skills and knowledge of the employee. Employees are very well helped to improve their technical skills and knowledge in Carrier (weighted average is 0.32), compared to blue star (weighted average is 0.14), Voltas, (weighted average is 0.06) Thermax (weighted average is -0.18) and Tecumseh (weighted average is -0.44), the opinions of management respondents is positive in this regard of all the respondent companies except Thermax (weighted average is -0.4). A good training programme is one which actually brings the change in behavior, knowledge and skills as per its requirements. This aspect is well understood by all the respondent organizations and the weighted averages calculated for employees are positive and the weighted averages calculated are positive in all the organizations except Thermax (weighted average -0.04 and -0.14), the same view contributed by the respondent organizations with regard to the aspect of improvement of managerial skills and knowledge. Todays generation X will never like to miss the opportunity of learning, this is true with regard to professionals of refrigeration industry, the respondents opined positively about the benefits they derive from training. The aspects of training when closely and deeply looked into through tables 5.7 and 5.8, it is observed that, there is adequate emphasis on developing managerial capabilities of management staff through training, the system of training helps the employees to know their strength and weakness and the system of training helps / motivates the

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 employees to make efforts to develop their skills, knowledge etc, in the three companies viz. Blue star, voltas and carrier. And the negative opinions were found in the rest of the two companies i.e. Thermax and Tecumseh Career Planning and Development: Career planning plays a vital role in retaining employees, besides attracting employees. Generation X which is coming to employment with multi-skills and knowledge is looking for career not just a job at the time of entering into organizations. Organizational development, increased productivity and fulfillment of corporate objectives can be accomplished only if the employees get a feeling of satisfaction and achievement, and consider themselves a part of the organization.8 Individual Career Planning assumed greater significance with the unparallel growth and spread of knowledge, phenomenal increase in educational and training facilities and widespread increase in job opportunities. Similarly organizational career planning also gained importance with the change in technology, human needs, values and aspirations, increase in organizational size, complexity and number of openings at different level.9 Career Anchors It is indicated that certain attitudes formed early in life, guide people throughout their career. They anchor an individual to one or a few related type of careers. Knowledge of these career anchors helps in planning career development. Managerial competence Technical functional competence Search for security Desire for creating and developing something new Freedom of independence.10

Steps in Career Planning: Steps in Career Planning include: a) Analysis of individual skills, knowledge, abilities, aptitude etc. b) Analysis of career opportunities both within and outside the organization, c) Analysis of career demands on the incumbent in terms of skills, knowledge, abilities, aptitudes etc., and in terms of qualifications, experience, and training received etc. d) Relating specific jobs to different career opportunities, e) Establishing realistic goals-both short-term and long-term, f) Formulating career strategy covering areas of change of adjustment: and g) Preparing and implementing action plan including acquiring resources for achieving goals.11 Career Planning and Development in Refrigeration Industry: Refrigeration Industry is one of the old industries. It basically attracted diversified work force, geographically spread over throughout the world already undergone ups and downs in its business. Having the technical work force to its credit it got to have a good system of career development. In this process an attempt is made to know the opinions of management respondents regarding Career planning and Development System in their companies. But the problem, both of the organization and employees face is when they are promoted to higher positions, their work will be more of managerial than technical, some of them feeling proud in doing technical work than managerial work. At the same time some of them are trying to equip themselves with MBA degree, so as to handle the next positions in the organization. Career Movements, especially up-ward are crucial for any employee, who would like to build up a career in a particular organization, so HR department should forecast and fill the vacancies with the suitable in-house candidates so as to retain and boost the morale of the employees.

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 In this regard an attempt is made to find out how the HR practices with regard to carrier planning in refrigeration industry with the help of table 5.9 and 5.10 by soliciting employee and management respondents opinions respectively. It is found that the employee respondents of all the companies expressed positive opinion about cooperation received from their senior for the purposes of career planning, awareness of the employees about the promotion opportunities internally, except in Thermax (weighted averages are -0.04 and -0.06). Surprisingly the management respondents opined negatively about the above two aspects. The crux of the career planning lies where the employees encouraged by their superiors impartially in development, unfortunately negative opinion observed in all the respondent companies from table 5.9 but the management respondents disagreed with the opinions expressed by their subordinates except the management respondents of Tecumseh (weighted average is -0.5) Each employee has his carrier part drawn with help of the superiors. For this statement flip off opinions have been found. The employee respondents are happy with their seniors where as management respondents are not happy with their seniors. Conclusions: Performance appraisal is the process of measuring the performance of employees containing in various levels of organization through various means. As per the finding on performance appraisal it is found that all most all the respondents of sample units expressed their negative view about the existence of scope for correcting the biases of reporting officers through a review progress. The performance appraisal through open communication believe to have negative opinion as per the response of Thermax and Tecumseh Ltd both the employees and management respondents of Thermax and Tecumseh Ltd. expressed that the performance appraisal system did not help in developing the fruitful relationship between supervisors and subordinates. The performance appraisal in Blue Star, Voltas and Carrier Ltd. Is seems to be instrumental in helping and motivating the employees towards the given objective but the same is not true as per the respondents of Thermax and Tecumseh Ltd. Training is the process of equipping and developing the employees in tune with the organizational requirements. It can bring attitudinal change, helps in increasing productivity and employability. As per the response of the Managers and Employees of Blue Star, Voltas and Carrier Companies it is drawn that the physical facilities and teaching aids used for training are excellent where as it is not so with Thermax and Tecumseh Ltd. All the sample units respondents expressed their positive view with regard to handling the training Programme with competent faculty except in Thermax and Tecumseh Ltd. As per the finding of the study it can be concluded that all the sample units have recognized the significance of training but still it improvement is required with a focus on faculty. The response given on the effect of training is positive by the respondents of all sample units except Thermax Ltd. The good training programme can bring the change in the skills of employees is the expression of all the respondents of the sample units except Thermax Ltd. With regard to training it can be concluded that the system of training helps the employees to know their strengths and weakness and also motivates the employees to achieve the given targets. It was evident in Blue Star, Voltas and Carrier Ltd. But it is not the same in Thermax and Tecumseh Ltd. The study conducted on Carrier Planning and Development discloses that employee respondents of all the sample units have positive opinion as it creates awareness among employees about the promotion and internal opportunities. But it was not of similar opinion in case of Thermax Ltd.

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 The management respondents of all sample units have the negative opinion as the Carrier Planning and Development create awareness among employees. But, the management respondents have positive opinions about the carrier planning and development. In the sample units it is recommended to improve upon the HRM/HRD practices especially Thermax and Tecumseh. It can also be concluded that since the refrigeration and air conditioning industry is one of the old industry in India the attrition rate was not high compared to industries like software the researcher when interacted with a few managers learnt that the attrition rate is going up in these years in refrigeration and air conditioning industry too. Henceforth to retain the employees good HRM/HRD practices need to be implemented. There is a promising and potential scope for the researchers to investigate more and inform more to Indian air conditioning and refrigeration industry to adapt to new techniques of HRM/HRD References:
Subba Rao, P (1999), Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing House, Bangalore, p.207. [2] Jack Halloran (1986), Personnel and Human Resource Management, Prentice Hall India, New Jersey, p 160. [3] Biswajeet Pattanayak (2001), Human Resource Management, Prentice Hall India, New Delhi, pp 84-85. [4] Douglas McGregor (1972), An Uneasy look at Performance Appraisal, Harvard Business Review, October. [5] Bentley, T. (1990), The Business of Training, McGraw Hill, New York [6] Lynton, Rolf P and Pareek, Udai (2000), Training for Organizational Transformation, Part I, Sage Publications, New Delhi. [7] Raju V L., (2003), Human Resource Emerging Face, HRM Review ICFAI Press, Hyderabad, October. [8] Pattanayak Biswajeet (2001), Human Resource Management, Prentice Hall, India, p.115 [9] Subba Rao, P (2004), Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing, Bangalore. p 305. [10] Pattanayak Biswajeet (2001), Human Resource Management, Prentice Hall, India, p.164. [11] Subba Rao, P (2005), Essentials of Human Resource Management and Industrial Relations, Himalaya Publishing, Bangalore, p.180. [1]

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 TABLE NO. 5.1

OPINIONS OF EMPLOYEE RESPONDENTS ABOUT PERFORMANCE APPRAISAL Sl No Statement The performance appraisal system in your company provides an opportunity for each appraisee to have a clear understanding of what is expected of him. The appraisal system encourages the appraiser and appraisee to have a common understanding of the factors affecting the performance and lines of development of the appraisee. The appraisal system develops superior -sub - ordinate relationship through open communication and trust. The appraisal system helps appraise to gain interest and more insights into their strengths and weaknessess. The appraisal system has scope for communicating strategies, polices etc. to employees at all levels The appraisal system has scope for correcting the biasesof reporting officer through a review process The appraisal system provides an opportunigy for self review relisation. Employees praticipate extensively in determining the training needs. Blue Star Limited Weighted Average Voltas Limited Weighted Average Carrier India Ltd. Weighted Average Thermax Inida Ltd. Weighted Average Tecumseh India Ltd. Weighted Average

0.08

0.58

0.26

-0.08

-0.08

0.12

0.02

0.26

0.38

0.16

-0.12

-0.2

0.2

0.52

0.36

-0.1

-0.02

0.24

0.68

0.16

-0.2

-0.06

0.02

0.1

0.06

-0.45

-0.1

7 8

0 0.28

0.12 0.42

0.04 0.24

-0.38 -0.36

-0.36 -0.4

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TABLE NO. 5.2 OPINIONS OF MANAGEMENT RESPONDENTS ABOUT PERFORMANCE APPRAISAL Sl No The performance appraisal system in your company provides an opportunity for ech appraisee to have a clear understanding of what is expected of him. The appraisal system encourages the appraiser and appraisee to have a common understanding of the factors affecting the performance and lines of development of the appraisee. The appraisal system develops superior-subordinate relationship through open communication and trust. The appraisal system helps appraise to gain interest and more insights into their strengths and weaknessess. The appraisal system has scope for communicating strategires, policies etc., to employees at all levels. The appraisal system has scope for correting the biases of reporting officer through a review process The appraisal system provides an opportunity for self review realisation. Employees praticipate extensively in determining the training needs Statement Blue Star Limited Weighted Average Voltas Limited Weighted Average Carrier India Ltd. Weighted Average Thermax Inida Ltd. Weighted Average Tecumseh India Ltd. Weighted Average

0.15

0.1

0.3

-0.25

-0.4

0.3

0.1

0.05

-0.55

-0.15

0.1

0.45

0.05

-0.5

-0.4

0.05

0.2

0.2

-0.55

-0.8

0.2

0.25

0.35

-0.5

-0.4

0.4

0.2

0.05

-0.7

-0.6

7 8

0.3 0.25

0.3 0.56

0.05 0.45

-0.65 -0.35

-0.45 -0.4

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Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 TABLE NO. 5.3 OPINIONS OF EMPLOYEE RESPONDENTS ABOUT THE TRAINING PROCESS Sl No 1 Statement Blue Star Limited Weighted Average 0.34 Voltas Limited Weighted Average 0.1 Carrier India Ltd. Weighted Average 0.12 Thermax Inida Ltd. Weighted Average -0.28 Tecumseh India Ltd. Weighted Average -0.06

Excellent physical facilities and teaching aids are provided in training college. Adequate number of internal faculty and external faculty is provided.

0.32

0.2

0.5

-0.2

-0.16

In-company programmers are handled by competent faculty.

0.2

0.16

0.24

-0.44

-0.32

TABLE NO. 5.4 OPINIONS OF MANAGEMENT RESPONDENTS ABOUT TRAINING PROCESS: Sl No 1 Excellent physical facilities and teaching aids are provided during training. Adequte number of internal faculty and external faculty is provided. In-company programmers are handled by competent faculty. Statement Blue Star Limited Weighted Average 0.5 Voltas Limited Weighted Average 0.8 Carrier India Ltd. Weighted Average 0.75 Thermax Inida Ltd. Weighted Average -0.35 Tecumseh India Ltd. Weighted Average -0.3

0.45

0.3

0.2

-0.2

-0.55

0.4

0.2

0.1

-0.05

-0.2

ISSN: 0975-5462 6870

Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 TABLE NO. 5.5

OPINIONS OF EMPLOYEE RESPONDENTS ABOUT THE INDUCTION TRAINING Sl No 1 Statement Induction training provides an excellent opportunity for newcomers to learn comprehensively about our bank. Induction training is periodically evaluated and improved. Senior Staff take interest and spend time with new staff during induction training. Blue Star Limited Weighted Average 0.8 Voltas Limited Weighted Average 0.6 Carrier India Ltd. Weighted Average 0.36 Thermax Inida Ltd. Weighted Average 0.24 Tecumseh India Ltd. Weighted Average 0.3

2 3

0.5 0.14

0.6 0.21

0.7 0.32

0.16 0.18

0.22 0.12

TABLE NO. 5.6 OPINIONS OF MANAGEMENT RESPONDENTS ABOUT INDUCTION TRAINING Sl No 1 Induction training provides an excellent opportunity for newcommers to learn comprehensively about our company? Induction training is periodically evaluated and improved. Statement Blue Star Limited Weighted Average 0.15 Voltas Limited Weighted Average 0.3 Carrier India Ltd. Weighted Average 0.35 Thermax Inida Ltd. Weighted Average 0.23 Tecumseh India Ltd. Weighted Average 0.15

0.45

0.1

0.05

0.08

0.06

Senior staff take interest and spend time with new staff during induction training.

0.65

0.45

0.45

0.37

0.32

TABLE NO. 5.7

ISSN: 0975-5462 6871

Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875

OPINIONS OF EMPLOYEE RESPONDENTS ON AFTER TRAINING EFFECT Sl No Statement Blue Star Limited Weighted Average Voltas Limited Weighted Average Carrier India Ltd. Weighted Average Thermax Inida Ltd. Weighted Average Tecumseh India Ltd. Weighted Average

Employees are very well helped to improve technical skills and knowledge is improved due to training. Employee's managerial skills and knowledge are improved after executive decelopment. Employees values are in tune with the organisational requirements after training. Employees utilise the benefit from the training. There is adequate emphasis on developing managerial capabilities of management staff through training. The system helps the employee to know his strength and weakness. The system helps / motivates the employee to make efforts to develop.

0.14

0.2

0.58

0.14

0.2

0.18

0.14

0.42

-0.04

0.08

3 4

0.34 0.42

0.42 0.8

0.38 0.56

-0.02 0.1

0.16 0.16

0.3

0.6

0.08

-0.44

-0.56

6 7

0.5 0.32

0.5 0.2

0.18 0.26

-0.08 -0.2

-0.26 -0.21

TABLE NO. 5.8

ISSN: 0975-5462 6872

Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875

OPINIONS OF MANAGEMENT RESPONDENTS ON AFTER TRAINING EFFECT Sl No 1 Employees are very well helped to improve technical skills and knowledge is improved due to training. Employee's managerial skills and knowledge are improved afer executive development. Statement Blue Star Limited Weighted Average 0.45 Voltas Limited Weighted Average 0.1 Carrier India Ltd. Weighted Average 0.05 Thermax Inida Ltd. Weighted Average -0.4 Tecumseh India Ltd. Weighted Average 0.15

0.6

0.25

0.15

0.1

0.5

Employees values are in tune with the organizational requirements after training.

0.15

-0.05

-0.25

-0.25

-0.4

Mangers utilise the benefit from the training.

0.6

-0.35

0.1

-0.25

-0.35

There is adequate emphasis on developing managerial capabilities of management staaff through training. The system helps the employee to know his strength and weakness The system helps / motivates the employee to make efforts to develop.

0.5

0.1

0.1

-0.2

-0.35

6 7

0.23 0.2

0.24 0.15

0.1 0.2

-0.05 -0.5

-0.45 -0.45

TABLE NO. 5.9

ISSN: 0975-5462 6873

Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875

OPINIONS OF EMPLOYEE RESPONDENTS ABOUT THE CAREER PLANNING AND DEVELOPMENT: Sl No 1 Statement Blue Star Limited Weighted Average 0.16 Voltas Limited Weighted Average 0.8 Carrier India Ltd. Weighted Average 0.14 Thermax Inida Ltd. Weighted Average -0.04 Tecumseh India Ltd. Weighted Average 0.04

My Superiors help in planning my carrier in the organization I am fully aware of the promotion opportunities in the organization Organization helps employes to successfully claimb organization ladder. Supervisors are impartial in encouring the employees in their carrier development. Each employee has his carrier part drawn with help of the superiors.

0.38

0.76

0.14

-0.06

0.04

0.04

0.02

0.18

-0.08

0.14

-0.22

-0.12

-0.4

-0.04

-0.08

0.3

0.24

0.27

0.21

0.12

ISSN: 0975-5462 6874

Dr Nisar Ahamad Nalband. / International Journal of Engineering Science and Technology Vol. 2(11), 2010, 6857-6875 TABLE NO. 5.10

OPINIONS OF MANAGEMENT RESPONDENTS ABOUT THE CAREER PLANNING AND DEVELOPMENT: Sl No 1 Superiors help in planning employees carriers. Statement Blue Star Limited Weighted Average -0.2 Voltas Limited Weighted Average -0.1 Carrier India Ltd. Weighted Average -0.2 Thermax Inida Ltd. Weighted Average -0.5 Tecumseh India Ltd. Weighted Average -0.25

Employee are made aware of promotion opportunities.

-0.05

-0.15

-0.15

-0.9

-0.75

Supervisors are impartial in encouraging the employees in their carrier development.

0.2

0.1

0.24

0.6

-0.5

Each Employee has his carrier part drawn with help of the Supervisors.

-0.25

-0.15

-0.15

-0.75

-0.5

ISSN: 0975-5462 6875