Professional Documents
Culture Documents
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HRM definition
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In addition, Bratton and Gold (2003: 7) define HRM as the strategic
approach to managing employment relations which emphasizes that
leveraging people’s capabilities is critical to achieving sustainable
competitive advantage. This is achieved through a distinctive set of
integrated employment policies, programs and practices. The authors
presented HRM functions as planning, recruitment and selection,
appraisal and performance management, reward management,
development, employee relations, health and safety, and union-
management relations. Moreover, to Alan Price (2 004: 32) HRM aims
at recruiting capable, flexible and committed people, managing and
rewarding their performance and developing key competencies.
HRM processes
This sub section illustrates the processes involved in executing the HRM
functions. Each of the functions: planning, recruitment, selection,
orientation and training, performance appraisal etc. goes through a
process. Unless otherwise stated, the rest of this section will be drawn
from (Dessler et al., 1999)’s literature based on pages 165 to 533.
Planning process
Selection process
The career stage identification entails career cycle (the stages through
which a person’s career evolves). These stages include the following:
growth, exploration, establishment, maintenance, and decline stages.
Occupational orientation identification is the theory by John Holland.
This theory enumerates six basic personal orientations that determine
the sorts of careers to which people are drawn. They include realistic
orientation, investigative orientation, social orientation, conventional
orientation, enterprise orientation, and artistic orientation.
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its impact on pay rates are the four basic considerations influencing
the formulation of any pay plan.
Benefits are indirect financial payments given to employees. These
may include supplementary health and life insurance, vacation, pension,
education plans, and discounts on say company products. Furthermore,
income and medical benefits to victims of work-related accidents or illness
and/or their dependents, regardless of fault are all part of employees’
compensation.
The processes in establishing pay rates involve the following five steps:
First, conducting wages/salary survey to determine the prevailing wage
rates for comp arable jobs, which is central in job pricing. Second,
determine the relative worth of each job (job evaluation) by comparing
the job content in relation to one another in terms of their efforts,
responsibility, and skills. This eventually results in wage or salary hierarchy.
Third, group similar jobs into pay grades, a pay grade comprises of jobs
of approximately equal value or importance as determined b y job
evaluation. Forth, price each pay grade using wage curves. A wage
curve is graphical description of the relationship between the value of job
and the average wage paid for the job. However, if jobs are not
grouped into pay grades, individual pay rates have to be assigned to
each job. Fifth, fine tune pay rates. This involves correcting out-of-line
rates and usually developing rate ranges.
Chapter Summary
There is no clear-cut definition of HRM. However, the common
ground settled by different HR professionals and academicians is that
they recognize that HRM is closely
fitted with business strategy than personnel management.
HR processes starts by planning labor requirements. This include, resource
specifications, long range planning, forecasting supply and demand of
labour, staffing, applicant qualification, training programs, costs
analysis, salary, contract type, and other related issues. Other key HR
processes involve recruiting, selecting, performance appraising, training
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and orientation, career development, occupational health and safety,
and compensation and benefits.
The human element is the most important factor production in which the
success of every business enterprise depends. The dealing concerned with
the human element is the responsibility of the Human Resource (Personnel)
Department.
PERSONNEL DEPARTMENT
As it has been mention earlier, this area is handled by personnel department.
Recruitment and selection of employees for the managerial post is done
generally by giving advertisement in the National Newspapers. Directly
addressed applications are also entertained at times. No campus interviews
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are conducted for executive positions. There is no criterion for conducting
psychological test or written test before personal interview.
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GRIEVANCE HANDLING
It is an established fact that there is hardly a company or an industrial
concern which functions absolutely at all times. Employees have grievances
against employers and vice-versa. So every establishment requires a
grievance handling policy and a proper procedure to be followed in case
grievance is lodged. Grievances are feelings, sometimes real, sometimes
imagined, which an employee may have in regard to his employment
situation. Whenever there is any discontent among employees it is bound to
result in turmoil which may adversely affect the interest of the management
and ultimately lead to inefficiency of workers and low productivity.
They believe in the policy of “NIP in the BUD” and not let any grievance
grow out of proportion. They have meetings with workers union leaders
every two years and have discussions about the appropriateness of wages
and other problems regarding supervision advancement, working conditions
etc.
MOTIVATION
There is no formal system of motivation in any organization. But it can be
said that the closest theory being followed is the “Carrot and Stick”. Under
this approach it is assumed that the employees are offered rewards or shown
the fear of punishment to motivate them.
The reward system in a firm can be more of non financial nature than
financial one. Annual functions are held where employees are praised and
awarded certificates and on certain occasions monetary awards are also
attached to them. The punishment is in form of fines, bad reports or scolding
by the senior supervisor or manager as may be the case. In extreme cases
only suspension as a form of punishment or resorted etc.
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Scope of Human Resource Development Climate
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Feedback: - Feedback should be taken regularly to know the drawbacks in
system. This will help to gain confidence in employees mind. Employee will
trust on management and he can express his opinion freely which is very
good for HRD Climate. Feedback will help to remove the weakness.
Helpful nature of employees: - Whenever we talk about 100% effort then
we have to talk about employee’s effort too. Nature of employees should be
helping for management and for its colleagues. They should be always read
to help to customers too.
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Team Spirit: - There must be feeling of belongingness among the
employees, and also willingness to work as a team.
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Objectives of the study-:
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Component of HRD
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HRD Climate
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.)
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“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
An organization became dynamic and growth oriented if their people are
dynamic and pro-active. Through proper selection of people and by
nurturing their dynamism and other competencies an organization can make
their people dynamic and pro-active. To survive it is very essential for an
organization to adopt the change in the environment and also continuously
prepare their employees to meet the challenges; this will have a positive
impact on the organization.
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2. Organizational Culture-
Organizational culture is the pattern of beliefs, knowledge, attitudes, and
customs that exists within an organization. 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 organization.
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.
3.HR Processes-
The HR system of an organization 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 employee’s faith in
organization. From recruitment to retirement whole process should be
according to employee’s expectation and ability of employer.
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Importance of looking at the organization 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.
Leadership Style: -
An organization leadership style plays a profound role in determining
several aspects of its culture. An authoritarian style may make the
organization’s 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.
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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, risk-taking, participation, bureaucracy,
equity, employee’s security and growth.
Organization size: -
A small organizations there are few levels of management; these are
generally more amenable to democratic and participative functioning than
big organizations. More open communication system in small organizations.
Hence these organizations have a different type of climate than what are in
big organizations.
Human resources
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risk. It is the responsibility of human resource managers to conduct these
activities in an effective, legal, fair, and consistent manner.
Selection
Training and Development
Performance Evaluation and Management
Promotions
Redundancy
Industrial and Employee Relations
Record keeping of all personal data.
Compensation, pensions, bonuses etc in liaison with Payroll
Confidential advice to internal 'customers' in relation to problems at work
Career development
HUMAN RESOURCES
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labor can move from one enterprise to another with little controversy or
difficulty in adapting.
The debate regarding "human resources" versus human capital thus in many
ways echoes the debate regarding natural resources versus natural capital.
Over time the United Nations have come to more generally support the
developing nations' point of view, and have requested significant offsetting
"foreign aid" contributions so that a developing nation losing human capital
does not lose the capacity to continue to train new people in trades,
professions, and the arts.
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General Assembly over the last decade [e.g. A/56/162 (2001)], a broad inter
sectoral approach to developing human resourcefulness has been outlined as
a priority for socio-economic development and particularly anti-poverty
strategies. This calls for strategic and integrated public policies, for example
in education, health, and employment sectors that promote occupational
skills, knowledge and performance enhancement.
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In general the abstractions of macro-economics treat it this way - as it
characterizes no mechanisms to represent choice or ingenuity. So one
interpretation is that "firm-specific human capital" as defined in macro-
economics is the modern and correct definition of "human resources" - and
that this is inadequate to represent the contributions of "human resources" in
any modern theory of political economy.
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Traditional advocates of "workplace diversity" simply advocate an employee
base that is a mirror reflection of the make-up of society insofar as race,
gender, sexual orientation, etc.
Skills and qualifications – as industries move from manual to more
managerial professions so does the need for more highly skilled graduates. If
the market is "tight" (i.e. not enough staff for the jobs), employers will have
to compete for employees by offering financial rewards, community
investment, etc.
Geographical spread – how far is the job from the individual? The distance
to travel to work should be in line with the pay offered by the organization
and the transportation and infrastructure of the area will also be an
influencing factor in deciding who will apply for a post.
Occupational structure – the norms and values of the different careers within
an organization. Mahoney 1989 developed 3 different types of occupational
structure namely craft (loyalty to the profession), organization career
(promotion through the firm) and unstructured (lower/unskilled workers who
work when needed).
Generational difference –different age categories of employees have certain
characteristics, for example their behavior and their expectations of the
organization.
While recruitment methods are wide and varied, it is important that the job is
described correctly and that any personal specifications are stated. Job
recruitment methods can be through job centers, employment
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agencies/consultants, headhunting, and local/national newspapers. It is
important that the correct media is chosen to ensure an appropriate response
to the advertised post.
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focuses on the organizations competencies at the first stage, training, and
then developing the employee, through education, to satisfy the
organizations long-term needs and the individuals’ career goals and
employee value to their present and future employers. Human Resources
Development can be defined simply as developing the most important
section of any business its human resource by, “attaining or upgrading the
skills and attitudes of employees at all levels in order to maximize the
effectiveness of the enterprise” (Kelly 2001)[4]. The people within an
organization are its human resource. Human Resources Development from a
business perspective is not entirely focused on the individual’s growth and
development, “development occurs to enhance the organization's value, not
solely for individual improvement. Individual education and development is
a tool and a means to an end, not the end goal itself”. (Elwood F. Holton II,
James W. Trott Jr).
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Modern concept of human resources
Though human resources have been part of business and organizations since
the first days of agriculture, the modern concept of human resources began
in reaction to the efficiency focus of Taylorism in the early 1900s. By 1920,
psychologists and employment experts in the United States started the
human relations movement, which viewed workers in terms of their
psychology and fit with companies, rather than as interchangeable parts.
This movement grew throughout the middle of the 20th century, placing
emphasis on how leadership, cohesion, and loyalty played important roles in
organizational success. Although this view was increasingly challenged by
more quantitatively rigorous and less "soft" management techniques in the
1960s and beyond, human resources had gained a permanent role within an
organization.
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climate of his own organization. Reader also will get an overview of the
HRD climate existing in different organizations.
DEFINING CLIMATE
Organizational climate has been a popular concept in theory and research for
sometime and has received a great deal of attention in the past 25 years.
Guion (1973) has stated that “The construct implied by the term
‘organizational climate’ may be one of the most important to enter the
thinking of industrial psychologists in many years”.
Twelve reviews of climate literature have appeared since the mid-1960s.
Though these reviews had been critical of the conceptualization and
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measurement of the climate construct, they have resulted in a significant
understanding of the concept.
b) The level of inclusiveness of the items scales and constructs are macro
rather than micro;
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HRD CLIMATE AND ORGANIZATIONAL CLIMATE
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— A tendency on the part of employees to be generally helpful to each
other and collaborate with each other
— Team spirit
Organizations differ in the extent to which they have these tendencies. Some
organizations may have some of these tendencies, some others may have
only a few of these and few may have most of these. It is possible to work
out the profile of an organization on the basis of these tendencies.
HRD climate contributes to the organizations’ overall health and self-
renewing capabilities which in turn, increase the enabling capabilities of
individual, dyads, team and the entire organization.
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What is needed to Develop Organizational Climate in
Organization
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develop employees, employees will work for the well being of organization
and for human being also.
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Encouraging and risk taking experimentation : - Employees should be
motivated by giving them authority to take decision. This concept is risky
but gradually it will bring expertise in employees to handle similar situation
in future. It will help to develop confidence in employees mind.
Organisation can utilize and develop employees more by assigning risky
task.
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HRD climate and communication
The communications that arise not out of formal relations between people
but out of informal or social relationship is called the grapevine or informal
communication. The management has no absolute control over this type of
communication as they neither created nor destroyed it. Communication
need not flow through authority-responsibility relationship or channels of
organization in informal communications. In informal communication there
is no formal superior subordinate relationship.
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Informal communication suffers from various drawbacks. They are:
b) It distorts information;
e) It overlooks superiors.
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The characteristics of organizational climate are:
6. Control: The number of rules and regulations and the amount of direct
supervision that is used to oversee and control employee behavior.
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9. Conflict Tolerance: The degree to which employees are encouraged to air
conflicts and criticisms.
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ELEMENTS OF HRD CLIMATE
The elements of HRD climate can be grouped into three broad categories —
general climate, OCTAPACE culture and HRD mechanisms.
The general climate items deal with the importance given to human
resources development in general by the top management and the line
manager The OCTAPACE items deal with the extent to which Openness,
Confrontation, Trust, Autonomy, Proactively, Authenticity and
Collaboration are valued and promoted in the organization. The items
dealing with HRD mechanisms measure the extent to which HRD
mechanisms are implemented seriously. These three groups were taken with
the following assumptions:
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c) OCTAPACE culture is essential for facilitating HRD. Openness is
there when: employees feel free to discuss their ideas, activities and feelings
with each other. Confrontation is 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. Trust is taking people at their face value and believing what
they say. Autonomy is giving freedom to let people work independently with
responsibility. Proactively is encouraging employees to take initiative and
risks. Authenticity is the tendency on the part of people to do what they say.
Collaboration is to accept interdependencies, to be helpful to each other and
work as teams.
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The OCTAPACEE includes the following elements :-
1. Openness
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2. Confrontation
3. Trust
Trust is not used in the moral sense here. It is reflected in maintaining the
confidentiality of information shared by others and in not misusing it. It is
also reflected in a sense of assurance that others will help when help needed
and will honour mutual commitments and obligations. Trust is accepting
what another person says at face value and searching for ulterior motives.
Trust is an extremely important ingredient in organizational building
processes.
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The outcomes of trust include high empathy, timely support, reduced stress,
and reduction and simplification of forms and procedures. Such
simplification of procedures, reduced paperwork, effective delegation, and
higher productivity are indicators of trust.
4. Authenticity -
Authenticity is the congruence between what one feels, says, and does. It is
reflected in owning up to one’s mistakes and in an unreserved sharing of
feelings. Authenticity is similar to openness. The outcome of authenticity in
an organization is reduction in distortion of communication. This can be
seen in the correspondence between members in an organization.
5. Proactivity
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Proactivity gives the person initiative to start a new process or set up a new
pattern of behavior. In reactive behavior, the initiative lies with the sources
and the person merely acts according to the pattern set y the sources. IN the
other words, the usual response pattern reactive. Proactivity involves
unusual behavior. In this sense, proactivity means freeing oneself from, and
taking action beyond, immediate concerns. A person showing proactivity
functions at all the three levels of feelings, thinking, and action.
At the level of feelings, the person transcends the role boundary and sees
things from the point of view of other (the role sender). This is empathy. He
or she appreciates the other person’s point of view (understands it even if he
or she does not agree) and is able to feel empathy with the other person. This
also means that the person transcends logic and reasoning and is able to
reach into feelings. Things may then acquire a new meaning.
At the thinking level, the person may transcend his or her own immediate
feelings, emotions, and reasons to understand a problem. He or she may
transcend time and think of the future in terms of long-term implications; he
or she may also transcend individual events and see a pattern, leading to his
or her own action theory.
A good example is tennis. A poor player simply responds from his or her
‘best position’, leaving balls not coming to that position. A better player tries
to run around and hit back all the balls his or her adversary throws at him.
An even better player anticipates where the adversary is likely to throw the
ball and is already there to send back the ball, saving a lot of energy. The
best player is the one who studies the strengths and weaknesses of his or her
adversary to prepare himself or herself for the game. Such players study
video clippings of the adversary’s playing style, and decide their own
strategy―where to place the balls to tire the adversary out, placing most of
the balls in areas that are the adversary’s weak spots. They make the
adversary play ‘their’ game, rather than they playing the adversary’s game
themselves.
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The outcome of high proactivity is greater initiative in anticipating
problems and issues, planning, developing strategies, ensuring faster
response, and processing information about national and international
competitors, the market, collaborators, raw material, etc. The outcome is
problem detection, detailed planning, analysis of successes and failures,
reduction of surprise, improved time management, reduction of ‘emergency’
meetings in organizations and with customers, willingness to enter new
areas of work, and timely curtailing of unprofitable business. All these can
also be used as indicators of proactivity, including better capital
management.
6. Autonomy
Autonomy is using and giving freedom to plan and act in one’s own sphere.
It means respecting and encouraging and role autonomy. Autonomy
develops mutual respect and is likely to result in willingness to take
responsibility and individual initiative, and better succession planning. The
main indicator of autonomy is effective delegation in an organization and
reduction or references to senior for approval of planned action.
7. Collaboration
Collaboration is giving help to, and asking for help from, others. It means
working together (both individual and groups) to solve problems and
developing a team spirit. The outcomes of collaboration include timely help,
teamwork, sharing of experiences, improved communication, and improved
resource sharing. The indicators could be productivity reports, frequent
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meetings, involvement of staff in decision making, more joint decisions,
better resource utilisation, and ‘quality’ meetings.
8. Experimentation
1. Achievement
2. Influence
3. Control
4. Extension
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This characterized by a concern for others, an interest in superordinate goals,
and an urge to be relevant and useful to large groups, including society as a
whole.
5. Dependency
6. Affiliation
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A review of various studies and discussions with managers suggested
The following 12 processes:
8. Orientation
9. Interpersonal relationship
10. Supervision
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with their subordinates, a climate characterized by the affiliation motive may
result.
16. Trust
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The degree of trust or its absence among various members and groups
in the organization affects the organizational climate. The issue of who is
trusted by the management and do what degree is also relevant.
Who initiates change, how change and innovations are perceived, and
hoe change is implemented are all critical to establishing the organizational
climate
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Effectiveness Profile
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Six Motives Characterizing Dominant Organizational Climates :―
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Motives Characteristic organization
Control
Bureaucracy (as in government
Dependency departments)
Clubs
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1. Achievement-expert power
2. Achievement-control
Most people are involved in challenging tasks, but they face a lot of
constraints because of rigid procedures and inflexible hierarchy.
3. Achievement-dependency
4. Achievement-extension
5. Achievement-affiliation
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While people work on challenging goals, they from strong groups based on
specialty, department, language, region, etc. the organization, with so many
in-groups or cliques, must pay a lot of attention to maintaining good
relations among the groups.
6. Expert power-achievement
7. Expert power-control
8. Expert power-dependency
9. Expert power-extension
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Specialists play a major in organizational, matters, working in a planned
way on socially relevant issues. The organization pays attention to the
employee’s needs and welfare.
11. Control-achievement
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This implies a bureaucratic organization in which specialists’ opinions
are valued but with rules being treat as more important.
13. Control-dependency
14. Control-extension
15. Control-affiliation
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16. Dependency-achievement
18. Dependency-control
19. Dependency-extension
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20. Dependency-affiliation
21. Extension-achievement
23. Extension-control
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24. Extension-dependency
25. Extension-affiliation
26. Affiliation-achievement
27. Affiliation-power
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28. Affiliation-control
29. Affiliation-dependency
30. Affiliation-extension
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Since the HRD climate is somewhat similar to the conventional
organizational climate, an item-wise comparison of this questionnaire with
four other questionnaires that measure organizational climate is presented in
order to establish the content validity of this questionnaire. Thus, some of
the items of the HRD climate questionnaire, are exclusive to HRD climate;
the rest being common with the items included in organizational climate
questionnaire. These exclusive items are related to OCTAPACE culture
which is specific to HRD climate. Thus, this questionnaire can be expected
to measure HRD climate.
The first factor accounts for 44.7% of variance of climate and nine factors
explain 84.1% of variance of climate. Thus, with a reasonable degree of
confidence it can be concluded that this 38 items instrument is measuring
climate well enough.
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Several Indian organizations were surveyed for their HRD climate and data
was collected from 2673 respondents from 52 organizations and the results
of which are presented here.
It is interesting to note that the average extent of climate prevalent in all the
52 organizations is about 54% which is rather low. To see which
components are favorable and which are not, an item-wise analysis is
conducted and results are discussed below.
The following are the items with respect to which the HRD climate is
not favorable, i.e. the .average item-wise scores are below 50%.
a) Top management goes out of its way to make sure that employees
enjoy their work.
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f) Employees returning from training programmers are given
opportunities to try out what they have learnt.
The following are the items with respect to which the HRD climate is
favorable, i.e., the average item-wise scores are above 60%.
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e) When employees are sponsored for training, they take it seriously and
try to learn from the programmed they attend.
f) Employees are not afraid to express or discuss their feelings with their
superiors.
Thus it appears that there is a gap between belief and practice, at the top
management level, namely, though the top management believes that human
resources are their most important asset, and yet they do not seem to do
much in developing their human resources. Except for promotion decisions,
the reward mechanisms are not seen to be favorably implemented. Though
most of the organizations spend huge amounts of money on training and the
employee also take their training seriously, the organizations dc not seem to
be making any effort to make effective use of the investments made in
training the employees by not assigning them the tasks related to the areas in
which they are trained.
It is rather strange to note that HRD climate is open enough for the
employees to discuss their feelings with their superiors, yet the employees
are reluctant to accept the feedback given by their superiors and use it for
their development. This indicates that the organizations are creating a
climate for openness insofar as expression of feelings is concerned, but not
for receiving the feedback. It is unfortunate to note that the organizations do
not seem to be fostering any creativity and encouraging any initiative on the
part of the employees to perform their own tasks.
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INTRODUCTION TO THE PROBELM
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The main objective of my study is to analyse the HRD climate and system
implementation in the Camphor & Allied Products Ltd. (CAP). As the
organisation is not very large and my research is empirical in nature that’s
why I have covered the following aspects of HRD climate and system.
HRD System:-
HRD Climate:-
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Objectives
The broader purpose of the present study is to explore Human Resource
Development Climate.
More specifically the objectives of the study are:
To understand different criteria under which the HRD Climate of any
organization is defined.
To understand the impact and effects of HRD Climate on the employees
working in Indian industries.
To analyze prevailing structure of HRD Climate in Indian Industries and its
present impact on the employees.
To analyze weaker sections of this HRD Climate.
To study in detail the view point of employees towards the implementation
of HRD Climate.
RESEARCH DESIGN
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Research design is simply the framework or plan for a study, used as a guide
in collecting and analyzing data. There are three types of Research Design:-
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"FINDING AND ANALYSIS"
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In every project report it is considered to be an important part to find and
analyze all the facts and figures been produced by the research work. It helps
in drawing out final conclusions and reaching at a final result or to find the
solution of the problem for which the research is being done.
In the winter project the research is been carried out on the HRD climate of
Indian Industries, their layout, implementation, policies, rules and
regulations that are been carried out in an organization. The research is done
to analyze that whether the HRD structure is fulfilling the demands of the
employees or any need or change is been required in their schedule or not.
For that purpose a small questionnaire session is been conducted in order to
find out the employees’ views regarding the current HRD Climate
implemented in their organization.
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CONCLUSION
A good climate is always necessary for the employees After all it is the
human resource that is the most important resource for the organization and
its proper growth is very, important in the organization for which a good
Climate is very necessary and organization has to look forward to develop
a healthy climate for the development of the people.
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Suggestions and Recommendations
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• Develop a human resources philosophy for the entire organization and
get the top management committed to it openly and consistently.
• Keep inspiring the line managers to have a constant desire to learn and
develop.
• Constantly plan and design new methods and systems of developing
and strengthening the HRD climate.
• be aware of the business social other goals of the organization and
direct all their HRD effort to achieve these goals ;
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Limitations
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The project report carries with it few limitations, on which the accuracy of
the text written will depend.
The first and foremost limitation is regarding the sources of information.
The information contained has been obtained from sources believed to be
reliable and in good faith, but which may not be verified independently.
The second limitation is that some of the calculations are based on certain
assumptions considered appropriate.
Using several statistical tools derives the estimates. Hence the findings
obviously carry all the limitations of the statistical tools used.
Same sets of data from different sources are different. Since not all the data
are available from a single source, an attempt has been made to standardize
the data wherever required, which is essential to maintain uniformity
through out the project.
The aggregate figures for various parameters are subject to exclusion or
inclusion of various constituent variables. While sincere efforts are made to
ensure the absence of mismatch, the extent to which this can be done is
limited.
One more important limitation occurred while conducting questionnaire is
that most of the respondents had either missed it or many hadn’t returned it
or many hadn’t filled it particularly. So to derive actual data becomes
impossible based on those questionnaires.
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BOOK:
WEBSITES:
• www.google.com
• www.citehr.com
• www.scribd.com
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QUESTIONNAIRE
Dear Respondent,
It is to submit that I am a student of MBA (final year) of Department of
Commerce & Management, University o Kota, Kota. For partial fulfillment
of MBA degree I am conducting a research project in your esteemed
organization. You are requested to fill the questionnaire. The responses
given by you shall be kept confidential.
Thanks.
ILA TOMAR
Que 1). Promotion decisions are based on the suitability of the promotee
rather than on favouritism.
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Que 3). Job-rotation in this organisation facilitates employee development.
Que 4). There are mechanisms in this organisation to reward any good work
done or any contribution rnade by employees
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Que 7). When employees are sponsored for training, they take it seriously
and try to learn from the programmes they attend.
Que 9). Seniors guide their juniors and prepare them for future
responsibilities/ roles they are likely to take up.
Que 10). Career opportunities are pointed out to juniors by senior officers in
the organisation.
Que 12). The top management is willing to invest a considerable part of their
time and other resources to ensure the development of employees.
Que 13). The top management of this organisation goes out of its way to
make sure that employees are invited for participation in decision making.
Que 14). When an employee does good work his supervising officers take
special care to appreciate it.
101
Que 15). Employees are afraid to express or discuss their feelings with their
superiors and subordinates.
Que 16). When problems arise people discuss these problems openly and try
to solve them.
Que 18). People lacking competence in doing their jobs are helped to acquire
competence.
102
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