1

CHAPTER - I

INTRODUCTION

The success of any organisation is decided by the team of its

human resource, their calibre and attitude to succeed and perform. The

quality and quantity of human resource are both a cause and

consequence of the economic development of a nation. It would not be an

exaggeration if we call human resources the back -bone of economy. No

longer human resources is just one of the resources in industry and

business. Of all other resources, the human resource is the most

significant self-propulant and the only active factor of production. All

other factors like money, materials and machinery etc., remain inactive

unless there are competent human resource to utilise them for producing

goods and service by way of developing, utilising, commanding and

controlling.1

In the past human resource was treated as a commodity

exchanged for wages. It was considered as cogs in the machine. It is

hired and fired at will. Large scale unemployment and availability of

human resource in plenty in developing nations made employers devote

less attention to human resource. Today there is a linkage between

1
Suri. G.K HRD and Productivity New Perspectives, National Productivity Council,
1988, p.62.
 2

human resource and performance of the organisation in terms of

productivity and production. Every organisation will grow and derive in

the present day environment with the help of its Human Resource

Development (HRD).

In the open society, every organisation faces three C’s. They are

changes, challenges and competitions. Our organizations and jobs will

never be the same. Their faces change in all walks of life. There are

changing technology, changing workforce, changing structure, changing

product mix, changing cultural and demographic factors, and changing

nature of work itself. Challenges also knock at the other doors of the

organisation. Due to above challenges and changes, every organisation in

the developed and underdeveloped country is trying to catch up with

competition. The objectives of firms have changed over from earlier

concept like profit maximisation to attaining and sustaining competitive

advantages. There is a single ‘c’ (competency) which gives solution for the

three C's (changes, challenges and competions). Hence the only certainty

to beat the changes, challenges and competition in the market is to build

human resources by competency.2

2
Ravi.V. Model of a Quality System For Training and Development in Organisations,
Indian Journal of Training and Development, Vol.1 No.1. Jan-Mar. 2001.p. 57.
 3

Technological obsolescence, shortage of skills and personal

obsolescence can be flooded away by these competencies. So we need to

learn new skills and develop new knowledge and abilities to respond to

these changes in our lives, our careers, and our organisations. Only

competent people can build competent organisations. Competencies can

be developed among committed people in a favorable development

climate.

In a brain based global economy where intellectual capital is the

prime source of competitive advantage just showing up is not only gross

under-utilisation of human resources but also a sure precursor to

corporate decline. Competitive advantage is dependant on the knowledge

and skill possessed by the employees more than the financial muscle on

the market share possessed by the organisation. Technology is fast

advancing, continuous improvement of technology of products,

technology of production methods, innovative management techniques

and the like are sin-qua-non for success in competition. 3 Human

resource development not only serves the purpose of developing their

employees, but also safe guards organisational survival and success.

3
Nair.N.G. and Latha Nair, Personal Management and Industrial Relations, S.Chand &
Co. Ltd., New Delhi, 1999, p. 135.
 4

Modern thinking is that the expenditure incurred on human

resources is an investment for the development of an organisation. Now a

days, employees are treated as human capital or assets or resources of

the organisation.4

Dynamic people can build dynamic organisations, effective

employees can contribute to the effectiveness of the organisation.

Competent and motivated people can make things happen and enable an

organisation to achieve its goals. Therefore organizations should

continuously ensure that the dynamism, competency, motivation and

effectiveness of the employees remain at high levels. 5 Human resource

development is thus a continuous process to ensure the development of

employees' competencies, dynamism, motivation and effectiveness in a

systematic and planned way.

Leonard Nadler (1970) who is normally attributed to have first

coined the acronym 'HRD' and defined "HRD as a series of organized

activities, conducted within a specified period of time and designed to

produce behavioural change". In his revised definition (1984), he defines

"HRD as organised learning experience in a definite time period to

increase the possibility of job performance and growth"6.

4
Paul James, HRD-A Social Work Perspective, IJTD, Vol. xxx No.4 Oct-Dec, 2000, p.33.
5
Rao. T.V. The HRD Missionary, Oxford & IBH Publishing co., New Delhi 1990, p.8.
6
Nadler, Leonard, The Handbook of HRD, John Wiley & Sons, New York 1984, p.1.1.
 5

1.1 HRD in the International Scenario

 HRD is defined in China as “A planned and organised education and

learning process provided by organizations to improve employees'

knowledge and skills as well as change their job attitudes and

behaviours”.

 HRD is defined in France as “All practices that work towards

enhancing the contribution of people towards organizational objectives

- Competence development, satisfaction to the human requirements of

organisational developments, training, internal career path, etc.

 HRD is defined in Japan, as "a process of development of individual

abilities, formulation level of mastery over human resources through

the work system and training, fostering of development of human

resources through the management of human resource process".

Individual development, career development, and organization

development are the three major components of HRD in Japan.

 Most Korean staff treat HRD as an equivalent to training and

development, organisational development and community

development.
 6

 In the United Kingdom, HRD’s key elements include activities and

processes which are intended to have an impact on organisational

and individual learning, planned interventions in individual and

organizational learning interventions intended to change

organizational behaviour, strategic long term cultural and

organisational changes.

 In Singapore, HRD as a set of activities is related to knowledge and

skill development through organisation and community development,

education training and retraining in a life-long learning process to

improve productivity at the personal, organizational and community

levels.

McLean and McLean (2001) have offered the following global

definition of HRD after reviewing various definitions across the world. 7

“Human Resource Development is any process or activity that

either initially or over the longer term, has the potential to develop

adult’s work based on knowledge, expertise productivity and satisfaction.

Whether for personal or group or team gain or for the benefit of an

organisation, community, nation or ultimately to the whole humanity.”

7
Mclean.G.N and Mclean.L.D if we can't define HRD in one country, how can we define
it in an international context? Academy HRD, 2001, pp. 1064-1071.
 7

1.02 HRD in the Indian Scenario

In India, HRD has been defined as a process by which the

employees of an organisation are helped in a continuous planned way to

acquire or sharpen capabilities required to perform various functions

associated with their present or expected future roles, develop their

general capabilities as individuals and discover and exploit their own

inner potential for their own and organizational development purposes,

develop an organizational culture in which the supervisor, subordinate

relationships, team work and collaboration among sub-units are strong

and contribute to the professional well being, motivation and pride of

employees”.8

1.03 HRD in Indian Industries

There have been very frequent debates and discussions on the

issue of HRD in the industrial sector. We know that during the last three

decades there has been enormous growth of HRD activities. Growth can

be visualized in terms of increase, in the number of institutional facilities

both in company as external for HRD. A very large number of

professional bodies have emerged on the scene. It can be said that HRD

functions in the Indian economy particularly in the industrial sector, has

8
Rao.T.V. Integrated HRD System, The Annual, Developing Human Resources, Pfeffer
and Goodstein, University Associates, 1985, pp.227-228.
 8

attained a level of maturity. There has been all-round growth in terms of

number of training activities, facilities, HRD personnel, HRD methods

and literatures, etc. however, for most of us who are deeply involved in

the process of HRD, speed of qualitative change in HRD process is not

quite satisfactory. We do take legitimate pride in describing our past and

present activities. But we are not very clear as to what should be the

next stage of growth in HRD. Some of us today faced with much greater

challenges as professionals in the field than what was experienced in the

past. The impact of globalisation has necessitated the Indian enterprises

to expect best performance from the HRD professionals. Companies

want concrete results and not pure reaction.

1.04 Need for the Study

Human resources development has become a highly significant

concept in the Indian corporate sector. Productivity and performance of

an organisation are the outcome of joint efforts of two different types of

elements, namely, 'technological' and 'human'. Technological elements

are mechanical and can be easily manipulated. However, human

elements are very difficult to manipulate and it requires a great deal of

expertise and understanding on the part of managers to put these

elements in proper perspective. Human beings are the number one

resource of an organisation. They are the real asset of an organisation.

 9

Productivity and quality of an organisation depend largely on the ability

and motivation of individuals and the effectiveness of their working in

teams. It is an accepted fact that besides money, materials and

machines, the success of any organisation depends upon the quality of

its human resources. There has been an increasing realization that the

organization’s success is dependent on the synergy created by its human

resources. The development of human resource differs from man to

man, time to time and country to country and even in the same country

according to its objectives, value system, culture, social institutions,

degree of industrialization and general level of social and economic

development. Also, India is in the state of inadequacy of Skills,

Technological obsolescence, Personal obsolescence, Organizational

obsolescence, Conversion of Agrarian Labour to industrial worker and so

on. Public policy provides reservation to less privileged sections of society

like the handicapped, minorities, and dependents of deceased workers,

etc. They are the threshold workers having less than minimum

prescribed level of knowledge and skill. Hence, HRD activities in India

are urgently needed because India is an industrially developing nation

and its working conditions are not upto the expectations.

In India, we are endowed with millions of hectares of land, rich

minerals and oceanic wealth, possess large population acclaimed as

 10

number two in the world in terms of trained human resource, but we

attach least importance to human resource, and so minimum attention

is paid to its development. Human Resource plays an important role in

the development of a community and a nation. Therefore, the need for

HRD activities constitutes a very significant and important element in

the country’s development. Thus, a need to study about HRD practices,

HRD climate, HRD competencies and HRD training effectiveness of every

organisation becomes essential. NLC is no exception and hence, the

researcher has taken up the present study.

1.05 Rationale of the study

The quality of the human resource in an organization is considered

the most important factor that determines the success of the

organisation. It is true that an expenditure on education, training and

development of human resource is not primarily consumption but an

investment which increases productivity and productive capacity of

labour when HRD is effective, its consequences produce many special

advantages for the organisation, managers (Line & HRD), and its

employees it is obivious from this statement that for an organization to

perform efficiently, the human resource must be developed as to be able

to perform their tasks effectively.

 11

It was envisaged therefore that data generated from this study

would enable NLC Ltd assess its HRD function more critically and have

correct perceptions of the actual situation of HRD in the corporation.

The findings of the study can motivate Line & HRD managers to

focus attention on issues critical to effective development of their work

force.

The findings of the study will be of highly beneficial to HRD

department in NLC Ltd as the study suggests many ways to develop its

human resources.

1.06 Statement of problem

As we have moved in the twenty first century, the world is

becoming global market place for all the companies. The post

liberalization economic scenario has brought new challenges of corporate

restructuring for the Indian companies. The impact of these changes is

experienced by all sectors of the industries across the century. It is more

evident in public sector like NLC Ltd,. In the changing society human

resource development is a process, which is a must for maintaining a

valuable and knowledgeable work force in order to achieve competitive

advantage. Ogunu (2002) suggested that capital (or) other economic

factors like land, labour and entrepreneur are not much important than

the managerial talents. Line and HRD managers are the key stones is
 12

any progress of the industry. So an organization should train their

managers and enrich them in changing technical skills and knowledge

from time to time to emphasis this idea. Hence the researcher has

selected this area of study.

1.07 Profile of Neyveli Lignite Corporation Ltd.

As this study relates to NLC Ltd, it is appropriate to give a brief

profile of the corporation where human resource development is going to

be analysed in depth. NLC Ltd., Neyveli is a public enterprise under the

Ministry of Coal, situated in Neyveli Town, which is about 200kms from

Chennai the headquarters of the Tamil nadu state.

NLC Ltd was registered as a company on 14 th November 1956. The

mining operations in Mine-I were formally inaugurated on 20 th May 1957

by the then Prime Minister Pandit Jawaharlal Nehru. The main

constituent units of the company are Mine-I, Mine-II, Thermal power

station-I and Thermal power station II.

MINE-I

The Lignite seam was first exposed in August 1961 and regular

mining of lignite commenced in May 1962. German excavation

technology in open cast mining, using Bucket Wheel Excavators,

Conveyors and spreaders were used for the first time in the country. In
 13

Neyveli, Lignite excavated from Mine-I meets the fuel needs of TPS-I,

B&C and Process steam Plant.

Some of the unique characteristic features of the Neyveli Lignite

Mines are

 Occurrence of ground water aquifer below lignite bed

 Higher ration of overburden to lignite

 Hard overburden strata

 Cyclonic area and

 Occurrence of clay

MINE – II

In February, 1978, the Government of India sanctioned the Second

Lignite Mine with a capacity of 4.7 MT of Lignite per annum and in

February 1983, the Government of India sanctioned the expansion of

second Mine capacity from 4.7 MT to 10.5 MT. Unlike Mine-I, Mine-II

had to face clay soil during initial excavation. The method of mining and

equipment used are similar to that of Mine-I. The seam is the same as of

Mine-I and is contiguous to it. The lignite seam in Mine-II was first

exposed in September 1984 and the excavation of Lignite commenced in

March 1985. Last overburden system (surface bench system) under the

expansion scheme was commissioned on 15.12.1991. The lignite

 14

excavated from Mine-II meets the fuel requirements of Thermal Power

Station-II.

Thermal Power Station-I

Of the 600 MW Thermal Power Station-I, the first unit was

synchronized in May 1962 and the last unit in September 1970, which

consists of six sets of 50 MW each and three sets of 100 MW each. Due

to the aging of the plant, CEA has derated some of the Unit one by 5% to

10%. The capacities of these Units have been restored after taking up the

Life Extension Programmes (from 1994 to 1999).

Some of the special features of this power station are

 The first lignite power station in south east Asia

 The first pit head power station in India

 The first power station in India with Soviet collaboration and

 The first largest thermal power station in south India

The Thermal Power Station-I continuously achieved over 70% load

factor from 1982-83 to 1991-92 against national averages of around 50%

and won continuously the Meritorious Productivity Award, instituted by

Department of Power. Earlier the power station received the National

Award from National Productivity Council in 1982 and 1983 when the

award scheme was in operation.

 15

Power generated from Thermal Power Station-I after meeting the

NLC’s requirements is fed into Tamilnadu Electricity Board Grid, which

is the sole beneficiary.

Thermal Power Station-II

The 1470 MW Second Thermal Power Station consists of 7 sets of

210 MW each. In February 1978, the Government of India sanctioned the

Second Thermal Power Station of 630 MW capacity (3 x 210 MW). And in

February 1983, the Government of India sanctioned the Second Thermal

Power Station Expansion from 630 MW to 1470 MW with the addition of

4 units of 210 MW each.

The first 210 MW unit was synchronized in March 1986. The

second 210 MW unit was synchronized in February 1987 and the third

210 MW unit in January 1988. Under the expansion scheme in

December 1991, Unit-VI was synchronized in October 1992 and Unit-II

was synchronized in June 1993. Some of the salient features of Thermal

Power Station-II are

 The largest lignite fired unit

 The first tower type boiler in the country

 The tallest tower boiler of 92.7 M height

 The first software based burner management system

 16

 The first hydrogen / hydrogen cooled generator of this size and

 The first boiler to be cleaned by hydro fluoric acid

The power generated from Thermal Power Station -II after meeting

the needs of Second Mine is shared by the Southern States, viz.,

Tamilnadu, Kerala, Karnataka, Andhra Pradesh and Pondicherry, a

Union Territory.

Expansion Programmes

First Mine Expansion

In March 1992 the Government of India sanctioned the expansion

of Mine-I from 6.5 MT to 10.5 MT per annum at an estimated cost of

Rs.1336.93 crores. This project is linked to the expansion of the First

Thermal Power Station from the existing 600 MW to 1020 MW. The

Government of India in February 1996 sanctioned the linked project of

Thermal Power Station -I Expansion (2 x 210 MW). The Mine-I Expansion

activities are carried out as per schedule.

Mine-I A

The Government of India sanctioned the project Mine-I A of 3 MT of

lignite per annum at an estimated cost of Rs. 1032.81 crores in February

1998. This project is mainly to meet the lignite requirement of M/s ST-

CMS for their proposed power plant and also to utilize the balance lignite
 17

to the best commercial advantage of NLC. Accelerated tender has been

issued in February 1998. The Ministry of Environment & Forests issued

EMP clearance on 01.03.1999.

Thermal Power Station-I Expansion

Thermal Power Station–I is being expanded based on the additional

lignite available from Mine-I Expansion. It has been proposed to install 2

units of 210 MW each. The Government of India sanctioned the scheme

in February 1996 and Unit -I has been commenced in June 1999.

Human Resource in NLC

NLC Ltd regards human resource as its prime resource and the

contribution from the employees has continuously been harnessed

for the attainment of organisational goals. The human resource

strength of the company stands at 18,995 including 4000 line

managers and HRD managers. The organisation puts all its efforts

in developing human resources into a rebounding work force to

successfully meet the challenges and achieve corporate excellence in

the current competitive market driven economy. To inculcate the

best business practices under the changed environment, training

programmes are organised. Around 7500 employees are given in-

house training programmes every year.

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Future Plans

The Ministry of Coal has approved advance action proposals for the

following projects in March 1999 by incorporating expenditure on

preliminary activities:

 Second Mine Expansion from 10.5 MT to 14.5 MT of lignite per

annum.

 Second Thermal Power Station Expansion by adding 1 unit of 500

MW raising the capacity from 1470 MW to 1970 MW.

 Third Mine - 12 MT of lignite per annum

 Third Thermal Power Station of 3 x 500 MW capacity

1.08 Objectives of the Study

HRD practices, HRD climate, HRD competencies and HRD training

effectiveness are the core determinants of HRD. Experts such as T.V Rao

and E. Abraham have evolved these four instruments for HRD. These

HRD instruments subjected to an intensive analysis with reference to

line managers and HRD managers of NLC. Therefore these HRD

instruments constitute the central theme of the study. Accordingly the

following objectives are framed.

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1) To study the existing HRD -practices in NLC

2) To study the HRD -climate prevailing in NLC

3) To study the HRD competencies of line and HRD - managers in NLC.

4) To study the HRD - training effectiveness in NLC

5) To summarise the findings of the study with suggestions.

1.09 Hypotheses:

1. Respondents differ in their opinion about Human Resources

Development Practice on the basis of their demographic variables.

2. Respondents differ in their opinion about Human Resources

Development Climate on the basis of their demographic variables.

3. Respondents do not differ in their opinion about Human Resources

Development Competency on the basis of their demographic

variables.

4. Respondents do not differ in their opinion about human resources

development effectiveness on the basis of their demographic

variables.

5. Line and HRD Managers do not differ in their perception about

overall human resources development on the basis of their

demographic variables.
 20

6. Respondents do not differ in their opinion about the overall HRD

activities in the public sector on the basis of gender.

7. Respondents do not differ in their opinion about the overall HRD

activities in the public sector on the basis of age.

8. Respondents do not differ in their opinion about the overall HRD

activities in the public sector on the basis of marital status.

9. Respondents do not differ in their opinion about the overall HRD

activities in the public sector on the basis of educational

qualifications.

10. Respondents do not differ in their opinion about the overall HRD

activities in the public sector on the basis of designation.

11. Respondents do not differ in their opinion about the overall HRD

activities in the public sector on the basis of income.

12. Respondents do not differ in their opinion about the overall HRD

activities in the public sector on the basis of experience.

13. Respondents do not differ in their opinion about the overall HRD

activities in the public sector on the basis of number of training

programs attended.

14. There is a relationship between HRD practice and HRD climate

among the respondents.

15. There is a relationship between HRD practice and HRD competency

among the respondents.

 21

16. There is a relationship between HRD practice and HRD training

effectiveness among the respondents.

17. There is a relationship between HRD climate and HRD competency

among the respondents.

18. There is a relationship between HRD climate and HRD training

effectiveness among the respondents.

19. There is a relationship between HRD competency and HRD training

effectiveness among the respondents.

1.10 Operational Definitions of the terms used in this Study

1. HRD Practices

Any practice that deal with enhancing commitment and culture

building.

2. HRD Climate

A learning environment, which facilitates development of human

resource, is called HRD-climate.

3. HRD Competency

HRD competencies are a combination of skills, knowledge and

attitude and value that affects a major part of the job, it correlates with

performance of the job.

 22

4. HRD Training Effectiveness

The training effectiveness is defined obviously in terms of

enhanced skill and knowledge to achieve the preset goals, through the

increased learned behaviour.

5. Line Manager

A person who manages line function (i.e. production finance and

distribution) is called line manager.

6. HRD Manager

A person who ensures human resource development is his

organisation.

1.11 Method Adopted

The present research study has followed by normative survey

method and it has been used in this systematically. Also it may be

understood that, the survey method will be of highly useful and has

followed by most of the research studies. The stratified random sampling

technique has been adopted by keeping all the variables taken for the

study. The appropriate statistical technique has been used in order to

make the research study more scientific and meaningful.

 23

1.12 Limitations of the Study

1. The study has adopted survey method by using questionnaires to

collect data from respondents. So the study includes all the

limitations inherent to the questionnaire form of research.

2. A simple random sampling technique has been adopted in this

study.

3. Only selected variables relevant to HRD system have been studied.

For this, questionnaires standardized by experts were used.

4. The study is confined to line and HRD managers.

5. The present study has also suffered from paucity of literature in

quantitative form to find out the inter-relatedness of HRD

variables.

The above limitations, however, are not vitiating the validity and

reliability of the findings of this study. Moreover, the merits of the study

overweigh these limitations. Hence the researcher is motivated to pursue

this task with courage and optimism.

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1.13 Chapterisation:

The first chapter deals with the objectives and hypotheses of the

study.

Review of literature is the subject matter of the second chapter.

Research tools, data collection, data processing and selected

aspects of methodology are the contents of third chapter.

The fourth chapter deals with the theoretical background on

human resource development.

Inferential analysis of HRD in NLC is discussed in the fifth chapter.

The sixth chapter covers the quantitative analysis of HRD in NLC.

Summary of findings and the conclusion of the research study are

given in the last chapter.

 25

CHAPTER – II

REVIEW OF LITERATURE

The literature for every research is essential. This literature must

be related to the area of research. Both are important for every research

work including this study. The review of literature gives a prelude to

every researcher. Also a good foundation will lead in the right direction.

With these aspects the researcher referred to several journals, reports,

books and research works at national and international levels. For this

study, the researcher has classified the literature into four major

divisions based on the central theme of the thesis. They are 1) HRD

practice, 2) HRD climate, 3) HRD competency and 4) HRD training

effectiveness. They are arranged and summarized accordingly.

2.01 HRD practice

Udai Pareck and T.V.Rao (1974) have conducted a research study

on Performance Appraisal system. A sample of persons who were

appraisers and appraises from different cadres have been drawn up.

They have presented a report not only on performance appraised but on

other interrelated subsystems such as Potential Appraisal Employee

Counselling, Career Development and Planning, Training and

Organisational Development, which forms the integral part of human

 26

resource development system. They have stressed the need for

implementing the various subsystems in a phased manner, over a five to

seven year period. The top management of L & T has examined the report

and accepted the recommendation for implementation9.

Das, S.L (1984) in his research study about HRD in defense service

listed following programmes are practiced as a part of HRD. They are (1)

Perceptual process (2) Motivation, (3) Indian culture and defense

traditions, (4) Group Dynamics, (5) Management of change and conflict

(6) Human Factor in Decision making (7) Leadership (8) Manpower

planning (9) Scientific systems of personnel selection (10) Methods of

training (11) Performance Appraisal (12) Industrial Relations etc 10.

Abraham E.and Rao T.V. (1985) have made a survey to assess the

progress of Human Resource Development (HRD) practice in Indian

Industries. A questionnaire seeking information on HRD-practices was

mailed to 200 companies. Only 60 companies have responded positively

but full information could be collected from 53 organisations. The HRD

practices of these organisations are analysed and presented under six

sections HRD Philosophy, Performance Appraisal, Potential Appraisal,

9
Udai Pareck and Rao.T.V, Recent Experiences in HRD edit: Rao TV & Pereira D.F
oxford and IBH Publications, 1986 – p.149.
10
Das, S.L. HRD in Defence Service. Indian journal of training and development Vol:
XIV 1 Jan-Mar 1984.
 27

Training, OD and employee counselling. The results by and large indicate

that a positive trend of using open appraisal systems, improving the

training function, taking up OD-activities and using employee

counselling by an increasingly large number of companies.

However, no break through seems to have taken place in potential

appraisal and potential development practices. As a result, reward

administration and promotion decisions seem to continue to be

traditional, sometimes vitiating the atmosphere for implementing HRD.

OD and counselling are being increasingly used but qualitative

improvements are much needed to make the organisations see the

impact. All in all, HRD seems to be becoming a significant aspect of

work and life in any organisation11.

Ragavan, (1986) has presented a study about HRD-in Maruthi car

industry. He states, Maruthi has separate organisational objectives; it

believes people’s tremendous potentialities and has developed a unique

“Maruthi work culture”. Maruthi has carried out an integrated HRD

system selection. Transfer, Promotion, Discharge, Appraised, and

Potential Appraisal Training & Development Career Planning, Manpower

11
Abraham E. and Rao, T.V. HRD Practices in Indian Industries. A Trend Report
management and labour studies vol, 11. No. 2, 1986, pp.73-85.
 28

planning, Counselling, and Organisational Development are the elements

of Maruthi’s HRD. It concentrates more on motivating factors and related

performance towards organisational objectives12.

Patel.N.N (1991) has studied the Human Resource Management

Practices in the industrial units in Valsad district. It is a study about

Human Resource Practices in which the organisations differ in adopting

various Human Resource Management practices in the selected

industrial units. However, there exist common features among industries

in adopting Training and Development, Organisational Development,

Performance appraisals etc as a part HRM-practices13.

Akilesh and Subramanya Swamy (1994) have conducted a study

about to assess and compare the perception of research personnel about

the practices of human resource development. A questionnaire has been

used to collect the data from 140 scientists and engineers belonging to

three organisations. The results indicate that R&D group of the private

sector have better perception of human resource development practices

compared to their counter parts in the Public sector undertakings 14.

12
Ragavasn S. HRD in Maruti A paper presented at National seminar on HRD held in
Bombay, 1986.
13
Patel, N.N. Human Resource Management practices in industrial units located in
valsad District a Doctoral Dissertation, Sardar Patel University, Vallabh Vidyanagar,
1991.
14
Akilesh, K.B. & P.K. Subramanya Swamy The Indian Journal of Social works, Special
Issue on HRM Published by TATA Institute of social sciences Vol. LV No.2 April 1994.
 29

Macduffie (1995) has studied 70 automobile plants representing 24

companies from 17 different countries. The traditional mass production

system with a control oriented approach to managing people has been

contrasted with a flexible production system that has placed emphasis

on people and their participation. In the traditional systems of

management practice, the emphasis is on the control oriented approach

to manage people, building inventories to maintain production volumes

against uncertainties and inspection and control to ensure quality. In

contrast to the flexible system, the emphasis is on teams, employee

involvement, and reduction of inventories to highlight production

problems that could be remedied. The result has revealed that quality

and productivity are much higher in the flexible rather than in the mass

production system and the two systems differed substantially on how

they managed their Human Resource bundles and manufacturing

performance, organisational logic and flexible production system in world

auto industries. He has observed from his studies that innovative HR-

practices are likely to contribute to improved economic performance only

when. employees possess knowledge and skill, employees are motivated

to apply this skill and knowledge through discretionary effort, and when

employees contribute to such an effort15.

15
Macduffie. J.P. HR bundles and manufacturing performance in world auto industries
Industrial and Labour Relation Review volume 48. 1995, p. 199.
 30

Huselid (1995) has conducted a study on 3,452 firms representing

all kinds of industries about the impact of Human Resource Management

practices on turnover, productivity, and corporate financial performance.

He used 2 scales one to measure employee skills and organisational

structure and the second to measure employee motivation. The first

scale includes a broad range of practices intended to enhance employee

knowledge, skill and abilities provide mechanisms to use those for

performing the roles. The second scale measured how well designed the

appraisal systems where and how well they were linked to compensation

and merit decision in the corporation. He found one standard deviation

increase in Human resource practices was associated with increases in

Sales, Market value and profits.16

Budhawar (1996) has made a survey in firms having 200 or more

employees in six industries. The framework developed by Sparrow and

Hiltrop (1994) to study comparative European HRM-Policies and

practices are adopted for the study. The questionnaire consists of 13

sections, which emphasis on issues such as the structure of HR

Department, role of HR function, recruitment and selection, pay and

16
Huselid, M.A., The impact of Human resource management practives on turnover,
productivity and corporate financial performance. Academy of Management Journal
No. 38, 1995, p 645.
 31

benefits, training and development, performance appraisal, employee

relations, HRM Strategy, influence of competitive pressures, institutional

factors, business sector and National culture on HRM and organisational

details. Correlation and multiple regression analysis suggest that there is

a significant relationship between number of condigent variables (Age,

Size, Life, cycle stage of organisation, product) and number of HR –

Policies and practices17.

Jain et al, (1997) have studied HRD-Practices at the middle

management level by using structured questionnaires collects

information. Questionnaire structured to evaluate HRD-mechanisms for

middle level executives included goal-setting, role analysis, performance

appraisals, career planning and executive development in five point

scale. About 106 and 30 executives are selected in each category from

BHEL and NFL respectively. The results reveal that HRD sub-systems

like career planning, goal setting, performance appraisal, executive

development training, role analysis, potential appraisals etc need to be

restructured. All these sub-systems must be integrated to HRD

programmes.18

17
Budhwar Pawan. S. Human Resource Management in Britain, An exploratory study of
six manufacturing industries. Personnel Today Vol.XVII. No.1 April-June, 1996, pp
5-8.
18
Jain, V.K., K. C. Singh, HRD – Practice at the middle management level, Indian
journal of training and development April - June,1997, pp 3-29.
 32

Holt (1997) investigates the proposition that there is a meaningful

association between organisations value systems and their human

resource management system. In this study, HRM managers from 443

Australian organisations are surveyed. Based on a typological theory of

organisations (Kabanoff, 1991), the survey of organisational values (30V)

is used to classify organisations into four main theoretical value types-

the Elite, Leadership, Meritocratic and Collegial. HRM systems are

analysed in terms of three different areas of practice performance

appraisal, remuneration, and training and development and for each

area-practices, objectives and importance are measured. MANOVA and

discriminant analysis are used to identify differences in HRM

configurations between the four organisational types. It is found that the

four groups of organisation most closely approximating the four

theoretical types differ significantly on a number of HRM dimensions 19.

Jomon (1998) has undertook a study of four HRD-audited

organisations. He used Top management commitment Questionnaire,

HRD–Chief commitment Questionnaire Management style Questionnaire,

organisation characteristics Questionnaire, HRD-Audit questionnaire,

and HRD-competencies checklist. He has studied Pre and Post Audited

19
Holt, John, An investigation of the relationship between organisational value systems
and human resource management systems a Doctoral Dissertation University of New
South Wales Australia, 1997.
 33

scenario, and he has compared the results. He found the degree of

change that has been had occurred in the HRD system taken as a whole

due to the utilisation of the HRD audit inputs. (i.e. Results of HRD

audit). These HRD Audit inputs are accepted by HRD – Department (i.e.

absorption) HRD department acts on these input by incorporation

(absorption) and used by the HRD department (usage) finally the items in

the input becomes permanent feature of the system (institutionalisation).

The changes after institutionalisation (Post Audit) also studied. 20

Liu (1998) explains his observed variations in innovative human

resource (HR) practices and systems across organizations. Innovative HR

systems are the main focus of this study, since innovative HR practices

affect organizational performance not individually but as interrelated

elements in an internally consistent HR system. The first goal of this

study is to develop a framework for identifying systems of innovative HR

practices within organizations. Based on prior theories, three important

categories that constitute the innovative HR systems are identified:

employee participation activities in decision making (DM), employee

participation activities in financial return (FR) and supporting HR

practices.

20
Jomon, Effectiveness of HRD Audit as an Intervention a doctoral level fellow
programme in HRD, XLRI, Jamshedpur, 1998.
 34

This study using a data on 499 Minnesota companies which are

drawn from a wide range of industries and size categories. Results from

the first model provides us evidence on the factors affecting the number

of practices adopted by firms. The log odds-ratios for no choice of the

practices and choice of all three types of practices (DM,FR and SUP)

reveal similar findings along with the previous findings. However, results

from the multinomial logit model reveal more information about the

firms’. The multinomial logit model reveals more information about the

firms’ adoption decisions21.

Yang (1998) deals with three research questions that pertain to the

effects of human resource management (HRM) on firm performance

1. Does the ‘best’ HRM system exist which outperforms other types

of HRM systems in improving firm performance? 2. Which HRM system

or individual HRM practice matter firm performance ? and 3. Does a

certain HRM practice work equally well regardless of the HRM system in

which it is implemented? The first hypothesis has not been supported by

either the cross-sectional analyses or by two-year-interval longitudinal

analyses. A high-involvement HRM system has been found to be the least

21
Liu, Nien-Chi, Determinants of Innovative Human Resource Practices and Systems. A
Doctoral Dissertation University of Minnestoa, 1998.
 35

effective in improving firm performance, as represented by net sales per

employee, whereas an open flexibility HRM system has been found to be

the most effective. Indirect support is given for the second hypothesis.

Very few HRM practices has been found to be significant in explaining

variation of firm performance, whereas the HRM system is found to be

significantly contributing to explain variation in the firm's performance.

Support is found for the third hypothesis. Some high-involvement HRM

practices (i.e., organization-based pay, work teams, QC, TQM, and

employee participation) are the most effective when they are implemented

within a high-involvement HRM system. The results and implications of

these findings are discussed22.

Silvera (1998) in his survey about Human Resource Development

has presented many Indian organisation. He has surveyed HRD in

Neyveli Lignite Corporation Limited. He states that the NLC is the one

among the top profit making public sector enterprises. At Neyveli, the

mentoring programme has emerged as the BULWARK of the company’s

HRD activities. It has made an important contribution to wards building

a participative culture. There is a greater degree of personal commitment

as well as involvement among the young graduate engineers. The

22
Yang, Hyckseung, The effects of HR systems and the interaction effects between HR
practices and HR, systems on firm performance a Doctoral Dissertation University of
Minnesota, 1998.
 36

programme has also been extended to cover the junior most workers and

the supervisory staff. The NLC initiative effectively brings home the

message that the resource Indian management’s need to focus on it and

to develop the most is the young talent entering the managerial ranks

with high levels of knowledge and expectations that are both

unprecedented23.

Yesus et al (1999) have studied HRM practices in small and

medium size industrial units in Eritria. They selected 5 employees from

10 industries covering all categories of employees. After preliminary

interviews a separate structured questionnaire was prepared eliciting

information about performance appraisals, Training and development,

man power planning, recruitment and selection, trade unions, grievance

procedures etc. The results surprisingly revealed that both employer and

employees accepted that their organisational structure, Recruitment

methods and selection seem to be more traditional. HRD practices like

performance appraisal, skill acquisitions and training were mostly based

on top management judgment. Employee Vs Employer relations were

highly cordial.24
23
Silvera. DM, Human Resource Development, The Indian Experience News India
Publications, New Delhi, 1988, p.179-184.
24
Yesus Mehary, Tesfa., pulapa Subba Rao, Y. Paradhasarathi and Henock Tedfay
HRM- practices in small and medium sized industrial units in Eritria. IJIR, Vol:34,
No: 3 Jan-1999.
 37

Aranganathan.T (1999) has presented a study about HRD in IT

era and he relates with three ‘H’s. The first one is HEAD – i.e. human

brain knowledge. The next ‘H’ is Heart i.e. individuals in the

organisations (Human Resource) The third ‘H’ means hand i.e. high level

managerial. It has direct impact on Head, Heart and Hand of the

organisations. Information technology directly affects human potentials,

physical, intellectual and emotional characteristics of each person. The

technological advancement made the HRD processes more cost effective

and some of the means of the learning process such as (1) CD-ROM, (2)

Cable T.V. (3) Radio Lessons, (4) UGC – Classes (5) VSAT – Through

internet and e-mail are getting very cheaper and make the world to feel

more comfort.25

Kuldeep Sing (2000) has selected 84 organisations from Business

representing all the major domestic industries. Questionnaire has

developed by Huselid (1993) are used to study HR-Practices. The

objectives of the study are to examine the relationship between HR

Practices and organisational performance. The result shows that Indian

organisations are still not convinced of the fact that investments in

human resources can result in higher performance26.

25
Aranganathan.T. HRD in IT Era. HRD Times, Vol.1. 9. 1999. pp 31-33.
26
Kuldeep Sing, Human Resource Practices – in Indian industries a Doctoral Research
work. Indian Journal of Industrial Relations Vol.36, No.1, 2000.
 38

Lance Gray and Judy McGregor have compared two New Zealand

surveys conducted in 2000 one of workers aged 55 years and over, and

one of employers. The issue of older workers captured respondents’

attention with both studies receiving response rates of around 50%. The

congruence of attitudes among older workers and employers regarding

the efficacy of negative HRD stereotypes is a feature of the study. Older

workers are in some agreement that there is difficult to train, less willing

to learn and afraid of new technology. Older workers saw provision of

training as a concern, with 11.6% reporting discrimination with regard to

training. Significantly, skilled older workers saw the provision of training

as a signal by employers that they are to be taken as serious

contributors27.

Olga et al (2001) has been given in multinationals, that the study

is concerned with how MNCs (Multinational Corporations) differ from

indigenous organisation in relation to their human resource development

(HRD) practices, and whether this relationship changes across countries.

The question is whether local isomorphism is apparent in the HRD

practices of MNCs, or whether MNCs share more in common with their

27
Lance Gray and Judy McGregor. Human resource development and older workers :
stereotypes in New Zealand. Asia Pacific Journal of Human Resource, Vol. 41, no.3,
December 2003. pp. 338-353.
 39

counterparts in other countries. A series of hypotheses are put forward

and tested, using survey data form 424 multinational and 259indigenous

organisations based in the UK (United Kingdom) and Ireland. The results

suggest a hybrid form of localisation, where MNCs adapt their practices

to accommodate national differences, but that these adaptations has not

reflect convergence to domestic practice. The results also indicate the

MNCs are selective in the HRD practices that are adapted. Evidence from

this study indicates that country differences in career traditions and

labour market skill needs are key drivers in the localisation of associated

HRD practice. In contrast, MNCs, irrespective of national context, adopt

comparable systematic training frameworks, i.e. training-need

identification, evaluation and delivery28.

Giannationio and Hurley (2002) have presented a study on

executives insights into HR practices. Over 1100 human resource (HR)

executives responded to a survey concerning their perceptions of the HR

issues their companies are facing, the role of HR in their organizations,

the skills HR employees should possess, and the substantive HR

knowledge that graduates of HR programs should be able to

demonstrate. Results suggest the most important issue facing HR

28
Olga Tregaskis, Noreen heraty and Michael Morlay. HRD in multinationals the global
local mix. Human resource management journal, Vol.11, no.2, 2001, pp.34-56.
 40

executives today is managing change. Executives felt that it has been

extremely important for HR professionals to be able to create a

recruitment program in today’s labour market. The result of this research

provides several implications for the design and the delivery of HR

educational programs29.

2.02 HRD CLIMATE

Abraham, (1983) has surveyed the HRD of 68 Indian organisations.

They measured various elements of the HRD Profile of these

organisations including performance management practices, training,

career planning, promotions, rewards etc. and the HRD climate

(OCTAPACE). They also constructed an index of growth of the company

profitability as a measure of organisational performance. They have been

able to use this index only in 14 of the 68 companies. They found that

while the HRD profile did not correlate with the company performance,

the HRD climate did. They found that the perception of the HRD climate

of the company was more important than the HRD practice itself. This

study has also indicates that the HRD culture is a powerful intervening

variable in translating HRD Practices into profit. The HRD manager

manages a lot in this regard alone with line managers and top

management30.
29
Giannantonio. M.C and Hurley. E.A. Executive insights into HR practices. Human
Resource management review vol. 12, Issue 4, Winter 2002, pp. 491-511.
 41

30
Abraham, A study of HRD Practices in Indian Organisations, A Doctoral Dissertation,
Gujarat University, Ahmedabad, 1983.
 42

Agarwal (1985) has described about HRD-activities in State Bank

& their major activities like Training, OD, Job rotation, Human Resource

information system, Career Planning, Manpower Planning, HRD climate

performance appraisal, etc. State bank of India with the help of XLRI

conducted HRD-climate survey in 1983 and 1985 with 50 officials and

341 officials respectively. They found that there in an improvement in

HRD climate between 1983 and 1985. The changes in HRD climate are

attributable in part of the seriousness with which the HRD policies, and

systems are followed by the Bank during this period31.

Pereira (1985) has made HRD climate survey and organisational

climate survey in L and T. The XLRI questionnaire (Designed by T.V. Rao

and E. Abraham) given to 85 persons on random basis and collected only

64. The XLRI HRD climate survey indicates that HRD climate in the

company is very favourable to the operation of the HRD system. Further,

the current sub-systems have been already implemented seem to have

had a desirable effect so for on the development of human resource32.

T.V. Rao and E. Abraham S.J. (1986) have developed HRD climate

survey questionnaire with 38 items. The questionnaire was administered

to 1,614 respondents from 41 different organizations . In each

31
Agarwal, R.K. HRD in State Bank of India. A Research paper presented at National
Seminar on HRD held in Bombay, 1985.
32
Pereia D.F an article in HRD and the planning process in India edt: Uddesh Kohli, &
Vinayshil Gautam, Vikas Publishing co, 1988, pp. 155-171.
 43

organisation 50 to 100 questionnaires were distributed. They planned to

collect data and provide feed back to the organisations about their HRD

climate. They have not revealed the names of any company in their

findings and the results have been generalized as follows. The general

HRD climate in the Organisation surveyed appeared to be at average

level. There is a vast scope for improvement33.

Jain (1997) has conducted a study in two public sector

undertakings and came out with the result, that reasonably good HRD

climate was found in both the organsations. The HRD climate was

positively and significantly associated with effectiveness variable and

HRD systems. The relationship of HRD climate with the personal factors

in the organasation was neglible34.

Prashant Mishra, et al (1999) has made an attempt to explore the

HRD climate level in manufacturing (Pharmaceutical) and service

(Banking) industries and the relation ship with job satisfaction. Since

job satisfaction is a correlate of organisational climate a healthy HRD-

climate is required for utilizing and enhancing the employees

competencies and skills. He concluded that HRD climate has positive

33
Rao T.V. and E. Abrahams HRD climate survey, the 1990 Annual Developing Human
Resource Pfeffer JW University associates, 1990, pp.143-147.
34
Jain HRD climate in Indian Industry, A journal of productivity vol. 37 Jan-Mar 1997
pp.628-639
 44

correlation with job satisfaction which enhance employees competencies

and commitment35.

Ekta verma (1999) has presented a comparative study on HRD in

S.B.I and J & K Bank Ltd. She has revealed the comparative position of

the HRD climate in SBI and the J & K Bank Ltd., studied in terms of

mean score regarding three variables viz., general climate, HRD

mechanisms and the OCTAPAC culture. The general climate for HRD is

for more conducive in SBI than that in J & K Bank Ltd. This evident from

the average mean scores of the two banks covered under study. HRD

mechanisms have been computed at 3.4 and 2.5 respectively. The level of

satisfaction has been worked out of sixty percnet and thirty five percent

respectively. The OCTAPAC culture, yet another variable of HRD, of 3.6,

generating the satisfaction level at sixty five percent and 2.6 mani-

feasting the satisfaction level at forty percent, respectively. Hence, that

the degree of HRD climate is much higher in SBI than that in J & K Bank

Ltd. While the HRD climate in SBI is good, it is' not satisfactory in J & K

Bank Ltd.36

35
Prasthant Mishra, Upinder Dhar, Santosh Dhar Job Satisfaction as Correlate of HRD
Climate. Indian Journal of Training and Development, Vol. XXIX, no. 2, April – June
1999, pp.3 –11.
36
Ekta verma Ms. Comparative study on HRD in S.B.I and J & K Bank Ltd, A Journal
of Research on Business Studies vol. 3 No.2, 1999, pp. 19-28.
 45

Alphonsa. V.K. (2000) has conducted HRD – Climate survey in a

large private hospital in Hyderabad. 50 supervisors from different

departments of the hospitals randomly selected for this study. The

researcher used HRD – Climate survey Questionnaire (Rao-1989). The

analysis of HRD climate as perceived by the supervisors covered various

aspects, such as – corporate philosophy, policies, superior – subordinate

relationships, valued performance features and behaviours, interpersonal

and group relationship, training and development, which have a bearing

on the success of HRD – climate. The results showed that reasonably

good HRD – Climate is prevailing in this organisation but supervisors

perception about HRD – climate differs according to their respective

departments37.

Natarajan and Deepasree has studied HRD climate in the Burn

standard company limited, Salem a public sector undertaking. A

prepared questionnaire was distributed to 145 employees at random.

The results show that HRD climate in this organisation is appeared to be

at average level. (50%) There is a good deal of scope for improvement 38.

37
Alphonsa V.K. – HRD climate in a hospital in Hyderabad An empirical study Indian
Journal of Training and Development. Oct – Dec 2000. pp. 50-63.
38
Natarajan, & Deepusree, A study on HRD Climate, HRD times Vol.2, No.7, July 2000
pp. 12-15.
 46

Human resource development climate facilitates the employees in

acquiring capabilities required to perform various functions associated

within their present or future expected roles and developing their

capabilities for organisational development have been suggested by

Sharad Kumar and Sabita Patnaik (2002). The performance of the roles

depends upon the individual perception regarding the effectiveness of

performing the role (role efficacy) and various organisational factors.

Better HRD climate and higher role efficacy leads in developing a positive

attitude towards work which further leads to a better job satisfaction.

The management is interested in understanding the factors, which affect

the functioning of the organisation. Sharad Kumar and Sabita Patnaik

made an attempt to analyse and determine the relationship between

HRD climate, job satisfaction, attitude towards work and role efficacy of

teachers of Jawahar Navodaya Vidyalayas (JNVs). The questionnaires

relating to HRD climate, attitude towards work, job satisfaction and role

efficacy has been administered to them. The findings indicate that in all

cases, the relationship is positive and some cases, it is high which shows

that HRD climate has a definite impact on job satisfaction, attitude

towards work and role efficacy which in turn gives impetus to the overall

functioning of the institution39.

39
Sharad Kumar and Sabita Patnaik Human resource development climate and
attributes of teachers in JNVS Indian journal of training and development, Vol.
XXXII, No. 2, April – June 2002, pp. 31-37.
 47

2.03 HRD COMPETENCIES

Ajit Kanitkar (1994) has used a comprehensive HRD competency

checklist of broad training areas to collect data regarding training need

from 150 employees of 15 district dairy co-operatives. The results show

that there were distinct variations in preferences and priorities for

training areas within the region. The identified training areas are mostly

operational concerns such as cost control, budgetary control and

effective maintenance. The TNA exercise also indicated a low priority for

programs aimed at enhanced milk production40.

Biswaject Pattanayak (1996) has made a large study on Training

needs assessments by covering executives of 75 organisation. The

objectives of this study is to determine the training needs of executives at

individual as well as organisational levels. 400 samples were collected

through structured questionnaire cumulative results of the senior

executives and middle level executives show that they had greater

concern for training needs related to the orgaisational and personal

development. The results of junior level executives differ from senior and

middle level executives their training needs related to organisational

development41.

40
Ajit Kanitkar, S.K. Nandi, Thomas Benjamin assessing Training needs in co-
operative organisations A case study of Dairy Industries. Indian journal of training
and development. Vol. XXIV No.1 Jan – March 1994. pp. 1-20.
 48

41
Biswaject Pattanayak. Human Resource training Wheeler Publishing Co. Ltd., New
Delhi. 1996. pp. 51-62

Trivedi (1996) in his research study about managing human

capacity to face competition by HRD efforts, discussed the capacity and

capability of India’s corporate world to face the opportunities and threats

posed by the competition arising from globalisation. A process of job

analysis resulting in an assessment of the range of skills required for an

organisation to be competitive and the identification of any skill gaps is

suggested. It is further suggested that the traditional concept of the

pedagogy of training being determined by the trainer is no longer

effective. Training needs should be identified and individual workers

should be able to select the training, which suits them from a menu

offered by the organisation (the cafeteria approach)42.

Van Ginkel et al (1997) have executed a study based on earlier US

role profile study. Two types of profiles were identified for eleven different

roles competencies that an HRD practitioners might perform with in her

or his job. Both profiles consist of core outputs of the different roles and

the core competencies required for achievement of the out puts.

Comparisons have drawn between current and future profiles and

42
Trivedi, S.K. Managing human capacity to face competition by HRD efforts Indian
journal of training and development, vol. XXVI, no.2, April – June 1996, pp. 23-30.
 49

between the results of the expert study and the out comes of the study.

The American role profiles appeared to be largely valid for the Ducth

context43.

Valkeavaara and Tuija (1998) have compared HRD practitioners’

self –assessments based on their work roles, outputs and competencies

from England, the Netherlands, Italy, Germany and Finland. The

comparison is based on results produced by European surveys

conducted of HRD practitioners in the USA. In terms of work roles, the

findings showed the culture-bound nature of HRD work and also,

through the appearance of new work roles, its close relation to changes

in work life. In terms of their competencies, HRD practitioners seem to

represent a broad-based and development oriented source of expertise.

Further more, despite their diverse roles, HRD practitioners seem to

require a common core competence. It is this, which enables them to

identify the needs, and problems of individuals and of the organisation,

to promote and analyse the development processes, as well as to manage

interact organasational relations44.

43
Van Ginkel, K. M. Mulder., W.J. Nijhof Role profile of HRD-practitioners in the Nether
lands International Journal of Training and Development Vol:1 No:1 Mar-1997 p.22.
44
Valkeavaara, Tuija, HRD roles and competencies in five European Countries.
International Journal of Training and Development 2(3), 1998. pp.171-189.
 50

O’ Brien and Thompson (1999) in their study about Irish

professionals explained an excessive focus on the individual with an

instruction and facilitation. A study of four European countries shows

their HRD- professional to be more organsationally focused. The lack of

consideration by the Irish HRD professionals of organisational

competencies such as cost benefit analysis and industry understanding

will inhibit their more from a transactional to strategic role. A

modification of the ASTD model of a role in strategic HRD is suggested in

addition to other uses of the Irish results45.

Singh and Banergy (2000) have made a study about HRD

strategies for competence, a case study of construction Industry. They

present that construction is the second largest economic activity in India,

and accounts for half of the nation’s investment or development. The

authors briefly discuss the HRD strategies at various levels in

construction organizations. Many sectors of the construction industry

are in urgent need of technological up gradation. An effort to develop

the manpower by the organizations will directly show results in the

45
O’ Brien, Geraldine. & Thompson, J.E. The development of Irish HRD professionals in
comparison with European professionals. Roles outputs and competencies.
International journal of training and development Vol:3 No:4 Dec:1999, p.250.
 51

bottom line. Since there are not many professionals imparting training in

construction related aspects, refreshers training is essential and some

concrete efforts in imparting systematic technical training is necessary 46.

Damodar and Dan (2001) have studied about competency

assesment and need identification for training of nine supervisors of

sales officers, eight supervisors of office-in-charges, 20 supervisors of

operation officers, and eight supervisors of location heads evaluated the

competencies of their respective subordinates on 47 dimensions. Gaps

were assessed between required; and existing levels of competencies. By

analyzing gaps in 10 important competencies for each work area, existing

competencies of the employees were found to be lower than required

competencies. Deficiencies or gaps in competencies were found in a

greater number of behavioural skills compared to technical skills.

Deficiencies in three most important competencies for sales officers were

planning of work, listening to others, and working with computers; for

office-in-charges were business aptitude, business decision making, and

team management; for operation officers were being a team player,

taking initiative, and business aptitudes; and for location heads were

taking initiative , managing a team , and being a team player. Gaps

in
 52

46
Singh, S.K.; Banerjee, S. HRD – strategies for competence: a case study of
construction industry. Indian journal of training and development, Vol.XXX No.1,
Jan-March 2000, pp.56-67.
competencies overlapped across work areas. Deficiencies in competencies

of generating creative ideas, and taking initiative were common to four

work areas deficiencies in self-motivation and team management were

common to three work areas; and deficiencies in business aptitude,

technical aptitude, problem analysis, networking, conflict resolution,

working with computers, encouraging participation, managing a change,

and goal orientation were common to employees of two work areas47.

Budhwar et al (2002) have explored their study about the scenario

of HRD in the Sultanate of Oman. The investigation was conducted with

the help of a questionnaire survey in State Owned Enterprises. The

research findings highlight an increased emphasis on HRD initiatives at

a national level in Omani firms. There is a significant degree of

awareness among the top managers regarding the benefits of a strategic

approach to HRD. Despite all this, the implementation of HRD

programmes has not been particularly successful. This is because the

state has not been able to develop the skills and competencies of the

Omani workforce to the levels required under the sixth national five-year

plan48.
47
Damodar Suar, Abhi K. Dan Competency assessment and need identification for
training. Indian journal of training and development, vol. XXXI, No.4, October –
December 2001, pp. 68 – 76.
 53

48
Budhwar, Pawan S., Al-Yahmadi, saud & Debrah, Yaw HRD in the Sultanate of
Oman. International journal of training and development 6(3), 2002. pp.198-215.
 54

Kiran Goel (2002) has made a study about competency focused

employee development planning to develop a competency model. This

competency model contains about 40 professional competencies

arranged in four categories i.e. personal attributes, leadership qualities,

broad business perspective and functional expertise. The competency

assessment tool is a basis for assessment and career planning. The

competency tool supports learning development that address the

competencies [knowledge skill and utilities] required by the individual. It

provides a list of competencies relevant to one’s progress. It helps to

evaluate proficiency level in these competencies and suggests variety of

traditional and non-traditional learning activities to develop a selected

competency49.

Caroline Lloyd (2002) has examined whether the high skill sector

that exist within the UK can provide a model of workplace learning for

other such sectors to emulate. By using case study research from the

aerospace and pharmaceutical industries, training and development

practices are examined in relation to the requirements of the business

and individual employees. She concluded that the companies in

question,
 55

49
Kiran Goal Competency focused employee development planning to develop a
competency model. Indian journal of training and development Vol. XXXII, No.4:
Oct.-Dec. 2002. pp. 5-8.
despite their favourable product market, remain constrained towards

investment in training and development50.

Punia (2002) has conducted a survey on Training needs

identification in Indian organisations. The questionnaire contains various

groups of statements as job satisfaction, Organisational climate,

Empowerment, work planning, leadership & Team building,

communicating and effectiveness of existing training programmes. The

objectives of this study are to determine the training need for individuals,

for staff, for supervisors, for executives for group and organisational. As

per the results of the study through the nature of training needs of

employees is almost similar yet the content required and the way of

disseminating may vary as per the cadres of the employees. Moreover the

training needs of staff are more of technical nature and those of

supervisors and executives are behavioural ones 51.

50
Caroline Lloyd. Training and development deficiencies in ‘high skill’ sectors Human
Resource Management Journal, vol.12, no.2, 2002, pp. 64-81.
 56

51
Punia.B.K. Training Needs identification in Indian Organisations – A study. Indian
journal of training and development. XXXII : 1, Jan – Mar 2002. pp.29-39.
 57

2.04 HRD TRAINING EFFECTIVENESS

Banerji (1981) has collected data on supervisors, who had

undergone training in Indian Engineering Company. They were

administered checklist. The responses indicated that the inputs in

industrial relations had little no impact on their effectiveness, However

most of them felt that training did improve their self confidence,

motivation, identification with management goals and communication

ability52.

Azhar Kazmi (1984) has made a research study to find out the

state of affairs with regard to evaluation of management training in India.

A sample of 43 trainers from 36 organisation was collected through

questionnaire method. Research covered public sector, private sector

and autonomous training institutions. The result reveals that a majority

of public sector trainers are non-committal about the future trends in

the growth of evaluation techniques. Majority of private sector and

autonomous training institution trainers reflect an optimistic view. All

the three expressed that evaluation should be more systematic and

objective oriented and it should be essential component of the training

system53.

52
Banerji, K. Evaluation of Training A study of Supervisory development Indian Journal
of Training and Development. Vol:XI, No:4, 1981. pp.150-155.
53
Azhar Kazmi Effective Evaluation of Management Training. Some Empirical Findings
Indian Journal of Training and Development. Vol. XIV. 3 July – Sep.1984, pp.126-
128.
 58

Viramani B.R (1984) has explored the importance of evaluation.

Any evaluation and measurement of management training and

development can serve two objectives. They are (a) Impact of training on

trainees and (b) getting feed back to assess relevance and usefulness of

training. He presents evaluation model. They contain pre-training

evaluation model and Post training evaluation model. The pre-training

evaluation model contains following phases. They are (1) Assessment of

training objectives of the trainee and his boss (2). Test of knowledge,

skills and attitude and (3) Input evaluation post training evaluation

model contains (1) Reaction evaluation (2) Learning evaluation (3) Job

improvement Plan (4) On the Job evaluation and (5) Follow up54.

Jain (1985) has collected data from 119 managers in the steel

industries who had attended in company (or) external Training

programmes to evalute effectiveness of training. A majority of the

respondents were found to be satisfied with the instructors, the size of

training group the training duration, Reading material and the training

equipment. They also felt that Training contributed substantially in

developing skills, knowledge and attitudes55.

54
Viramani B.R. Evaluating Measuring Management Training and Development Indian
Journal of Training and Development. Vol XIV.2 Apr-June, 1984, pp.54-61.
55
Jain, K.K. Training and Development in public Enterprices a case study of Indian Iron
and Steel Industry. Lok udyog Vol:18 No:11 1985. pp.21-27.
Ghosh (1997) has studied Training effectiveness of state road

transport undertakings. The HR-Training effectiveness questionnaire,

 59

developed by T.V Rao 1990 was used to collect data from middle and

junior level managers from 8 different state road transport corporations

situated in Pune. The areas taken into consideration to measure the

effectiveness of the training functions were (1) process of Induction

Training, (2) System of Training need identification (3) Opportunities for

transfer of learning and (4) Evaluation of training. The results reveal

that lower mean scored are obtained in the areas like induction training

and training need assessment. The other areas training was effective 56.

A large survey has been conducted by Biswaject Pattanayak

(1997), on training effectiveness with a sample comprising 1,200

employees working in Indian Industries. The questionnaire was adopted

from “Hand book of Training Evaluation and measurement methods by

Jack J. Philips. questionnaire has subjective (descriptive) and objective

(quantitative) questions to evaluate effectiveness of training. The result

shows that training is effective to understand about nature, requirement

and responsibilities of the job (2) to understand peoples attitude (3) to

develop interpersonal skills etc57.

56
Ghosh, S.K. Training effectiveness of state Road transport undertakings. The Journal
of Institute of Public Enterprise. Vol: 20, N:1 and 2, 1997. pp. 28-35.
57
Biswaject Pattanayak, Op.cit, pp. 99-101.

Gupta A.P. (1999) has studied Visakhapatnam Steel Plant of

Restriya Ispat Nigam Ltd. (RINL) is the first shore based integrated steel
 60

plant of the country commissioned in the early nineties. This plant has

adopted many innovative management practices, and has earned a place

of distinction in the Indian Steel Industry. To accelerate the learning

curve, various strategies were adopted for training, which include basic

skills and advanced skill development; utilization of the services of

foreign experts; Unit Training; and training overseas. The top

management’s involvement is through an apex level committee on

human resource development and training advisory committee. The

annual training plan is prepared based on survey, and nominations are

obtained in the beginning of the year. A three-tier evaluation system for

the technical training has been adopted as RINL. Stage I, focuses on

reaction level – through feed back at the end of the program. Stage II,

centres on the learning level – through examinations. In some programs,

a learning Index is found out by comparing pre-test scores with post-test

scores. Stage III, looks at the application level on the job implementation

aspects are evaluated after one or two months of training 58.

58
Gupta, A.P. Evaluation of training, a systematic approach RINL Indian Journal of
Training and Development, vol. XXIX, No.2, April – June 1999, pp. 61-69.

Binna Kandola (2000) has discussed some of the difficulties

associated with accurate and useful evaluation of training effectiveness,

particularly in the development of soft skills, which include skills related

 61

to people management. The author highlights some existing training

evaluation techniques and then outlines a model of training evaluation

currently being developed in the United Kingdom. The model is based on

the principle that the evaluation of training needs to start before training

commences and continue beyond the training event. The model covers

various areas of training needs analysis, climate for training, gathering

and organizing training provider information, evaluating using knowledge

tests, evaluating the trainer, including the training experience itself, and

evaluating behaviour changes59.

Srivastava (2001) have evaluated the effectiveness of various

training programmes by Tata Steel’s shavak Nanavati Training

Institution (SNTI) Effectiveness of training was measured in terms of

various out comes – such as satisfaction level, reaction and feed back of

participants. Change in performance and behaviour as perceived by

participants, their immediate supervisors, and departmental heads,

sample consists of 60 HODs, 1400 participants, 1300 – immediate

59
Binna Kandola, Training evaluation how to get results, International Journal of
Training and Development. July 2000, pp. 30-32.

supervisors from various departments. The data were collected through

structured interview schedule. It was found that satisfaction level of

participants, their supervisors, and divisional heads were above average

 62

for all type of programmes but transfer of learning was not as expected

from their supervisors. Training programmes could meet the objectives

only to a limited extent and it was not linked with the career

advancement of the participants60.

Ogunu (2002) has made a study aimed to evaluate the

management training programme of Guinness Nigeria PLC. with a view to

determinative its effectiveness to achieve this a questionnaire titled

Management Training and development questionnaire (MTDQ). It has

been administered to 50 management staff of a company analysis of the

data obtained from the field by means of the research instrument showed

that, the management training programme provided by the company has

been perceived by the management staff as relevant, adequate and

effective in terms of their job performance61.

60
Srivastava Evaluating training effectiveness and customer satisfaction in Tata steel,
Indian Journal of Training and Development Vol. No. 1 Jan – March 2001. pp 45-56
61
Ogunu, M.A. Evaluation of management training and development programme of
Guinness Nigeria PLC Indian Journal of training and development Vol XXXII No.1
Jan – March. 2002. pp 23-28

Panchalan (2003) has aimed to evaluate effectiveness of executive

training programmes of NLC Limited, a public sector undertaking, seven

 63

major factors such as objectives and relevance; Programme contents,

method of presentation, Instructional materials, facilities, Trainer as a

facilitator of learning and transfer of learning, are adopted for evaluating

15 executive training programmes by contacting 15 respondents from

each training programme. Random sampling technique was adopted for

selection of programmes and respondents. The results of the study

showed that the training programmes of the respondents organisation

are effective62.

From the related previous studies, it is known that different

aspects of HRD such as practice, climate, competencies, training

effectiveness and connected issues are analysed with reference to

different industries. There is no comprehensive attempt in this direction

is made in NLC Ltd. with reference to the four elements of HRD.

Therefore the present study is attempted to bridge the gap.

62
Panchalan, Evaluation of Executive Training at NLC Ltd – A Doctoral Dissertation .,
Alagappa University 2003.
 64

CHAPTER – III

METHODOLOGY OF STUDY

The previous chapter has focused on the review of literature. This

chapter spells about the methodology of the study.

3.01 Data collection

The primary and secondary data have been collected for the

present study. The instruments selected for the study consists of four

questionnaires and enclosed in appendix. They have been compiled in

the form of a booklet. An extensive survey was conducted at Neyveli

Lignite Corporation Limited, a leading public sector organization in India.

The population of the study comprises 4000 line and HRD managers who

are working in the Neyveli Lignite Corporation Ltd. A random sampling

method has been adopted to select the sample of 1000 respondents,

which is accounts for 25 percent of the population. After a formal

permission from NLC authorities, the researcher personally collected

data by using questionnaires from the respondents numbering 430. After

a thorough scrutiny of questionnaires, the researcher selected only 400

respondents for the study excluding 30 incomplete questionnaires. By

using appropriate scales scoring is done and the results have been
 65

tabulated, analysed with the help of computer by using SPSS package.

The analysis and discussions are presented in the next chapter.

3.02 Data processing

Appropriate statistical techniques have been used to analyze the

collected data. The inferential statistics and quantitative statistics have

been used in order to find out the nature of relationship between

demographic variables and HRD practice, HRD climate, HRD

competencies and HRD training effectiveness.

3.03 Variables

The various variables subjected to analysis have been defined.

They are as follows

1. Demographic Variables: Age, Sex, Marital status, Educational

qualifications, Designation, experience, and Number of training

programmes attended. Table 3.01 reveals these variables.

2. HRD Variables:

HRD Practice, HRD Climate, HRD Competencies and HRD training

effectiveness are the variables studied intensively.

 66

Table 3.01

Demographic variables of the respondents

S.No Demographic variables Number of Percentage

respondents
N = 400
1. SEX
Male 351 87.75
Female 49 12.25
2. MARITAL STATUS
Married 368 92
Unmarried 32 8
3. DESIGNATION
Line Manager 177 44.25
HRD Manager 223 55.75
4. EXPERIENCE
Below 10 Years 214 53.50
Above 10 Years 186 46.50
5. NUMBER OF TRAINING PROGRAMS
ATTENDED
Below 10 Programs 349 87.25
Above 10 programs 51 12.75
6. AGE
Below 40 Years 137 36.25
41-50 Years 238 59.50
Above 50 Years 25 6.25
7. EDUCATIONAL QUALIFICATION
Diploma 44 11
Under Graduate 306 76.50
Post Graduate 50 12.50
8. INCOME (Monthly)
Low (Below 20000) 109 27.25
Medium (21000 - 30000) 206 56.50
High (Above 31000) 85 21.25
Source: Primary data
 67

3.04 Research tools

The following pre-tested and standardized questionnaires have

been used in this study to measure the HRD Practice, HRD climate, HRD

competencies and HRD training effectiveness.

1. HRD Practice questionnaire developed by T.V. Rao (1991).

2. HRD Climate questionnaire developed by T.V. Rao and E. Abraham

(1985).

3. HRD Competencies questionnaire developed by T.V. Rao (1991).

4. HRD Training effectiveness questionnaire developed by T.V. Rao

(1991).

3.05 Details of the tools

3.05.01. HRD practice questionnaire

This questionnaire has 94 activities that can be undertaken by the

HRD department in any organisation. The objectives of the questionnaire

are to assess the degree to which these activities are performed as well as

the degree of effectiveness. Organisations with good HRD practices seem

to perform a large number of these activities. It is hypothesised that

performing all the 94 activities very well would be the characteristic of a

world class organisation. When all these activities are performed, it is

obvious that the organisation is in sound health.

 68

This questionnaire can be completed by all in the HRD department

and line managers of the organisation. The dimensions covered by the

questionnaire are given as follows:

1. HRD philosophy and liaison with top management

The extent to which the HRD department helps the top

management in articulating HR philosophy and values and emphasises

the same at all times in the organisation.

2. Creating development motivation in line managers

The extent to which the HRD department constantly communicate

ideas, views, learning experience, etc, with their line managers through

periodic talks, in-house seminars, newsletters discussions and other

media.

3. Strengthening HRD Climate Through HRD systems

The extent to which the HRD department constantly plans and

designs performance appraisal systems introducing job rotation, feed

back and counselling mechanisms, training systems, career development

exercise, team building exercise, etc.

4. Directing HRD efforts to goals and strategies of the organisation

The extent to which the HRD department directs their planned

efforts to be congruent with the organisation's primary goals and

strategic goals.
 69

5. Monitoring HRD implementation

The extent to which the HRD departments involve themselves in

designing instruments, like survey questionnaires, collecting feed back,

organising review workshops, constituting task forces, conducting

orientation programmes, etc.

6. Inspiring Unions and Associations

The extent to which the HRD department inspires the

representatives form unions to take up HRD activities by themselves and

create conditions for the success of their efforts.

7. Human Process Research

The extent to which the HRD department conducts human process

research, organisational health surveys and renewal exercises

periodically.

8. Influencing Personnel Polices

The extent to which the HRD departments influence personnel

policies by providing necessary inputs to personnel department / Top

management.

9. Networking
The extent to which the HRD department creates network with

HRD staff of other organisations and learning from them through various
 70

institutes like ISTD, NIPM, National HRD-network, etc. The questionnaire

on HRD practice is given in Appendix – I.

3.05.02 HRD climate questionnaire

A-38 item HRD Climate questionnaire has been developed by the

center for HRD at XLRI to survey the extent to which development

climate is existing in organisations. These 38 items can be grouped

under three categories, namely General climate, OCTAPACE culture and

HRD Mechanisms.(sub systems)

1) General climate: It deals with the importance given to human

resources development in general by the top management and line

managers. This general supportive climate consists not only of top

management, line management’s commitment but also of good personnel

policies and positive attitudes towards development.

2) OCTAPACE culture: It deals with the extent to which openness,

confrontation, Trust, Autonomy, Pro-activity, Authenticity, Collaboration

and Experimentation are valued and promoted in the organization.

Openness : The extent to which the employees are open to

suggestions of each other, learn from each other, express views, ideas

and opinions freely, positively and productively.

 71

Collaboration : The extent to which the employees collaborate with

each other, are willing to sacrifice individual and personal goals for

group, organisational or business goals and priorities, the extent to

synergy, existing between and within departments or sections, levels,

categories of employees, etc.

Trust worthiness: The extent to which employees trust each other

and the systems in the organization, the extent to which they are

reliable, keep up their verbal commitments and promises and do not lie.

Authenticity: The extent to which employees say things they

mean and there is congruence between their intentions and their

statements and actions.

Proaction: The extent to which employees take initiative, and

proaction is a culture of the organization in solving problems and in

every other aspect.

Autonomy: The extent to which there is an appropriate level of

autonomy and at least some amount of freedom available for each role

holder in the organisation to exercise some discretion and judgment.

Confrontation: The extent to which there is a culture of facing

problems and issues squarely and discussing them rather than ignoring

them (or) putting them under the carpet.

 72

Experimentation : The extent to which employees are encouraged

to take risks and experiment with new ideas and new ways of doing

things.

3) HRD mechanism

HRD mechanisms are implemented seriously. These mechanism

include performance appraisals, potential appraisal, career planning

performance rewards, feedback and counselling, training employee

welfare for quality of work life and job rotation. The questionnaire on

HRD climate is given in Appendix – II.

3.05.03 HRD competencies questionnaire

This checklist is used to assess the extent to which the HRD

professional have the competencies needed to perform their roles

effectively. It has the following three dimensions:

1) HRD professional knowledge It contains a list of knowledge required

to perform HRD –Profession.

2) HRD professional skills It contains a list of skills required to perform–

HRD Profession.

3) Personal attitudes and values It contains a list of attitudes and

values necessary to be a HRD professional.

The questionnaire on HRD competencies is given in Appendix – III.

 73

3.05.04 HRD training effectiveness questionnaire

This questionnaire is intended to assess the effectiveness of the

training function in an organisation. Any formal training should

contribute to the growth and development of employee competencies and

motivation. For training to be effective, it has to be need - based, well

planned, evaluated, monitored and used. Both the line managers and

the HRD – Staff have to become partners to ensure the effectiveness of

training. The questionnaire measures the extent to which the training is

effective in the organisation. The questionnaire on HRD training

effectiveness is given in Appendix– IV.

3.06 Scoring procedure of tools

3.06.01 HRD Practice questionnaire

T.V Rao and Abraham have evolved different quaternaries on these

four concepts. This questionnaires are applied in NLC and the collected

data are analysed to study the HRD of the selected industry.

There are 9 dimensions in the questionnaire, which consist of

different activities the HRD department can undertake to achieve HRD

goals. This questionnaire contains a checklist of 94 activities on a five-

point scale. This can be completed by all staff in the HRD department

and the line managers and the data may be converted into scores to
 74

prepare HRD practice by assessing the effectiveness with which these

roles are being performed.

FIVE POINT SCALE

0 Not performed
1 Rarely performed
2 Inadequately performed
3 Adequately performed
4 Excellently performed

INTERPRETATION OF SCORES

Score Interpretation
282-376 HRD Practice is excellent
188-282 HRD Practice is good
94-188 HRD Practice is just adequate
0-94 HRD Practice is poor

3.06.02 HRD climate questionnaire

This questionnaire consists of a 38 item HRD-Climate survey at

the XLRI centre for HRD. This is being used widely as an instrument to

survey the HRD-Climate. These 38 items assess general climate,

OCRAPACE_culture, and HRD mechanism on a five point scale.

FIVE POINT SCALE

0 Not at all true
1 Rarely true
2 Sometimes true
3 Mostly true
4 Almost always true
 75

The questionnaire could be administered to all Line and HRD

managers. The data can be converted into scores to assess HRD-

Climate. The scores may range from 0-152

INTERPRETATION OF SCORES

Score Interpretation
114-152 HRD Climate is Excellent
76-114 HRD Climate is good
38-76 HRD Climate is just favorable
0-38 Scope for improvements

3.06.03 HRD competencies questionnaire

This questionnaire is used to assess the extent to which the HRD

professional have the competencies needed to perform their roles

effectively. This can be used for self-assessment by the HRD professional

or for peer assessment, or for identifying training need and other

developmental needs. The questionnaire contains 70 statements under

three headings with a five-point scale. The responses may be converted

into scores to assess the competencies needed by the respondents.

FIVE POINT SCALE

0 Does not have competency
1 Need to develop competency
2 Has this competency but can
develop some more
3 Has this competency adequately
4 Has this competency abundance
 76

INTERPRETATION OF SCORES

Score Interpretation
210-280 Abundant competency
140-210 Adequate competency
70-140 Need to develop competency
0-70 No competency
3.06.04 HRD training effectiveness questionnaire

This questionnaire is to assess the effectiveness of training

functions. This could be administrated to Line and HRD managers, the

result analysed to review the effectiveness of training function. The item-

wise data could be used to identify areas that needed improvement. The

questionnaire has 25 statements on a five-point scale.

FIVE POINT SCALE

0 Not at all true

1 A little true
2 Some what true
3 True to be great extent
4 Very true

INTERPRETATION OF SCORES

Score Interpretation
75-100 Training function is highly effective
50-75 Training function is effective
25-50 Training function is just effective
0-25 Training function is poor
 77

3.07 Reliability of measuring tools

Reliability & validity of the questionnaires have been carried out.

Table 3.2. shows the reliability of the questionnaire.

Table 3.02
Reliability of measuring tools

Reliability
t value Level of
Sl.No Research Tool correlation
N=100 significance
co-efficient (r)
1. HRD – Practice 0.87 10.68 1%
2. HRD – Climate 0.95 12.23 1%
3. HRD – Competencies 0.73 9.98 1%
4. HR-Training effectiveness 0.66 9.43 1%
*significant at 1% level

A pilot study has been conducted to ascertain the reliability of

these instruments for the present population. A representative sample of

100 is taken for this purpose and the instruments have been

administered on the Line and HRD managers. Guttman split formula is

used to calculate the correlation co-efficient. In the reliability analysis, t-

value is calculated with correction co-efficient using the following

formula suggested by Edwards (1969)63

where tcal = r (n-2) / (t-r2)

r = correlation co-efficient
n = sample size

The correlation co-efficient of questionnaires and the calculated t-

values of the questioner are significant at 0.01 level. Therefore it is

 78

interpreted that all questioners are reliable at 0.01 level of significant.

This pre-tested reliable value is also retested for validity

63
Edwards, A.L. “Techniques of Attitude Scale Construction”. Bombay: Vakils, Feffer
and Simons Pvt. Ltd., 1969.
3.08 Validity of measuring tool

Validity analysis for the questionnaire is shown in table 3.3

Table 3.03

Validity of measuring tools

Reliability
t value Level of
Sl.No Research Tool correlation
N=100 significance
co-efficient (r)

1. HRD Practice 0.82 20.76 1%

2. HRD Climate 0.90 27.72 1%

3. HRD Competencies 0.81 10.51 1%

HRD Training
4. 0.83 14.15 1%
effectiveness
*Significant at 1% level

In the above table, validity co-efficient is calculated using the

formula suggested by Edwards64 (1969)

Validity Correlation Coefficient r1= r

n–1
tval = r1
1 – r12

The t-value is also calculated using the above formula with r 1

co-efficient. The t-values of questionnaires are significant at 0.01 level.

 79

Hence it is interpreted that the questionnaires are valid at 0.01 level of

significant.

64
Ibid.

CHAPTER - IV

THEORETICAL BACKGROUND OF HRD

4.01 Views on HRD

According to Kufman “Human Resource development is developing

the persons to their maximum potential and also simultaneously

conserving their talent for life as well as for work”65

According to Chhabra (2003) HRD means “all-round development

of the people so that they can contribute their best in the organisation,

society and the nation”66.

Megginson has viewed “HRD as the development of total

knowledge, skills, creative abilities, talents and attitudes and beliefs of

the individual involved”67.

According to Ishwar Dayal “HRD involves ways to better

adjustment of the individual to his job and the environment, the greatest

involvement of an employee in various aspects of his work and the

greatest concern for enhancing the capabilities of the individual” 68.

 80

65
Kufman, Roger, Holistic HRD, The 1991 Annual, For facilitators, trainers and
consultants, Pfeffer and Goodstein, University Associates, p.485.
66
Chhabra.T.N, HRM concepts & Issues, Dhanpat Rai Co., New Delhi. 2003 p.467
67
Meggison.L.C, Personnel A Behavioral Approach to Administration, Irwin Homewood.,
1997 p. 4.
68
Ishwar Dayal., HRD in Practice, Indian Journal of Social Work., Vol III. No. 4, 1991. p.
485.
According to Sashibhusan Rath (2000) “HRD means preventive –

in arresting obsolescence, curative – in proactively bridging insufficiency

in knowledge, adaptive- in adjusting to socio-technological, environmental

changes, promotive in accomplishing excellence in quality, and

transformative in making total man with new attributes (NEWAGE

MAN)”69.

4.02 Objectives of HRD

The objectives of HRD include employee competency development

commitment development and culture development. Rao summarises

the following objectives:70

1. to develop the individual to realise his potential as an

individual to the maximum extent

2. to develop the individual’s capabilities to perform his present

job better

3. to identify competency gaps of employees to perform present

job effectively and to help employees to bridge these gaps

through development.

4. to develop the capabilities to handle future likely roles

 81

5. to develop and maintain a high motivation level of employees

69
Sashibhusan Rath, New leaf of thought on HRD, HRD times, Vol.2.10, 2000. p. 11.
70
Rao.T.V. The HRD Missionary, Op cit., p.10.

6. to strengthen superior subordinate relationships

7. to strengthen team sprit among different teams

8. to promote inter team collaboration and

9. to promote climate development and organizational health

development.

4.03 Characteristics of HRD71

1. HRD means continuous learning

2. HRD means self development

3. HRD means creating conditions for others to develop and

remain motivated

4. HRD means creating new developmental tools and their use

5. HRD means more accountability

6. HRD means more initiative, teamwork and collaboration

7. HRD means trusting and trustworthiness and creation of a

trusting environment

8. HRD means autonomy and experimentation

9. HRD means effort

10.HRD is contextual
 82

71
Rao.T.V. HRD Audit, Sage Publishing co., New Delhi, 2003, p.156.

4.04 Principles of HRD

Uday Pareck and T.V. Rao have identified the following principles

of HRD.72

1. HRD should enhance the enabling capabilities of people.

2. HRD should integrate the development of people with that of the

organisation.

3. HRD should maximise individual growth and autonomy with

increased responsibilities.

4. HRD should decentralise through delegation and shared

responsibility.

5. HRD should encourage participative decision making.

6. HRD should balance adaptability to change and changing the

organizational culture.

7. HRD should balance differenciation with integration.

8. HRD should balance specialisaion with diffusion of the function.

9. HRD should build feedback and reinforcement mechanisms.

10. HRD should ensure responsibility for the function.

11. HRD should maintain a balance quantification and qualitative

decisions.
72
Rao.T.V. Readings in HRD Oxford & IBH, Publishing co, New Delhi 1991. pp.32-35.
 83

12. HRD should balance better external and internal help.

13. HRD should plan evolution of the function.

14.HRD should ensure continuous review and renewal of the

function.

4.05 Nature of HRD73

4.05.1 System Perspective

HRD is said to be the core of a large system known as human

resource system. It is concerned with providing learning experience for

the organisational members to develop their competencies. HRD is only

a sub-system of the organisation which is integrated with all other sub-

systems, such as production, finance, marketing, etc. HRD is viewed as a

system consisting of several interdependent and inter related sub-

systems. These include performance appraisal, potential appraisal, role

analysis, training, job enrichment, communication, etc. In designing a

human resource development system, enough attention should be paid

to build linkages between the various sub-systems. These linkages can

be established in a number of ways depending upon the components of

the system.

73
Chhabra. T.N, Op. cit. pp.268-269.
 84

4.05.2. Behaviour Science Knowledge

HRD makes use of principles and concepts of behavioural science

for the development of people. It uses knowledge drawn from

psychology, sociology, and anthropology for planning and implementing

various programmes for the development of individual and groups.

4.05.3. Continuous Process

As a dynamic pro-active process, HRD believes in and emphasizes

on the need for ‘continuous development’ of personnel to face the

innumerable challenges in the functioning of an organisation. However,

HRD-mechanisms, processes, policies, etc. differ from organisation to

organisation, to suit the needs of the situation. HRD sub systems are

deeply interlinked with the social, cultural, economic and political

factors.

4.05.4. Quality of Life:

In general, HRD has its “Relevance to the quality of human life

improvement”. At the organisation level, it is concerned with improving

the quality of work life so as to achieve greater satisfaction of employees

and higher level of productivity.

 85

4.06 Need and significance of HRD

No organisation can grow and survive in the present day

environment, without the growth and development of its people. In view

of fast developing changes, HRD must be viewed as the total system inter

related and interacting, with other systems at work-production, financial,

marketing - with which a business system functions. Though the

personnel policies can keep the morale and motivation of employees

high, yet, these efforts are not enough to make the organisation dynamic

and take it to new heights. Employees' capabilities must continuously be

sharpened and used when employees use their initiative, take risks,

experiment, innovate, and make things happen, the organisation may be

said to have an enabling culture74.

The need for HRD is felt to create a climate which will improve the

work life by overcoming monotony, ensuring better communication and

creation of familiar sort of work conditions where creativity of all the

members comes into full play. The focus of HRD essentially is on

enabling people to self actualize through a systematic process of

developing their existing potentialities of people both in the present and

future.

74
Rao. T.V. Recent Experience in HRD, Op cit, p.4.
 86

HRD facilitates the integrated growth of employees. It helps

employees to know their strengths and weaknesses and enable them to

improve their performance and that of the organisation. The significance

of HRD arises from the basic talent that people constitute the active

resources of every nation, who really determine the efficiency of

utilization of all other resources.

4.07 Essentials of HRD

HRD is an effort to develop capabilities and competencies among

employees as well as create organisational environment conducive to the

employees' development. While introducing HRD in an organisation, the

following requirements must be fulfilled.

1. An urge and desire on the part of the human resource to find better

methods to improve quality and productivity

2. Removal of hurdles and irritants from the organisation affecting

productivity of the employees

3. Requisite skills, attitudes and ability in the persons engaged in HRD

4. Proper rapport between the HRD department and the key personnel in

the organisation

5. Involvement of the personnel of the organisation to get a lot of

unwritten information for understanding the dynamics of the

organisation for developing an HRD programme

 87

6. Need for suggesting the introduction of only such indigenous methods

which can be implemented by the HRD division without much cost

and resistance and also the need for technical consideration

7. Strengthening of human resource information system to keep

continuous track of every employee and use performance appraisal,

training, etc. to inject/change in desired direction

8. Need for members of HRD team to possess a pleasant personality,

common sense, imagination, enthusiasm, objectivity and the sense

of humor required to induce change towards HRD as it has been

rightly said that it is easier to change the mountains than to change

the minds of the people

9. Readiness of the HRD department to face resistance to their ideas and

dispel these with facts, patience and consideration and aim to

develop acceptance through co-operation

10. Need to make all the employees in the organisation understand the

implications of new methods through seminars, lectures, role plays

or any other method towards the potential fears amongst the

employees of the proposed changes

11. Requirement of revolution in the total concept of management and

not merely sporadic and piecemeal attempts.

 88

4.08 HRD PRACTICES

Any practice that deals with enhancing Competencies,

Commitment and Culture Building can be considered as HRD

practices75.

Competency building Commitment building Culture building

a) Knowledge development a) Training a) Openness

b) Skill development b) Performance appraisal b) Collaboration
c) Values and attitudes c) Career development and c) Trust and trust
development career planning worthiness
d) Potential appraisal and d) Authenticity
development e) Proactive
e) Feedback and counselling f) Autonomy
system g) Confrontation
h) Experimentation

4.08.1.1 Competency building

Competency refers “to an organism’s capacity to interact effectively

with its environment. Individuals try to achieve this by understanding

and manipulating their physical and social environment. There are 3

types of competencies, namely, (1) cognitive competencies (knowledge) (2)

physical competencies (skill) and (3) social competencies (values &

attitudes). Competency building is quits complex, and therefore, there is

not a single package of development programme which can be labelled as

75
Rao.T.V. HRD Audit, Op cit, p.1
 89

competency development programme, The organisations also try to

enhance competencies of various types of development programmes.

According to Keith D'Souza et al, Competency required for a person

to perform HRD-function effectively are of four types - technical,

managerial, human and conceptual.76

According to Taylor and Lippitt (1975), conceptual skill, human

skill, and technical skill are required to perform management

development function. The varying composition of skills are required as

HR professionals move up the hierarchy.77

Levels of management

Conceptual Skills

Human Skills
Technical Skills
Top

76
Middle
Keith D'Souza, Upadhyaya and Rakesh Kumar, Empowening Workers Though HRD,
Allied Publishers New Delhi 1997, pp. 13-14.
77 Low
Taylor, B. and Lippitt, G.L. Management Development and Training hand book. Mc
Skills
Graw-Hill co. United Kingdom. required
1975. p. 174
 90

The HR personnel are the principle actors in the HRD field. They

spend all their time in studying the HR needs of the company, designing

the HR strategies, aligning and realigning HRD systems to suit the

strategies, implementing HR practices, etc. Their knowledge level,

attitudes and skills play a critical role. It is necessary to assess the

competency base of its staff and their adequacy to suit the current and

future HRD needs. In addition to HR staff, the line managers, top

management and union representatives should also possesses the right

awareness, attitudes and skills about HRD.

4.08.1.2 Factors Influencing Competencies Required For HRD

(1) Globalisation

Globalisation entails new markets, new products, new mindsets,

new competencies, and new ways of thinking about business. In the

future, HR will need to create models and processes for attaining global

agility, effectiveness, and competitiveness.

(2) Value chain for global competitiveness and HR services

This value chain for global competitiveness includes innovation,

faster decision making, leading on industry in price or value and

effectively linking with suppliers and vendors to build a value chain for

customers. To support the value chain argument, research indicates that

employee attitude correlates highly with customer attitude.

 91

(3) Profitability through cost and growth

Leveraging growth through customers involves efforts by the firm

to induce customers to buy more of its products and services. Leveraging

growth through core competencies involves the creation of new products

and turning research knowledge into customer products. Mergers,

acquisitions and joint ventures is the third growth path.

(4) Capability focus

‘Organisation capabilities are the DNA of competitiveness.’

Capabilities may be hard, such as technological, or soft, such as quality

or organisational, speed of response, etc.

(5) Change, change and change some more

‘Managers, employees, and organisations must learn to change

faster and more comfortably. HR professionals need to help their

organisations to change. They need to define an organisational model for

change, to disseminate that model throughout the organisation, and

sponsor its ongoing application. As cycle of time gets shorter, the pace of

change increases.

(6) Technology

‘Managers and HR professionals responsible for redefining work at

their firms need to figure out how to make technology a viable and

productive part of the work setting.’

 92

(7) Attracting, retaining, measuring competence and intellectual

capital

In this fast-changing world, attracting and retaining talent become

the battleground of competitiveness. Securing intellectual capital and

developing it become a critical task. The most sought after managers will

possess intellectual capital to do global business. A firm’s success

depends upon not only the economic criteria but also on the capability to

attract and retain intellectual capital. This changes the measurement

criteria of a firm’s success, and seeking, finding and using such

measures become another challenge for HR professionals.

(8) Turnaround is not transformation

Many organisations in the past have undertaken turnaround

exercises using downsizing, business process reengineering,

consolidations, restructuring, etc. They have become more profitable.

Such turnaround is not transformation. Transformation involves some

fundamental changes. It may involve identity changes. Creating

fundamental and enduring changes may become another challenge for

HR professionals.

4.08.1.3 Priorities and Competency Requirements of HR

Professionals

HR professionals reengineer HR work through the use of

technology, process reengineering teams and quality improvements.

 93

They will be the employees’ voice in management discussions, ensuring

that employees feel that their issues have been heard. They will be

catalysts, facilitators and designers of both cultural change and capacity

for change, establishing a vision for the HR function that excites clients

and engages HR professionals.78

The following seem to be the priorities for HR professionals.

1. HR theory

HR professionals must master the theory behind HR work.

Theories of learning, motivation and organisational change should lay

the foundation.

2. HR tools

HR professionals are excellent in handling HR tools, such as

executive development, recruiting and staffing, training and education,

rewards and recognition, performance management, employee relations,

labour relations and diversity.

3. HR capabilities

The HR capabilities are (a) Quickness in doing HR work without

sacrificing quality (Speed), (b) Turning ideas into actions

(Implementation), (c) Thinking creatively about problems (Innovation),

78
Rao.T.V. HRD Audit, Op cit, pp.158-160.
 94

and (d) With customer goals, strategic plans, employee needs

(Integration) etc. These HR capabilities are developed by the HR

professionals.

4. HR value proposition

The HR investments in the future must focus on value creation

and developing a value equation for HR services and products, because

HR practices affect (1) Employees in terms of their morale, commitment,

competence and retention, (2) Customers in terms of their retention,

satisfaction, and commitment, and (3) Investors in terms of profitability,

cost, growth, cash flow and margin.

5. HR governance

HR professional need to masterwork organisation, and theories of

differentiation and integration. He should be able to examine the current

work organisation systems, evaluate them, be sensitive to functionalities

and dysfunctionalities of various structures and benchmark with the

best practices. He needs to understand flat structures, matrix structures

and their suitability to different contexts and businesses.

6. HR careers

The HR professional can be located in one of the following four

locations: the plant; the business unit (product line or country);

 95

corporate HR; or outside the HR function. They may be specialists or

generalists. They may be a contributor (working alone), integrator

(coordinating the work of others) and a strategist (directing policies and

procedures).

7. HR competencies

The HR competencies are (i) Knowledge of business, (ii) Knowledge

of HR practices, (iii) Management of change, (iv) Business mastery (v)

Human resource mastery, (vi) Change and change process mastery, and

(vii) Personal credibility.

4.08.1.4 Evaluating HRD competencies

HRD competencies can be evaluated by using several methods.

The important methods are discussed here:

1) Knowledge testing

2) Attitudes and values survey

3) Self-assessment by HRD professionals

4) Peer level assessment or 360-degree assessment

5) Assessment centres

1) Knowledge testing

Knowledge tests have developed for assessing the knowledge base

of any HR professionals. Many agencies have developed a series of tests

for assessing the knowledge base of HR professionals.

 96

2) Attitudes and values survey

Some basic attitudes and values survey are needed for effective

performance of HRD roles. These include a faith and self-confidence in

one’s own ability to influence and make things happen-also known as the

internal locus of control. Without faith in HRD, personal effectiveness

attitudes, empathy and the right work values, the HRD manager will not

be able to function well. There are a number of tests available to measure

some of these variables and it has developed by many agencies.

3) Self-assessment and 360-degree appraisal

HRD managers can assess themselves on their ‘competency’

checklist. Such self-assessment can indicate the competent areas and

competent gaps. This can be supplemented further by a 360-degree

assessment. This may include the peers, bosses, direct reports and other

internal and external customers. The self-assessment questionnaires

provide information about the nature and extent of the professional

preparation of the HRD manager.

4) Skill assessment through assessment centers

The HRD skills of the staff can be best evaluated through an

assessment centre. However, if the organisation has a large number of

HR employees and is interested in building their competencies, it is

useful to conduct an assessment centre for them to test their skills base.
 97

Such an assessment centre may use a variety of methods including

simulation exercises, behavioural event interviews etc…

4.08.2 Commitment building

Many HRD-systems, process and activities contribute to developing

commitment among employees. The influencing commitment factors are

rewards, recognition, managerial style, work culture, superior

subordinate relationship, etc.

4.08.2.1 HRD System

According to Sah A.K, "a system is a logical arrangement of

regularly interacting objects, people, events, concepts or things which

work together to perform one or more functions to attain certain

objectives"79.

So, HRD Systems are an organised way of making things happen.

They help in planning and to bring in predictability, discipline and

security. A system must be imbued with spirit and be governed by

norms, values and rules. All these can be part of a system. Norms are

very specific and related to behaviour of people in an organisation. It is

difficult to propose norms for development. Norms mainly deal with

79
Sah.A.K., Systems approach to Training and Development, Sterling publishers Ltd,
New Delhi, 1991, p.35.
 98

compliance. Values are more lasting patterns of behaviour. They deal

with something more internal, based on one’s (individual or

organisational) philosophy. They can be observed, measured and

questioned. HRD values are important for the HRD systems to work.

4.08.2.2 HRD sub-systems

According Rao P.L, "A Sub-System is two or more parts working

together as an organised whole with identified boundaries" 80.

Jones says, the practice of HRD focus not only systematically on

the development of people. But also on the subsystems as a unit of HRD.

The subsystems are grouped into five major areas of activities (Training,

OD, Career Development, System change and Human system programs)

which can utilize by organisation to improve Human System and develop

people81. The well designed HRD programme should have the following

sub-systems.

1. Performance Appraisal. Performance appraisal is the process

of determining how well a worker is performing his job. It provides a

mechanism for identification of qualities and deficiencies observed in an

employee in relation to his job performance. The object of appraisal is to

80
Rao.P.L. HRD Through In-house Training, Vikas Publishers, New Delhi, 1995, p.280.
81
Jones E.John, HRD What is and How to become involved, The Annual Hand Book for
Group facilitators, University Associates, 1981, pp.189-190.
 99

determine the present state of efficiency of a worker in order to establish

the actual need for training.

2. Potential Appraisal Potential appraisal provides necessary data

which helps in preparing career plans for individuals. It aims at

development of latent abilities of individuals. When organisation is

diversifying its operations or introducing changes, capacities to perform

new roles and responsibilities must continually be developed among

employees.

3. Feedback Counselling Feedback of performance data can be

used to monitor individual development and for identifying training

needs. Career counselling and verbal rewards are integral parts of review

discussions between the superior and the subordinate. Counselling

serves several purposes in any organisation. It helps in strengthening the

superior and subordinate relationship, helps the executives to

understand the limitation of his seniors and problems of his juniors,

improves communications thereby facilitating quality decision, helps

employees in recognising their strengths and weaknesses and also help

evaluate the impact of their decisions and so on. This would help the

employees in overcoming the barriers emanating from either their

ignorance or poor knowledge in the field. It would also help the

 100

employees in designing their action plans for their overall development

and acquiring greater competencies.

4. Training. The success of any development prgramme depends

on the quality of training facilities. Training is a process that involves the

acquisition of skills, concepts and attitudes inorder to increase the

effectiveness of employees in doing particular jobs. Training is expected

to provide the needful stimulus to initiate impulses of changes in

management and to improve efficiency, productivity and administrative

effectiveness.

5. Role Analysis. Role analysis is a participatory process which

aims at defining the work content of a role in relation to all those with

whom the role occupant has significant interaction in the performance of

his job. The job has to be analysed for proper planning of work, which is

necessary for improving efficiency. Such an analysis is known as

job/task analysis. It is very useful for semi-skilled and skilled jobs.

However, the nature of managerial/supervisory job is more complex and

interdependent on the performance and expectation of all those who are

concerned with the accomplishment of the tasks in a work situation. And

thus one is judged not only on individual contribution but also on his

‘role’ in channelising the willing co-operation and efforts of those who are

concerned.
 101

6. Career Planning Career planning means helping the employees

to plan their career in terms of their capacities within the context of

organisational needs. It is the planning of one’s career and

implementation of career plans by means of education, training, job

search and acquisition of work experiences. It is aimed at generating

among employees awareness of their strengths and weaknesses and at

helping them to match their skills and abilities to the needs of the

organisation. Without development of people in the organisation, the

organisation cannot prosper. Individual career development is considered

to be a three steps process

(a) Identifying and organising skills, interests, work-related needs

and values;

(b) Converting these inventories into general careers, fields and

specific job-goals; and

(c) Testing the possibilities against the realities of the organisation

or the job market.

7. Job Rotation The work-tasks should be rotated among the

employees so as to broaden their field of specialisation as well as their

knowledge about the organisation’s operation as a whole. The work-

tasks, therefore, should be rotated once a year among the various

 102

employees depending upon their qualifications and suitability to perform

new roles.

8. Quality Circle A quality circle is a small group of employees

doing similar or related work who meet regularly to identify, analyse and

solve product-quality problems and to improve general operation. The

quality circles are relatively autonomous units (ideally about 10 workers),

usually led by a supervisor or a senior worker and organised as work

units. The workers, who have a shared area of responsibility, meet

periodically to discuss, analyse, and propose solutions to ongoing

problems.

9. Reward System Rewarding employees' performance over and

above their normal wages and salaries is considered to be an important

task of the HRD. In any organisation, the managers and workers have

similar motivations, although the manager controls the means of

achieving need-satisfaction at work and each employee seeks self-

development to go as far as possible on his own ability. But frustration,

slow work and depression come in the way of need satisfaction. One way

of overcoming of such frustration is rewarding the efficient workers for

their work which may be termed as incentive. It will lead to better

utilisation of human resources at all levels, which is the cheapest,

quickest and surest means of increasing productivity.

 103

10. Organisation Development Organisation Development is an

organisation-wide, planned effort managed from the top, placing

emphasis on making appropriate intervention in the ongoing activities of

the organisation. OD provides a normative framework within which

changes in the climate and culture of the organisation towards

harnessing the human potential for realisation of organisational

objectives is brought out. Thus, OD's exercises include team-building

programme, interpersonal sensitivity, role clarity, management by

objectives and stress management.

11. Quality of Working Life The conditions under which the

workers work and live, assume the form of another important factor

contributing to workers' satisfaction and consequently, job satisfaction.

In order of priorities, it comes next to the earnings of a worker in the

Indian context. For an employee to be able to work at his best it is

necessary to understand that inadequate working and living conditions

produce adverse mental and physical effect on the employee, ultimately

causing decline in the efficiency.

The HRD system takes care of employees' health and well being of

their families by providing them with better working and living

conditions, which generally promote a healthy atmosphere of

development and motivation among employees.

 104

4.08.2.3 Evaluation of Commitment

According to Robinson and Robinson (1989), it is useful to

combine the various methodologies to evaluate commitment and

effectiveness of performance. They are one-to-one interviews, focus group

interview, behavioural observation and analysis of organisational

documents and data82.

4.08.3 Culture building

To build a desired culture, the organisations have to emerge as

"learning organisations" which encourage experiments, provide

constructive dissents, and model learning, which gather and use

information constructively and are characterised with open, continuos

dialogue83. The organisational culture plays a significant role in making

organisations get the best out of themselves. Even if the climate does not

show any direct linkages at a give point of time, logically it makes sense

to have a good HRD climate for the benefit of the organisation.

4.08.3.1 HRD climate

HRD climate may be defined as perceptions the employee has of

the developmental environment of an organisation. HRD climate

contributes to the organisations’ overall health and self - renewing

82
Robinson, D.G., and Robinson. J.C., Training for impact. Jossey-Boss Publishers,
Oxford, 1989, pp.99-102.
83
Suchipriya and Deepali Singh, Unlocking the intangible Asset, Indian Journal of
Training and Development, Vol.XXXI.2, 2001, pp.14-21.
 105

capabilities, which, in turn, increase the enabling capabilities of an

individual, dyads, teams and the entire organisation.

To facilitate HRD, an optimal level of development climate is

essential. Some of the characteristics of such a climate are84

(i) A tendency at all levels and specially the top management to

treat people as the most important resource

(ii) A perception that developing the competencies in the employees

is the job of every manger/supervisor

(iii) Faith in the capability of people to change and acquire new

competencies at any stage of life

(iv) A tendency to be open in communications

(v) A tendency to encourage risk-taking

(vi) A tendency to help employees recognise their strengths and

weaknesses

(vii) A general climate of trust

(viii) A tendency on the part of employees to be generally helpful to

each other and collaborate

(ix) Team spirit

84
Rao T.V. and Abraham S.J., Readings in HRD. Op cit, pp.36-45.
 106

(x) A tendency to discourage favoritism and bias

(xi) Supportive or human resource policies

(xii) Development- oriented appraisals, training, reward system, job-

rotation, career planning and potential appraisal

The HRD climate also technically deals with OCTAPACE culture.

Competence and commitment can be built on a continuous basis in a

certain type of culture. If the milieu is good, a number of things can

happen. Hence creating a culture becomes important in any

organisation. The HRD culture should have the following characteristics 85

1) It should be a learning culture.

2) It should facilitate the identification of new competencies of people.

3) It should bring out the hidden potential and new talents of people.

4) It should help in developing new competencies.

5) It should have in-built motivational value.

6) It should enable people to take initiative and experiment.

7) It should bring joy and satisfaction in work.

8) It should enhance creativity and the problems-solving capabilities

of people.

9) It should create team spirit and morale.

85
Rao, T.V., HRD - Audit, Op cit, pp.101-104.
 107

Such a culture has been termed as OCTAPACE. It consists of

Openness, Collaboration, Trust and Trustworthiness, Authenticity,

Proaction, Autonomy, Confrontation and Experimentation.

Openness and confrontation go together. Autonomy and

collaboration go together. Trust and authenticity go together. Proaction

and experimentation go together. Thus, these four pairs are the four

corner stones of HRD culture.

When these values are practised in an organisation, they become

part of life and are likely to get the best out of people. Human potential

gets developed to the maximum extent and people competencies are

utilised to the maximum.

4.08.3.2 Evaluating Culture

The culture of any organisation has tremendous impact on its

success. It can be evaluated through Culture Audits and Employee

opinion survey and HRD climate survey (38 items) Questionnaire are

widely used to evaluate HRD culture.

These four factors of HRD are the base on which the present study

is built up.
 108

4.09 HRD matrix

HRD Matrix identifies the interrelationships among HRD

instruments, processes, outcomes and organisational effectiveness. HRD

instruments include performance appraisal, counselling, role analysis,

potential development, training, reward system, job enrichment, etc.

These mechanisms may vary depending upon the size of the

organisation, the commitment of the top management, the environment,

the culture and climate, the perception of the people, technology used,

methods employed by the competitors, etc. It is in the interest of the

organisation that the top management should give due weightage to

these factors to keep the workforce motivated all the time providing

challenging jobs and designing career planning and suitable

compensation packages.

These instruments lead to generation of HRD processes like role

clarity, development planning, development climate, risk taking, and the

dynamism in employees. Such HRD processes should result in more

competent satisfied and committed people, who by their contributions,

would make the organisation grow. Such HRD outcomes influence

organisational effectiveness in the long-run. It may be noted that

organisational effectiveness also depends on a number of other variables

 109

like environment, technology, competitors, etc. However, other things

being the same, an organisation remains competent.

Satisfied, committed and dynamic people will likely do better than

an organisation that scores low on the HRD outcome variables. Similarly,

an organisation that has better HRD climate and processes is likely to be

more effective than an organisation that does not have them.

Organisational effectiveness

A sound HRD system is perhaps the most important element in

organisational effectiveness, which is not only, ensures smooth

performance but also long-term survival and growth of the organisation.

While other resources like technology, capital assets can be bought, only

resources, which can’t be bought, are motivated human resources, which

help in the growth of the organasation. Hence, HRD has become very

important.

Organisational effectiveness results from trained and developed

employees working in a healthy organisation climate which results from

both individual development interventions and organisational

development plans or interventions as shown in HRD model given in

chart 4.1 and it is self explanatory.

 110

Chart 4.1
HRD MODEL

HRD HRD Organisational

Processes & HRD Outcome
Mechanisms Effectiveness
HRD Climate variable
or Sub-system Dimensions
varaibles

HRD department Role clarity More competent Higher

Performance Awareness of people productivity
appraisal competencies Better Growth and
Review, discussions, required for job development diversification
feedback, performance roles Cost reduction
counselling Proactive Higher work- Higher Profits
Role analysis orientation commitment Better image
Potential Trust and job
development Collaboration and involvement
Training team work Problem solving Other Factors
Communication Authenticity skills Environment,
policies Openness Better utilisation Technology,
Job-rotation Risk-taking of human Resourcess
OD exercises Value generation resources availability
Rewards Clarification of Higher job- Nature or
Job enrichment norms and satisfaction business etc.
Other mechanisms standards and work
Better motivation
communication Generation of
Fair rewards internal
Generation of resources
unbiased data Better
on employees, organisational
etc. health
Greater team
work

Other Factors
Personnel policies,
top management,
style, investment
on HRD, top
management's
commitment
history, post
culture, etc.

Source : The HRD Missionary, Oxford and IBH publishing Co. Pvt. Ltd, New Delhi,
1991, p.13.
 111

The HRD system, which is so much, concerned with all areas of

day to day working of the organisation cannot succeed without the total

commitment of the top management. The role of top management is very

important in implementation of HRD plans for developing committed

human resources and the work-environment committed to human

resources.86

So far the theoretical frame work for the four questionnaire such

as HRD practice, HRD climate, HRD competency and HRD training

effectiveness are discussed.

The following discussion reveal the theoretical base of line and

HRD manager. Based on their, questionnaires are administered and

information are elicited and discuss subsequently.

4.10 Inculcating HRD culture

Human Resource has to be aligned and integrated with business

plan and processes of an organisation to attain competitive advantage.

This cannot be confined to the role of HRD manager only and is equally

applicable to other functional areas [Line function, Marketing, Finance,

etc]. Since Human Resource happen to be the common denominator to

86
Chhabra,T.N. Op cit, pp.479-480.
 112

all functional areas, its importance is paramount to line managers too.

So it is the joint responsibility of Line manager and HRD manager to

inculcate HRD culture87.

This is very clear that the human resource development is the joint

responsibility of line managers and HRD personnel. While the HRD

departments can design and provide instruments for use by line

Chart 4.2
LINE MANAGERS' RESPONSIBILITY

Foci of HRD Training Appraisal OD Reinforcement Career

growth
Person Request for Set goals, do Create Provide Set career
training, help in performance conductive intrinsic goals;
implementation analyses climate rewards suggest
career-
growth
plans
Role Provide role Set objectives for Provide more Provide Provide
analysis KPAs; provide responsibility intrinsic support and
feedback on new rewards help
KPAs
Dyed Counsel; Counsel Create Encourage Provide
provide employees, conductive interaction counselling
feedback to provide feedback climate
HRD to HRD on
problems and
achievements
Team Identify needs Counsel teams Reinforce; Reward Encourage
request cooperation interdepart
interventions mental
. experiences
Organisation Volunteer as a Establish linkage Implement Reward Counsel and
trainer between goals plans; institutional help
and values request contributions
surveys.
Source: The 1984 Annual, Developing Human Resources Pfeffer and Goodsteinld
University Associates, pp.162-167.

87
Raju, B.N. Inculcating HRD culture amongst Line managers - A practical approach.
Personnel today. Vol.xvii. No.1. 1996. pp. 31-32.
 113

Chart 4.3

HRD MANAGER'S RESPONSIBILITY

Foci of HRD Training Appraisal OD Reinforcement Career

growth
Person Establish Design systems, Develop Reward Develop
system for implementation person- attributes potential-
training – and follow up; oriented appraisal
needs survey provide interventions system
and follow up reinforcement
Role Establish job Prepare KPAs and Provide role Reward Provide role
training and CAs interventions, responsibility growth
follow up job through
enrichment motivation;
and work review role
redesign content
Dyad Provide Appraise Develop Reward Provide
training in counselling and team- employee counselling
counselling trust building development
interventions
Team Do strategy Provide team Develop team Develop system Emphasize
planning; appraisal building for team leadership
provide team interventions rewards role
training
Interteam Do strategy Provide for inter- Establish Develop system Develop
planning group work collaboration for interteam system of
rewards rotation
among
departments
Organisation Provide Emphasize role of Provide Develop Provide career
training on institutional survey intrinsic counselling for
goals, values feedback, rewards people who have
organisational disseminate achieved
values, information maximum
philosophy, on growth in
etc experiments organisation
Source: The 1984 Annual, Developing Human Resources Pfeffer and Goodsteinld
University Associates, pp.162-167.
 114

managers, the line managers have the responsibility of using these

instruments to develop their subordinates. If the line managers do not

make demands on the HRD department and do not take follow-up action,

HRD efforts in an organization are not likely to succeed. The

participation of line managers in HRD efforts also increases the

managers’ competence to deal with many human problems in other areas

of their work. Charts 4.2 and 4.3 shows line and HRD managers

responsibility. The charts are self explanatory.

The HRD manager should be continuously in touch with line

managers, sensitive to HRD processes, and continuously keep renewing

them in positive directions.

 115

CHAPTER - V

INFERENTIAL ANALYSIS OF HRD IN NLC

As mentioned earlier, the entire HRD of selected unit lies on the

four factors such as HRD –practice HRD –climate, HRD –competencies

and HRD training effectiveness. These four factors are intensively

analysed under two statistical dimensions such as inferential analysis

and quantitative analysis. This chapter is and attempt on inferential

analysis of four vital factors of HRD in. Neyveli lignite corporation Ltd,

Neyveli. As mentioned in the methodology part, four separate

questionnaires has been administered. The collected data are statistically

analysed. The relevant analysis and interpretations are discussed here.

5.01. Meaning of Inferential Analysis:

Inferential analysis is concerned with the various tests of

significance for testing hypotheses in order to determine with what

validity data can be said to indicate some conclusion or conclusions. It is

also concerned with the estimation of population values. It is mainly on

the basis of inferential analysis that the task of interpretation (i.e., the

task of drawing inferences and conclusions) is performed. Inferential

statistics are also known as sampling statistics and are mainly

concerned with two major types of problems: (i) the estimation of

 116

population parameters, and (ii) the testing of statistical hypotheses. The

following table 5.01 furnishes the statistical information in relation to

HRD practice.

Table 5.01
The Mean and Standard Deviation of respondents' in relation to HRD
practice

Standard
Demographic Group N Mean
Deviation
Male 351 217.0 49.06
Gender
Female 49 218.7 48.82
Marital Married 368 216.4 48.82
status Unmarried 32 226.4 50.55
Line Managers 177 218.7 51.09
Designation
HRD Managers 223 216.0 47.30
Below 10 years 214 212.1 48.01
Experience
Above 10 years 186 223.1 49.52
Below 10 programmes 349 217.6 49.43
Training
Above 10 programmes 51 214.5 46.04
Below 40 years 137 208.6 42.96
41-50 years 238 220.7 53.03
Age
Above 50 years 25 231.2 29.93
Diploma 44 204.6 34.06
Educational
UG 306 219.1 50.78
Qualification
PG 50 216.8 47.86
Low 109 206.8 20.67
Income Middle 206 220.8 20.64
High 85 221.7 20.32
Source: Primary data

It is inferred from the above Table 5.01 that the female mangers

have scored better than the male managers with respect to the HRD

practice (male mean = 217, female mean = 218.7). Similarly between

married mangers and unmarried managers, the unmarried managers

(mean = 226.4) have scored better than the married managers (mean =
 117

216.4). In the case of line managers and HRD managers the line

managers have scored better than the HRD managers (line managers

mean = 218.7, HRD managers = 216.0). In case of experience above 10

years category have scored better than the below 10 years category

(above 10 years mean = 223.1, below 10 years mean = 212.1). Where as

in the training variable below 10 programes category have scored better

than the above10 programme category (below programme mean= 217.6,

above 10 programme mean = 214.5) under the age variable 50 years

above category have scored better than the other two categories (above

50 years mean = 231.2, 41-50 years mean = 220.7, below 40 years mean

= 208.6) where as under the educational qualification variable diploma

holders category have secured less than the other two categories

(diploma mean = 204.6, under graduate mean = 219.1, post graduate

mean 216.8) lastly under the income variable, the low income category

managers secured less than the other two categories (low in come

mean = 206.8, middle income mean = 220.8, high income mean = 221).

Thus among the eight variables taken for this study under the age

category above 50 years have secured the highest (mean = 231.2) and in

the case of educational qualification, diploma category managers have

scored the least (mean = 204.6) in respect of the HRD practice. The

following figure 5.01 reveals the graphical representation of HRD

practice.
 118

The following table 5.02 furnishes the statistical information in

relation to HRD climate.

Table 5.02
The Mean and Standard Deviation of respondents' in relation to HRD
climate

Standard
Demographic Group N Mean
Deviation
Male 351 88.24 20.80
Gender
Female 49 89.43 20.39
Marital Married 368 89.97 21.10
status Unmarried 32 93.22 15.26
Line Managers 177 90.07 21.35
Designation
HRD Managers 223 87.05 20.16
Below 10 years 214 85.80 20.70
Experience
Above 10 years 186 91.36 20.41
Below 10 programmes 349 88.12 20.40
Training
Above 10 programmes 51 90.22 22.95
Below 40 years 137 85.90 18.77
Age 41-50 years 238 88.47 21.21
Above 50 years 25 101.24 22.22
Diploma 44 81.00 20.67
Educational
UG 306 89.57 20.64
Qualification
PG 50 87.64 20.32
Low 109 84.90 20.48
Income Middle 206 89.92 20.34
High 85 89.40 21.67
Source: Primary data

It is inferred from the above Table 5.02 that the male mangers

have scored better than the female managers' in respect of the HRD

climate (male mean = 88.24, female mean=89.43). Similarly between

married mangers and unmarried managers, the unmarried managers

 119

(mean = 93.22) have scored better than the married managers (mean =

89.97). In the case of line managers and HRD managers the line

managers have scored better than the HRD managers have (line

managers mean = 90.77, HRD managers = 87.05). In case of experience

above 10 years category have scored better than the below 10 years

category (above 10 years mean = 91.36, below 10 years mean = 85.80).

Where as the in the training variable below 10 programme category

(mean = 88.12) have scored better than the above10 programme category

(mean = 90.22). Under the age variable above 50 years category

(mean=101.2) have scored better than the other two categories, (41years

- 50 years mean = 88.47 and below 40 years mean = 85.90). Where as

under the educational qualification variable diploma holders category

(mean = 81) have secured less than the other two categories,

undergraduate (mean = 89.57) and postgraduate (mean 87.64). Lastly

under the income variable, the low-income category managers (mean =

84.90) have secured less than the other two categories, middle-income

managers (mean = 89.92) and high-income mangers (mean = 89.40).

Thus among the eight variables taken for this study with reference

to age above 50 years have secured the highest (mean = 101.2) and with

reference to educational qualification, diploma category managers have

scored the least (mean = 81) in respect of the HRD climate. The following

figure 5.02 reveals the graphical representation of HRD climate.

 120

The following table 5.03 furnishes the statistical information in

relation to HRD competency.

Table 5.03

The Mean and Standard Deviation of respondents' in relation to HRD

competency

Standard
Demographic Group N Mean
Deviation
Male 351 162.0 36.86
Gender
Female 49 161.9 36.23
Marital Married 368 162.1 37.42
status Unmarried 32 159.8 28.02
Line Managers 177 163.7 40.76
Designation
HRD Managers 223 160.6 33.23
Below 10 years 214 159.7 2.347
Experience
Above 10 years 186 164.5 2.878
Below 10 programmes 349 161.5 36.50
Training
Above 10 programmes 51 165.0 38.53
Below 40 years 137 154.8 28.02
Age 41-50 years 238 164.4 41.12
Above 50 years 25 177.4 26.32
Diploma 44 155.3 21.01
Educational
UG 306 162.7 37.99
Qualification
PG 50 163.5 39.67
Low 109 157.8 30.89
Income Middle 206 163.3 36.48
High 85 164.2 43.63
Source: Primary data
 121

It is inferred from the Table 5.03 that the male mangers have

scored better than the female managers in respect of the HRD

competency are (male mean = 162, female mean = 161.9). Similarly

between married mangers and unmarried managers, the unmarried

managers (mean = 159.8) have scored better than the married managers

(mean = 162.1). In the case of line managers and HRD managers the line

managers (mean =161.7) have scored better than the HRD managers

(mean = 160.6). In case of experience above 10 years category

(mean = 164.5) have scored better than the below 10 years category

(mean = 159.7). Where as in the training variable below 10 programme

category (mean = 161.5) have scored better than the above10 programme

category (mean = 165). Under the age variable above 50 years category

(mean = 177.4) have scored better than the other two categories, 41- 50

years (mean = 164.4) and below 40 years (mean = 154.8). Where as

under the educational qualification variable diploma holders category

(mean = 155.3) have secured less than the other two categories

undergraduate (mean = 162.7) and postgraduate (mean = 163.5). Lastly

under the income variable, the low income category (mean = 157.8)

managers have secured less than the other two categories middle income

(mean = 163.3) and high income (mean = 164.2)

 122

Thus among the eight variables taken for this study with reference

to age above 50 years have secured the highest (mean = 177.4) and below

40 years managers have scored the least (mean = 154.8) in respect of the

HRD competency. The following figure 5.03 reveals the graphical

representation of competency.
123
 124

The following table 5.04 furnishes the statistical information in

relation to HRD effectiveness.

Table 5.04

The Mean and Standard Deviation of respondents' in relation to HRD

Training Effectiveness

Standard
Demographic Group N Mean
Deviation
Male 351 62.52 14.35
Gender
Female 49 64.90 13.98
Marital Married 368 63.21 14.08
status Unmarried 32 58.16 16.19
Line Managers 177 63.18 14.21
Designation
HRD Managers 223 62.52 14.41
Below 10 years 214 62.47 13.93
Experience
Above 10 years 186 63.20 14.75
Below 10 programmes 349 63.16 14.04
Training
Above 10 programmes 51 60.39 15.96
Below 40 years 137 61.69 14.51
Age 41-50 years 238 63.26 14.17
Above 50 years 25 64.60 14.63
Diploma 44 62.05 13.46
Educational
UG 306 62.89 14.49
Qualification
PG 50 62.98 14.15
Low 109 62.33 12.86
Income Middle 206 63.33 14.86
High 85 62.15 14.80
Source: Primary data

It is inferred from the above Table 5.04 that the female mangers

(mean = 64.90) have scored better than the male managers (mean =

62.52) in respect of the HRD training effectiveness. Similarly between

married mangers and unmarried managers, the unmarried managers

(mean = 58.16) have scored better than the married managers (mean =
 125

63.21). In the case of line managers and HRD managers the line

managers (mean =63.18) have scored better than the HRD managers

(mean = 62.52). In case of experience above 10 years category (mean =

63.20) have scored better than below 10 years category (mean = 62.47).

Where as the in the training variable below 10 programme category

(mean = 63.16) have scored better than the above10 programme category

(mean = 60.39). Under the age variable above 50 years (mean = 64.60)

have scored better than the other two categories, such as 41 - 50 years

(mean = 63.20) and below 40 years (mean = 61.69). Where as under the

educational qualification variable diploma holders category (mean =

62.05) have secured less than the other two categories, undergraduate

(mean = 62.89) and postgraduate (mean = 62.98). Lastly under the

income variable, the low-income category managers (mean = 62.33) have

secured less than the other two categories middle income (mean = 63.33)

and high income (mean = 62.15).

Thus among the eight variables taken for this study with reference

to age above 50 years have secured the highest (mean = 64.40) and with

reference to marital status, unmarried managers have scored the least

(mean =58.16) in respect of the HRD effectiveness. The following figure

5.04 reveals the graphical representation of effectiveness.

126
 127

The following table 5.05 furnishes the statistical information in

relation to HRD activities.

Table 5.05

The Mean and Standard Deviation of respondents' in relation to

overall HRD activities

Standard
Demographic Group N Mean
Deviation
Male 351 529.7 91.38
Gender
Female 49 534.9 93.06
Married 368 529.7 92.95
Marital status
Unmarried 32 537.6 73.35
Line Managers 177 535.6 96.43
Designation
HRD Managers 223 526.2 87.36
Below 10 years 214 520.1 88.31
Experience
Above 10 years 186 542.2 93.86
Below 10 programmes 349 530.4 90.52
Training
Above 10 programmes 51 531.7 98.82
Below 40 years 137 511.0 74.20
Age 41-50 years 238 536.8 99.65
Above 50 years 25 574.5 72.85
Diploma 44 502.9 67.45
Educational
UG 306 534.2 93.55
Qualification
PG 50 530.9 94.41
Low 109 511.8 83.01
Income Middle 206 537.2 89.82
High 85 537.4 32.54
Source: Primary data
 128

A comprehensive attempt is made with reference to all the

activities of HRD. For this purpose, Table 5.05 is constructed. The male

mangers (mean=529.7) have scored better than the female managers'

(mean=534.9) in respect of the HRD competency. Similarly between

married mangers and unmarried managers, the unmarried managers

(mean=537.6) have scored better than the married managers

(mean=529.7). In the case of line managers and HRD managers the line

managers (mean=535.6) have scored better than the HRD managers

(mean =526.2). In case of experience above 10 years category (mean =

542.2) have scored better than the below 10 years category

(mean=520.1). Where as the in the training variable below 10 programme

category (mean=530.4) have scored better than the above10 programme

category (mean=531.7). Under the age variable above 50 years

(mean=574.5) have scored better than the other two categories, 41-50

years (mean = 536.8) and below 40 years (mean=511). Where as under

the educational qualification variable diploma holders category

(mean = 502.9) have secured less than the other two categories,

undergraduate (mean = 534.2) and postgraduate (mean = 530.9). Lastly

under the income variable, the low-income category managers (mean =

511.8) have secured less than the other two categories, middle income

(mean=537.2) and high income (mean = 537.4).

 129

Among the eight variables, under the age variable the 50 years and

above category managers have secured highest (mean = 574.5) where as

the below 40 years age category managers have secured the least

(mean = 511)

The gender, marital status, designation and training variables have

influenced the overall HRD activities to some extent in the NLC Ltd

Neyveli. Where as the variables such as experience, age, educational

qualification and income have influenced the overall HRD activities to a

greater extent in the NLC Ltd Neyveli. The following figure 5.05 reveals

the graphical representation of HRD activities.

130
 131

The following tables furnish the statistical information in relation

to overall HRD activities.

Table 5.06

Gender based Mean and Standard Deviation scores for HRD

Activities

HRD
HRD HRD HRD
training Total
practice climate competency
Gender effectiveness

Mean Mean Mean Mean Mean

217.0 88.24 162.0 62.52 529.7

Male
(49.6) (20.80) (36.86) (14.35) (91.38)

218.7 89.43 161.9 64.90 534.9

Female
(48.82) (20.39) (36.23) (13.98) (93.06)
Source: Primary data
Figures in brackets denote Standard deviation value

As per the obtained mean score from the above Table 5.06

irrespective of their demographic characters all the respondents in the

survey expressed that HRD practice is good. Regarding HRD climate both

male and female executives perceived that the climate is also good. In the

case of HRD competencies, both male and female managers are accepted

that, they are having adequate competencies. Regarding training

effectiveness both male and female managers have expressed that the

training function is effective.

 132

It is inferred that, between the male and female managers the

female managers (Mean=534.9) have scored better than male managers

(Mean =529.7). Thus the female managers are on the advantageous side

than the male managers human resource development activities. The

following figure 5.06 reveals the graphical representation of HRD

activities on the basis of gender.

133
 134

Table 5.07

Martial Status based Mean and Standard Deviation scores for HRD
Activities

HRD HRD HRD HRD training

Marital Total
practice climate competency effectiveness
status
Mean Mean Mean Mean Mean
216.4 89.97 162.0 63.21 529.7
Married
(48.82) (21.10) (37.42) (14.08) (92.95)
226.4 93.22 161.9 58.16 537.6
Unmarried
(50.55) (15.26) (28.02) (16.19) (73.95)
Source: Primary data
Figures in brackets denote Standard deviation value

From the obtained mean scores of the above Table 5.07,

irrespective of marital status that the married and unmarried managers

have expressed that the HRD practice is good. It is inferred that the HRD

climate is good. In the case of HRD competencies they have expressed

that they have possessed adequate competencies. Further regarding

training effectiveness training function is good. Therefore on the basis of

marital status, respondents are satisfied about human resource

development.

It is inferred that between the married and unmarried managers,

the unmarried (Mean=537.6) have scored better than the married

(Mean =529.7). Thus the unmarried managers are having good opinion

about HRD than the married managers. The following figure 5.07 reveals

the graphical representation of HRD activities on the basis of marital

status.
135
 136

Table 5.08
Designation based Mean and Standard Deviation scores for HRD
Activities

HRD HRD HRD HRD training

Total
Designation practice climate competency effectiveness
Mean Mean Mean Mean Mean
218.7 90.07 163.7 63.18 535.6
Line manager
(51.09) (21.35) (40.76) (14.21) (96.43)
216.0 87.05 160.6 62.52 526.2
HRD manager
(47.30) (20.16) (33.23) (14.41) (87.36
Source: Primary data
Figures in brackets denote Standard deviation value

The mean, and standard deviation scores from the above Table

5.08 for respondents perception about the various dimensions of HRD

(practice, climate, competencies and training effectiveness) are taken. On

the basis designation, the line and HRD managers have expressed that

HRD practice is good. Regarding climate both groups have expressed that

HRD climate is good. In the case of competency they have expressed that

they have possessed adequate competencies. Further regarding training

effectiveness, they have expressed that the training function is good. So,

it is concluded that on the basis of designation, both line and HRD

Manager have expressed good opinion about HRD.

It is inferred that between the line and HRD managers, the line

managers (Mean=535.6) have scored better than HRD managers

(Mean =526.2). Thus line managers are having good opinion about HRD

than the HRD managers. The following figure 5.08 reveals the graphical

representation of HRD activities on the basis of designation.

 137

Table 5.09

Experience based Mean and Standard Deviation scores for HRD

Activities

HRD HRD HRD HRD training

Total
practice climate competency effectiveness
Experience

Mean Mean Mean Mean Mean

Below 10 years of 212.1 85.80 159.7 62.47 520.1

experience (48.01) (20.70) (2.347) (13.93) (88.31)

Above 10 years 223.1 91.36 164.5 63.20 542.2

experience (49.52) (20.41) (2.878) (14.75) (93.86)

Source: Primary data

Figures in brackets denote Standard deviation value

From the above Table 5.09 the mean and standard deviation

scores for respondents' perception about the various dimensions of

human resource development (practice, climate, competencies and

training effectiveness) are taken. On the basis of experience, all the

managers have expressed that human resource development practice is

good. Regarding climate both groups have expressed that human

resource development climate is good. In the case of competency they

have expressed that they are having adequate competencies. Further

regarding training effectiveness, they have expressed that the training

function is good. So, it is concluded that on the basis of designation, line

 138

and HRD mangers have expressed good perception about human

resource development.

It is inferred that the managers who have experience of below 10

years and above 10 years category, the above 10 years category scored

better (Mean =542.2) Thus the above 10 years experienced managers are

having higher opinion then the below 10 years experienced mangers. The

following figure 5.09 reveals the graphical representation of HRD

activities on the basis of experience.

139
 140

Table 5.10

Mean and Standard Deviation scores for HRD Activities based on

Number of Training Programmes

HRD HRD HRD HRD training

Total
practice climate competency effectiveness
Training
Mean Mean Mean Mean Mean

63.16
Below 10 training 217.6 88.12 161.5 530.4
programes (49.43) (20.40) (36.50) (90.52)
(14.04)

Above 10 training 214.5 90.22 165.0 60.39 531.7

programes (46.04) (22.95) (38.53) (15.96) (98.82)
Source: Primary data
Figures in brackets denote Standard deviation value

The mean and standard deviation scores of the above Table 5.10

for respondents' perception about the various dimensions of human

resource development (practice, climate, competencies and training

effectiveness) are considered. On the basis of the number of training

programmes attended, they have expressed that human resource

development practice is good. Regarding climate both group have

expressed that human resource development climate is good. In the case

of competency they have expressed that they are possessed adequate

competency. Further regarding training effectiveness, they have

expressed that the training function is good. So, it is concluded that on

 141

the basis of designation, both the groups, expressed good perception

about human resource development.

It is inferred that the managers who have attended below 10

training programes and above 10 training programes category, the above

10 training programmes category have scored (Mean = 531.7) better than

below 10 training programmes category. The following figure 5.10 reveals

the graphical representation of HRD activities on the basis of no of

training programmes attended.

142
 143

Table 5.11

Age based Mean and Standard Deviation scores for HRD Activities

HRD
HRD HRD HRD
training Total
Age practice climate competency
effectiveness
Mean Mean Mean Mean Mean
Below 208.6 85.90 154.8 61.69 511.0
40 (42.96) (18.77) (28.02) (14.51) (74.20)
220.7 88.47 164.4 63.26 536.8
41-50
(53.03) (21.21) (41.12) (14.17) (99.65)
Above 231.2 101.2 177.4 64.60 574.5
50 (29.93) (22.22) (26.32) (14.63) (72.85)
Source: Primary data
Figures in brackets denote Standard deviation value

The above Table 5.11 shows that the Mean and standard deviation

scores for respondents' opinion about HRD and its dimensions are

studied. On the basis of mean score, all the age groups of respondents

have expressed that human resource development practice is good,

human resource development climate is also good, human resource

development competencies they have expressed that they have possessed

adequate competencies and training effectiveness and concluded that the

training function is good.

 144

From the above interpretations it is concluded that the age is also

an important variable that affects the human resource development.

More specifically the above 50 years of age (Mean=574.5) perform better

than the other two groups namely below 40 years of age (Mean=511) and

41 years - 50 years (Mean=536.8) of age. The following figure 5.11 reveals

the graphical representation of HRD activities on the basis of age.

145
 146

Table 5.12

Education Qualification based Mean and Standard Deviation scores

for HRD Activities

HRD
HRD HRD HRD
Educational training Total
practice climate competency
qualification effectiveness

Mean Mean Mean Mean Mean

204.6 81.00 155.3 62.05 502.9

Diploma
(34.06) (20.67) (21.01) (13.46) (67.45)

220.7 89.57 162.7 62.89 534.2

UG
(53.03) (20.64) (37.99) (14.49) (93.55)

216.8 87.64 163.5 62.98 530.9

PG
(47.86) (20.32) (39.67) (14.15) (94.41)
Source: Primary data
Figures in brackets denote Standard deviation value

The above Table 5.12 shows that the mean and standard deviation

values for respondents' opinion about HRD and its dimensions are

studied. On the basis of mean score, irrespective of their educational

qualification, all have expressed that human resource development

practice is good, human resource development climate is good, human

resource development competencies they have expressed that they are

having adequate competencies. Regarding training effectiveness, they say

that training function is good.

 147

From the above interpretations, it is concluded that the

educational qualification is also an important variable that affects the

human resource development. More specifically the graduate managers

(Mean=534.2) perform better than the other two groups namely diploma

managers (Mean=502.9) and post graduate managers (Mean=530.9). The

following figure 5.12 reveals the graphical representation of HRD

activities on the basis of educational qualification.

148
 149

Table 5.13

Income based Mean and Standard Deviation scores for HRD

Activities

HRD
HRD HRD HRD
training Total
Income practice climate competency
effectiveness

Mean Mean Mean Mean Mean

220.8 84.90 157.8 62.33 511.8

Low
(20.67) (20.48) (30.89) (12.86) (83.01)

220.8 89.92 163.3 63.33 537.2

Medium
(20.64) (20.34) (36.48) (14.86) (89.82)

221.7 89.40 164.2 62.15 537.4

High
(20.32) (21.67) (43.63) (14.80) (32.54)
Source: Primary data
Figures in brackets denote Standard deviation value

From the above Table 5.13 the mean and standard deviation

scores for respondents' opinion about human resource development and

its dimensions are considered. On the basis of mean score, irrespective of

their income the respondents have expressed that human resource

development practice is good, human resource development climate is

good, human resources development competencies they expressed that

they have possessed adequate competencies. Regarding training

effectiveness, they say that training function is good.

 150

From the above interpretations, it is concluded that the income is

also an important variable that affects the human resource development.

Specifically high-income group managers (Mean=537.4) perform better

than the other two groups namely low-income group managers

(Mean=511.8) and middle income group managers (Mean=537.2). The

following figure 5.13 reveals the graphical representation of HRD

activities on the basis of income.

151
 152

CHAPTER - VI

QUANTITATIVE ANALYSIS OF HRD IN NLC

Observations about persons, things, and events are central to

answering questions about government programs and policies. Groups of

observations are called data, which may be qualitative or quantitative.

Statistical analysis is the manipulation, summarization, and

interpretation of quantitative data.

We observe characteristics of the entities we are studying. For

example, we observe that a person is female and we refer to that

characteristic as an attribute of the person. A logical collection of

attributes is called a variable.

For example, the variable gender can have two values, male and

female. Also, some statisticians use the expression “attribute sampling”

in reference to probability sampling procedures for estimating

proportions. Although attribute sampling is related to attribute as used

in data analysis, the terminology is not perfectly parallel The following

information exhibit the quantitative analyses of the present study. The

following tables shows t-value and F-ratio for managers perception

towards the HRD about overall activities.

 153

Table 6.01

t- Value / F-Ratio for Managers Perception towards HRD Practice

Result of
Demographic Standard t-value/ Level of
Groups N Mean t-value/
variable Deviation F-ratio significance
F-ratio
Male 351 217.0 49.06
Gender t-value 0.22 NS
Female 49 218.7 48.82
Married 368 216.4 48.82
Marital status t-value 1.08 NS
Unmarried 32 226.4 50.55
Line
177 218.7 51.09
Managers
Designation t-value 0.54 NS
HRD
223 216.0 47.30
Managers
Below 10
214 212.1 48.01
years
Experience t-value 2.25 *5%
Above 10
186 223.1 49.52
years
Below 10
349 217.6 49.43
programmes
Training t-value 0.45 NS
Above 10
51 214.5 46.04
programmes
Below 40
137 208.6 42.96
years
Age 41-50 years 238 220.7 53.03 F-ratio 3.79 *5%
Above 50
25 231.2 29.93
years
Diploma 44 204.6 34.06
Educational
UG 306 219.1 50.78 F-ratio 1.70 NS
Qualification
PG 50 216.8 47.86
Low 109 206.8 20.67
Income Middle 206 220.8 20.64 F-ratio 3.42 *5%
High 85 221.7 20.32
Source : Primary data
NS= Not significant * Significant
 154

Hypothesis1

Respondents differ in their opinion about human resources

development practice on the basis of their demographic variables.

Gender

On the basis of gender, male and female respondents score the

same level of mean value (i.e. 217.0 & 218.7) respectively. So they are

equally satisfied with human resources development Practice. This

difference in their opinion is confirmed by the obtained t-value (0.22),

which is not significant. Hence the stated hypothesis is rejected.

Marital status

Results of the table show that unmarried employees score high

mean value (226.4) than their counter parts. So they are highly satisfied

with human resources development. This difference in their opinion is

confirmed by the obtained t-value (1.08), which is not significant. Hence

the stated hypothesis is rejected.

Designation

On the basis of designation, that the mean value of line managers

(218.7) score higher than then the HRD managers. So line managers are

highly satisfied with human resources development practice than their

counterparts. So the difference in their satisfaction, is confirmed by the

 155

obtained t-value (0.54), which is not significant. Hence the stated

hypothesis is rejected.

Experience

It is inferred from the table that the respondents with above 10

years of experience score high mean value (223.1) than their counterpart

(212.1). So respondents of above 10 years of experience are highly

satisfied with human resources development practice. This difference is

confirmed by the obtained t-value (2.25), which is significant at 0.05

level. Hence the stated hypothesis is accepted.

Training programme

As per analysis, respondents with below 10 training programmes

attended managers score high mean value (217.6) than their counter

parts. This difference is confirmed by the obtained t-value (0.45), which

is not significant. Hence the stated hypothesis is rejected. Thus

respondents with less training programmes are more satisfied with

human resources development practice.

Age

On the basis of age, respondents with above 50 years of age score

high mean value (231.2) than their counterparts. Respondents with

41-50 years of age follow them with next high mean value. Therefore,

difference in their opinion is confirmed by obtained F-ratio (3.79), which

is significant at 0.05 level. Hence, the stated hypothesis is accepted. So

 156

respondents with above 50 age group are satisfied with human resources

development.

Educational qualification

Regarding educational qualification, respondents with under

graduate and postgraduate qualification score the same level of mean

value than diploma qualified respondents. This difference in their opinion

is confirmed by the obtained F-ratio (1.70), which is not significant.

Hence the stated hypothesis is not accepted. So under graduate and

postgraduate qualified respondents are satisfied with human resources

development practice.

Income

The above table reveals that all groups score the same level of

mean value. So they are equally satisfied with the human resource

development. This difference in their opinion is confirmed by the

obtained F-ratio (3.42), which is significant at 0.05 level. Hence the

stated hypothesis is accepted.

From the above interpretations it is found that the respondents

differ as well as do not differ in their opinion about human resources

development practice on the basis of their demographic variables. There

is difference in the experience, age and income variables and no

difference in all the other variables namely gender, marital status,

designation, training and educational qualification.

 157

Table 6.02
t- Value / F- Ratio for Managers Perception towards HRD Climate

Results
Demographic Standard t-value/ of Level of
Groups N Mean
variable Deviation F-ratio t-value/ Significance
F-ratio
Male 351 88.24 20.80
Gender t-value 0.38 NS
Female 49 89.43 20.39

Marital Married 368 89.97 21.10

t-value 1.80 NS
status Unmarried 32 93.22 15.26
Line
177 90.07 21.35
manager
Designation t-value 1.44 NS
HRD
223 87.05 20.16
manager
Below 10
214 85.80 20.70
years
Experience t-value 2.70 *1%
Above 10
186 91.36 20.41
years
Below 10
349 88.12 20.40
programes
Training t-value 0.62 NS
Above 10
51 90.22 22.95
programes
Below 40
137 85.90 18.77
years
41-50
Age 238 88.47 21.21 F-ratio 5.94 *1%
years
Above 50
25 101.2 22.22
years
Diploma 44 81.00 20.67
Educational
UG 306 89.57 20.64 F-ratio 3.37 *5%
Qualification
PG 50 87.64 20.32
Low 109 84.90 20.48
Income Middle 206 89.92 20.34 F-ratio 2.15 NS
High 85 89.40 21.67
Source : Primary data
NS = Not significant * Significant
 158

Hypothesis2
Respondents differ in their opinion about human resources

development climate on the basis of their demographic variables.

Gender

On the basis of their gender, male and female respondents score

the same level of mean value (i.e. 88.24 and 89.43) respectively. So they

are equally satisfied with human resources development climate. This

difference in their opinion is confirmed by the obtained t-value (0.38),

which is not significant. Hence the stated hypothesis is rejected.

Marital status

Results of the table show that unmarried employees score high

mean value (93.22) than their counter parts. So they are highly satisfied

with human resources development climate. This difference in their

opinion is confirmed by the obtained t-value (1.80), which is not

significant. Hence the stated hypothesis is rejected.

Designation

It is inferred from the table that the line managers score high mean

value (90.07) than HRD managers. So line managers are highly satisfied

with human resources development climate than their counterparts. So

the difference in their satisfaction is confirmed by the obtained t-value

(1.44), is not significant. Hence the stated hypothesis is rejected.

 159

Experience

It is inferred from the table that managers with above 10 years of

experience are having high mean score (91.36). So they are highly

satisfied with human resources development climate. This difference is

confirmed by the obtained t-value (2.70), which is significant at 0.01

level. Hence the stated hypothesis is accepted.

Training programme

As per analysis, respondents with above 10 training programs

attended managers score higher mean value (90.22) than their counter

parts. This difference is confirmed by the obtained t-value (0.62), which

is not significant. Hence the stated hypothesis is rejected. Thus

respondents with above 10 training programmes attended managers are

more satisfied with human resources development climate.

Age
On the basis of age, respondents in the age group of 50 and above

score higher mean value (101.2) than their counterparts. Respondents'

with 41-50 years of age follow them with next high mean value (88.47).

Therefore, difference in their opinion is confirmed by obtained F-ratio

(5.94), which is significant at 0.01 level. Hence the stated hypothesis is

accepted. So respondents in the age group of 50 and above are satisfied

with human resources development climate.

 160

Educational qualification

Regarding educational qualification, respondents with under

graduate qualifications mean score (89.57) is higher than their counter

parts. This difference in their opinion is confirmed by the obtained

F-ratio (3.37), which is significant at 0.05 level. Hence the stated

hypothesis is accepted. So the respondents with under graduate

qualification managers are satisfied with human resources development

climate.

Income

The above table reveals that middle and high-income groups mean

scores (89.92 and 89.40) are higher than the counter parts. This

difference in their opinion is confirmed by the obtained F-ratio (2.15),

which is not significant. Hence the stated hypothesis is rejected.

From the above interpretations it is found that the respondents

differ as well as do not differ in their opinion about human resources

development climate on the basis of their demographic variables. Thus

there is difference in the experience, age and educational qualification

variables and no differences in all the other variables namely gender

marital status, designation, training and income.

 161

Table 6.03
t- Value / F- Ratio for Managers Perception towards HRD competency
Results
t-
Demographic Standard of Level of
Groups N Mean value/
variable Deviation t-value/ Significance
F-ratio
F-ratio
Male 351 162.0 36.86
Gender t-value 0.01 NS
Female 49 161.9 36.23

Marital Married 368 162.1 37.42

t-value 0.44 NS
status Unmarried 32 159.8 28.02
Line
177 163.7 40.76
manager
Designation t-value 0.81 NS
HRD
223 160.6 33.23
manager
Below 10
214 159.7 2.347
years
Experience t-value 1.29 NS
Above 10
186 164.5 2.878
years
Below 10
349 161.5 36.50
programes
Training t-value 0.60 NS
Above 10
51 165.0 38.53
programes
Below 40
137 154.8 28.02
years
41-50
Age 238 164.4 41.12 F-ratio 5.45 *1%
years
Above 50
25 177.4 26.32
years
Diploma 44 155.3 21.01
Educational
UG 306 162.7 37.99 F-ratio 0.82 NS
Qualification
PG 50 163.5 39.67
Low 109 157.8 30.89
Income Middle 206 163.3 36.48 F-ratio 1.00 NS
High 85 164.2 43.63
Source : Primary data
NS = Not significant

Hypothesis3
 162

Respondents do not differ in their opinion about human

resources development competency on the basis of their

demographic variables.

Gender
On the basis of their gender, male respondents and female

respondents score almost the same mean value (i.e. 162.0 & 161.9)

receptively). So both groups are equally satisfied with human resources

development competency. The obtained t-value (0.01) confirms the

difference in their opinion, which is not significant. Hence the stated

hypothesis is accepted.

Marital status

The above table shows that the mean value of married respondents

is (162.1) that of unmarried respondents is (159.8). Hence the results

confirm that married respondents are more satisfied with human

resources development competency. Thus the difference in their opinion

is confirmed by the obtained t-value (0.44), which is below the table

value and statistically not significant. Hence the above stated hypothesis

is accepted.

Designation

It is inferred from the table, line managers score higher mean value

(163.7) than their counterparts. So this result confirms that line

managers are highly satisfied with human resources development

 163

competency. The obtained t-value (0.81) confirms the difference in their

opinion, which is statistically not significant. Hence the stated

hypothesis is accepted.

Experience

As per results, respondents with above 10 years of experience

scores high mean value (164.5) than their counterparts. This difference

in their opinion is confirmed by the obtained t-value (1.27), which is

significant at 0.01 level. Hence the stated hypothesis is accepted.

Training programme

Training infers that respondents with above 10 training programs

attended managers score higher mean value (165.0) than their counter

parts. This difference in their opinion is confirmed by the obtained

t-value (0.60), which is not significant. Hence the stated hypothesis is

accepted.

Age

Results of the table reveal that the respondents with 50 and above

age group score higher mean value (177.4) and respondents with 41-50

years of age follow them with next high mean value (164.4). So

respondents with high age group are satisfied with human resource

development competency. This is confirmed by the obtained F-ratio

(5.45), which is significant at 0.01 level. Hence the stated hypothesis is

accepted.
 164

Educational qualification

On the basis of educational qualification, respondents with post

graduate and undergraduate qualifications score almost the same mean

value (163.5 and 162.7). This difference in their opinion is confirmed by

obtained F-ratio (0.82), which is not significant. Hence the stated

hypothesis is rejected.

Income

Respondents with middle and high-income groups score the same

mean value (163.3 and 164.2). So the middle and high income groups

managers are equally satisfied with human resources development

competency. This difference in their satisfaction is confirmed by the

obtained F-ratio (1.00), which is statistically not significant. Hence the

stated hypothesis is rejected.

From the above interpretations it is found that the respondents

have no difference in their opinion about human resources development

competency on the basis of their demographic variables. Thus there is

difference in age and there is no difference in all the variables, namely

gender, marital status, designation, training, income and educational

qualification.

Table 6.04
 165

t- Value / F- Ratio for Managers Perception towards HRD Training

Effectiveness

Results
Demographic Standard t-value/ of Level of
Groups N Mean
variable deviation F-ratio t-value/ significant
F-ratio
Male 351 62.52 14.35
Gender t-value 1.11 NS
Female 49 64.90 13.98
Married 368 63.21 14.08
Marital status t-value 1.71 NS
Unmarried 32 58.16 16.19
Line
177 63.18 14.21
manager
Designation t-value 0.46 NS
HRD
223 62.52 14.41
manager
Below 10
214 62.47 13.93
years
Experience t-value 0.50 NS
Above 10
186 63.20 14.75
years
Below 10
349 63.16 14.04
programes
Training t-value 1.18 NS
Above 10
51 60.39 15.96
programes
Below 40
137 61.69 14.51
years
41-50
Age 238 63.26 14.17 F-ratio 0.73 NS
years
Above 50
25 64.60 14.63
years
Diploma 44 62.05 13.46
Educational
UG 306 62.89 14.49 F-ratio 0.07 NS
Qualification
PG 50 62.98 14.15
Low 109 62.33 12.86
Income Middle 206 63.33 14.86 F-ratio 0.29 NS
High 85 62.15 14.80
Source : Primary data
NS = Not significant

Hypothesis4
 166

Respondents do not differ in their opinion about human

resources development effectiveness on the basis of their

demographic variables.

Gender

The above table shows that the mean value of male is (62.52) and

that of female is (64.90). So female respondents are highly satisfied with

human resource development in training effectiveness. This difference in

their opinion is confirmed by the obtained t-value (1.11), which is

statistically not significant. Hence the stated hypothesis is accepted.

Marital status

On the basis of martial status, married respondents score high

mean value (63.21) than unmarried respondents. So married respondents

are highly satisfied with human resource development in training

effectiveness. This difference in their opinion is confirmed by the

obtained t-value (1.71), which is not significant. Hence the stated

hypothesis is accepted.

Designation

On the basis of their designation, line managers and HRD

managers score of mean value is (63.18 and 62.52). Thus the line

managers are highly satisfied than the counter parts. And the obtained
 167

t-value (0.46), confirms the difference in their opinion, which not

significant. Hence the stated hypothesis is accepted.

Experience

Respondents with below 10 years and above 10 years of experience

score of mean value are (62.47 and 63.20). Thus it clearly evidenced that,

the above 10 years experience groups are highly satisfied than their

counter parts. Thus difference in their opinion is confirmed by the

obtained t-value (0.50), which is not significant. Hence the stated

hypothesis is accepted.

Training programme

Respondents with below 10 training programs attended managers

score high mean value (63.16) than their counterparts. So the

respondents with below 10 training programs attended managers are

highly satisfied with human resource development in training

effectiveness. This difference in their opinion is confirmed by the

obtained t-value (1.18), which is not significant. Hence the stated

hypothesis is accepted.

Age

Respondents with above 50 years of age score high mean value

(64.60) than their counterparts with 41-50 years of age who follow them

with the next high mean value (63.26). So respondents with above 50

years of age are highly satisfied with human resource development in

 168

training effectiveness. This difference is confirmed by the obtained F-

ratio (0.73), which is not significant. Hence the stated hypothesis is

accepted.

Educational qualification

On the basis of their educational qualification, viz., diploma, under

graduate and postgraduate respondents score the same level of mean

value. (i.e. 62.05, 62.89, 62.98) respectively. This difference in their

opinion is confirmed by the obtained F-ratio (0.07), which is not

significant. Hence the stated hypothesis is accepted.

Income

Respondents with middle income group mean score value is 63.33,

which is higher than the counter parts. So the middle income groups are

highly satisfied with human resource development in training

effectiveness. This difference in their opinion is confirmed by the

obtained F-ratio (0.29), which is not significant. Hence the stated

hypothesis is accepted.

From the above interpretations it is found that the respondents

have no difference in their opinion about human resource development

training effectiveness on the basis of their demographic variables. Thus

there is no difference in all the variables namely gender, marital status,

designation, experience, training, age, educational qualification and

income.
 169

Table 6.05
t- Value / F- Ratio for Managers Perception towards overall HRD
Activities

Results
t-
Demographic Standard of Level of
Groups N Mean value/
variable deviation t-value/ significant
F-ratio
F-ratio
Male 351 529.7 91.38
Gender t-value 0.36 NS
Female 49 534.9 93.06
Marital Married 368 529.7 92.95
t-value 0.57 NS
status Unmarried 32 537.6 73.35
Line
177 535.6 96.43
manager
Designation t-value 1.01 NS
HRD
223 526.2 87.36
manager
Below 10
214 520.1 88.31
years
Experience t-value 2.42 *1%
Above 10
186 542.2 93.86
years
Below 10
349 530.4 90.52
years
Training t-value 0.02 NS
Above 10
51 530.1 98.82
years
Below 40
137 511.0 74.20
years
41-50
Age 238 536.8 99.65 F-ratio 6.75 *1%
years
Above 50
25 574.5 72.85
years
Diploma 44 502.9 67.45
Educational
UG 306 534.2 93.55 F-ratio 2.27 NS
Qualification
PG 50 530.9 94.41
Low 109 511.8 83.01
Income Middle 206 537.2 89.82 F-ratio 3.11 *5%
High 85 537.4 32.54
Source : Primary data
NS = Not significant * Significant
 170

Hypothesis5

Managers do not differ in their perception about overall

human resources development on the basis of their demographic

variables.

Gender

It is evident from the table that on the basis of gender, female

mangers score (534.9) a little higher mean value than male managers.

But the obtained t-value (0.36) fails to confirm this. Hence, the

hypothesis stated is rejected. So both male and female managers have

the same level of perception about human resources development.

Marital status

On the basis of marital status, unmarried groups of managers

score a high mean value (537.6) than married groups (529.7). The

calculated t-value (0.57) is non-significant. Hence, the hypothesis stated

is rejected. So married and unmarried managers do not differ in their

perception.

Designation

In the case of designation, Line managers get a higher mean value

(535.6) than human resource development managers' (526.2). But this is

 171

not supported by the t-value (1.01), which is non-significant. Hence, the

hypothesis stated is rejected.

Experience

In the case of experience, above 10 years experience group score a

higher mean value (542.2) than below 10 years of experience (520.1). The

obtained t-value (2.42), is significant. Hence, the stated hypothesis is

accepted. Therefore on the basis of experience only, the mangers differ in

their perception.

Training programme

Irrespective of number of the training programmes attended, both

the groups score nearly the same mean value (530.4 and 530.1). The

obtained t-value (0.02) is not significant. Hence, the hypothesis stated is

rejected. So they do not differ in their perception.

Age

In the case of age, above 50 years age group managers score higher

mean value (574.5) than other age groups. The calculated F-ratio also

proved this difference statistically, which is significant at 1% level.

Therefore above 50 years of age group mangers have better perception

towards human resource development. In the case of education, the

 172

obtained F-ratio (6.75), is non-significant. So on the basis of age, they do

not differ in their perception.

Educational qualification

On the basis of their educational qualification, diploma

respondents score a mean value (502.9), under graduate and

postgraduate respondents score the same level of mean value. i.e. 534.2

and 530.9 respectively. This difference in their opinion is confirmed by

the obtained F-ratio (2.27), which is insignificant. Hence the stated

hypothesis is accepted.

Income

Then on the basis of income, middle and higher income groups

score higher mean value (537.2 and 537.4) than lower income groups.

This is statistically proved by the obtained F-ratio (3.11), which is

significant at 5% level. Therefore higher income groups have better

perception about overall human resource development.

From the above interpretations it is found that the respondents

differ as well as do not differ in their opinion about the overall human

resources development on the basis of their demographic variables. Thus

there is difference in the experience, age and income variables and no

differences in all the other variables namely gender marital status,

designation, training and educational qualification.

 173

The following tables shows Chi-square tests for overall HRD

activities.

Table 6.06

Showing Chi-square test for overall HRD activities on the basis of

Gender

Overall HRD performance Degrees

2 Level of
Gender Total X of
Poor Good Excellent significant
freedom
Male 70 281 0 351
Female 9 40 0 49 4.712 1 5%
Total 79 321 0 400
Source : Primary data

Hypothesis6

Respondents do not differ in their opinion about the overall

HRD activities in the public sector on the basis of gender.

It is evident from the above Table 6.06 that 281 (80%) of the male

managers have expressed good opinion, and 40 (81.6%) of the female

managers have expressed good opinion about overall HRD activities. This

difference in degree of opinion is statistically proved by the chi-square

test value that is significant at 5%level. So the stated hypothesis is

rejected. Therefore the variable gender has significant relations ship with

respect to the over all HRD activities of the organisation.

 174

Table 6.07

Showing Chi-square test for overall HRD activities on the basis of

Age

Overall HRD performance Degrees

2 Level of
Age Total X of
Poor Good Excellent significant
freedom
Below 40 19 108 0 137
41 – 50 29 199 0 238
8.276 2 1%
Above 50 11 24 0 35
Total 69 331 0 400
Source : Primary data

Hypothesis7

Respondents do not differ in their opinion about the overall

HRD activities in the public sector on the basis of age.

It is evident from the above Table 6.07 that among the different age

groups. 108 (78.83%) of below 40 years age group respondents, 199

(83.61%) of 41-50 age groups respondents and 24 (68.57%) of above 50

years of age groups have expressed good opinion about overall HRD

activities. This difference in degree of opinion is proved by the obtained

chi-square value is significant at 1% level. So the stated hypothesis is

rejected. Therefore the variable age as significant association in relations

to the overall HRD activities of organastion.

 175

Table 6.08

Showing Chi-square test for overall HRD activities on the basis of

Marital status

Overall HRD Degrees

Marital Level of
performance Total X 2
of
status significant
Poor Good Excellent freedom
Married 96 272 0 368
Unmarried 3 29 0 32 4.415 1 5%
Total 99 301 0 400
Source : Primary data

Hypothesis8

Respondents do not differ in their opinion about the overall

HRD activities in the public sector on the basis of marital status.

It is evident from the above Table 6.08 that 272 (73.91%) of the

married managers, and 29 (75.25%) of the unmarried managers have

expressed good opinion about overall HRD activities. This difference is

statistically proved by the chi-square test, is significant at 5% level. So

the stated hypothesis is rejected. Therefore there is a significant

association between marital status of the managers and their perception

about overall HRD activities of the organisation.

 176

Table 6.09

Showing Chi-square test for overall HRD activities on the basis of

Educational Qualification

Overall HRD performance Degrees

Educational 2 Level of
Total X of
Qualification Poor Good Excellent significant
freedom
Diploma 21 23 0 44
UG 80 226 0 306
9.643 2 1%
PG 18 32 0 50
Total 119 281 0 400
Source : Primary data

Hypothesis9

Respondents do not differ in their opinion about the overall

HRD activities in the public sector on the basis of educational

qualification.

It is evident from the above Table 6.09 that among the different

education groups. 23 (52.27%) of diploma qualified groups, 226 (73.85%)

of undergraduate qualified groups respondents and 32 (64%)

postgraduate qualified groups have expressed good opinion about overall

HRD activities. This difference is proved by the obtained chi-square value

is a significant at 1% level. So the stated hypothesis is rejected. Therefore

there in significant relationship between qualification of the managers

and their opinion about overall HRD. The under graduate category of

respondents have good attitude about overall HRD activities of the

organisation.
 177

Table 6.10

Showing Chi-square test for overall HRD activities on the basis of

designation

Overall HRD performance Degrees

2 Level of
Designation Total X of
Poor Good Excellent significant
freedom
Line
15 162 0 177
Manager
HRD 9.943 1 1%
44 179 0 223
Manager
Total 59 341 0 400
Source : Primary data

Hypothesis10

Respondents do not differ in their opinion about the overall

HRD activities in the public sector on the basis of designation.

It is evident from the above Table 6.10 that 162 (91.52%) of the

line managers and 179 (80.26%) of the HRD managers have expressed

good opinion about overall HRD activities. This difference is statistically

proved by the chi-square test, which is significant at 5% level. So the

stated hypothesis is rejected. Therefore there is significant relationship

between the designation of managers and their opinion about overall

HRD activities of the organisation.

 178

Table 6.11

Showing Chi-square test for overall HRD activities on the basis of

Income

Overall HRD performance Degrees

2 Level of
Income E Total X of
Poor Good significant
xcellent freedom
Low 35 74 0 109
Middle 33 173 0 206
11.04 2 1%
High 21 64 0 85
Total 89 311 0 400
Source : Primary data

Hypothesis11

Respondents do not differ in their opinion about the overall

HRD activities in the public sector on the basis of income.

It is evident from the above Table 6.11 that among the different

income groups. 74 (67.89%) low income, 173 (83.98%) of middle income

group respondents and 64 (75.29%) high income group respondents have

expressed good opinion about overall HRD activities. This difference is

proved by the obtained chi-square value, which is significant at 1% level.

So the stated hypothesis is rejected. Therefore there is significant

relationship between income of the mangers and their opinion about over

all HRD activities of the organisation.

 179

Table 6.12

Showing Chi-square test for overall HRD activities on the basis of

experience

Overall HRD performance Degrees

2 Level of
Experience Total X of
Poor Good Excellent significant
freedom
Below 10 66 148 0 214
Above 10 33 153 0 186 9.168 1 1%
Total 99 301 0 400
Source : Primary data

Hypothesis12

Respondents do not differ in their opinion about the overall

HRD activities in the public sector on the basis of experience.

It is evident from the above Table 6.12 that 148 (69.15%)

respondents belonging to below 10 years experience have expressed good

opinion, and 153 (82.26%) of the above 10 years experience category

expressed good opinion about overall HRD activities. This degree of

difference in opinion is statistically proved by the chi-square test, which

is significant at 1% level. So the stated hypothesis is rejected. Therefore

there is a significant relationship between the experience and mangers

perception about over all HRD activities of the organisation.

 180

Table 6.13

Showing Chi-square test for overall HRD activities on the basis of

training

Overall HRD performance Degrees

2 Level of
Training Total X of
Poor Good Excellent significant
freedom
Below 10 38 311 0 349
Above 10 11 40 0 51 4.722 1 1%
Total 49 351 0 400
Source : Primary data

Hypothesis13

Respondents do not differ in their opinion about the overall

HRD activities in the public sector on the basis of training.

It is evident from the Table 6.13 that 311 (89.11)% managers below

10 training programmes attended managers have expressed good

opinion, and 40 (78.43)% of the above 10 training programmes attended

managers have expressed good opinion about overall HRD performance.

This degree of difference in opinion is statistically proved by the chi-

square test, is significant at 1% level. So the stated hypothesis is

rejected. Therefore HRD managers have better perception than below 10

training program group regarding overall HRD system.

 181

The following tables shows correlation between variable of HRD

activities.

Table 6.14
Correlation between HRD practice and HRD climate of the
respondents
HRD Climate
HRD Practice 0.5104
Source : Primary data

The above correlation Table 6.14 shows that there is a positive

correlation between human resource development practice and human

resource development climate. This indicates that there is a direct

relationship between perception of human resource development practice

and human resource development climate of the respondents selected for

the study.

Hypothesis14

There is a direct relationship between human resources

development practice and human resources development climate of

the respondents.

From the above interpretations it is found that there is a direct

relationship between the human resources development practice and

human resources development climate. Hence the hypothesis is

accepted. And it is concluded that there is a positive correlation between

human resources development practice and human resources

development climate.
 182

Table 6.15

Correlation between HRD practice and HRD competency of the

respondents

HRD Competency
HRD Practice 0.5712
Source : Primary data

In the case of correlation Table 6.15 between human resources

development practice and human resource development competency, the

obtained correlation is positive. It shows that there is a direct

relationship between these two variables. So both have influenced

mangers perception regarding human resource development.

Hypothesis15

There is a direct relationship between human resources

development practice and human resources development

competency of the respondents.

From the above interpretations it is found that there is a direct

relationship between the human resources development practice and

human resources development competency Hence the hypothesis is

accepted. And it is concluded that there is a positive correlation between

human resources development practice and human resources

development competency.
 183

Table 6.16

Correlation between HRD practice and HRD Training effectiveness of

the respondents

HRD Training effectiveness

HRD Practice 0.4321

Source : Primary data

As evident from the above Table 6.16 the result of correlation, it is

inferred that there is a positive correlation between human resource

development practice and human resource development training

effectiveness. So, both are influenced by each other.

Hypothesis16

There is a direct relationship between human resources

development practice and human resources development training

effectiveness of the respondents.

From the above interpretations, it is found that there is a direct

relationship between the human resources development practice and

human resources development training effectiveness Hence the

hypothesis is accepted. And it is concluded that there is a positive

correlation between human resources development practice and human

resources development training effectiveness.

 184

Table 6.17

Correlation between HRD Climate and HRD Competency of the

respondents

HRD Competency
HRD Climate 0.6341
Source : Primary data

The obtained correlation from the above Table 6.17 is a positive

correlation. So, there is a direct relationship between these two variables.

Each variable has influenced the other.

Hypothesis17

There is a direct relationship between human resources

development climate and human resources development

competency of the respondents.

From the above interpretations, it is found that there is a direct

relationship between the human resources development climate and

human resources development competency Hence the hypothesis is

accepted. And it is concluded that there is a positive correlation between

human resources development climate and human resources

development competency.
 185

Table 6.18

Correlation between HRD Climate and HRD Training effectiveness of

the respondents

HRD Training effectiveness

HRD Climate 0.3751
Source : Primary data

The result shows from the above Table 6.18 that there is a positive

correlation and significant relationship with human resource

development climate and human resource development training

effectiveness.

Hypothesis18

There is a direct relationship between human resources

development climate and human resources development training

effectiveness of the respondents.

From the above interpretations, it is found that there is a direct

relationship between the human resources development climate and

human resources development training effectiveness Hence the

hypothesis is accepted. And it is concluded that there is a positive

correlation between human resources development climate and human

resources development training effectiveness.

 186

Table 6.19

Correlation between HRD competency and HRD Training

effectiveness of the respondents

HRD Training effectiveness

HRD Competency 0.2781

Source : Primary data

The result infers from the above Table 6.19 that there is a positive

correlation and significant relationship with human resource

development competency and human resource development training

effectiveness.

Hypothesis19

There is a direct relationship between human resources

development competency and human resources development

training effectiveness of the respondents.

From the above interpretations, it is found that there is a direct

relationship between the human resources development competency and

human resources development training effectiveness Hence the

hypothesis is accepted. So it is concluded that there is a positive

correlation between human resources development competency and

human resources development training effectiveness.

 187

Table 6.20

Inter correlation among all the variables of various dimensions of

human resources development

HRD HRD HRD HRD Training

Practice Climate Competency effectiveness

HRD Practice 1.000 0.5104 0.5712 0.4321

HRD Climate 0.5104 1.000 0.6341 0.3751

HRD Competency 0.5712 0.6341 1.000 0.2781

HRD Training 0.4321 0.3751 0.2781 1.000

effectiveness

Overall HRD 0.8775 0.7505 0.8466 0.1303

activities
Source : Primary data

The above inter correlation Table 6.20 shows that the obtained

correlation value for all the dimensions of human resources development

are positively correlated and are also highly significant with one another.

Therefore it is found that all the variables are inter linked with one

another.
 188

The following tables shows stepwise regression analysis of HRD

activities.

Table 6.21

Stepwise Regression Analysis Predicting HRD Practice

Model R R-Square Adjusted Std. Error of

R-Square Estimate
1 0.137a 0.019 0.016 48.57
b
2 0.175 0.030 0.026 48.34
a. Predictor: (Constant), Age
b. Predictors: (Constant), Age, Marital status)

Model Sum of DF Mean F Sig.

Square Square
1 Regression 17898.101 1 17989.101 7.587 0.006a
Residual 938869.30 398 2358.968
Total 956767.40 399
2 Regression 29172.318 2 14586.159 6.243 0.002b
Residual 927595.08 397 2336.512
Total 956767.40 399
a. Predictor: (Constant), Age
b. Predictors: (Constant), Age, Marital status

Unstandardized Standardized
[ Model Coefficients Coefficients t Sig.
B Std. Error Beta
1 (Constant) AGE 197.065 7.702 25.587 0.000
11.705 4.249 0.137 2.754 0.006
2 (Constant) AGE 168.835 14.964 11.283 0.000
MARI 15.055 4.496 0.176 3.349 0.001
20.803 9.470 0.115 2.197 0.029
 189

Excluded Variables

Partial Collinear it
Model Beta In T Sig.
Correlation Y Statistics
1 Gender 0.28 0.569 0.570 0.029 0.985
Marital status 0.115 2.197 0.029 0.110 0.885
Educational 0.037 0.727 0.468 0.036 0.977
qualification
Designation 0.040 0.725 0.469 0.036 0.809
Income 0.058 1.019 0.309 0.051 0.156
Unit 0.034 0.666 0.506 0.033 0.958
Experience 0.044 0.700 0.484 0.035 0.611
Training -0.040 -0.805 0.422 -0.040 0.982

The results of regression analysis such as cumulative R 2, adjusted

R square, step t and p values have been given in Table 6.21.

An attempt has been made to find out whether the variables-

manager's age, and marital status would be possible predictors of HRD

practice. The results show that the two variables are significant and in

predicting the HRD Practice. The managers' age is poised to predict their

perception towards HRD Practice to an extent of 0.016 which is found to

be statistically significant at 0.01 level (tcal 3.349<0.01).

The second variable of managers' marital status also along with

age is able to predict their perception towards HRD practice to a higher

level of significant at 0.01 Level, (t cal 2.197<0.01).

The obtained F-value has also proved this fact. (F cal 7.587<0.01).

so, manager’s age and marital status are the predicting variables for

their perception of HRD practice.

 190

Table 6.22

Stepwise Regression Analysis Predicting HRD climate

Model R R Square Adjusted R Std. Error of

Square the Estimate
1 0.140 0.020 0.017 20.55
2 0.187 0.035 0.030 20.41
a. Predictor: (Constant), Age
b. Predictors: (Constant), Age, Marital status)

Sum of Mean
Model Df F Sig.
Square Square
1 Regression 3358.648 1 3358.648 7.954 0.005
Residual 168056.29 398 422.252

Total 171414.94 399

2 Regression 5979.160 121 2989.580 7.174 0.001
Residual 165435.78 398 416.715

Total 171414.94 399

a. Predictor: (Constant), Age
c. Predictors: (Constant), Age, Marital status)

Unstandardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error Beta
1 (Constant) 79.666 3.258 24.449 0.000
AGE 5.070 1.798 0.140 2.820 0.005
2 (Constant) 66.056 6.319 10.453 0.000
AGE 6.686 1.899 0.185 3.521 0.000
MARI 10.029 3.999 0.131 2.508 0.013
 191

Excluded Variables
Collinearit Y
Partial
Model 1 Variables Beta In t Sig. Statistical
Correlation
Tolerance
Gender 0.037 0.733 0.464 0.037 0.985
Marital status 0.131 2.508 0.013 0.125 0.885
Educational
0.052 1.032 0.303 0.052 0.977
qualification
Designation -0.014 -0.251 0.802 -0.013 0.809
Income 0.016 0.279 0.780 0.014 0.756
Unit 0.036 0.701 0.483 0.035 0.958
Experience 0.076 1.202 0.230 0.060 0.611
Training 0.015 0.302 0.763 0.015 0.982

The results of regression analysis such as cumulative R 2, adjusted

R square, step t and p values have been given in Table 6.22.

An attempt has been made to find out whether the variables'

managers' age, and marital status-would be possible predictors of HRD

climate. The results show that the two variables are significant and in

predicting the HRD Climate. The managers' age is poised to predict their

perception towards HRD Climate to an extent of 0.017, which is found to

be statistically significant at 0.01 level (tcal 3.521<0.01).

The second variable managers' marital status also along with age

is able to predict their perception towards HRD climate to a higher level

of significant at 0.01 Level, (tcal 2.508<0.01).

The obtained F-value also proves this fact (Fcal 7.954<0.01). So,

manager’s age and marital status are the predicting variables for their

perception of HRD climate.

 192

Table 6.23

Stepwise Regression Analysis Predicting HRD competency

Model R R Square Adjusted R Std. Error of

Square the Estimate
1 0.162 0.026 0.024 36.29
a. predictor: (constant), age

Model Sum of Square DF Mean Square F Sig.

1 Regression 14204.668 1 14204.668 10.784 0.001
Residual 524249.61 398 1317.210
Total 538454.28 399
a. predictor: (constant), age

Unstandardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error Beta
1 (Constant) 144.022 5.755 25.025 0.000
AGE 10.427 3.175 0.162 3.284 0.001

Excluded Variables

Collinearit Y
Partial
Model 1 Variables Beta In t Sig. Statistical
Correlation
Tolerance
Gender 0.020 0.397 0.692 0.020 0.985
Marital status 0.043 0.813 0.416 0.041 0.885
Educational
0.028 0.564 0.573 0.028 0.977
qualification
Designation 0.036 0.660 0.510 0.033 0.809
Income -0.022 -0.381 0.703 -0.019 0.756
Unit 0.050 0.995 0.320 0.050 0.958
Experience -0.059 -0.930 0.353 -0.047 0.611
Training 0.010 0.196 0.845 0.010 0.982

The results of regression analysis such as cumulative R 2, adjusted

R square, step t and p values have been given in Table 6.23.

 193

An attempt has been made to find out whether the variable

managers' age would be possible predictors of HRD competency. The

results show that the variable is significant and in predicting the HRD

competency. The managers' age is poised to predict their perception

towards HRD competency to an extent of 0.024, which is found to be

statistically significant at 0.01 level (tcal 3.284<0.01).

Age is the only variable that was contributed significantly for

predicting HRD competency of managers. The r2 value is 0.026,

which is statistically significant (t cal 3.284=<p0.01). The F-value

also proved the same.

The obtained F-value also proves this fact. (F cal 10.784<0.01). So,

manager’s age is the predicting variables for their perception of HRD

competency.
 194

Table 6.24

Stepwise Regression Analysis Predicting HRD Training Effectiveness

Model R R Square Adjusted R Std. Error of

Square the Estimate
1 .104a .011 .008 14.47
a. predictor: (constant), age

Model Sum of Square DF Mean Square F Sig.

1 Regression 906.914 1 906.914 4.331 .03a
Residual 83338.836 398 209.394
Total 84245.750 399
a. predictor: (constant), age

Unstandardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error Beta
1 (Constant) 68.819 2.970 -1.04 23.173 .000
AGE -5.550 2.667 2.081 .038

Excluded Variables
Collinearit Y
Partial
Model 1 variables Beta In t Sig. Statistical
Correlation
Tolerance
Gender 0.34a .674 .501 .034 1.000
Marital status 0.18a .344 .731 .017 .885
Education qualification -.007a -.132 .895 -.007 .989
Designation -.008a -.166 .865 -.008 .987
Income -.031a -.609 .543 -031 .960
Unit .006a .123 .902 .006 .983
Experience .008a .164 .870 .008 .943
Training -.051a -1.031 .303 -.052 1.000

The results of regression analysis such as cumulative R 2, adjusted

R square, step t and p values have been given in Table 6.24.

 195

An attempt was made to find out whether the variables manager's

age would be possible predictors of HRD training effectiveness. The

results predicate that the due the variable is significant in predicting the

HRD training effectiveness. The manager's age is poised to predict their

perception towards HRD training effectiveness to an extent of 0.008,

which is found to be statistically significant at 0.01 level (t cal 2.081<0.01).

Age is the only variable that was contributed significantly for

predicting HRD training effectiveness of managers. The r2 value

is 0. 011, which is statistically significant (t cal = 2.081<p0.01).

The F-value also proved the same.

The obtained F-value also proved this fact. (Fcal 4.331<0.01). So,

manager’s age is the predicting variables for their perception of HRD

training effectiveness.
 196

Table 6.25
Stepwise Regression Analysis Predicting Overall HRD

Model R R Square Adjusted R Square Std. Error of

the Estimate
1 0.180 0.032 0.030 90.11
a. predictor: (constant), age
Sum of Mean
Model Df F Sig.
Square Square
1 Regression 107728.12 1 107728.125 13.266 0.000
Residual 3231957.2 398 8120.495

Total 3339685.3 399

a. predictor: (constant), age
Unstandardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error Beta
1 (Constant) 480.961 14.290 180 33.658 .000
AGE 28.716 7.884 3.642 .000
Excluded Variables

Collinearit Y
Partial
Model 1 variables Beta In t Sig. Statistical
Correlation
Tolerance
Gender 0.041 .832 0.406 0.042 0.985
Marital Status 0.095 1.825 0.069 0.091 0.885
Education Qualification 0.044 .874 0.383 0.044 0.977
Designation 0.034 .612 0.541 0.031 0.809
Income 0.020 .347 0.729 0.017 0.756
Unit 0.048 .949 0.343 0.048 0.958
Experience 0.014 .226 0.821 0.011 0.611
Training -0.026 -.519 0.604 -0.026 0.982
The results of regression analysis such as cumulative R 2, adjusted

R square, step t and p values have been given in Table 6.25.

Age is the only variable that has been contributed significantly for

predicting overall HRD activities of managers. The r 2 value is 0.032,

 197

which is statistically significant (tcal = 3.642<p0.01). The f-value also

proved the same. The obtained F-value also proved is fact

(Fcal= 13.266<0.01). So manager’s age is predicting variable for they are

perception of overall HRD activities.

Table 6.26

The related factor matrix loadings between variables and two factors
identified through Factor analysis.

Sl.No Variable Factor-I Factor-II

1. HRD Practice 0.751 0.06

2. HRD Climate 0.763 -0.02

3. Competency Dimension 1(k) 0.832 -0.042

4. Competency Dimension 2(s) 0.815 0.113

5. Competency Dimension 3(a) 0.726 -0.139

6. HRD Competency 0.956 -0.068

7. HRD Training Effectiveness 0.427 0.988

8. HRD total system 0.959 0.158

 198

Factor analysis:

Factor analysis was done with the main objectives to find out the

underlying common factors among the eight variables included in this

study. Principal component factoring method with variance rotation has

been used for factor extraction. A two factors solution has been derived

using a score test.

The Table 6.26 shows the results of the factor analysis. The names

of all the eight variables and their respective loadings in all the eleven

factors are given in the table. An arbitrary value of 0.3 and above is

considered significant loading. A positive loading indicates that greater

the value of the variable, the greater is the contribution to the factor. On

the other hand, a negative loading implies that the greater the value, the

lesser its contribution to the factor or vice versa. Keeping these in mind,

a study of the loadings indicates the presence of some significant

pattern. Effort is made to fix the size of correlation that is meaningful,

club together the variables with loadings in excess of the criteria and

search for a concept that unifies them, with greater attention to variables

having higher loadings. Variables have been ordered and grouped by the

size of loadings to facilitate interpretation and shown in Table 6.26.

 199

Table 6.27

Factor loading, Communality, Eigen value and Percentage of variance of the emerging

factors.

Significant Factor Eigen % of

Factors Communality
variables loading Value variance
Human
Resources
0.714 0.568
Development
Practice
Human
Resources
0.642 0.583
Development
Climate
Competency
0.712 0.694
Dimension 1
Competency
Factor I 0.721 0.665 4.86 60.819
Dimension 2
Competency
0.623 0.546
Dimension 3
Human
Resources
0.871 0.919
Development
Competency
Human
Resources
0.813 0.946
Development
Instrument
Human
Resources
Factor II Development 0.871 0.976 1.03 12.891
Training
Effectiveness
 200

Factor analysis has been done among eight variables used in the

study. The principal component analysis with variance rotation has been

used to find out the percentage of variance of each factor, which can be

grouped together from the total pool of eight variables considered in the

study. The results are given in Table 6.27. The factor, variance

percentage for each factor is (total 60 percentage).

The factors are arranged based on the Eigen value viz

F1 HRD dominating factor (Eigen value 4.869)

F2 HRD effectiveness factor (Eigen value 1.031)

These two factors are described as “HRD factors”. This model has a

strong statistical support and the Kaiser-Maya-Olkin (KMO) test of

sampling adequacy concurs that the sample taken to process the factor

analysis is statistically sufficient (KMO value = 0.97523)

 201

CHAPTER - VII

SUMMARY AND CONCLUSIONS

This chapter provides an overall summary, summary of findings,

and conclusions along with the scope for further research.

The present investigation has been an attempt to study human

resource development practice, human resource development climate,

human resource development competencies and human resource

development training effectiveness of line and HRD managers. This study

also an attempt to investigate the influence of demographic variables on

human resource development in different dimensions. In this regard,

certain important hypotheses have been formulated and tested. The major

hypotheses are verified in this study and the influence of demographic

variables with reference to HRD components. From this study certain

conclusion have emerged both accepting and rejecting the formulated

hypotheses.

The investigation has been conducted with the sample of 400 line

and HRD managers of NLC Ltd Neyveli a public sector organisation in

Tamil Nadu state. A questionnaire consisting of a) human resource

development practice b) human resource development climate c) human

 202

resource development competencies d) human resource development

Training effectiveness and personal information sheet has been

administered with the line and HRD managers and information has

collected from them. The data are fed into the computer and interpreted

with statistical technique and conclusions have been drawn.

7.01 Summary of findings

1. Among the eight variables taken for this study under the age

category above 50 years have secured the highest (mean = 231.2) and the

education qualification, diploma category managers have scored the least

(mean=204.6) in respect of the HRD practice.

2. Among the eight variables taken for this study with reference to

the age above 50 years category have secured the highest (mean = 101.2)

and with reference to the education qualification, diploma category

managers have scored the least (mean=81) in respect to the HRD climate.

3. Among the eight variables taken for this study with reference to

above 50 years category have secured the highest (mean = 177.4) and

below 40 years age category managers have scored the least

(mean=154.8) in respect to the HRD competencies.

4. Among the eight variables taken for this study with reference to

age above 50 years category have secured the highest (mean = 64.60)
 203

and with reference to the marital status, unmarried managers have

scored the least (mean=58.16) in respect to the HRD training

effectiveness.

5. Among the eight variables, under the age variable the 50 years

and above category managers have secured highest (mean = 574.5)

where as the below 40 years age category managers have secured the

least (mean = 511). The gender, marital status, designation and training

variables have influenced the overall HRD activities to some extent in the

NLC Ltd Neyveli. Where as the variables such as experience, age,

educational qualification and income have influenced the overall HRD

activities to a greater extent in the NLC Ltd Neyveli.

6. Between the male and female managers the females

(mean=534.9) have scored better than male managers (mean =529.7).

Thus female managers are better performers with respect to the human

resource development activities.

7. Between the married and unmarried managers, the unmarried

(mean=537.6) have scored better than married (mean =529.7). Thus the

unmarried managers are better performers with respect to the human

resource development activities.

8. Between the Line and HRD managers, the line (mean=535.6)

have scored better than human resource development (mean =526.2).

 204

Thus the line managers are better performers with respect to the human

resource development activities.

9. Between the above 10 years experienced managers

(mean=542.2) have scored better than the below 10 years experienced

managers (mean =520.1). Thus the above 10 years experienced managers

are better performers with respect of the human resource development

activities.

10. Between the above 10 training programmes attended managers

(mean=530.7) have scored better than the below 10 training programmes

attended managers (mean =530.4). Thus the above 10 training

programmes attended managers are better performers with respect of the

human resource development activities.

11. The age is also an important variable that affects the human

resource development. More specifically the above 50 years of age

(mean=574.5) perform better than the other two groups namely below 40

years of age (mean=511) and 41-50 years (mean=536.8) of age.

12. The educational qualification is also an important variable

affects the human resource development. More specifically the graduate

managers (mean=534.2) perform better than the other two groups

namely diploma managers (mean=502.9) and postgraduate managers

(Mean=536.8).
 205

13. More specifically the high income group managers

(mean=537.4) perform better than the other two groups namely low-

income group managers (mean=511.8) and middle income group

managers (mean=537.2).

14. It is found that, the respondents differ as well as do not differ

in their opinion about human resource development practice on the

basis of their demographic variables. Thus there is difference in the

experience, and income variables and no difference in the other variables

namely genders, marital status, designation, training and educational

qualification.

15. It is found that the respondents differ as well as do not differ in

their opinion about human resources development climate on the basis

of their demographic variables. Thus there is difference in the experience,

age and educational qualification variables and no difference in all the

other variables namely gender, marital status, designation, training and

income.

16. It is found that the respondents no difference in their opinion

about human resources development competency on the basis of their

demographic variables. Thus there is difference in age variable and there

is no difference in all the variables namely gender, marital status,

designation training income educational qualification.

 206

17. It is found that the respondents no difference in their opinion

about human resources development training effectiveness on the basis

of their demographic variables. Thus there is no difference in all the

variables namely gender, marital status, designation training age,

educational qualification and income.

18. It is found that the respondents differ as well as do not differ in

their opinion about the overall human resources development on the

basis of their demographic variables. There is difference in the experience

age and income variables and no differences in all the other variables

namely gender, marital status, designation training and educational

qualification.

Chi –Square Test Analysis:

19. The calculated chi-square (X 2) value in (4.712) significant. (at

5% level). Thus the variable gender has an association with respect of the

over all human resource development.

20. The calculated chi-square (X2) value is (8.276) significant. (at

1% level). Thus the variable age has significant association in relation of

the over all human resource development.

21. The calculated chi-square (X2) value is (4.415) significant. (at

5% level). Thus there is significant association between marital status of

 207

the managers and their perception about over all human resource

development.

22. The calculated chi-square value (9.643) is significant (at 1%

level). Thus there is significant relationship between qualification of the

managers and their opinion about over all human resource development.

23. The calculated chi-square value (9.943) is significant (at 1%

level). Thus there is significant relationship between the designation of

the managers and their opinion about over all human resource

development.

24. The calculated chi-square value (11.04) is significant (at 1%

level). Thus there is significant relationship between income of the

managers and their opinion about over all human resource development.

25. The calculated chi-square value (9.168) is significant (at 1%

level). Thus there is significant relationship between experience of the

managers and their opinion about over all human resource development.

26. The calculated chi-square value (4.722) is significant (at 1%

level). Thus there is significant relationship between managers

perception about over all human resource development and the number

of training programmes they have attended.

 208

Correlation Analysis:

27. There is direct relationship and positive correlation between

human resource development practice and human resource development

climate.

28. There is direct relationship and positive correlation between

human resource development practice and human resource development

competency.

29. There is direct relationship and positive correlation between

human resource development practice and human resource development

training effectiveness.

30. There is direct relationship and positive correlation between

human resource development climate and human resource development

competency.

31. There is direct relationship and positive correlation between

human resource development climate and human resource development

training effectiveness.

32. There is direct relationship and positive correlation between

human resource development competency and human resource

development training effectiveness.

38. All the dimensions of human resources development are

positively correlated and also highly significant with each other.

 209

Therefore it is found that all the variables are inter linked with each

other.

Regression Analysis:

34. The mangers' age also along with marital status is able to

predict their perception towards HRD practice. The obtained F-value also

proved this fact. (F cal 7.587<0.01). So, managers' age and marital status

are predicting variables for their perception of human resource

development practice.

35. The mangers' age also along with marital status is able to

predict their perception towards HRD climate. The obtained F-value also

proved this fact. (F cal 7.954<0.01). So, managers' age and marital status

are predicting variables for their perception of human resource

development climate.

36. The mangers' age is able to predict their perception towards

HRD competency. The obtained F-value also proved this fact. (F cal

10.784<0.01). So, managers age is the predicting variable for their

perception of human resource development competency.

37. The mangers' age is able to predict their perception towards

HRD training effectiveness. The obtained F-value also proved this fact.
 210

(F cal 4.331<0.01). So, managers age is the predicting variables for their

perception of human resource development training effectiveness.

38. The mangers' age is able to predict their perception towards

overall HRD activities. The obtained F-value also proved this fact (F cal

13.266<0.01). So, managers age is the predicting variables for their

perception of overall HRD activities.

Factor Analysis:

39. The common factors among eight variables included in this

study. Principal component factoring method with variance rotation has

been used for factor extraction. A two factors solution has been derived

using a score test. These two factors are described as “HRD factors”. This

model has a strong statistical support and the Kaiser-Maya-Olkin (KMO)

test of sampling adequacy concurs that the sample taken to process the

factor analysis is statistically sufficient (KMO value = 0.97523)

7.02 Results of discussion:

Human resource development is a recently emerged concept

dealing about employee's development or labours development. The

researcher has made an attempt to study the most valuable potentials of

the human resources. The contributions of human resource are some

times measurable and also not measurable accurately. There are four
 211

areas which have been classified and analysed in the present study

namely human resource development practice, human resource

development climate, human resource development competency and

human resource development training effectiveness. Under the human

resource development practice there are nine dimensions which has been

analysed but the total score alone have been taken for analysis.

Under the human resource development climate three dimensions

taken for the study. All the three dimensions are very essential for a good

human resource development climate, which contributes for the strength

of an organisation. In this respect also the researcher has taken the total

score for the analysis.

Similarly the third area human resource development competency

has been undertaken for the present study. In this the three dimensions

which are the crux of the competency. The researcher has taken the total

score for the analysis.

Finally the area human resource development training

effectiveness is also studied which is the backbone of the human

resource development system. In this respect also the researcher has

taken the total score for analysis.

 212

From the statistical analysis it has been inferred that, all the four

areas totally as well as individually contributes to some extent as well as

greater extent in human resource development of the NLC Ltd Neyveli.

Among the four areas based on the different demographic variables the

interpretations are made and conclusions are given.

Between the male and female managers the female managers have

been scored better than the male managers. The unmarried managers

have performed better than their counterparts. The HRD managers are

performing well than the line managers from their scores. Where as the

well experienced managers are proved better than the less experienced

managers. The number of training programs attended by the managers is

also playing a vital role towards perfection. Under this study the age is

truly visualized that the managers above 50 years are serving excellently

for the upliftment of the organisation, the graduate managers are playing

vital role than their counter parts. Finally the high- income group

managers are playing their role effectively as expected.

From the above interpretations it may be concluded that the eight

demographic variables are selected for the present study seems to be

very useful as well as giving a clear idea about the existing human

resource development activities in NLC Ltd, Neyveli.

 213

Among the four areas taken for the present study the human

resource development practice and human resource development climate

are extremely good and influence the HRD activities in NLC. Alponsa

(2000) and Jain, (1997) have also suggested that when the human

resource development practice and human resource development climate

are reasonably good and it ultimately improve the human resource

development activities in an organisation. Since, the demographic

variables in this study are also closely related to human resource

development practice and human resource development climate the

statistical results also convey that the human resource development

practice and human resource development climate are having

significance with line and HRD manager's perception of the organisation.

In the same way the other two areas namely human resource

development competency and human resource development training

effectiveness have shown the influence to some extent on human

resource development of NLC Ltd Neyveli.

There is a positive correlation between human resource

development practice and human resource development competency and

human resource development climate and human resource development

training effectiveness. It is inferred that all the four areas are having

significant relation with one another. Punia (2002) strongly advocates

 214

that, the organisations with positive HRD are well aware of the fact that

competitive advantage can be achieved only with higher quality people

with full of skills and competencies.

The regression and factor analysis carried out in the study by

considering four areas as well as eight demographic variables, which has

been derived with a two-factor solution. The respondent's age is poised to

predict their perception towards human resource development, which

has been inferred as dominant variable. Thus it is concluded that an

organisation will be smooth and successful in all aspects when it

concentrates on its human resource development. Macdiffie (1995) also

suggested from his studies that human resource practices are likely to

contribute to improved economic performance only when employees

possess knowledge and skill. Human resource development is one of the

processes of harnessing the talent of employees for the benefit of the

organisation as well as the individual. "The best time I spend is the one I

invest in people" -Spencer and Kenneth stated in "one minute manager".

So management should invest more on the human resources. This exists

in NLC Ltd Neyveli.

 215

7.03 Policy implications and recommendations of the study

The findings of the study have important implication for Indian

organisations. Liberalisation, Privatisation and Globalisation (LPG) is a

great challenge to many of the Indian organisations. We can improve

efficient organisation into excellent organisation only through Human

Resource Development. The excellent organisation can do wonders in the

competitive market. The recent researches have been shown that

widespread layoffs, re-structuring and re-organisations resulting from

competitive pressure leave many employees disillusioned, feeling less job

security, displaying less organisational loyalty and placing less faith in

their employer promises and commitments to them. It is the sole

responsibility of the organisation to build commitment among employees.

The committed employees will develop the climate in their organisation.

The present study shows, HRD- practice is good NLC. It shows positive

correlation with HRD climate, HRD- competencies and HRD- training

effectiveness. The HRD climate, is another factor which assesses

developing climate. This developing climate is also good in NLC. This

shows that, there is a positive correlation with human resources

development practice, human resources development climate, human

resources development competency, and HRD training effectiveness.

Most of the organisations are marked by a resistance to change and

 216

tendency towards rigid behaviour pattern. Under such circumstances the

organisations must strive to increase (OCTAPACE) culture (openness,

collaboration, trust and trustworthiness, authenticity, proaction,

autonomy confrontation and experimentation]. This culture will create a

learning environment. This depends largely on the effectiveness of the

organisations human resources practice. Such as these related to

effectiveness of training and development, and level of competencies of its

human resources. In conclusion several Indian organisations are placing

high value on human resources development. Thus, they must ensure

that, building up of competency, commitment and culture of its human

resources. This also exists in NLC Ltd, Neyveli. It is recommend that the

monetary benefits of the employees should not be affected when the

oraganisation concentrates on HRD activities. Similarly law must protect

employee welfare. In this way employee will be motivated to co-operate to

the fullest extent in order to lead a life with satisfaction, universal

understanding and international peace. Money alone cannot serve all the

purpose but humanitarian approach should be encouraged in every

stage of one's life. Thus the employees as well as organisation should go

beyond money, i.e. self-less service to the society, which should be motto

to move towards India 2020.

 217

7.04 Scope for the further research

1. A similar study can be conducted into a private sector organisation to

find out the existing HRD system and the expected changes in it.

2. A comparative study among different public sector organisations may

be under taken to know relative strength of the HRD system.

3. A similar study can be conducted in all levels of employees to know

the HRD system.

4. A research study about the present conditions of different areas of a

public enterprise may be under taken inorder to know the dominant

area of the HRD system.

7.05 Conclusion

A child is made into human only by the environment, which

must be created as well as protected by all. No one should be

excused or escaped from the concept of humanised approach, which

is the need of the hour in all endeavours. The human resources is an

uncomparable resources among the resources of the universe.

 218

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