Employee Development in India A Case Study - ijifr · Existence of developmental climate and...
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Dr. V. K. JAIN: Employee Development in India – A Case Study www.ijifr.com An Online Open Access Refereed & Indexed Journal of Multidisciplinary Research IJIFR©2013
23
ISSN (Online):2347-1697 INTERNATIONAL JOURNAL OF INFORMATIVE AND FUTURISTIC RESEARCH ( IJIFR)
Volume-1, Issue-3, November 2013 Research Area: Human Resource Management, Page No. : 23-39
Employee Development in India – A Case Study
Dr. V. K. JAIN
Associate Professor & Head, Department of Commerce
G. M. N. College, Ambala Cantt.
Abstract The success of an organization depends of the skills, knowledge and competencies of the people
working in it. Existence of developmental climate and employee motivation are essential pre-
requisites for creating enabling environment in which the employees can utilize their potentials and
develop new skills for their own and organizational development. Organizational climate,
motivational development and competency developments are, therefore, essential for the ensuring
employee development. The extent of employee development will depend on the degree of their
existence in the organization. Considering these facts in mind, the present study on ‘Employee
Development’ was undertaken with reference to a government department. The study explains the
degree of relationships in the various factors of employee development dimensions and there possible
impact on employee development. The study reveals that for each dimension, there was positive and
significant association in the variables explaining positive employee development in this department.
Key Words: Competency Development, Motivation Development, Climate Development, Openness,
Superior-Subordinate Relationship, Management Policies
1. Introduction
Among all the resources, present in an organization, ‘People’ is the most important and most valuable.
The contribution they make may not be arithmetically calculable but it is indeed highly significant in
achieving organizational goals. The earlier studies indicate that the efficiency of an organization
depends on the competent, motivated and dynamic workforce. Ultimately it is the ‘people’ who put
plan into action and make things happen. If an organization wants to achieve its goals in terms of
productivity, quality, profitability stability and growth and it wants to increase organizational
effectiveness, it must pay attention to the development of human resources in a systematic and
planned manner.
Human Resource Development is a continuous process to ensure development of the employees’
competencies, dynamism, motivation and effectiveness in a systematic and planned manner. (Rao,
1990: 8) HRD, therefore, aims to achieve:
Employee Competency Development
Employee Motivation Development
Organization Climate Development
It is worth noting that good developmental Climate in the organization promotes employee
development by enabling them to enhance their competencies and motivational level. This in turn
creates better and healthy developmental climate in the organization.
1.1 Employee Competency Development:
Employees require a variety of skills not only to fulfill their present job requirements but also to meet
any challenge in the future which can be a threat to them and the organization where they work. The
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Dr. V. K. JAIN: Employee Development in India – A Case Study www.ijifr.com An Online Open Access Refereed & Indexed Journal of Multidisciplinary Research IJIFR©2013
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ISSN (Online):2347-1697 INTERNATIONAL JOURNAL OF INFORMATIVE AND FUTURISTIC RESEARCH ( IJIFR)
Volume-1, Issue-3, November 2013 Research Area: Human Resource Management, Page No. : 23-39
changing environment, the increasing competition and the changing technologies require a continuous
updating of employee knowledge and skills so as to enable them to work efficiently and effectively.
For effective job performance, the employee competency development is needed on a continuous
basis. HRD provides opportunities to the people to assess their competency requirements on the one
hand and provides them the opportunities for developing these competencies on the other. HRD aims
at preparing people to accept added job responsibilities in future which may arise due to expansion,
diversification and modernization. The following diagram gives a brief account of employee
competencies needed for their own development and the development of the organization:
Fig. 1: Employee Competency Development Model
1.2 Employee Motivation Development
Another aim of HRD is ‘Employee Motivation Development’. Motivation means desire to work. It is
a commitment to the job, work and organization (Rao, 1990: 9). Without motivation employees are
unlikely to bring about the desired results. Technical and managerial skills are not enough unless there
EMPLOYEE
COMPETENCY
DEVELOPMENT
SKILLS REQUIRED
FOR
PERFORMING
JOBS
SKILLS REQUIRED
FOR MEETING
CHANGING
NATURE OF
JOBS
SKILLS REQUIRED
FOR MEETING
OTHER
REQUIREMENTS
THE CHANGES IN NATURE
OF JOBS TAKE PLACE DUE
TO CHANGES IN: Environment
Organizational priorities,
goals etc
Profiles of fellow
employees
Technology
THE SKILLS NEEDED
TO PERFORM A JOB
MAY INCLUDE: Knowledge
Attitudes
Technical skills
Managerial skills
Human relation skills
Conceptual skills
SOME OF THE OTHER
FACTORS, AN EMPLOYEE
NEED TO ACCEPT AND
ATTAIN COMPETENCE: New opportunities
New challenges
New knowledge
Regular feedback
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Dr. V. K. JAIN: Employee Development in India – A Case Study www.ijifr.com An Online Open Access Refereed & Indexed Journal of Multidisciplinary Research IJIFR©2013
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ISSN (Online):2347-1697 INTERNATIONAL JOURNAL OF INFORMATIVE AND FUTURISTIC RESEARCH ( IJIFR)
Volume-1, Issue-3, November 2013 Research Area: Human Resource Management, Page No. : 23-39
is an effort on the part of the employees in the right direction to attain the goals of the organization
effectively.
Fig. 2: Factors influencing Motivation
Thus, employee motivation is influenced by individual needs, his own personality, reward system of
the organization, supervisor’s style of working and his behaviour towards the subordinates,
opportunities for career development, policies of the organization and overall organizational culture.
HRD aims at developing employee motivation to maximum possible extent as their contribution to the
achievement of organizational goals can be tremendous.
1.3 Organization Climate Development:
HRD aims at developing an organizational climate which not only ensures employee development and
employee motivation but also helps in achieving organizational objectives efficiently and effectively.
HRD climate is one where there is an atmosphere of trust, pro-activity, authenticity, openness, co-
operation and creativity.
The below figure shows that a healthy organizational climate is characterized by openness i.e. free
expression of ideas, opinions and suggestions by individuals and groups; there is an atmosphere of
trust; people take initiative and are willing to accept challenges; people discuss problems and try to
solve them; there is a cordial relationship between the superiors and subordinates; mistakes are
reviewed and are taken as learning opportunity; people have a sense of belongingness towards the
organization.
It is worth noting that employee competencies and employee motivational development can’t take
place in the absence of proper HRD climate development in the organization.
Individual
Needs
Reward
Mechanisms
Career
Opportunities
Organizational Culture
&
Environment
Personnel Policies
Supervisor’s
Style
&
Behaviour
Individual
Personality &
Habits
Pattern
Factors
Influencing
Motivation
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Dr. V. K. JAIN: Employee Development in India – A Case Study www.ijifr.com An Online Open Access Refereed & Indexed Journal of Multidisciplinary Research IJIFR©2013
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ISSN (Online):2347-1697 INTERNATIONAL JOURNAL OF INFORMATIVE AND FUTURISTIC RESEARCH ( IJIFR)
Volume-1, Issue-3, November 2013 Research Area: Human Resource Management, Page No. : 23-39
Fig. 3: HRD Climate Development Factors
2. Statement of the Problem
Considering the significance of employee development for every organization in mind, the present
study has been undertaken. The study is limited to Government Sector in India. The study seeks to
explore the factors contributing to the development of employee competencies, motivation and
organizational climate. The researches undertaken in the past clearly indicate that good HRD Climate
in an organization helps in developing conducive environment for employee development which is
very essential for the growth of the organization. Efforts have also been made to corroborate these
relationships.
2.1 Objectives of the Study
Considering the significance of employee development for every organization in mind, the present
study has been undertaken. The study is limited to Government Sector and focuses on the following
objectives:
HRD
Climate
Develop-
ment
Openness
Free
Expression
Of
Ideas
Collabora-
tion
Among
Individuals
&
Teams
Trust
People
Can be
trusted
Authenti-
city People do
what they
say & say
what they
mean
Pro-
activity
People
Take
Initiative.
Autonomy
Freedom to
Act Independently
within
Role
Confront-
ation
Problems
are
diagnosed,
Confronted
& solved.
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Dr. V. K. JAIN: Employee Development in India – A Case Study www.ijifr.com An Online Open Access Refereed & Indexed Journal of Multidisciplinary Research IJIFR©2013
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ISSN (Online):2347-1697 INTERNATIONAL JOURNAL OF INFORMATIVE AND FUTURISTIC RESEARCH ( IJIFR)
Volume-1, Issue-3, November 2013 Research Area: Human Resource Management, Page No. : 23-39
To examine whether there existed employee competency development opportunities
in this sector.
To study whether there is proper attention to employee motivational development
To study whether there exist adequate organization climate development conducive
for employees in this sector.
To study the relationship of competency development, motivation development,
organization climate development with overall development climate.
To examine the impact of these variables on overall development of the organization
to the possible extent.
2.2 Methodology
For the purpose of the present study one government department was selected on random basis. The
data was collected from the high ranking Officers posted in Ambala and Chandigarh regions through
HRD questionnaire developed by Centre for HRD at XLRI. The 38 item questionnaire named ‘HRD
Climate Survey Questionnaire’ was evenly distributed into three parts to study all the above
mentioned three aspects of employee development i.e. Employee Competency, Employee Motivation
and Organizational Climate. In all 30 respondents were selected. The total score of 38 items was later
averaged and termed as Overall HRD Climate Score and was used to study the nature of relationship
with the above noted three factors of employee development.
To study the impact of the variables on the organization, item-wise mean scores of the respondents
have been computed and converted into percentage scores by using the following formulae (Rao,
1991:39)
Percentage Score = (Mean Score -1) * 25
This was done on the basis of assumption that a score of 1 represents Zero percent, a score of 2
represents 25 percent, a score of 3 represents 50 percent, a score of 4 represents 75 percent and a score
of 5 represents 100 percent.
Further, Rao (1991) explains that mean score of 1 indicates ‘extremely poor’ HRD climate and 5
indicates ‘extraordinarily good’ HRD climate on that dimension. Scores around 3 indicates ‘average’,
whereas mean score of 4 indicates ‘good’ and 2 indicates ‘poor’ HRD climate on that dimension.
2.3 Statistical Analysis
The opinions of the respondents were converted into scores by using 5-point scale for the purpose of
deriving the results. Statistical tools have been employed to analyze the results including correlation
between the variables, testing the level of significance of these correlations and analyzing the impact
of these variables on the overall employee development.
2.4 Scope and Significance of the Study
The study is of great significance to the employees and the Government Departments as it will help
them to find out the general HRD climate prevailing in the these departments, the variables affecting
the HRD climate, HRD competencies and HRD motivation. The government can accordingly make its
policies to develop the competencies of its officers, review its motivational development approach
and improve its overall developmental climate.
The present study is however, limited to only one department of the government sector; its results can
be generalized to other departments to a limited extent. Further, the results cannot be compared with
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Dr. V. K. JAIN: Employee Development in India – A Case Study www.ijifr.com An Online Open Access Refereed & Indexed Journal of Multidisciplinary Research IJIFR©2013
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ISSN (Online):2347-1697 INTERNATIONAL JOURNAL OF INFORMATIVE AND FUTURISTIC RESEARCH ( IJIFR)
Volume-1, Issue-3, November 2013 Research Area: Human Resource Management, Page No. : 23-39
other sectors of the economy because of different policies, approaches and methodologies for
employee development.
3 Survey of Literature
A review of literature highlights the important role played by HRD in employee development.
Various Studies have been undertaken in the past to study the role of HRD in developing employee
competencies, enhancing their motivational level and developing HRD Climate in the Indian
Organizations.
Rao and Abraham [1986] made a study of 52 organizations which shows that overall HRD climate
in these organizations was about 54% which is rather low. An optimal level of development climate is
essential for facilitating HRD activities. He has indicated various factors which can be helpful in
improving the overall HRD climate in these organizations.
Jain, Singhal, and Singh [1997] conducted a study on HRD Climate of two major public sector
organizations and tried to determine inter correlations in their HRD Variables They observed that
some of these variables were significantly correlated and made a significant contribution to the
development of HRD climate in these organizations.
Solomon [2013] in his study on Competency mapping has tried to explore the level of Competency
prevailing among the executives of public sector. The results of the study show that nearly half of the
respondents have moderate level of managerial HR and general competencies.
Katz [1994] in his study on Competency Mapping grouped competencies under three categories
including Technical, Managerial and Behavioral (Human).
Maslow [1946] proposed a five level hierarchy of needs including psychological, safety, love, esteem
and self-actualization which he outlined as necessary for the achievement of a completely satisfied
individual or in his terms a self-actualized person.
UNDP Conference Paper [2006] explains that there are various ways of conceiving of motivation in
relation to capacity. On the individual and organizational levels, one can easily conceive of
motivation being complementary to capacity. On the individual level, capacity to perform is a
combination of personal skills and motivation of people. It can be weakened or fuelled from within
(such as changing believes or health) or external incentives (measures in the environment that impact
on motivation). Learning, which is at the center of individual capacity development, is fundamentally
a function of intrinsic voluntary motivation to acquire knowledge and the means to do so.
The survey of literature indicates that there are evidences of studies being conducted to study HRD
Climate, Competency Mapping, Need Analysis, Employee Skills etc. but little effort has been made to
study the various factors contributing employee development. The present study is an attempt in this
direction.
4. Analysis of Employee Development in Government Sector
The present study undertakes various aspects of employee development with respect to one
Government Department in India which help to competent and committed workforce and better HRD
Climate in the organization essential to achieve its goals of growth, profitability and stability.
As indicated earlier, 38-item ‘Human Recource Climate Questionnaire’ developed by Centre for HRD
at XLRI was used for this purpose. These 38 items were divided into three parts to study the three
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Dr. V. K. JAIN: Employee Development in India – A Case Study www.ijifr.com An Online Open Access Refereed & Indexed Journal of Multidisciplinary Research IJIFR©2013
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ISSN (Online):2347-1697 INTERNATIONAL JOURNAL OF INFORMATIVE AND FUTURISTIC RESEARCH ( IJIFR)
Volume-1, Issue-3, November 2013 Research Area: Human Resource Management, Page No. : 23-39
aspects of employee development i.e. Employee Competency, Employee Motivation and
Organizational Climate. A sample of 30 respondents including high ranking government officials was
selected for this purpose on random basis. All the officials, however, belonged to one department
only.
4.1 General Analysis
An optimum level of Development Climate is essential for employee development in the organization.
In order to examine, whether there existed such climate in this department, overall mean on the
opinions of the respondents for all the 38 variables of the selected Government Department was
ascertained. As indicated in Table-1, the overall mean came out to be 3.90 (72.5 per cent) which
indicated that there existed quite ‘good’ Development Climate in this Government Department. It is a
good sign of developmental opportunities available to employees in this department to enhance their
skills and competencies.
An overview of the item-wise mean and percentage for all the 38 items as classified in three parts
mentioned above are given in the Table-1. The description of the items is given in Annexure-1. A
scrutiny of the mean scores explains that on various items (14 items) the mean score was > 4 which
indicates that good developmental climate existed on these dimensions in this organization. In all 16
items showed a mean score of > 3.90 being overall mean score which have helped in creating good
HRD climate in this department.
4.1 (a) High Mean Value Items (Mean> 4.40):
A close scrutiny of the table shows that behavioral feedback given to the employee is used by him for
development seriously (item no.22) was assigned highest weightage with mean score of 4.73,
followed by item no. 17 (Mean=4.47) i.e. ‘Performance appraisal reports in the organization are based
on objective assessment and adequate information and not on favouritism’, item no.27 (Mean=4.47)
‘People trust each other in this organization’ and item no.28 ‘Employees are not afraid to express or
discuss their feelings with their superiors’ indicating that employees feedback, performance appraisal,
trust and free expression are given high weightage in this organization making favorable climate for
employee development.
4.1 (b) Mean Value >4.20 but ≤ 4.40
Similarly, a mean score of 4.40 was assigned to item no. 14 ‘Promotion decisions are based on
suitability of the promotee rather than on favouritism’, and item no.24 ‘When employees are
sponsored for training they take it seriously and try to learn from the programmes they attended’.
Further, item no. 13 (Mean=4.33) ‘The top management of the organization makes efforts to identify
and utilize the potentials of the employees’, item no.2 (Mean=4.33) ‘The top management believes
that human resources are extremely important resource and that they can be treated more humanly’,
item no.23 (Mean=4.26) ‘Employees in the organization take pains to find out their strengths and
weaknesses from supervising officers or colleagues’, also indicate high learning aptitude of the
respondents and willingness of the top management in developing employee potentials.
4.1 (c) Mean Value >4.00 but ≤ 4.20
A mean score of 4.20 was obtained by item no.8 ‘Managers in the organization believe that employee
behavior can be changed and people can be developed at any stage of their life’; item no 19
‘Employees are encouraged to experiment new methods and try out creative ideas’ and item no. 20
‘When an employee makes a mistake his supervisor treat it with understanding and help him to learn
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Dr. V. K. JAIN: Employee Development in India – A Case Study www.ijifr.com An Online Open Access Refereed & Indexed Journal of Multidisciplinary Research IJIFR©2013
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ISSN (Online):2347-1697 INTERNATIONAL JOURNAL OF INFORMATIVE AND FUTURISTIC RESEARCH ( IJIFR)
Volume-1, Issue-3, November 2013 Research Area: Human Resource Management, Page No. : 23-39
from his mistakes rather than punishing him or discouraging him’. Besides, item no.7 ‘People Lacking
Competence in doing their jobs are helped to acquire competence rather than being left unattended’
scored a mean value of 4.07. They all indicate that people in the organization are supported to develop
their skills and competence.
4.1 (d) Mean Value ≥3.90 but ≤ 4.00
Variables contributing higher than overall mean value of 3.90 including item no.11 (Mean=4.00) ‘The
psychological climate in the organization is very conducive to any employee interested himself by
acquiring new knowledge and skill’, item no.5 (Mean=3.93) ‘Top management is willing to invest a
considerable part of their time and other resources to ensure the development of the employees’ and
item no. 9 (Mean=3.93) ‘People in the organization are helpful to each other’ express that the climate
in the organization is conducive for employee development.
Table-1: Mean and Percentage Scores of Employee Development Variables
The existing climate can be improved further to contribute to employee development if some of the
variables showing mean score ranging between 3 and 4 are properly developed. Only one item
showed a mean score of less than 3 i.e. item no. 30 ‘Employees are encouraged to take initiative and
do things on their own without having to wait for instructions from supervisors’, which is quite
understandable as it is not always possible to take initiative without seeking approval of the superiors
in this bureaucratic type of organization.
Employee Competency Development
Items
Employee Motivation Development
Items
Organizational Climate Development
Items
S. No. Item
No.
Mean % S. No. Item
No.
Mean % S. No. Item
No.
Mean %
1 6 3.87 71.68 1 4 3.87 71.68 1 1 3.87 71.68
2 7 4.07 76.68 2 10 3.33 58.33 2 2 4.33 83.33
3 11 4.00 75.00 3 15 3.13 55.33 3 3 3.87 71.68
4 12 3.87 71.68 4 16 3.33 58.33 4 5 3.93 73.33
5 13 4.33 83.33 5 17 4.47 86.68 5 8 4.20 80.0
6 14 4.40 85.00 6 19 4.20 80.00 6 9 3.93 73.33
7 22 4.73 93.25 7 20 4.20 80.00 7 18 3.87 71.68
8 23 4.26 81.50 8 21 3.87 71.68 8 27 4.47 86.68
9 24 4.40 85.00 9 30 2.73 43.25 9 28 4.41 85.33
10 25 3.80 70.00 10 31 3.20 55.00 10 29 3.47 61.68
11 26 3.87 71.68 11 32 3.87 71.68 11 33 3.87 71.68
12 36 3.60 65.00 12 35 3.73 68.33 12 34 3.53 63.33
13 38 3.27 56.68 13 37 3.33 58.33
Overall Score Mean = 3.90 % Score = 72.50
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Dr. V. K. JAIN: Employee Development in India – A Case Study www.ijifr.com An Online Open Access Refereed & Indexed Journal of Multidisciplinary Research IJIFR©2013
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ISSN (Online):2347-1697 INTERNATIONAL JOURNAL OF INFORMATIVE AND FUTURISTIC RESEARCH ( IJIFR)
Volume-1, Issue-3, November 2013 Research Area: Human Resource Management, Page No. : 23-39
4.2 Analysis of Employee Development Factors
As stated earlier, the employee development is based on three factors including employee competency
development, climate development and employee motivation development. All the 38 items stated in
Table-1 have been divided in these three parts and analysis has been made on the basis of inter-
relationships among the variables affecting the three dimensions of employee development separately.
4.2 (I) Employee Competency Development
Development of employee competencies is desired not only for the development of the employee but
also the organization as a whole. Keeping this fact in mind, 13 variables were selected to examine the
nature of inter-relationships in these variables which contribute to employee competency development
in the selected government department. These variables are presented in Table-2. The opinions of the
respondents on these variables were converted into scores on the basis of 5 point scale and the inter-
relationships among them were established. Table-3 shows the correlation values of these variables.
Test of significance was applied to find out highly significant correlations at 1 per cent and 5 per cent
level. It has been ascertained that out of the 78 relationships (Table-3) 57 inter relations are significant
at .01 level and 8 are significant at .05 level.
Table-2: Employee Competency Development Questionnaire
S. No. Item No.
(Appendix -1)
Employee Competency Development Statements Ratings
1. 6 Senior Officers/ Executives in the organization take interest in their juniors and
help them learn their job.
5 4 3 2 1
2. 7 People Lacking Competence in doing their jobs are helped to acquire competence
rather than being left unattended.
5 4 3 2 1
3. 11 The psychological climate in the organization is very conducive to any employee
interested himself by acquiring new knowledge and skill.
5 4 3 2 1
4. 12 Seniors guide their juniors and prepare them for future responsibilities/roles they
are likely to take up.
5 4 3 2 1
5. 13 The top management of the organization makes efforts to identify and utilize the
potentials of the employees.
5 4 3 2 1
6. 14 Promotion decisions are based on suitability of the promotee rather than on
favouritism.
5 4 3 2 1
7. 22 When behavior feedback is given to the employee they take it seriously and use it
for development.
5 4 3 2 1
8. 23 Employees in the organization take pains to find out their strengths and weaknesses
from supervising officers or colleagues.
5 4 3 2 1
9. 24 When employees are sponsored for training they take it seriously and try to learn
from the programmes they attended.
5 4 3 2 1
10. 25 Employees returning from the training programmes are given opportunities to try
out what they have learnt
5 4 3 2 1
11. 26 Employees are sponsored for training on the basis of genuine training needs. 5 4 3 2 1
12. 36 The organization’s future plans are made known to the managerial staff to help
them develop their juniors and prepare them for the future.
5 4 3 2 1
13. 38 Job rotation in the organization facilitates employee development 5 4 3 2 1
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Table-3: Employee Competency Development Correlation Matrix
4.2 (I) (a) Superior Subordinate relationship and competency development
Superior-subordinate relationships in this government department appear to be quite cordial as evident
from the inter-relations between the items including seniors helping the juniors to learn their job (item
6), people lacking competence are helped to acquire them (item 7), the climate in organization is
conducive to help people to acquire new knowledge and skills (item 11) and seniors guiding juniors to
prepare them to take up future job responsibilities (item 12). Further, these relationships were found to
be statistically significant.
4.2 (I) (b) Utilizing employee potentials and future job responsibilities:
Organizational variables including Item No. 13 relating to interest of top management in identifying
and utilizing employee potentials has significant relationship with seniors helping the juniors to learn
their job (item 6) and seniors guiding juniors to prepare them to take up future job responsibilities
(item 12) and were also found to be statistically significant indicating that top management policies
are duly supported by its executives in developing and utilizing employee potentials.
4.2 (I) (c) Promotion, Feedback and Superior-subordinate Relationship:
‘Promotion decisions are based on suitability of the promotee rather than on favouritism’ (item no.
14) is significantly related to factors of superior-subordinate relationships (item No. 6, 7, 11, 12) and
top management’s interest in utilizing employee potentials (item No.13). It is worth noting that
behavioural feedback given to the employees (item No.22) only has positive and significant relation
with promotion (item No.14) and potential utilization by top management (item No.13). It also has
significant relationship with item no.6 dealing with superiors helping their subordinates and superiors
preparing them for future job roles (item no. 12).
1 2 3 4 5 6 7 8 9 10 11 12 13
Item No.
6 7 11 12 13 14 22 23 24 25 26 36 38
1 6 0.746* 0.731* 1.000* 0.614* 0.726* 0.355** 0.818* 0.631* 0.697* 0.773* 0.934* 0.818*
2 7 0.997* 0.746* 0.297 0.840* 0.238 0.735* 0.434** 0.986* 0.995* 0.830* 0.516*
3 11 0.731* 0.234 0.799* 0.168 0.688* 0.371** 0.985* 0.994* 0.826* 0.536*
4 12 0.614* 0.726* 0.355** 0.818* 0.631* 0.697* 0.773* 0.934* 0.818*
5 13 0.729* 0.929* 0.866* 0.982* 0.250 0.292 0.441** 0.156
6 14 0.727* 0.961* 0.837* 0.814* 0.821* 0.709* 0.265
7 22 0.791* 0.949* 0.209 0.211 0.218 -0.178
8 23 0.927* 0.695* 0.728* 0.740* 0.367**
9 24 0.392** 0.421** 0.491* 0.132
10 25 0.991* 0.835* 0.512*
11 26 0.874* 0.582*
12 36 0.856*
13 38
Significant at .01 level **Significant at .05 level
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ISSN (Online):2347-1697 INTERNATIONAL JOURNAL OF INFORMATIVE AND FUTURISTIC RESEARCH ( IJIFR)
Volume-1, Issue-3, November 2013 Research Area: Human Resource Management, Page No. : 23-39
4.2 (I) (d) SWOT, Training, Job Rotation etc.
From the relationship pattern, it appears that the employees take interest in their own development as
apparent from the relationships of SWOT analysis (item No.23), seriousness in training (item No.24),
training on the basis of genuine training needs (item No.26) and opportunity to implement new
learning in training (item No.25). These variables also have significant relationship with superior-
subordinate variables (item No. 6, 7, 11, 12) and organization variables (item No. 14). Awareness
about the future plans of the organization to managers for preparing juniors and (item No. 36) and job
rotation (item No. 38) are not only significantly inter-related but also closely associated with almost
all other variables.
Positive and significant relationship existing in all these variables is good sign of employee
competence development in this department. It appears that strong superior-subordinate relationship,
employees’ keenness in his development, effective implementation of training and positive role of the
top management in developing and utilizing employee potentials have enabled employee competence
development in this department.
4.2 (II) Employee Motivation Development
Employee motivation development is quite significant for employee development because in absence
of continuous motivation, it is not possible to enhance individual competencies. Accordingly, a
questionnaire was prepared to extract the relationship among the variables contributing employee
development in the selected government department under study. These variables are presented in
Table-4. The opinions of the respondents on these variables were converted into scores on the basis of
5 point scale and the inter-relationships among them were established as in case of employee
competency development. Table-5 shows the correlation values of these variables. Test of
significance was applied to find out highly significant correlations at 1 per cent and 5 per cent level.
It was ascertained that out of the 78 relationships (Table-5) 47 inter relations are significant at .01
level and 7 are significant at .05 level. Significant inter-relationship in these variables speaks of high
degree of motivation in this department which drives the employees to constantly strive for acquiring
and developing new skills and competencies
4.2 (II) (a) Personnel Policies, Rewards, informal relationship, Performance Appraisal etc.
A study of the inter-relationships shows that personnel policies in the organization facilitate employee
development (item No.4) as it has shown positive and significant relationship with almost all other
variables. Existence of good informal relationships (item No.10) and Mechanisms to reward for good
work (item No.15) was also found to have positive and significant relationship with all other variables
explaining significant level of motivational development among the employees. Supervisors
appreciating subordinates for good work (item No. 16), performance appraisal based on objective
assessment (item No. 17) and encouragement to employees to try creative ideas (item No. 19) are
closely associated to each other and further these relationships were generally found to be positive and
significant. Further, the relationships in variables including ‘employees are encouraged to learn from
their mistakes’ (item no 20); ‘weaknesses of employees being communicated in no-threatening way’
(item no 21) and ‘employees are encouraged to take initiative’ (item no 30) were also found to be
positive and significant.
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Table: 4 Employee Motivation Development Questionnaire
S. No. Item No.
(Appendix-1)
Employee Motivation Development Statements Ratings
1. 4 The personnel policies in this organization facilitate employee development. 5 4 3 2 1
2. 10 Employees in this organization are very informal and do not hesitate to discuss
their personal problems with their supervisors.
5 4 3 2 1
3. 15 There are mechanisms in the organization to reward any good work done or any
contribution made by the employees.
5 4 3 2 1
4. 16 When employee does good work his supervising officer takes special care to
appreciate it.
5 4 3 2 1
5. 17 Performance appraisal reports in the organization are based on objective
assessment and adequate information and not on favouritism.
5 4 3 2 1
6. 19 Employees are encouraged to experiment new methods and try out creative ideas. 5 4 3 2 1
7. 20 When an employee makes a mistake his supervisor treat it with understanding and
help him to learn from his mistakes rather than punishing him or discouraging
him.
5 4 3 2 1
8. 21 Weaknesses of employees are communicated to them in non-threatening way. 5 4 3 2 1
9. 30 Employees are encouraged to take initiative and do things on their own without
having to wait for instructions from supervisors.
5 4 3 2 1
10. 31 Delegation of authority to encourage juniors to develop handling higher
responsibilities is quite common in this organization.
5 4 3 2 1
11. 32 When seniors delegate authority to juniors, the juniors use it as an opportunity for
development.
5 4 3 2 1
12. 35 Career opportunities are pointed out to juniors by senior officers in the
organization.
5 4 3 2 1
13. 37 The organization ensures employee welfare to such an extent the employees can
save a lot of their mental energy for work purposes.
5 4 3 2 1
Table: 5 Employee Motivation Development Correlation Matrixes
significant. relationships with all other variables indicating that motivation level of the employees is quite high which is a
god sign of encouragement for improving and developing skills.
1 2 3 4 5 6 7 8 9 10 11 12 13
Item
No.
4 10 15 16 17 19 20 21 30 31 32 35 37
1 4 0.874* 0.594* 0.134 0.041 0.591* 0.886* 0.975* 0.121 0.773* 0.943* 0.886* 0.771*
2 10 0.897* 0.451* 0.061 0.441** 0.733* 0.850* 0.453* 0.912* 0.794* 0.697* 0.706*
3 15 0.607* -0.112 0.112 0.392** 0.621* 0.633* 0.881* 0.564* 0.467* 0.387**
4 16 0.457* 0.392** 0.303 0.107 0.038 0.184 0.195 0.158 0.076
5 17 0.783* 0.474* -0.155 -0.310 -0.296 -0.097 -0.126 0.474*
6 19 0.897* 0.446** -.418** 0.072 0.519* 0.497* 0.702*
7 20 0.788* -0.173 0.465* 0.813* 0.771* 0.824*
8 21 0.121 0.799* 0.977* 0.936* 0.617*
9 30 0.685* -0.060 -0.179 0.254
10 31 0.980* 0.585* 0.564*
11 32 0.980* 0.529*
12 35 0.430**
13 37
*Significant at .01 level **Significant at .05 level
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4.2 (II) (b) Initiatives, Delegation, Experimentation etc.
Similarly, the correlation between ‘employees are encouraged to take initiative’ (item no 30) was
significantly associated with delegation of authority ‘employees are encouraged to take initiative’
(Item no 31). It has been noticed that ‘employees are encouraged to take initiative’ (item no 31);
‘delegation of authority as opportunity for development’ (item no 32), pointing out career
opportunities to the juniors (item no. 35); ensuring saving energy by way of employee welfare (item
no 37) were closely and significantly related to each other. Some negative correlations were also
observed but they were not found to be significant except the relationship between item no. 14
‘Employees are encouraged to experiment new methods and try out creative ideas’ and item no. 30
‘Employees are encouraged to take initiative and do things on their own without having to wait for
instructions from supervisors’ which is quite understandable from the fact that government
departments are rule bound and hence approval of the superiors is needed for implementation of ideas.
From the above discussion, it can be inferred, that motivational climate for employee development in
the organization is quite conducive. It is quite evident from the inter-relations that employees are
encouraged to learn from their mistakes and appreciated for their good work. They are motivated to
accept delegation of authority to enable them for taking up higher responsibilities. Better informal
relationships and personnel policies are also useful in building employee motivation development.
4.2 (III) Organization Climate Development
Employee development cannot take place unless there is optimal level of developmental
climate in the organization. Organization climate development is characterized by a combination of
several factors including openness, collaboration, trust, autonomy, pro-activity, authenticity,
confrontation and experimentation.
In order to analyze whether there existed strong correlation in these variable i.e. to examine the
organization climate in the organization, inter-relationship in these variables was studied. For this
purpose 12 items were selected as mentioned in the table-6.
Table-7 shows that out of the 66 relationships 56 inter relations were found to be significant at .01
level. This shows that there is greater degree of developmental climate in this department which
enables employee development and growth of the organization.
4.2 (III) (a) Correlation in variables relating to top management perception and other variables
From the study of table-7 given below it is apparent that high degree of significant inter-
relations (>0.75) existed between the items including inter-relation of ‘The top management of the
organization goes out of its way to make sure that employees enjoy their work (item no. 1) with each
of the items development of the subordinates as a part of their job by managers/officers (item 3); top
management’s willingness to invest their time and resources for employee development (item 5);
managers belief that and people can be developed at any stage of their life (item 8); helpful behaviour
of the People (item 9); people don’t have fixed mental impression about each other (item 18);
employees are not afraid to express or discuss their feelings with their subordinates (item 27); team
spirit (item 33); problems are discussed openly (item 34). Positive and significant relationship of this
variable was also observe with (item 27); and employees openly discuss their feelings with their
superiors (item 28). These relationships indicate that the management policies are positive towards
employee development.
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Table: 6 Organization Climate Development Questionnaire
S. No. Item No.
(Appendix-1)
Organization Climate Development Statements Ratings
1. 1 The top management of the organization goes out of its way to make
sure that employees enjoy their work.
5 4 3 2 1
2. 2 The top management believes that human resources are extremely
important resource and that they can be treated more humanly.
5 4 3 2 1
3. 3 Development of the subordinates is seen as an important part of their
job by managers/officers here.
5 4 3 2 1
4. 5 Top management is willing to invest a considerable part of their time
and other resources to ensure the development of the employees.
5 4 3 2 1
5. 8 Managers in the organization believe that employee behavior can be
changed and people can be developed at any stage of their life.
5 4 3 2 1
6. 9 People in the organization are helpful to each other. 5 4 3 2 1
7. 18 People in the organization do not have fixed mental impression about
each other
5 4 3 2 1
8. 27 People trust each other in this organization. 5 4 3 2 1
9. 28 Employees are not afraid to express or discuss their feelings with
their superiors.
5 4 3 2 1
10. 29 Employees are not afraid to express or discuss their feelings with
their subordinates.
5 4 3 2 1
11. 33 Team spirit is of high order in this organization. 5 4 3 2 1
12. 34 When problems arise people discuss these problems openly and try to
solve them rather than keep accusing each other behind the back.
5 4 3 2 1
Table: 7 Organization Climate Development Correlation Matrix
1 2 3 4 5 6 7 8 9 10 11 12
Item No 1 2 3 5 8 9 18 27 28 29 33 34
1 1 -0.023 0.819* 0.978* 0.989* 0.821* 0.991* 0.687* 0.659* 0.758* 0.758* 0.955*
2 2 0.491* -0.073 0.087 0.522* -0.090 0.663* 0.671* -0.201 0.096 -0.132
3 3 0.747* 0.847* 0.947* 0.762* 0.845* 0.865* 0.629* 0.874* 0.679*
4 5 0.981* 0.746* 0.997* 0.680* 0.669* 0.626* 0.951* 0.986*
5 8 0.861* 0.983* 0.778* 0.669* 0.626* 0.988* 0.956*
6 9 0.759* 0.913* 0.859* 0.610* 0.889* 0.697*
7 18 0.659* 0.643* 0.689* 0.966* 0.980*
8 27 0.970* 0.251 0.751* 0.640*
9 28 0.192 -0.713 0.616*
10 29 0.765* 0.597*
11 33 0.920*
12 34
*Significant at .01 level **Significant at .05 level
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4.2 (III) (b) Trust, Co-Operation, Team Spirit, Openness etc.
A scrutiny of the table-7 indicates that these items are not only closely associated with each other but
also with other variables. Mutual co-operation (item 9) has positive and significant relationship with
trust (item 27), team spirit (item 33) and openness (item 28, 29, 34). Similarly, these variables are
closely associated with other variables including belief of the top management in employee
development (item 1, 2, 5) and role of the superiors in employee development (item 3, 8, 18).
From the above, it can be concluded that organizational development climate in this department is
quite conducive for employee development. The management, superiors and subordinates co-operate
each other, policies are supportive and there is free expression of ideas and sharing of problems.
Further, there exists trust and team spirit. On the whole, good developmental climate prevails here.
4.3 Inter-relationship between Employee Development Score; Competency, Motivation and
Climate Score
In order to understand the nature of employee development in this organization the total score of 38
items on 5-point scale was derived and termed as ‘Employee Development Score’. This score was
compared with the scores of all the three factors of employee development i.e. competency
development, motivation development and organization climate development. Correlations in all the
variables are presented in Table-8 below:
Table 8: Correlation Matrix of Employee Development Score; Competency, Motivation and Climate Development Score
Employee
Development
Score
Employee
Competency
Development
Employee
Motivation
Development
Organizational
Climate
Development
1 2 3 4
1 Employee
Development Score
0.996* 0.986* 0.991*
2 Employee
Competency
Development
0.984* 0.980*
3 Employee
Motivation
Development
0.960*
4 Organizational
Climate
Development
* significant at .01 level
A close look at the table shows that the relationship of Employee Developmental Score is highly
correlated with Employee Competency Development (r=0.996); Employee Motivation Development
(r=0.986) and Organizational Climate Development (r=0.991). These relationships are highly positive
and statistically significant. Further, high degree of correlation existed between Employee
Competency Development and Employee Motivation Development (r=0.984) Employee Competency
Development and Organizational Climate Development (r=0.980); and Employee Motivation
Development and Organizational Climate Development (r=0.960) indicating that there is highest
opportunity for employee development for the employees in the department. From these relationships
it can be inferred that the organization takes interest in employee development, the policies of the
organization are supportive and there is good inter personal relation among the employees. Besides,
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the organization has developed a climate of trust, co-operation, team-work and openness which leads
to employee development.
5 Conclusion
On the whole the study of Employee Development in the selected Government Department brings out
the following conclusions:
1. There existed a ‘good’ development climate in the organization, overall Mean Score being
3.90 which is quite close to the mean score of 4 required to designate the development climate
as ‘good’.
2. 16 items had a mean score of greater than 3.90, out of which 14 had a mean score of greater
than 4 indicating that a large number of items contribute to the building up of good climate.
Besides, there are 7 items with a mean score of 3.87 which is quite close to the overall mean
score.
3. As regards employee competency development, the variables selected for the purposes were
normally positively correlated and most of the correlation values (65 out of 78) were found to
be statistically significant at .01 and .05 level. It appears that there are good inter-personal
relations among the employees. It seems that good and supportive environment for
development and utilization of employee potentials existed in the organization. Performance
appraisal and feedback are also assisting employee development.
4. Employee motivation development also seems to contribute to employee development. The
variables selected on this dimension also showed positive and significant relationship. In all,
54 out of 78 correlations were found to be statistically significant. Personnel policies appear
to be supportive. Existence of delegation of authority, initiative taking and experimentation
on the part of superiors and subordinates both are signs of employee development. Besides, it
has been found that in this department, strong informal relations have been built up which
further strengthen the development and growth of employees.
5. Organizational climate development seems to be quite effective for employee development as
56 inter-relationships out of 66 were found to be statistically significant. High degree of
correlation was found among the variables like team-spirit, trust, co-operation,
experimentation, authenticity etc. On the whole, the climate is highly positive and conducive
for development.
6. High degree of correlation was observed when the cumulative values of the scores of all the
three dimensions i.e. employee competency development, employee motivation development
and organizational climate development were compared with the cumulative scores of all the
38 items namely employee development score. It appears that there is high order of employee
development in the organization especially for this department.
On the whole, it can be concluded that all the three constituents of employee development i.e.
employee competency development, employee motivation development and organizational climate
development are enabling in developing employee competencies and growth of the organization as
evident from the opinions of the respondents. This government department in particular has been
maintaining a good harmony, co-operation, co-operation, trust, support, superior-subordinate
relationship, proper implementation of policies, objective assessment and feedback. It has helped in
developing climate for employee development, raising motivation and creating atmosphere for
improving competencies of the people and utilizing their potentials.
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The objectives of the study seem to be fully met with following observations:
1. That there are sufficient opportunities for competency development for the employees in the
organization.
2. That the employees are duly motivated by the superiors, peers and the management policies
and there motivational needs are properly attended.
3. That there exists conducive organizational development climate where employees can
develop their skills, utilize their potentials and can grow their competencies to any level.
4. That there is high degree of correlation among many of the variables on all the dimensions
including competency, motivation and climate development. Further, overall employee
development is also highly correlated with these dimensions.
5. That the employee development is likely to bring better superior-subordinate relationships,
sound developmental climate and high level of motivation which will help the organization to
grow rapidly.
Employee development can be further improved if some of the variables which are positive but not
significant are taken care of and some of the variables which have negative correlation although not
significant are improved. It is worth mentioning that in some cases, the opinions of the respondents
are varied and divided which again speaks of the bottlenecks in employee development in the
organization. However, there appears to be cohesiveness in the opinions of the respondents on
employee development to a great extent.
To sum up, the organization has created climate for development of employee competencies and
motivation level of the employees in this department is quite high and they appear to be taking full
use of the developmental climate and are developing new skills and competencies.
6 References
[1] Katz, Daniel (1994), “Study of Competency Mapping”, Harvard Business Review.
[2] Rao, T.V. and Abraham E. (1986), “Human Resource Development Climate in Indian organization”. In
.V.Rao and D.F.Pereira Ed. Recent Experiences in Human Resources Development, New Delhi: Oxford
and IBH, 70 - 98.
[3] Rao, T.V. Readings in Human Resource Development Oxford & IBH Publishing Co. Pvt. Ltd., New
Delhi, 1991.
[4] Maslow, A. (1946) “A Theory of Human Motivation” Psychological Review, 50, 370-96
[5] Jain V K, Singhal K C and Singh U C (1997), “HRD Climate in Indian Industry”, Productivity, 37(4):
628-639.
[6] United Nations Development Programme (2006), “Incentive systems: incentives, motivation, and
development performance”, Conference Paper #8 Working Draft, November.
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