STRENGTH AND WEAKNESS OF HRD...

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CHAPTER 7

STRENGTH AND WEAKNESS OF HRD ACTIVITIES

7.1 INTRODUCTION

Human Resource Development (HRD) aims at providing

opportunities to individuals for full expression of their potential, and focus on the

creation of values and culture conducive to individual growth in the organisational

context. In other words, it works for the creation of a progressive organisation and

seeks to develop human resources towards greater sharing of personal, social and

economic values. The success of HRD in an organisation depends, to a large extent,

on the existence of a favourable HRD climate. HRD is more personnel-oriented than

technology-oriented, and it is believed that participation and communication would

bring about greater commitment, efficiency, and growth of individuals.

This chapter analyses the third objective of the research study “To

understand the strength and weakness of the HRD activities in the organisations”.

7.2 STRENGTH OF HRD ACTIVITIES

The strength of various HRD activities in the steel based state

public sector enterprises in Kerala, was found from the responses of Human

Resource Development Climate (HRDC) Questionnaire. The components of HRD

climate: (1).General climate, (2).HRD (OCTAPACE) culture, and (3).HRD

mechanisms were analysed to know the strong areas of HRD activities by using

Standard Deviation and Z test. The elements of each of components of HRD climate

analysed through the responses of the questionnaire by taking scores of moderate/

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favourable and higher scores i.e., mean 3 and above (scores of 50% and above),

taken as strength of HRD activity.

7.2.1 General Climate

Z-test was applied to test the significance of general climate of steel

based state public sector enterprises in Kerala. The study tested the following

hypothesis for the same.

Hypothesis 1

H0: General climate in steel based state public sector enterprises in Kerala is average

against the hypothesis (H1) that it is high.

Table 7.1: Descriptive statistics and Z value of General Climate

HRD Climate element Minimum Maximum Mean Std.

Deviation Z-value

General Climate 1.38 5.00 3.1 0.69 2.74**

** Significant at 0.01 levels

Critical value of Z at one percent level of significance is 2.33. Here

the calculated value 2.74 is greater than the critical value. Hence the hypothesis

stating that, “General climate in steel based state public sector enterprises in Kerala

is average” is rejected at a level of significance of 0.01, and so the general climate in

steel based state public sector enterprises in Kerala is high.

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In the responses related with General Climate, only two elements

i.e. Commitment of Line Management and Positive Attitude towards development

scored favourable conditions which show the strength of HRD activity.

Table 7.2: Percentage and Mean Scores Showing the Strong Dimensions of the General Climate

Item Mean Percentage score

Line Management Commitment 3.5 63.3

Positive attitude towards development 3.2 55.3

Fig.7.1: Comparison of Percentage Scores Showing the Strong Dimensions of the General Climate

63.3

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Line Management Commitment Positive attitude towardsdevelopment

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7.2.1.1 Commitment of Line Management

Item No.47, “Seniors are interested in participating with your

efforts to make decisions on the matters of executing work”, has scored mean value

of 3.41 and 60.3% of the rating scale. This showed a favourable condition.

For the item No.50 “The superiors have the feeling that your

personal involvement is essential for the target to be achieved”, has the mean score

of 3.65 and 66.3% of the rating scale. This also showed favourable condition.

Table 7.3: Mean and Percentage to the item related to Line management

Commitment

Item No Mean Percentage

47 3.41 60.3

50 3.65 66.3

Overall Score 3.53 63.3

Overall mean score of 3.53 and percentage score 63.3 showed that

the commitment of line management in steel based state public sector enterprises in

Kerala was good and in appreciable condition.

7.2.1.2 Positive Attitude Towards Development

Item No.11 “The manager/ supervisors in your department think

that your development is an important part of their job”, has scored mean value of

3.32 and 58.0% of the rating scale. This showed a favourable condition.

For the item No. 14 “Your Senior Officer/ Executive in your

department takes active interest in you and helps you learn your job”, has the mean

score of 3.27 and 56.8% of the rating scale. This also showed favourable condition.

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Table 7.4: Mean and Percentage to the item related to Positive Attitude Towards

Development


11 3.32 58.0

14 3.27 56.8

20 3.29 57.3

24 3.05 51.3

39 3.46 61.5

43 2.93 48.3

44 3.17 54.3


Item No. 20 “Your seniors guide you and prepare you for future

responsibilities/ roles you are likely to take up”, has scored mean value of 3.29 and

57.3% of the rating scale. This showed a favourable condition.

For the item No. 24 “When you do a good work, your supervising

officer takes special care to appreciate it”, has the mean score of 3.05 and 51.3% of

the rating scale. This also showed favourable condition.

Item No. 39 “Delegation of authority to encourage juniors to

develop handling higher responsibilities is quite common in this firm”, has scored

mean value of 3.46 and 61.5% of the rating scale. This showed a favourable

condition.

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For the item No. 43 “When you do a good work, your supervising

officer takes special care to appreciate it”, has the mean score of 2.93 and 48.3% of

the rating scale. This item was the only item which showed unfavourable condition

under the element “positive attitude towards development”.

Item No. 44 “Company’s future plans are made known to the

management staff to help them develop their juniors and prepare them for the future”

has scored mean value of 3.17 and 54.3% of the rating scale. This showed a

favourable condition.

The overall mean score of 3.2 and percentage score 55.3 showed

that the positive attitude towards development in steel based state public sector

enterprises in Kerala was good and in appreciable condition.

7.2.2 HRD (OCTAPACE) Culture

Z-test was applied to test the significance of HRD (OCTAPACE)

Culture of steel based state public sector enterprises in Kerala. The study tested the

following hypothesis for the same.

Hypothesis 2

H0: HRD (OCTAPACE) culture in steel based public sector enterprises in Kerala is

average against the hypothesis (H1) that it is high.

Table 7.5: Descriptive statistics and Z value of HRD (OCTAPACE) Culture

HRD Climate element Minimum Maximum Mean Std.

Deviation Z-value

HRD (OCTAPACE)

Culture 1.78 4.89 3.5 0.55 17.18**


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in this case, the calculated value 17.18 is greater than the critical value. Hence the

hypothesis stating that, “HRD (OCTAPACE) culture in steel based public sector

enterprises in Kerala is average” is rejected at a level of significance of 0.01, and

so HRD (OCTAPACE) culture in steel based state public sector enterprises in

Kerala is high.

In the responses related with HRD (OCTAPACE) culture, all the

eight elements i.e. Openness, Confrontation, Trust, Authenticity, Proactivity,

Autonomy, Collaboration and Experimentation scored favourable conditions which

show the strength of HRD activity.

Table 7.6: Percentage and Mean scores showing the Strong Dimensions of HRD

(OCTAPACE) Culture


Openness 3.36 59.0

Confrontation 3.71 67.8

Trust 3.56 64.0

Autonomy 3.48 62.0

Proactivity 3.03 50.8

Authenticity 3.26 56.5

Collaboration 3.60 65.0

Experimentation 3.98 74.5

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Fig.7.2: Percentage scores of showing the Strong Dimensions of in HRD (OCTAPACE) Culture

7.2.2.1 Openness

Item No.18 “Employees in this firm are very informal and do not

hesitate to discuss their personal problems with their supervisors”, has scored mean

value of 3.17 and 54.3% of the rating scale. That showed a favourable condition.

For the item No.37 “You and other employees in this firm are not

afraid to discuss your feelings with your subordinates”, has the mean score of 3.55

and 63.8% of the rating scale. That also showed favourable condition

Table 7.7: Mean and Percentage to the item related to Openness


18 3.17 54.3

37 3.55 63.8


59

67.864 62

50.856.5

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that the Openness in steel based state public sector enterprises in Kerala was good

and in appreciable condition.

7.2.2.2 Confrontation

Item No. 36 “You and other employees in this firm are not afraid to

express/discuss your feelings with your supervisors”, has scored mean value of 3.61

and 65.3% of the rating scale. This showed a favourable condition.

For the item No. 49 “You are prepared to anticipate the practical

difficulties in the work and can adjust with the forthcoming changes”, has the mean

score of 3.81 and 70.3% of the rating scale. This also showed favourable condition.

Table 7.8: Mean and Percentage to the item related to Confrontation


36 3.61 65.3

49 3.81 70.3



that the Confrontation in steel based state public sector enterprises in Kerala was

good and in appreciable condition.

7.2.2.3 Trust

Item No. 26 “People in this firm do not have any fixed mental

impression about each other” has scored mean value of 3.37 and 59.3% of the rating

scale. This showed a favourable condition.

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For the item No. 35 “People trust one another in this firm”, has the

mean score of 3.75 and 68.8% of the rating scale. This also showed favourable

condition.

Item No. 42 “When problems arise, you and co-employees discuss

these problems openly and try to solve them rather than keep accusing each other

behind the back”, has scored mean value of 3.57 and 64.3% of the rating scale. This

showed a favourable condition.

Table 7.9: Mean and Percentage to the item related to Trust


26 3.37 59.3

35 3.75 68.8

42 3.57 64.3



that the Trust in steel based state public sector enterprises in Kerala was good and in

appreciable condition.

7.2.2.4 Authenticity

Item No. 27 “You are encouraged to experiment with new methods

and try out creative ideas”, has scored mean value of 3.04 and 51.0% of the rating


For the item No. 58 “You get job opportunities to utilise your

personal skills in the work”, has the mean score of 3.48 and 62.0% of the rating

scale. This also showed favourable condition.

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Table 7.10: Mean and Percentage to the item related to Authenticity


27 3.04 51.0

58 3.48 62.0



that the Authenticity in steel based state public sector enterprises in Kerala was good

and in appreciable condition.

7.2.2.5 Proactivity

Item No. 48 “Employees are persuaded to take risk in getting the

work in time”, has scored mean value of 3.46 and 61.5% of the rating scale. This


For the item No. 52 “You would like to avoid shop floor work as

you think there is ambiguity”, has the mean score of 2.60 and 40.0% of the rating

scale. This showed unfavourable condition. This was the only item, which showed

unfavourable condition under the elements of HRD (OCTAPACE) Culture.

Table 7.11: Mean and Percentage to the item related to Proactivity


48 3.46 61.5

52 2.60 40.0


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that the Proactivity in steel based state public sector enterprises in Kerala was

average and in moderate condition.

7.2.2.6 Autonomy

Item No. 19 “The physiological climate in this firm is very

conducive for any employee interested in developing himself by acquiring new

knowledge and skills”, has scored mean value of 3.16 and 54.0% of the rating scale.

This showed a favourable condition.

For the item No. 38 “You are encouraged to take initiative and do

think on your own without having to wait for instructions from your supervisors”,

has the mean score of 3.81 and 70.3% of the rating scale. This also showed


Table 7.12: Mean and Percentage to the item related to Autonomy


19 3.16 54.0

38 3.81 70.3



that the Autonomy in steel based state public sector enterprises in Kerala was good

and showed an appreciable condition.

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7.2.2.7 Collaboration

Item No. 17 “People in this organisation are helpful to one

another”, has scored mean value of 3.61 and 62.3% of the rating scale. This showed

a favourable condition.

For the item No. 41 “Team spirit is of high order in this firm”, has

the mean score of 3.51 and 62.8% of the rating scale. This also showed favourable

condition.

Item No. 51 “The employees in this firm like to work in groups

with co-operation” has scored mean value of 3.66 and 66.5% of the rating scale.


For the item No. 54 “Other categories of employees in this firm are

always co-operating with you”, has the mean score of 3.61and 65.3% of the rating


Table 7.13: Mean and Percentage to the item related to Collaboration


17 3.61 65.3

41 3.51 62.8

51 3.66 66.5

54 3.61 65.3



that the Collaboration in steel based state public sector enterprises in Kerala was

good and showed an appreciable condition.

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7.2.2.8 Experimentation

Item No. 40 “When authority is delegated to you, you use it as an

opportunity for development”, has scored mean value of 3.98 and 60.3% of the

rating scale. This showed a favourable condition.

Table 7.14: Mean and Percentage to the item related to Experimentation


40 3.98 60.3

The mean score of 3.98 and percentage score 60.3 showed that the

Experimentation in steel based state public sector enterprises in Kerala was good and

showed an appreciable condition.

All the elements in HRD (OCTAPACE) culture were found in

favourable condition. Hence we can say that HRD (OCTAPACE) culture among the

employees in the steel based state PSUs in Kerala was good.

7.2.3 HRD Mechanisms

Z-test was applied to test the significance of HRD mechanisms of

steel based state public sector enterprises in Kerala. The study tested the following

hypothesis for the same.

Hypothesis 3

H0: HRD Mechanisms in steel based public sector enterprises in Kerala is

average against the hypothesis (H1) that it is high.

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Table 7.15: Descriptive statistics and Z value of HRD mechanisms

HRD Climate element Minimum Maximum Mean

Std. Deviation

Z-value

HRD Mechanisms 1.48 4.81 3.1 0.62 3.05**



the calculated value 3.05 is greater than the critical value. Hence the hypothesis

stating that, “HRD Mechanisms in steel based public sector enterprises in Kerala is

average” is rejected at a level of significance of 0.01, and so HRD Mechanisms in

steel based state public sector enterprises in Kerala is high.

In the responses related with HRD mechanisms, the elements i.e.

Performance Appraisal, Grievance Mechanism, Feedback and Counselling, Training,

Recruitment and Selection and Job Rotation scored favourable conditions which

show the strength of HRD activity.

Table 7.16: Percentage and Mean scores showing the Strong Dimensions of HRD

mechanism


Performance Appraisal 3.36 54.3

Grievance Mechanism 3.56 59.8

Training 3.48 63.8

Job Rotation 3.26 55.8

Recruitment and selection 3.98 58.5

Feedback and Counselling 3.53 63.3

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Fig. 7.3: Percentage scores of showing the Strong Dimensions of HRD mechanism

7.2.3.1 Performance Appraisal

Item No. 15 “Those of you lacking competence are helped to acquire

it rather than left unattended”, has scored mean value of 3.18 and 54.5% of the rating


For the item No. 16 “You get job opportunities to utilise your

personal skills in the work”, has the mean score of 3.32 and 58.0% of the rating


Item No. 21 “The top management of this firm makes effort to

identify and utilise your potential”, has scored mean value of 3.09 and 52.3% of the

rating scale. This showed a moderate condition.

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For the item No. 22 “Promotion decisions are based on the

suitability of the promotee rather than on favouritism”, has the mean score of 2.79

and 44.8% of the rating scale. This showed unfavourable condition. This was the

only item, which showed unfavourable condition under the element Performance

Appraisal.

Item No. 25 “Performance appraisal reports in this firm are based

on objective assessment and adequate information and not on favouritism”, has

scored mean value of 3.36 and 59.0% of the rating scale. This showed a favourable

condition.

For the item No. 59 “The working environment in this firm is

congenial to exploit your potentialities optionally”, has the mean score of 3.27 and

56.8% of the rating scale. This also showed favourable condition.

Table 7.17: Mean and Percentage to the items related to Performance

Appraisal


15 3.18 54.5

16 3.32 58.0

21 3.09 52.3

22 2.79 44.8

25 3.36 59.0

59 3.27 56.8


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Performance Appraisal in steel based state public sector enterprises in Kerala was

good and showed a moderate condition.

7.2.3.2 Grievance Mechanism

The item No. 28 “When you make a mistake, your supervisors treat

it with understanding and help you to learn from such mistakes rather than punishing

you or discouraging you”, has scored mean value of 3.39and 59.8% of the rating


Table 7.18: Mean and Percentage to the item related to Grievance Mechanism


28 3.39 59.8


Grievance Mechanism in steel based state public sector enterprises in Kerala was

good and showed an in appreciable condition.

7.2.3.3 Feedback and Counselling

Item No. 29 “Your weaknesses are communicated to you in a non

threatening way” has scored mean value of 3.46 and 61.5% of the rating scale. This


For the item No. 30 “When the feedback on behaviour is given to

you, you take it seriously and use it for development”, has the mean score of 3.69

and 67.3% of the rating scale. This also showed favourable condition.

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Item No. 31 “Employees, like you, in this firm take pains to find

your strength and weakness from your supervising officers and colleagues”, has

scored mean value of 3.45 and 61.3% of the rating scale. This showed a favourable

condition.

Table 7.19: Mean and Percentage to the items related to Feedback and Counselling


29 3.46 61.5

30 3.69 67.3

31 3.45 61.3



Feedback and Counselling in steel based state public sector enterprises in Kerala was

good and showed an appreciable condition.

7.2.3.4 Training

Item No. 32 “When you and your fellow workers are sent for

training, you take it seriously and use it for development”, has scored mean value of

3.73 and 68.3% of the rating scale. This showed a favourable condition.

For the item No. 33 “When you are returning from training

programmes, you are given opportunities to try out what you have learnt”, has the

mean score of 3.45 and 61.3% of the rating scale. This also showed favourable

condition.

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Item No. 34 “You are sponsored for training programmes on the

basis of genuine training needs” has scored mean value of 3.48 and 62.0% of the

rating scale. This showed a favourable condition.

Table 7.20: Mean and Percentage to the items related to Training


32 3.73 68.3

33 3.45 61.3

34 3.48 62.0



Training in steel based state public sector enterprises in Kerala was good and showed

an appreciable condition.

7.2.3.5 Recruitment and Selection

Item No. 57 “The present job specifications are adequate for the

present work pattern”, has scored mean value of 3.34 and 58.5% of the rating scale.


Table 7.21: Mean and Percentage to the item related to Recruitment and Selection


57 3.34 58.5

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Recruitment and Selection in steel based state public sector enterprises in Kerala was

good and in appreciable condition.

7.2.3.6 Job Rotation

Item No. 46 “Job rotation in this firm facilitates employee

development” has scored mean value of 3.23 and 55.8% of the rating scale. This


Table 7.22: Mean and Percentage to the item related to Job Rotation


46 3.23 55.8


Job Rotation in the steel based state public sector enterprises in Kerala was good and

showed a moderate condition.

7.3 WEAKNESS OF HRD ACTIVITIES

The strength of various HRD activities have already been discussed

in the first part of this chapter. The weakness of various HRD activities in the steel

based state public sector enterprises in Kerala, were found from the responses of

Human Resource Development Climate (HRDC) Questionnaire. The elements of

each of components of HRD climate analysed through the responses of the

questionnaire by taking scores of unfavourable and lower scores i.e., mean below 3

(scores below 50%), taken as weak dimensions of HRD activity.

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7.3.1 General Climate

In the responses related with General Climate the two elements i.e.

Top Management Style and Philosophy and Personnel policies, scored unfavourable

condition which show the weak dimensions of HRD activity.

Table 7.23: Percentage and Mean Scores Showing the Weak Dimensions of the

General Climate


Top management philosophy 2.8 44.5

Personnel Policies 2.9 46.5

Fig. 7.4: Percentage Scores Showing the Weak Dimensions in the General Climate

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7.3.1.1 Top Management Style and Philosophy

Item No. 9 “The top management of this firm goes out of its way to

make sure that employees enjoy their work”, has scored mean value of 2.69 and

42.3% of the rating scale. This showed an unfavourable condition.

For the item No. 10 “The top management believes that human

resources are extremely important resource and that they have to be treated more

humanly”, has the mean score of 3.14 and 53.5% of the rating scale. This showed a


Item No. 13 “The top management is willing to invest a

considerable part of their time and other resources to ensure development of

employees”, has scored mean value of 2.50 and 37.5% of the rating scale. This

showed an unfavourable condition.

Table 7.24: Mean and Percentage to the items related to Top Management Style

and Philosophy


9 2.69 42.3

10 3.14 53.5

13 2.50 37.5



Top management philosophy in steel based state public sector enterprises in Kerala

was not good and showed an unfavourable condition.

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7.3.1.2 Personnel policies

Item No. 12 “Employee development oriented personnel policies

are there in your organisation” has scored mean value of 2.86 and 46.5% of the

rating scale. This showed an unfavourable condition.

Table 7.25: Mean and Percentage to the item related to Personnel policies


12 2.86 46.5


Personnel policies in the steel based state public sector enterprises in Kerala were not

existing or not good and are in an unfavourable condition.

7.3.2 HRD (OCTAPACE) Culture

In the responses related with HRD (OCTAPACE) culture, all the

eight elements i.e. Openness, Confrontation, Trust, Authenticity, Proactivity,

Autonomy, Collaboration and Experimentation scored favourable condition (mean:

above 3 and percentage: above 50) which show the strength of HRD activity.

7.3.3 HRD Mechanisms

In the responses related with HRD mechanisms, the elements i.e.,

Career Planning, Employee Welfare and Quality Work Life, and Rewards scored

unfavourable conditions which show the weak dimensions of HRD activity.

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Table 7.26: Percentage and Mean scores of showing the Weak Dimensions of HRD mechanisms


Career Planning 2.30 32.5

Employee Welfare and quality work life 2.75 43.8

Rewards 2.81 45.3

Fig. 7.5: Percentage scores of showing the Weak Dimensions of HRD mechanisms

7.3.3.1 Career Planning

Item No. 55 “Promotions are not delayed and are sanctioned in

time” has scored mean value of 2.3 and 32.5% of the rating scale. This showed an

unfavourable condition.

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Table 7.27: Mean and Percentage to the item related to Career Planning


55 2.3 32.5


Career Planning in the steel based state public sector enterprises in Kerala was not

good and showed an unfavourable condition.

7.3.3.2 Employee Welfare and Quality Work Life

Item No. 45 “Your company ensures employee welfare to such an

extent that the employees can save a lot of their mental energy for work purposes”,

has scored mean value of 2.75 and 43.8% of the rating scale. This showed an

unfavourable condition.

For the item No. 53 “Employee welfare measures are well

administered in this firm”, has the mean score of 2.75 and 43.8% of the rating scale.

This also showed an unfavourable condition.

Table 7.28: Mean and Percentage to the items related to Employee Welfare and Quality Work Life


45 2.75 43.8

53 2.75 43.8

60 2.74 43.5


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Item No. 60 “This firm is also interested in the welfare of your

family members”, has scored mean value of 2.74 and 43.5% of the rating scale. This



Employee Welfare and Quality Work Life in steel based state public sector

enterprises in Kerala was not good and showed an unfavourable condition.

7.3.3.3 Rewards

Item No. 23 “There are mechanisms in this firm to reward any good

work done or any contribution made by you” has scored mean value of 2.85 and

46.3% of the rating scale. This showed an unfavourable condition.

For the item No. 56 “The shop floor workers in this firm are getting

adequate and sufficient remunerations when compared to other categories in this

organisation”, has the mean score of 2.77 and 44.3% of the rating scale. This also


Table 7.29: Mean and Percentage to the items related to Rewards


23 2.85 46.3

56 2.77 44.3



Rewards in steel based state public sector enterprises in Kerala were not good and

showed an in unfavourable condition.

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7.4 FACTORS CONTRIBUTING TO STRENGTH OF HRD ACTIVITIES

The analysis revealed that the overall elements of HRD climate, i.e.,

General Climate, HRD (OCTAPACE) Culture, and HRD Mechanisms were in

favourable conditions which show strength of HRD activities. On the basis of data

analysis, the factors contributing to favourable dimensions of HRD culture were as

given below:

a) Educated, experienced and skilled work force

b) Positive and motivating attitude of supervisors and executive staff

c) Dedicated and committed line managers

d) Cultural heritage

e) High rate of literacy in the state

f) Positive attitude of some trade unions of the employees

g) The employee’s opportunities to express their view points were quite

successful

h) Well developed and signified cohesion and trust in employees and their

personal relationship

i) Encouraging risk taking and experimentation

j) A general climate of trust

k) Freedom to let people to work independently with responsibility

7.5 FACTORS CONTRIBUTING TO WEAKNESS OF HRD ACTIVITIES

The analysis of HRD Climate revealed that overall scores were in

favourable condition. But some elements of General Climate, HRD (OCTAPACE)

Culture, and HRD Mechanisms were found in unfavourable condition which show

weakness of HRD activities. The factors contributing to weakness of HRD activities

were as given below:

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a) Non conformity of actions with the declaration of the top management

b) Lack of clear cut and adequately defined policy on human resources

c) Incompetency of persons who are responsible for the development of

human resources

d) Inadequate utilisation of HRD instruments and system

e) Inadequate delegation of power and autonomy to the implementing officers

at various levels

f) Behavioural issues which are varying from person to person, occupied at

the key position of management

g) Inadequate basic qualification of some of employees in top management

position

h) Ambiguity in defining power of various levels and categories of officials

i) Various religious and cultural elements come in the way of effective

implementation of a healthy climate.

7.6 CONCLUSION

Chapter 7 analyses the third objective of the research study “To

understand the strength and weakness of the HRD activities in these organisations”.

The elements of each component of HRD climate was analysed through the

responses of the questionnaire by taking scores of moderate/favourable and higher

scores i.e., mean 3 and above (scores of 50% and above), taken as strength of HRD

activity. The elements of each of component of HRD climate was analysed through

the responses of the questionnaire by taking scores of unfavourable and lower scores

i.e., mean below 3 (scores below 50%) taken as weakness of HRD activity.

The analysis revealed that the overall elements of HRD climate, i.e.,

General Climate, HRD (OCTAPACE) Culture, and HRD Mechanisms were in

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favourable conditions which show strength of HRD climate. In the responses related

with General Climate the two elements i.e. Commitment of Line Management and

Positive Attitude towards development, scored favourable condition which show the

strength of HRD activity. In the responses related with HRD (OCTAPACE) culture,

all the eight elements i.e. Openness, Confrontation, Trust, Authenticity, Proactivity,

Autonomy, Collaboration and Experimentation scored favourable condition which

show the strength of HRD activity. In the responses related with HRD mechanisms,

the elements i.e. Performance Appraisal, Grievance Mechanism, Feedback and

Counselling, Training, Recruitment and Selection and Job Rotation scored

favourable conditions, which show the strength of HRD activity.

In the responses related with General Climate the two elements i.e.

Top Management Style and Philosophy and Personnel policies, scored unfavourable

condition which show the weakness of HRD activity. In the responses related with

HRD mechanisms, the elements i.e., Career Planning, Employee Welfare and

Quality Work Life, and Rewards scored unfavourable conditions which show the

weakness of HRD activity.

The factors contributing to the strength of HRD activities were

educated, experienced and skilled work force, positive and motivating attitude of

supervisors and executive staff, dedicated and committed line managers, well

developed and signified cohesion and trust in employees their personal relationship,

encouraging risk taking and experimentation, a general climate of trust, freedom to

let people to work independently with responsibility, the employee’s opportunities to

express their view points were quite successful, cultural heritage, high rate of literacy

in the state, and positive attitude of some trade unions of the employees.

The factors contributing to the weakness of HRD activities were

nonconformity to actions with the declaration of the top management, lack of clear

cut and adequately defined policy on human resources, incompetency of concerned

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persons who are responsible for the development of human resources, inadequate

utilisation of HRD instruments and system, inadequate delegation of power and

autonomy to the concerned implementing officers at various levels, behavioural

issues which are varying from person to person, occupied at the key position of

management, inadequate basic qualification of some of employees in top

management position, ambiguity in defining power of various levels and categories

of officials, and various religious and cultural elements come in the way of effective

implementation of a healthy climate.

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STRENGTH AND WEAKNESS OF HRD...

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