2 ZIJMR Vol2 Issue5 May 2012

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International Journal of Multidisciplinary Research Vol.2 Issue 5, May 2012, ISSN 2231 5780
AN EMPIRICAL STUDY ON HRD CLIMATE AND ITS IMPACT ON JOB PERFORMANCE IN PRIVATE INSURANCE COMPANIES IN ODISHA
DR.BIRAJIT MOHANTY*; MS. SUSMITAPARIJA**; MR. GHANSYAMSAHU***
*Assistant Professor, Amity Business School, Bhubaneswar - 7501013, Odisha, India. **Senior Lecturer, Centre for IT Education, Bhubaneswar - 751001, Odisha, India. ***Research Associate, Amity Business School, Bhubaneswar - 7501013, Odisha, India.
ABSTRACT The Insurance sector today is a growing and evolving one. Being a service industry it, is highly dependent on the competencies of the employees. Therefore it is relevant to study the impact of HRD climate on the job performance of the employees working in the insurance companies. A congenial HRD climate is essential for sharpening competencies as well as motivating employees to perform exceptionally. For the purpose of the study a 38-item questionnaire on HRD climate, developed by T.V.Rao and E.Abraham was adopted for seeking the responses from the sample. A comparative analysis between the three components of HRD climate, i.e the General climate, HRD mechanism and the OCTAPAC culture was conducted using statistical measures like mean score, standard deviation and co-variance. The effect of HRD climate on HRD outcomes was established. The Job performance was studied using seven variables in a five point rating scale .An Alpha Cronbachs reliability test was conducted, which showed high internal consistency based on average inter-item correlation.It was found that the HRD mechanism was more conducive than the General climate and OCTAPAC culture.The findings also proved that four important HRD outcomes like motivation of employee commitment responsiveness and job satisfaction were high in the prevailing HRD climate.To study the impact of HRD climate on job performance, a regression analysis was performed.It was concluded that HRD climate was good in the private insurance sector in Odisha and has a positive influence on job performance of the employees of private insurance companies in Odisha.However the impact of HRD climate on job performance can further be strengthened by augmenting the attention of management on employee development and having more effective reward management system and a better psychological climate.
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KEYWORDS: General climate, HRD mechanism, OCTAPAC culture, HRD climate, HRD outcomes, Job performance. ___________________________________________________________________________ INTRODUCTION Human resourceis undoubtedly the most challenging and dynamic capital in an organization.They are the contributors to the intellectual capital, social capital and emotional capital of an organization; there by being the most important instruments behind every success or failureIn an age of bottleneck competition, where the customer has many choices to make from available products and services, it is imperative to develop a competent and retainable manpower base. It becomes further indisputable, in an era where knowledge, information and competencies change fast and becomes obsolete at a faster rate. Therefore, human resource development is an indispensable responsibility of the management.Human Resource development in an organizational context, is a process by which the employees of an organization are helped in a continuous planned way to : a)acquire or sharpen capabilities required to perform various functions associated with their present or future roles;(b) develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organizational development processes; and (c) develop an organizational culture in which supervisor-subordinate relationships, team workand collaboration among sub units are strong and contribute towards professional well being ,motivation and pride of employees(T.V.Rao,1985).It is logical to assume that the relationship between the HRD, social capital and emotional capital and organizational productivity is highly integrated(K.Brooks and F.M.Nafukho,2006). Organizational Climate refers to the "perceptions that organizations members shareregarding the fundamental elements of their organizations" (West et al., 1998).A developmental climate is necessary for effective HRD initiatives and implementation of HRD strategies. An organization that has a better HRD climate and processes is likely to be more effective that an organization which does not have(T.V.Rao, 1992).HRD Climate constitutes of General Climate, HRD Mechanisms and OCTAPAC Culture. General climate highlights the extent to which the management of an organization has sincere intention, determined will and takes supportive actions for developingits manpower. HRD Mechanism constitutes subsystems like performance management, training and development, Potential appraisal, career planning and development, reward management, quality of work life, self renewal mechanisms etc.The OCTAPAC culture underlines an organizational culture having elements like open and frank communication system, an environment of trust, opportunities to take decision and be innovative, a proactive attitude towards development by the employees and line mangers, a authentic approach towards developmental issues, and positive attitude for settling matters of dispute and grievances forthrightly with positive interaction.Research studies have shown that a conducive HRD Climate effects performance of the organization positively and enhances organizational commitment as well as job involvement and performance..HRD Climate affects individual performance in three ways a) by defining the stimuli that confronts the individual,b)by placing constraints on the individuals freedom of choice and c) by providing source of reward and punishment (B.Pattnayak, 1998).A congenial HRD Climate helps to
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boost employee morale and creates motivated and competent employees who are propelled by Organizational commitment and sensitivity towards organizational needs.The role of the HR department becomes pivotal in designing, developing and implementing effective policies, strategies and procedures of HRD mechanisms which help in creating positive perceptions in employees, there by enhancing organizational commitment. Studies have positively linked ten dimensions of HRD climate,such as participation, succession planning, counseling, appraisal, training, organizational development, human resource information system, career planning, reward and welfare, job enrichment towardsenhancing organizational commitment (Purang,2008).The various elements of a HRD Climate if exist to a good extent in an organization would definitely help in augmenting job satisfaction of employees(Solkhe and Choudhary,2011).It assists in creating a cordial and healthy relationship between various dyads, teams and inter-teams, supported by transparent communication. Research studies have proved that there exist a statistical co- relationship between specific elements in the organizational climate and four performance measures such as profitability,productivity,customer loyalty and employee retention (B.Pattnayak,2003).Organizational climate has been found to be a determiner of an organizations ability to sustain high performance. It provides levers to form an integrated people's strategy that shifts performance and the necessary tools that enable employees to do their jobs properly (Gonzalez, 1999). Studies linking climate and performance (Denison 1990; West et al., 1998; Burke and Litwin, 1992 and Kangis and Williams, 2000) claim that when employees perceive greater involvement in decision-making, information sharing and management support as favourable, it results in greater corporate effectiveness. Well motivated and committed work force,possessing high level of competency and experiencing optimum level of job satisfaction, having a fulfilling relationship with supervisors and subordinates, driven by organizational commitment could possibly perform their jobs better and deliver proper standardized service to the internal and external customers effectively and efficiently with minimization of errors and enhanced productivity. OBJECTIVES 1. To determine the level of HRD climate among employees in selected private Insurance companies. 2. To determine the relationship of HRD Climate and outcomes of a favourable HRD climate. 3. To analyses the impact of HRD climate on job performance of the employee. HYPOTHESIS H0 H0 : : There is a significant relationship between HRD Climate and favourable Outcomes of HRD. There is no significant relationship between HRD outcomes and job performance of the employees in the organization.
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REVIEW OF LITERATURE A number of research studies have been conducted to determine the level of HRD climate in an organization and the factors affecting it. Some of the reviewers are mentioned below: Silkhe and Chaudhary(2010) analyzed and examined the relationship and impact of HRD climate on job satisfaction as an organizational performance measure in selected public sector organizations. The findings indicate that HRD climate has a definite impact on job satisfaction which in turn leads to the increased organizational performance. RiyazRainayee,(2000) in a study on HRD climate in commercial banks found that the over all level of OCTAPAC values in the banks was perceived at a moderate level. Sharma &Purang,(2000) in their study on Value institutionalization and HRD climate: A case study of Navaratna Public sector organization found a positive relationship between value institutionalization and HRD climate, meaning there by a better and more ethical environment of the organization shall lead to a better HRD climate for the organization. Jain,Singhal&Singh,(1997) conducted a study on HRD climate in two PSUs,i.e BHELand NFL and concluded that the HRD climate is mainly a function of the effectiveness variables including individual efficiency, organizational efficiency and productivity and HRD variables including management policy on HRD, Organizational development , role analysis and training. Krishna &Rao,(1997) carried out an empirical study on organizational and HRD climate in BHEL and found that HRD climate in the organization encouraged middle and senior managers to experiment with new methods and try out creative methods. Eisenberger,Fasolo and Davis-LaMasto,(1990) found that the increased performance and positive work attitudes came from those employees who perceived that the HR Deptt. is concerned about them.From a practical point of view,this suggests that job satisfaction can be an important barometer of HRM effectiveness. STUDY DESIGN
For the purpose of the study, the researcher selected the insurance companies on the basis of purposive sampling and the respondents were selected on the basis of non probability random sampling.A total of 250 managers at different levelswere chosen randomly from various departments and functional areas of Organization keeping in view their total strength and range of activities. Out of 250 questionnaires distributed, only 190 questionnaires were received completed in all respects.Therefore, with 76% response rate, the researchers have conducted this study.
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INSTRUMENTS USED Anamiable HRD climate is extremely crucialto attend the business goals.Since climate is an outcome of culture, this study attempts to compare the HRD climate inprivate Insurance Sector. The present study is an attempt to assess the extent of HRD climate prevailing in five private insurancecompanies (Max New York Life Insurance Co. Ltd., Birla Sun Life Insurance Company Ltd. HDFC Standard Life Insurance Company Ltd., Tata AIG Life Insurance Company Ltd., and Bajaj Allianz Life Insurance Company Limited). A 38- item HRD climate questionnaire developed by Rao and Abraham (1990) was used and grouped into three categories: 1) General climate; 2) OCTAPAC culture; and 3) HRD Mechanisms (HRDM). Job Performance (JP) consisting of 7 items on a five point scale ranging from 5 (strongly agree) to 1 (strongly disagree) was used in the study. ANALYSIS FRAMEWORK: The mean score of each item theoretically range from 1.0 to 2.39 indicates poor HRD climate and Scores range from2.40 to3.93 indicate an average HRD climate on that dimension giving substantial scope for improvement. On the same dimension scores above 3.94to 5.0indicates very conducive HRD climate where most employees have positive attitudes towards the HRD policies and practices on that dimension and thereby to the organization itself. On job performance dimension, the study hasused North Carolina Rating Scale indicating up to 1.5 asUnsatisfactoryPerformance, 1.5 to 2.9 asBelow GoodPerformance, 3 to3.9 as Good Performance 4 to 4.5 as Very Good Performancewhere as range from 4.6 to 5as outstandingperformance.
HRD Climate
HRD Outcomes FIG.1 CONCEPTUAL MODEL FOR THE STUDY
Job Performance
RELIABILITY Alpha (Cronbachs) reliability of the two scales used is HRD Climate Job Performance : : 0.92 0.96
This indicates a very high internal consistency, based on average inter-item correlation.
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STATISTICAL MEASURE To analyze the results, various statistical measures such as Percentage, Mean, Standard Deviation, Coefficient of Variance andCorrelation were performed through SPSS 19 and MS Excel 2010. ANALYSIS AND DISCUSSION The analysis and discussions of this study are discussed under three broad sections. SectionIdiscussed the level of HRD climate prevailing in private insurance sector.Section-IIexplored the outcomes of a favourable HRD climate and Section-III analyzedhow HRD outcomes contribute to the Job Performance and the impact of the HRD Climate on job performance of the employees of private insurance sector in Odisha. SECTION- I HRD CLIMATE TABLE 1COMPARATIVE ANALYSIS OF HRD CLIMATE HRD Dimension s Cod e Mean Score 1-2.39 OCTAPAC X3 2.4-3.93 3.94-5.0 1-2.39 HRD Mechanism X2 2.4-3.93 3.94-5.0 1-2.39 General Climate X1 2.4-3.93 3.94-5.0 1-2.39 HRDC X 2.4-3.93 Average 89 46.67 Level Poor Average Frequenc y 62 92 Percentag AM e S 32.63 48.42 18.95 32.63 42.11 25.26
SD
CV
3.67
0.57 15.53
Conducive 36 Poor Average 62 80
3.98
0.32 8.04
Conducive 48 Poor Average 59 94
31.05 49.47 19.47 32.11 3.82 0.37 9.60 3.81 0.21 5.51
Conducive 37 Poor 61
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3.94-5.0
Conducive 40
21.23
AMS: Average Mean Score, SD: Standard Deviation, CV:Coefficient of Variance The table mentioned above shows that mean score of HRD Climate (HRDC) is 3.82 which indicate that average HRDC in insurance sector in Odisha. This corresponding score is recorded as the majority (about 46 per cent) isin between 2.4 to 3.94. A further probe into the data unveils that almost one third viewed HRDC as under poor categories. In the individual HRD dimension,HRDMregistered highest mean score of 3.98. The average mean score with regards the General Climate and OCTAPAC culture have been computed at 3.82 and 3.67 respectively. It is also inferred from the table that pluralist of 25 per cent of the respondent viewed that HRD mechanism is highly conducive as against below 25 per cent in General Mechanisms and OCTAPAC culture. Thus, it is inferred that only HRD mechanism is only found as conducive (AMS>3.93). BothGeneral climate and OCTAPAC culture in the Average Categories through General Climatefound to be slightly better than OCTAPAC in average mean score, standard deviation and coefficient of variance (CV). The results show a significant and positive strength of relationship of General Climate, HRD Mechanism and OCTAPAC Culture (r = 0.78, r = 0.72 and 0.67 respectively at p=0.001, p< 0.05) with over all HRD Climate in private Insurance sector in Odisha(Refer Appendix I). SECTION-II HRD OUTCOMES Afavourable HRD Climate is directly proportionate to the HRD Outcomes (HRDOs)in an organization. It helps to increase the job satisfaction and better commitment of the employees towards organization.Three important constituents ofHRDC, namely OCTAPAC, HRDM and GC arecompared with respect to different HRDOs. The result is presented below in Table 2.. TABLE 2:CONTRIBUTION OF HRDC ON HRDOS Code HRD Outcomes Motivation Commitment Competency Retention Y8 Y7 Y6 Y5 3.52 4.23 2.35 3.59 4.22 4.09 4.63 2.14 4.16 3.15 3.46 4.25 3.97 3.82 3.48 3.33 79.33 76.47 69.60 66.53
OCTAPAC X3
HRDM X2
GC X1
HRDC Percentage X
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Job Satisfaction Co-op from Superior Co-op from Sub-ordinate Responsiveness HRDO Percentage
Y4 Y3 Y2 Y1 Y
3.68 3.86 3.26 4.12 3.58 71.53
3.21 2.25 3.21 3.26 3.38 67.53
3.64 3.68 2.89 3.59 3.60 72.05
3.51 3.26 3.12 3.66 3.52 70.37
70.20 65.27 62.40 73.13 70.37
An insight into the empirical evidence contained in above table revealed that a mean score of 3.52 has been registered in overall HRD Outcomes. The corresponding mean score represents 70 per cent of the HRDO. A further probe into specific outcomes data revealed thatfour factors viz. Motivation and employee commitment, Responsiveness and Job satisfaction found to be high (>70per cent) in the prevailing HRDC. The inter-HRDC components revealed that OCTAPAC and GC found to be better as compared to HRDM. A cross section analysis between HRDC and HRDO exhibited OCTAPACcontributing maximum to all outcomes except Motivation and Competency, where as HRDM contributes maximum to employee motivation, competency.Retention and Job satisfaction are the major upshot of GC.The result inferred that though the HRDM is quite conducive but it has less contributing factors to over all HRD outcomes in private insurance sector. SECTION-III JOB PERFORMANCE An analysis of the data presented in above Table 3indicated that HRDO has less than 50 per cent contribution to decide the Job Performance (JP) of the employee.Customer Satisfaction (34 per cent), Innovation (35 per cent) and Communication (31 per cent)were found to be constraining factors in job performance. Where as it was interesting to note that effectiveness and efficiency are contributing maximum to HRDO.Thus it can be inferred that in spiteof favourable HRD climate to create satisfactory HRD outcomes, Job performance is not much encouraging in theprivate insurance sector, which is clearly evident from total average mean score(2.41) and standard deviation(0.69).
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TABLE 3:CONTRIBUTION OF HRDOS ON JOB PERFORMANCE Job Performance Achieving the target Quality of service Effectiveness Efficiency Customer Satisfaction Innovation Communication Average Code Z7 Z6 Z5 Z4 Z3 Z2 Z1 Z HRDO 2.56 2.68 3.39 3.26 1.68 1.76 1.56 2.41 SD 0.76 0.87 0.45 0.57 0.96 0.46 0.75 0.69 Percentage 51.20 53.60 67.80 65.20 33.60 35.20 31.20 48.26
RELATIONSHIP BETWEEN HRD AND JOB PERFORMANCE The results (Refer appendix I) showed a highly significant and positive strength of relationship of HRDC and HRDO (r = 0.82, p =0.001, p< 0.05).A further probe into the data exposed General Climate contributing much (r=0.78) ascompared to HRD mechanism (r=0.72) and OCTAPAC (r=0.67). But all the sub-elements of HRDOhave significant contribution to overall HRDO. But it is interesting to note that HRDO has little but positive strength of relationship with job performance(r=0.375) of the employees in privateinsurance sector in parameters like effectiveness, efficiency, customer satisfaction and quality of service found significant relationship. The results suggested that HRDO and job performance are positively correlated. Despite of the low relationship between HRDO and performance among employee in this study, these findings, however, is still logical to infer that organizational commitment, job satisfaction and employee retention are significantly related to the performance of employeeof private insurance sector in Odisha. Employees seemed to demonstrate higher performance to their profession when encouraged with organizational commitment and retention.Empirically, this result supported the study of Subramaniam (2000) who found a positive relationship between commitment and job performance in Japanese multinational company in Malaysia. In their classic study regarding measurement of organizational commitment, Mowday, et al. (1979)identified a low and significant relationship between organizational commitment and performance. These findings were also consistent with past studies that have been conducted by Shaw, et al. (2003); Chen and Francesco, (2003); Yousef, (2000); and Suliman and Iles
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(2000).This proves that HRD climate is a contributing or influencing factor to increase the level of job performance of the employees of private insurance sector in Odisha. IMPACT OF HRD CLIMATE ON JOB PERFORMANCE To study the impact of HRD Climate on job performance, regression analysis was performed i.eto understanding the degree of association between the variables. F-value of 25.454 which is significant at 5% level of significance proves that the regression model is valid(Appendix II).The individual impact of HRD climate dimensions on satisfaction cannot be interpreted in this analysis because of the existence of multi-collinearity and high inter-item correlation, which may affect the results. However, it can be said be said that job performance is very much influenced by General climate,HRD mechanism and OCTAPAC culture of the organization in general. Therefore the null hypothesis that there exists no relationship between HRD climate and the level of job performance by the managers in private insurance sector is rejected. CONCLUSION AND RECOMMENDATIONS It can be concluded from this study that there exists a good/average HRD climate in the private insurance sector in Odisha. Average mean score of 3.82 with a standard deviation of 0.37 and coefficient of variance of 9.6 based on the perception of the managers sought through the scale constructed for measuring the HRD climate bears enough testimony for the same. The managers in general shared a favorable attitude towards the HRD policies ad practices, satisfied with the developmental policies of the top management and contented with their work environment as a whole. On the other hand, the job performance of the employees was also average, though much more is expected. Most importantly, the findings of this study are in conformity with the existing literature and add to the gap in the existing literature, which has been attempted through this study. Further it was also concluded that there is a significant relationship between HRD climate and Job performance and any positive change in HRD climate will bring about positive changes in job performance.However the findings of this study indicate that there is still substantial scope for improvement in various aspects of HRD as well as factors influencing Job performance. HRD mechanism component needs to be given more attention by the top management of the private insurance companies with respect to the variables like reward and appreciation and more importantly by providing feedback in a cordial manner with focus on learning rather than treating mistakes and falling short of targets by employees as suicidal and imposing punishment for the same. Secondly, in case of general climate, the components like employee development aspects by both top management and the seniors should be given more attention in order to improve job performance of the employees.The general psychological climate in the selected insurance companies should be improved and efforts should be made to make it conducive to the development of employees.Thirdly, efforts should be made in developing trust factor amongst the employees and employees should not be afraid of sharing their feelingsand discuss freely with their seniors.Further efforts should be made to develop OCTAPAC culture by developing team spirit, decent compensation packages and clear cut career development path
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for employees of private insurance companies. Although the study has made an attempt to examine the potential impact of HRD climate on job performance by concentrating on single variable, but there may be other variables which equally affect job performance of the employees. Thus there is scope for further research in this area by taking samples from all sections of employment and examining the result with limited controlled multiple variables.
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APPENDIX-I
0.73
0.87
Effectiveness
Efficiency
Customer Satisfaction
0.59
0.59
Quality
Innovation
0.26*
0.34*
Achieving the target
Job Performance
Communication
0.19*
0.72
HRC Mechanism
0.375*
0.67
OCTAPAC
HRD Climate
0.82
Outcomes of HRD
0.78
General Climate
0.61 0.83 0.57 0.72
Motivation Job Satisfaction Commitment Co-Operation from Superior Competency Retention Co-Operation from Sub-ordinate
0.59 0.64
Responsiveness
0.51
* Not significant at 0 .05 level
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APPENDIX-II Model Summary Model R R Square Adjusted Std. Change Statistics R Error of R F the estimate Square Change Change 1 0.375a 0.141 0.140 0.0767 0.141 25.454 1 188 .000
df 1
df 2
Sig. F change
RESULTS OF REGRESSION MODEL ON HRDC ON JP a. Predictors: (Constant), HRDC
REFERENCES Mowday, Steers and Porter,(1979) The measurement commitment,Journal of Vocational Behaviour. 14: 387-401. of organizational
Rao, (1985). Integrated Human Resource Development System,In Goodstein D.Leonard and Pfeiffer J.William eds. The 1985 Annual Developing Human Resources, San Diego, CA: University Associates. Rao and Abraham (1986), Human Resource Development Climate in Indian organization. In T.V.Rao and D.F.Pereira Ed.Recent Experiences in Human Resources Development, New Delhi:Oxford and IBH, 70 - 98. Denison, (1990), Corporate Culture and Organizational Effectiveness, JohnWiley Sons, New York, NY, pp.30-55. Eisenberger, Fasolo and Davis-Lamastro, (1990),Perceived Organizational Support and Employee Diligence, Commitment and Innovation , Journal of Applied Psychology, 75: 51-59. Burke and Litwin, (1992), A Casual Model of Organizational Change, Journal of Management,Vol.8, No.3, pp.523-545. Performance and
Jain, Singhal and Singh, (1997), HRD Climate in Indian Industry, Productivity,37(4) : 628-639. Krishna, and Rao, (1997), Organisational at HRD Climate in BHEL: an Empirical Study, the Journal of Public AdministrationVol. 43 PP 209 -216.
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Pattanayak, (1998), Corporate HRD, Excel Books, New Delhi,26-40. West, Smith, Lu Feng andLawthom, (1998), Research Excellence and Departmental Climate in British Universities, Journal of Occupational and Organizational Psychology,vol.71, pp.261- 281. Rao,(1999), Evaluating the Human Resource Function for Business Improvement, Response Books Pvt. Ltd., New Delhi. Suliman, (2000),Is continuance commitment beneficial to organisational commitmentperformance relationship: a new look. Journal of Managerial Psychology. Vol. 15(5) Pp. 407-426. Yousef,(2000),Organizational commitment: a mediator of the relationships of leadership behaviour with job satisfaction and performance in a nonwestern country. Journal of Managerial Psychology. Vol. 15 (1) Pp.6-28. Kangis and Williams, (2000), Organizational Climate and Corporate Performance: An Empirical Investigation, Management Decision, Vol.38/8, pp.531-540. Sharma and Purang (2000),Value Institutionalization and HRD Climate: A Case Study of a Navratna Public Sector Organization, Vision, The Journal of Business Perspective, Vol. 4 PP 11-17. Riyaz(2002), HRD Climate in Commercial banks: An Empirical study, The Business Review Vol 9 No.1 September Chen and Francesco (2003),The relationship between the three components of commitment and employee performance in China. Journal of Vocational Behaviour. Vol. 62 Pp. 490-510. Shaw, Delery and Abdulla, (2003),Organisational commitment and performance among guest workers and citizens of an Arab country.Journal of Business Research, Vol. 56 (12) Pp. 1021-1030. Srimannarayana, (2007), Human Resource Development Climate in a Dubai Bank, ICFAI Journal of Organizational Behavior, Vol. 6 (1) , pp. 33-40.
Purang, (2008), Dimensions of HRD Climate enhancing organizational commitment in Indian organizations, Indian Journal of Industrial Relations, April 1, vol.43, No.4, p.528-546. Solkhe and N.Choudhary, (2011),HRD Climate and job satisfaction: An empirical Investigation, International journal of computing and business research, Vol .2,Issue.2
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HRD Outcomes FIG.1 CONCEPTUAL MODEL FOR THE STUDY

Conducive 36 Poor Average 62 80

Conducive 48 Poor Average 59 94

3.68 3.86 3.26 4.12 3.58 71.53

3.21 2.25 3.21 3.26 3.38 67.53

3.64 3.68 2.89 3.59 3.60 72.05

3.51 3.26 3.12 3.66 3.52 70.37

70.20 65.27 62.40 73.13 70.37

Achieving the target

0.61 0.83 0.57 0.72

* Not significant at 0 .05 level

RESULTS OF REGRESSION MODEL ON HRDC ON JP a. Predictors: (Constant), HRDC

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