HRD Project Print

Of all the factors of production, human is by far the most important.
The importance
of human factor in any type of co-operative endeavor cannot be overemphasized. It is
a matter of common knowledge that every business organization depends for its
effective functioning not so much on its material or financial resources as on its pool
of able and willing human resources. The product of any manufacturing organization
by itself is not enough to win customers. The human resources become even more
important in service industry whose value is delivered through information, personal
interaction or group work. This is the only resource which can produce unlimited
amounts through better ideas. There is no apparent limit to what people can
accomplish when they are motivated to use their potential to create new and better
ideas. No other resource can do this.
In today’s globalization era, trade, business and industrial scenario is changing

rapidly. Taking into consideration the industrial sector, the progressive industries have
long back realized that change is inevitable in every aspect of the industry, like
practices and other aspects which touch upon the whole gamut of manufacturing
activities. The leading organizations of Pune like Cummins India Limited, Telco,
Bajaj, Kirloskar Oil engine Limited etc are making efforts to adopt these changes.
New methods of management such as shared vision, team building, kaizen
(continuous improvement), Total Quality management etc. are being tested at shop
floor level of the organizations. This changing industrial scenario gives emphasis on
customer satisfaction, broad application of quality concepts and participation of all
employees in production process, which has given raise to a new concept of training
programmers’ for workers.
Post-liberalization era has brought major changes in HRM/D culture in India. Indian
organizations have started realizing the need to be proactive rather than reactive while
managing their human resources. In order to respond to cut throat competition created
by opening up of the Indian economy, the organizations have initiated innovating
changes in their HR practices. Firms are increasingly realizing the importance of the
principle of mutuality in the sense that they know they cannot tread the growth path
alone, but only with their employees.
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They need to maintain good relations with employees, treat them fairly, show concern
towards their well-being and adopt a more humane approach. It necessitates that
whatever HR practices an organization introduces, it must meet both organizational as
well as individual goals.
Now Industrial organizations are fast changing and keeping pace with the changes in
technology, production process and quality systems, never before has the human
aspect received such a wide spread look and the skill development of workmen has
become a vital aspect. This necessitates implementation of new training methods
under HRD programmers at shop floor in every large scale organization. Today, the
large scale organizations are making efforts to remain flexible in order to
accommodate change. New principles of business management are therefore turning
towards shared vision, building teams, internal customer orientation, customer driven
operations, continuous improvements in cost reduction, quality improvement and
delivery time response to customers.
HRD helps to
• Develop the key competencies that enable individuals in organizations to perform

Current and future jobs, through planned learning activities.
• Groups within organizations initiate and manage change.
• Ensure a match between an individual and organizational needs.
The field of HRD now has taken on a role that goes beyond employee satisfaction and
instead, the focus now is on ensuring that employees are delighted with the working
conditions and perform their jobs according to their latent potential which is brought
to the fore. This has resulted in the HRD manager and the employees of the HRD
department becoming partners in the organization’s progress instead of just yet
another line function. Further, the HR managers now routinely interact with the
functional managers and the people managers to ensure high levels of job satisfaction
and fulfillment.
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Characteristics of HRD
HRD is a system. HRD is made up of several subsystems and there are feedback
loops from one Subsystem to the other. A change in any one of the subsystems will
affect the other subsystems and hence the whole system.
HRD is a continuous and planned process. HRD process always goes on in an

organization as proactive measure integral to a planned program for organizational
growth.
HRD develops competencies four levels Individual Level Employees are made aware
of the expectations of others about their roles, so that they can improve their skills and
attitudes. Dyadic Level Stronger employee-employer relationship is developed
through trust, mutuality and help Group Level Committees or task groups are made
more effective by developing collaboration in their inter-group relationship.
HRD THEORY
When the field of management science and organizational behavior was in its infancy,
the HRD function was envisaged as a department whose sole role was to look after
payroll and wage negotiation. This was in the era of the assembly line and
manufacturing where the HRD function’s purpose was to check the attendance of the
employees, process their pay and benefits and act as a mediator in disputes between
the management and the workers. Concomitant with the rise of the services sector and
the proliferation of technology and financial services companies, the role of the HRD
function changed correspondingly.
For instance, the RBV or the Resource Based View of organizations was
conceptualized to place the HRD function as a department that would leverage the
human resources from the perspective of them being sources of strategic advantage.
The shift in the way the human resources were viewed as yet another factor of
production to being viewed as sources of competitive advantage and the chief
determinant of profits was mainly due to the changing perceptions of the workforce
being central to the organization’s strategy.
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CONCEPT OF HUMAN RESOURCE DEVELOPMENT
Human Resource Development is said to be the care of a larger system known as

human resource system and HRD is mainly concerned with providing learning
experience for the people associated with an organization through a behavioral
approach adopting various processes. The individual is provided with learning
experiences not in isolation but shares others learning experiences also. Such learning
experiences are provided with the main objective of developing human beings for
their advantage and producing their powerful physical, mental and intellectual
endowments and abilities for the growth of organization.
In a broader scene, the term HRD means those learning experiences which are
organized for a specific time and designed to bring about the possibility of behavioral
change. Human Resource Development in the organization context refers to the
process whereby the workers are continuously helped in a planned way to –
a) Acquire or sharpen capabilities required to perform various tasks and functions

associated with their present or future expected roles.
b) Develop their general enabling capabilities as individuals so that they are able to
discover and exploit their own inner-potential for their own and/ or organizational
development purposes and
c) Develop an organizational culture where ‘superior/ subordinate’ relationships,

‘team-work’ and ‘collaboration’ among different sub-units, which are strong and
contribute to the professional well-being, motivation and pride of work
In the area of HRD we can continuously develop the people so that, they are
competent managers and competent workers and committed to the organizational
goals. With growing importance of HRD movement, there has been significant
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increase in training programme budgets in the organizations. This trend is very
noticeable, as many medium and even smaller sized organizations have begun to
initiate training programs. The workers training through HRD activities is not only he
process of developing skills of workers; but it is the process of changing attitudes of
the workers by involving them into improving the activities they carryout.
This encompasses timely and value added management acts as way of life. The focus
of HRD through training is essentially on enabling workers to self actualize through a
systematic process of developing their existing potentialities and creating a new ones;
unfolding and tapping potentials, capabilities of workers both in the present and for
future.
The changes that have taken place in the past few years all over the world have
established very clearly that no Nation can isolate itself completely form the rest of
the world and survive for too long a time. The new economic policies have pushed
India into the race for globalization. The new economic environment has significance
to all, of first as citizens of India, next as responsible businessmen, leaders, managers,
workers as well as providers of services. If the country has to get the best from the
economic policies; we all have to give our best and also get the best from each other.
Every profession, discipline and function should contribute to make this happen. Here
HRD has a special responsibility as it deals with the people.
SCOPE OF HRD
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The well known Aristotelian saying is worth quoting here while analyzing the scope
of HRD. Aristotle said, “It is as natural for the human being to develop and achieve
his full potential as it is for and to grow into a majestic oak tree”.
The focus of HRD essentially is enabling workers to self actualize through a

systematic process of developing their existing potentialities and creating new ones,
upholding and tapping potential capabilities of workers both in the present and for the
future. This is because organizations facing the challenges of the competitive
environment of change need to develop systems by which the development of human
resources can ensure to meet the changing organizational needs.
Human Resource Development is therefore a field of knowledge that deals with all
those aspects of human beings as are concerned with his creative abilities. In simple
terms, the fundamental concern of any Human Resource Development effort is to get
the best out of the workers in any given situation, in any given organization.
Human Resource Development is a continuous process and comprehensive system by

itself. So every management has to develop its workers in order to develop the
organization. HRD in its turn, not solely but almost entirely is dependent upon
workers training. Every organization, big or small, productive or non-productive
economic or social, old or new, should train all the workers irrespective of their
qualification, skill, knowledge suitability of job. Thus, no organization can choose
whether or not to train workers of shop floor level.
Workers training is distinct from management, development, while the former refers
to training given to workers in the areas of operations, technical and allied areas and
also behavioral skills, and latter refers to the areas of managerial skills and knowledge
HRD assumes that development of workers competencies is a continuous process and
most of it should take place on the job in the work place.
The scope of HRD can be explained also as – any systematic or formal way of
developing the competencies and motivation of individuals in an organization and
building the organization’s climate can be called HRD method. As such there can be
many HRD methods available for organizations. However, the most frequently used
methods are as follows-1) man power planning 2) performance appraisal and
feedback 3) training, education and development 4) potential appraisal and promotion
5) career development and career planning 6) compensation and reward 7)
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organization development techniques 8) role analysis and role development 9) quality
of work life and workers welfare 10) participative devices 11) communication 12)
counseling 13) grievance redressal 14) data storage and research 15) industrial
relation.
With the advent of globalization and the opening up of the economies of several
nations, there was again a shift in the way the HRD function was conceptualized. In
line with the RBV and the view of the resources as being international and ethnically
diverse, the HRD function was thought of to be the bridge between the different
employees in multiple locations and the management.
The present conceptualization also means that employees have to be not only
motivated but also empowered and enabled to help them actualize their potential. The
point here is that no longer were employees being treated like any other asset. On the
contrary, they were the center of attraction and attention in the changed paradigm.
This called for the HRD function to be envisaged as fulfilling a role that was aimed at
enabling and empowering employees instead of being just mediators and negotiators.
SIGNIFICANCE OF HRD ACTIVITIES
The significance of HRD arises from the basic principle that, people constitute the
active resources of every organization, indeed of every nation who really determine
the efficiency of utilization of all other sources - physical and financial. Given the
premises that the measure of growth of an organization depends upon the “thrust
drag” ratio, the ratio of the force of the thrust that the organization makes in moving
forward and the force of the drag that pulls the organization backwards-it is easy to
establish that with all their capabilities and potentials, the human resources have a key
role to play in shaping an organization and improving its thrust-drag ratio.
The HRD activities are also important because
i) It helps in the integrated growth of workers.
ii) It helps workers to know their strength and weaknesses and enable them to
improve their performance and that of organizations.
With liberalization of the Indian economy, changes are taking place in the corporate
sector. There is a pressure on Indian industry to produce quality products and provide
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quality services. With increased competition, there is a need to become cost effective
and efficient. There is also a need to improve technologies both in manufacturing and
services. Organizations therefore, have to upgrade their work methods, work norms,
technical and managerial skills and workers motivation to face the challenges of
globalization. This can be achieved by ‘training programme’ under HRD activities.
HRD also aims to develop the competency skills and also aims to know the inherent
skills of the employees. In order to gain the competition levels a manager needs to
develop his employees to be cut to the competitive world. An employee may want to
satisfy his needs and also to develop the main core levels of his/her strategies. Frankly
speaking human resource are the bread and butter of any company and they are given
utmost place in the company. While coming to the activities of the HRD activities
they have taken a large shape in the 21 st century and have been gaining greater
prominence. A company always wants its employees to be strong and competitive. So,
in order to do that training is given on how to develop the core skills. It will nurture
the employee and make him to grab the opportunity and also take risk for any job.
What is needed to Develop HRD Climate in an Organization?
Top to Bottom Effort: Organization is considered to be complete organization after

including top authority to bottom line of workers. And whenever we talk about
development at organizational level effort is needed from top level to bottom level.
Top authority should not have thinking in their mind that their task is to only take
decisions but they should also emphasized on proper implementation of decision by
adopting various controlling technique. Bottom level workers should have loyal mind-
set towards their organization. Bottom level workers have to work with dedication.
They should have realization that organization is their organization. To prepare
Human Resource Development Climate, Manager and Supervisor’s responsibilities
are more or we can say that they are the key players. Manager and Supervisors have
to help the employees to develop the competencies in the employees. To help the
employees at lower level they need to updated properly and they need to share their
expertise and experience with employees.
Faith upon Employee’s: In the process of developing HRD Climate employer should
have faith on its employee’s capabilities. Means whatever amount is invested that
should be based on development of employees. Top management should trust the
employees that after making huge effort to develop employees, employees will work
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for the well being of organization and for human being also.
Free expression of Feelings:- Whatever Top management feels about employees they
have to express to employees and whatever employees think about top management it
must be express in other words we can say that there should not be anything hidden
while communication process. Clear communication process will help to establish the
HRD Climate.
Feedback: Feedback should be taken regularly to know the drawbacks in system.
This will help to gain confidence in employees mind. Employee will trust on
management and he can express his opinion freely which is very good for HRD
Climate. Feedback will help to remove the weakness.
Helpful nature of employee’s:- Whenever we talk about 100% effort then we have to
talk about employee’s effort too. Nature of employee’s should be helping for
management and for its colleagues. They should be always read to help to customers.
Supportive personnel management: Personnel policies of organization should
motivate employees to contribute more from their part. Top management’s philosophy
should be clear towards Human Resource and its well being to encourage the
employees.
Encouraging and risk taking experimentation: Employee’s should be motivated by
giving them authority to take decision. This concept is risky but gradually it will bring
expertise in employee’s to handle similar situation in future. It will help to develop
confidence in employees mind. Organization can utilize and develop employees more
by assigning risky task.
Discouraging stereotypes and favoritism: Management needs to avoid those practices
which lead to favoritism. Management and Managers need to give equal importance.
Those people who are performing good they need to appreciate and those who are not
performing well they need to be guided. Any kind of partial behavior should be
avoided.
Team Spirit: There must be feeling of belongingness among the employees, and also
willingness to work as a team.
An organization became dynamic and growth oriented if their people are dynamic and
proactive. Through proper selection of people and by nurturing their dynamism and
other competencies an organization can make their people dynamic and pro-active. To
survive it is very essential for an organization to adopt the change in the environment
and also continuously prepare their employees to meet the challenges; this will have a
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positive impact on the organization
Features of Human Resources Development in HRM
1. Human centric
Human resource development is human focused. Its aim and functions are
concentrated at improving the human skills and knowledge. It motivates the
employees to learn new things to improve the efficiency, knowledge to operate
technology and confidence to conduct the job more comfortably.
2. Competence focus
Main aim of human resource development is to enhance the competencies of the
employees. Training and development activities are initiated to provide the
opportunity of learning so that their level of competencies can be increased.
3. Continuous process
Human resource development is learning process. For effective learning, it must be
continuous. As the business environment is dynamic and human resources should be
prepared to cope with such changes, human resource development activities should be
continuously initiated.
4. System
Human resource development is a system which consists of inter related and
integrated subsystems. It consists of input processing output feedback mechanism.
Performance appraisal, training need assessment, job analysis, training and
development, job enrichment, communication, commitment, productivity, etc. are
some important components of human resource development system.
5. Time - Bound
Particular human resource development programs are initiated for particular time
period. They are designed for certain fixed purpose and scheduled for particular time.
6. Influence of Culture
Human resource development is the essence of organizational culture. Perception,
attitude and belief of managers as well as organizational culture and tradition affect
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the human resource development process and practice. Frequency and effectiveness of
7. Psychological aspects
Human resource development process is more related with psychological aspect. As,
it concerns with the sharing of knowledge, employee motivation to learn is most
important. Without motivation, complete objectives of training and development
program cannot be fulfilled. Thus, human resource development process concerns
with psychological aspects.
IMPORTANCE OF HUMAN RESOURCE DEVELOPMENT IN HRM
Human resource development energies are the main source which converts the
organizational strengths into organizational outputs. Without updated human skills, no
one can imagine the organizational success. In this ground, importance of human
resource development can easily be estimated. Importance of human resource
development can be justified with following points:
1. Competent HR
Human skills, experience and expertise can be improved with human resource
development. Through training, immediate human skills required to do the job can be
improved. Through development programs, qualities required for future job i.e., skills
required for higher responsibilities can be acquired. In this way, human competencies
can be improved through human resource development. Competent employees in
relation to current self skills, current skills with other employees, and skills required
to future job can be prepared.
2. Improved Efficiency
Efficiency is related to organizational output i.e., productivity. By improving skills
and competencies, wastage can be reduced significantly. Confidence level of
employee's can be improved so that their job satisfaction can also be increased. This
will increase the organizational productivity in terms of quality and quantity of work
done.
3. Improved Profitability
Trained employees can use the material and machinery in the optimal level without
any wastage. This will decrease the cost of production. Quality and quantity of the
output i.e., goods and services can be improved because of which customer
satisfaction can be increased. These things help to increase the market share.
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Ultimately, profitability of the organization can be increased through human resource
development.
4. Opportunity of career development
Human resource development improves the skills and competencies required for
higher level responsibilities. It helps to improve their qualification and experience.
This provides the better opportunities to employees.
5. Employees commitment
Human resource development increases the employee job satisfaction. Satisfied
employees commit to the job at the greater extent.
6. Change Management
Change is inevitable in the business environment. To maintain and increase the market
share, every organization must adapt such changes. Employees reject change if they
have low self esteem for the change. In order to increase their confidence in changed
technology, job responsibility and accountability, training and development activities
are important reasons for this. Such activities increase the required skills and abilities
to do the job. They find career with change rather than obstacles. So, change
management becomes easy.
7. Foster team work
During human resource development process, open communication is encouraged.
Employees can freely express their feelings with their colleagues. They accept the
team goals and believe in team efforts. Thus, human resource development fosters
team work.
HRD CLIMATE
The business organization are attaching great importance to human resource because
human resources are the biggest source of competitive advantage and has the
capability of converting all the other resources in to product/service. The effective
performance of this human resource depends on the type of HRD climate that prevails
in the organization, if it is good than the employee’s performance will be high but if it
is average or poor then the performance will be low.
HRD climate helps the employees to acquire required competencies that would enable
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them to execute their present or future expected roles and aid in developing their
capabilities for better Organizational Performance. Though the Measures of
Organizational Performance are many ranging from financial to Behavioral ones’, but
researcher has focused only on single measure i.e. Job Satisfaction because of dearth
in amount of studies exploring this relationship. The present study attempts to analyze
and determine the relationship, further the Impact of HRD Climate, OCTAPACE
Culture on Job Satisfaction.
HRD Climate is an integral part of organizational climate. It is the perception the
employee can have on the development environment of an organization. The
developmental climate will have the following characteristics (Rao & Abraham,
1986):
1. A tendency at all levels starting from the top management to the lowest level.
2. A perception that developing the competencies in the employees is the job of every
manager.
3. Faith in capability of employees to change and acquire new competencies at any

stage of life.
4. A tendency to be open in communication and discussion rather than being secretive.

Climate, this is an overall feeling that is conveyed by the physical layout, the way
employees interact and the way members of the organization conduct themselves with
outsiders. “Organizational climate is a set of characteristics of an organization which
are referred in the descriptions employees make of the policies, practices and
conditions.
Bottom level workers have to work with dedication. They should have realization that
organization is their organization. To prepare Human Resource Development Climate,
Manager and Supervisor’s responsibilities are more or we can say that they are the
key players.
Human Resource Development (HRD) is a process by which the employees of an
organization acquire and develop their capabilities and inner-potentials to perform
various functions or duties assigned to them by the organization. It ensures
development of their ‘self’ and the ‘organization’ and helps in developing an
organization culture to achieve the pre-determined objectives. To facilitate HRD an
optimal level of ‘Developmental Climate’ is necessary.
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HRD Climate is an integral part of Organizational climate. It can be defined as the
employee’s perceptions about the working environment of their organization. HRD
Climate contributes to the organizations overall health and self-renewing capabilities
which, in turn, increase the enabling capabilities of individuals and team
Human resources comprise the aggregate of employee attributes including knowledge,
skills, experience and health which are presently and potentially available to an
organization for the achievement of its goals. In other words, human resources consist
of the value of the productive capacity of the firm’s human organization. Of all the
resources of an organization, the human resources are recognized as the most vital and
the most valuable, it is the quality of human resources that ultimately determines the
success of an organization
ELEMENTS OF HRD CLIMATE
The elements of HRD climate can be grouped into three broad

categories — general climate, OCTAPACE culture and HRD mechanisms.
The general climate items deal with the importance given to human resources
development in general by the top management and line manage. The OCTAPACE
items deal with the extent to which Openness, Confrontation. Trust, Autonomy, Pro-
activity, Authenticity and Collaboration are valued and promoted in the organization.
The items dealing with HRD mechanisms measure the extent to which HRD
mechanisms are implemented seriously.
OCTAPACE culture is essential for facilitating HRD. Openness is there when:

employees feel free to discuss their ideas, activities and feelings with each other.
Confrontation is bringing out problems and issues into the open with a view to solving
them rather than hiding them for fear of hurting or getting hurt. Trust is taking people
at their face value and believing what they say. Autonomy is giving freedom to let
people work independently with responsibility. Pro-activity is encouraging employees
to take initiative and risks. Authenticity is the tendency on the part of people to do
what they say. Collaboration is to accept interdependencies, to be helpful to each
other and work as teams.
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A general supportive climate is important for HRD if it has to be implemented
effectively. Such supportive climate consists of not only top management line
management’s commitment but good personnel policies and positive attitudes towards
development. Successful implementation of HRD involves an integrated look at
HRD) and efforts to use as many HRD mechanisms as possible. These mechanisms
include: performance appraisal, potential appraisal, career planning, performance
rewards feedback and counseling, training, employee welfare for quality work life,
Job-rotation, etc.
OCTAPACE
Organizational Culture can be defined as cumulative, crystallized and quasistable

shared life shared style of people as reflected in the presence of some states of life
over others, in the response predispositions towards several significant issues and
phenomena (attitudes), in the organized ways of filling time in relation to certain
affairs (rituals), and in the ways of promoting desired and preventing undesirable
behavior (sanctions).
The most important aspect of organizational culture is the values it practices. Eight
values may be examined to develop the profile of an organizational culture that is
called octapace it OPENNESS, CONFRONTATION, TRUST, AUTHENTICITY,
PROACTIVELY, AUTONOMY, COLLABORATION, AND EXPERIMENTING.
a) Openness - the comparative openness in the system should influence the design of
HRS. Organizations can be classified in continuum from completely open to
completely close. No organization may be on the two extremes of the continuum.
However, they will tend to be towards one or the other end. The degree of openness of
the organization will be an imp factor in determining the nature of the various
dimensions of HRD being designed, as well as the way in which these dimensions
should be introduced. Organizations which are fairly open may start with several
confronting designs of HRS.
b) Confrontation - this term is used in relation to problem putting the front rather than
the back to escaping the problems. A better term would be confrontation exploration
that implies facing a problem and working jointly with other concerned to find its
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solution. If an organization encourages people to recognize a problem, bring it to
people concerned, explore with them to under it and search possible ways of dealing
with it.
c) Trust - which introducing the HRD in an organization trust in another factor which
should be considered along with openness. If the level of trust is low, the various
dimensions of HRS are likely to be seen with suspicion and therefore the credibility of
the system may go down. in such a case the system if introduced may become a vital
and cease to perform the main functions for which it meant.
d) Authenticity is the value underlying trust. It is the willingness of a person to

acknowledge the feelings he /she has, and accept himself / herself as well as other
who relate to him/her as persons. Authenticity is reflected in the narrowest gap
between the stated vales and the actual behavior. This value is important for the
development of a culture of mutuality.
e) Proactive - can be contrasted with the term react. It in the later action is in response
to an act from some source, while in the former the action is taken independently of
act form the other source. Pro-action means anticipating issues in advancing to take
advantage of this undertaking conflict or responding to needs of the future in fact
creating the future.
f) Autonomy - nothing but willingness to use power without fear and helping other to
do same. It multiplies power in system and the basis is collaboration.
g) Collaboration - involves working together during one another strengths for a

common cause. Individuals instead of solving their problems by themselves share
their concerns with one another and prepare strategies working out plan of actions and
implement them together.
h) Experimenting - as a value emphasizes the importance given to innovating and

trying out new ways of dealing with problems in the organization.
Human Resource Development Mechanisms in HRM
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Human Resource Development aims to identify the gap between required
competencies in human resource and actual competencies to fulfill them with training
and development. In order to achieve the main objective human resource
development, different mechanisms or methods can be used. These mechanisms carry
special features individually and contribute to human resource development
collectively. These mechanisms or methods are discussed below:
1. Performance Appraisal
Performance appraisal is the evaluation of work done by employees. Performance

appraisal is the evaluation of work done by employees. Performance appraisal is
employees regarding their real capability. They know feedback about their future
career. Best performer conforms that she/he will get higher responsibility. Those who
wish to attain higher position become excited for better learning. So, through regular
performance, appraisal and feedback, human resource development can be done.
2. Career planning and development
Each employee carries some potentialities. Some employees plan their career
themselves and for some human resource manager should plan for their career.
Human resource management should conduct potentiality appraisal and convince
employees for their higher responsibilities. It should also plan the development
activities for each employee on the basis of their potentiality. In this way, career
planning and development also helps for human resource development.
3. Reward Management
Along with the performance appraisal, management should establish an appropriate

reward system. Reward management should be transparent, equitable, and comparable
and productivity attached. Employees must be ensured that they will be benefited if
they perform their best. If employees are convinced that they will get reward for their
good job, they always try to learn new ways of doing things and become supportive
for change management.
4. Training
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Training is the skills enhancement method required for the current job. Training can
be on the job and off the job. Management conducts training need assessment and
provides training on the basis of need. It is the most important influential method of
human resource development.
5. Management Development
Management development is the method which aims to prepare manager fit for future
managerial responsibilities. Management development can also be on the job and off
the job. It is concerned with preparation of future managers.
Factors Affecting HRD Climate
1) Service
Service is defined as meeting the needs and expectations of the persons (children,
youth and families) for whom you are performing your work. This does not refer to
the management, but the persons who benefit from the work.
2) Compensation
Monetary compensation is an employee's gross payroll pay rate and benefits programs
funded by an organization or agency. Flextime and benefits like agency-based
childcare are closely related to compensation.
3) Organizational Culture
Culture describes how things are done in an organization or agency.
4) Decision-making
Decision-making is the process used in selecting a solution to a problem, deciding

how to allocate funds or resources and how to reorganize work.
5) Individual Competencies
Competencies refer to work related skills and knowledge. They play a vital role in
defining the goals and contributions of the individuals (employees) and they can play
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their role satisfactorily. The innate competencies should come within the individuals
and they need to compete themselves as they need to look everyday are they better
than yesterday.
6) Morale
Morale is how an employee feels about him or herself. How good or bad do they feel
about their self-image in relationship to what they do where they work and how they
are doing at their place of employment?
7) Performance Evaluation
Performance evaluations are formal, written appraisals of an employee's work as well

as informal verbal feedback given to employees about work by supervisors or by team
members in self-directed work teams.
8) Quality
Quality refers to doing things right the first time. Quality services means meeting the
needs, standards, and expectations of clients being served.
9) Supervision
Relate to the employee's relationship with the person to whom they report in an
organization.
10) Training and Development
Training and development refers to work related educational experiences offered by

the organization to its employees to increase their skills and knowledge.
TECHNIQUES FOR IMPROVING HRD CLIMATE
The following techniques may be helpful in improving the organizational climate:
(I) Open Communication
19
There should be two-way communication in the organization so that the employees
know what is going on and react to it.
(II) Concern for People
The management should show concern for the workers. It should work for their
welfare and improvement of working conditions. It should also be interested in human
resource development.
(III) Participative Decision-making
The employees should be involved in goal setting and taking decisions influencing
their lot. They will feel committed to the organization and show cooperative attitude.
(IV) Change in Policies
The management can influence organization climate by changing policies, procedures

and rules.
(V) Technological Changes
It is often said that workers resist changes. But where technological changes will
improve the working conditions of the employees, the change is easily accepted.
There will be a better climate if the technology comes handy and made available for
the employees to work with.
NEED FOR THE STUDY
The functioning of the education sector is completely based on human resource. This
is a place where the humans play a vital role. The need here is to study the ongoing
climate in schools and also the perceptions of the teachers towards a school. It
20
completely describes about the climate of a school. The importance of the education
sector has taken a leap from the past two decades; there is a need to analyze the hrd
climate and also to investigate the employee’s competencies and skills and how they
are sharpening their competencies.
SCOPE OF THE STUDY
The present study is aimed to carry out at KESHAVA REDDY RESIDENTIAL

SCHOOL, PANYAM. There is a wide scope rather we can say a wider span for
scrutinizing the hrd climate in schools. This area basically deals with HR and also
21
tells about the internal practices of the organization. The term climate basically
denotes the environmental changes.
Likewise, an organization should provide a congenial environment to motivate

employees and boosting them to work more perfectly and positively. With the critical
study of the HRD climate, there is a scope to know the sustainability of the employees
and also the level of satisfaction of the employees. The exact and also accurate results
can be known with the study of HRD climate.
OBJECTIVES OF THE STUDY
 To study the HRD Climate in KESHAVA REDDY RESIDENTIAL SCHOOL,

PANYAM
22
 To examine OCTAPACE (openness, confrontation, trust, authenticity, pro-
active, collaboration, and experimentation) practices in the KESHAVA
REDDY RESIDENTIAL SCHOOL, PANYAM
 To identify the employee’s perception towards the organization.
 To explore the impact of culture and climate of the organization on employees

job performance.
RESEARCH DESIGN AND METHODOLOGY
The present study is empirical in nature. It is a way of gaining knowledge by means of

direct and indirect observation or experience and also it is useful to describe the
present scenario of HRD climate.
23
SOURCES OF DATA
The present study includes two types of data collection i.e.
Primary data
Secondary data
Primary data: For the present study the primary data has been collected from the
teachers working in KESHAVA REDDY RESIDENTIAL SCHOOL, PANYAM.
Secondary data: The secondary data has been gathered from internet, books, online
journals, research articles, magazines etc
SAMPLING TECHNIQUE:
Sample size : 72
Sample unit : KESHAVA REDDY RESIDENTIAL SCHOOL, PANYAM.
Sample method : convenience sampling
Period of study : 45days (February 15 to March 31)
DATA COLLECTION INSTRUMENTS
Questionnaire method was adopted to collect the primary data from the respondents.
A well designed structured questionnaire was administered among the selected school
teachers.
STATISTICAL TOOLS AND TECHNIQUES
The present study is a qualitative analysis of the response and results based on
observations. The gathered data was analyzed and interpreted by using tables and
graphs with the help of Microsoft Office Excel software.
LIMITATIONS OF THE STUDY
 Time is a major constraint as the time is restricted to only a period of 45 days.
 We cannot expect that all the respondents might respond exactly.
24
 There is lesser scope for knowing the potentiality of the employees as the
project is undertaken on a small scale.
 The study is confined only to KESHAVA REDDY RESIDENTIAL SCHOOL,

PANYAM.
Introduction
The importance of higher education has been clearly expressed by our first Prime
Minister Mr. Jawaharlal Nehru in the following words: “A university stands for
humanism, for tolerance, for reason, for the adventure of the ideas and for the search
of truth. It stands for onward march of human race towards even higher objectives. If
25
the universities discharge their duties adequately, then it well with the nation and the
people”. It indicates that higher education occupies a crucial position in education
system of a nation as it affects the overall development of a country.
Higher education: Concepts and Meaning
The term Higher Education is ambiguous in nature because it is used in variety of way
by different people, different country and in different point of time. In fact, there is no
straight forward definition of Higher Education. Internationally after school education
can be divided into Higher Education and Further Education and is known as Tertiary
Education. Higher Education qualification implies Higher Diplomas, Foundation
Degrees to Honors Degrees and takes a minimum of 3 years to maximum of 4 years to
complete. Further Education on the other hand refers to Post Graduate or Master and
Doctorate degrees. In a single word Tertiary Education means colleges and university
level education. Indian education ladder starts at 6 years of age. It comprise of 10
years of primary or elementary and secondary stages, 2 years of higher secondary
stages, 3 years bachelor’s degree, 2 years of masters degree and at least 3 years
beyond masters degree for a Ph.D. According to NEP 1968, 1986 this is known as
10+2+3 system. The Post Higher Secondary Education is known as Higher Education
in India.
History of higher education in India
In the long past the institution of higher education has been given an important
position in the Indian society. There were perhaps three streams of tradition- i.
Ancient and medieval Sanskrit and Buddhist tradition. ii. The medieval Arabic and
Persian tradition. iii. East and South Indian such as Tamil tradition. It has been found
from the writings of Chinese travelers like FiHien, Hiuen-Tsang that there exist
ancient seats of learning at Takshashila (5th-6th Century B.C), Kanchipura, Nalanda
(5th-6th Century A.D), Odantapuri, Sri Dharryakataka, Kashmira, Vikramashila
(800A.D). Among the subjects studied here were grammar, metaphysics, logic etc. In
both Sanskrit and Arabic higher learning much secular and scientific learning in law,
medicine, mathematics, astronomy etc. was cultivated besides literature, philosophy
with the help of books, discussion and memorization. Indian Higher Education in its
present form begun to appear from the time when British parliament renewed the
26
Charter Act (1813) for educational development in India. College to disseminate
English education was established in 1818 at Serampore, Calcutta. McCauley’s
minute (1835) to promote English education, Charls Woods’ Dispatch (1854) to
establish the universities of Calcutta, Bombay, and Madras in 1857 and the
introduction of grants-in-aid for these universities were the major events.
Indian Education Commission or Hunter Commission’s (1882-83) recommendation to

finance University Education in India provided a major impetus to higher Research
Journal of Educational Sciences .Congress Association 11 educational development in
India. Calcutta University Commission (1917) called as Saddler Commission also
recommended for autonomy of universities. The Hertzog Committee (1929) report
suggested for improvement of quality and standards at the University level education
In India. The Abbot-Wood Report (1937) recommendation suggested that English
should be the medium of Instruction and encourages the establishment of
Polytechnics Colleges, Central Technical Board and Vocational Teacher Training
Colleges. Finally Sergeant Report (1944) recommendation for the establishment of
U.G.C and formulation of blue print for Indian Higher Education structure was the
major landmark.
Overview
The central and most state boards uniformly follow the "10+2+3" pattern of
education. In this pattern, study of 10 years is done in schools and 2 years in Junior
colleges and then 3 years of graduation for a bachelor's degree. The first 10 years is
further subdivided into 4 years of primary education, 6 years of High School followed
by 2 years of Junior colleges. This pattern originated from the recommendation of the
Education Commission of 1964–66.
The National Council of Educational Research and Training (NCERT) is the apex
body located at New Delhi, Capital City of India. It makes the curriculum related
matters for school education across India. The NCERT provides support, guidance
and technical assistance to a number of schools in India and oversees many aspects of
enforcement of education policies. Other curriculum bodies governing school
education system are:
27
The state government boards: Most of the state governments have one "State board of
secondary education". However, some states like Andhra Pradesh have more than one.
Also the union territories do not have a board, Chandigarh, Dadra & Nagar Haveli,
Daman & Diu, Lakshadweep and Pondicherry, Lakshadweep, share the services with
a larger state. Central Board of Secondary Education (CBSE) which conducts
examinations at the 10th and 12th standards that are called as board exams. The
Council of Indian School Certificate Examination (CISCE), conducts three
examinations, namely, the Indian Certificate of Secondary Education (ICSE -
Class/Grade 10).
The Indian School Certificate (ISC - Class/Grade 12) and the Certificate in Vocational
Education (CVE - Class/Grade 12).The National Institute of Open Schooling (NIOS)
conducts two examinations, namely, Secondary Examination and Senior Secondary
Examination (All India) and also some courses in Vocational Education. International
schools affiliated to the International Baccalaureate Programme and/or the Cambridge
International Examinations. Islamic Madrasah schools, whose boards are controlled
by local state governments, or autonomous, or affiliated with Darul Uloom Deoband
or Darul Uloom Nadwtul Ulama.
Market Size
The education sector in India is poised to witness major growth in the years to come
as India will have world’s largest tertiary-age population and second largest graduate
talent pipeline globally by the end of 2020. In FY 2015-16, the education market was
worth about US$ 100 billion and is expected to reach US$ 116.4 billion in FY 2016-
17. Currently, higher education contributes 59.7 per cent of the market size, school
education 38.1 per cent, pre-school segment 1.6 per cent, and technology and multi-
media the remaining 0.6 per cent.
Higher education system in India has undergone rapid expansion. Currently, India’s
higher education system is the largest in the world enrolling over 70 million students
while in less than two decades, India has managed to create additional capacity for
over 40 million students. At present, higher education sector witnesses spending of
over Rs 46,200 crore (US$ 6.78 billion), and it is expected to grow at an average
28
annual rate of over 18 per cent to reach Rs 232,500 crore (US$ 34.12 billion) in next
10 years.
India’s IT firms are working with academic institutions and setting up in-house
institutes to groom the right talent as these companies move to Social Media,
Mobility, Analytics and Cloud (SMAC) technologies.
The vast majority of revenue in this industry comes from tuition or program fees.
Gross profits tend to range from 60-90% depending on geographical location and
subject matter, and net profit averages out to between 2-10%.
Investment
The total amount of Foreign Direct Investments (FDI) inflow into the education sector
in India stood at US$ 1,256 million from April 2000 to March 2016, according to data
released by Department of Industrial Policy and Promotion (DIPP).
The education and training sector in India has witnessed some major investments and
developments in the recent past. Some of them are:
The Government of India aims to increase digital literacy to at least 50 per cent of
Indians from currently 15 per cent over a period of next three years.
Training and skills development firm NIIT has partnered with US-based edX to offer
online courses from leading international universities including MIT and Berkeley to
about 5 lakh people over the next three years.
Byju’s, an education technology start-up, has raised US$ 50 million from the Chan
Zuckerberg Initiative, founded by Facebook founder Mark Zuckerberg, and existing
investors Sequoia Capital, Sofina SA, Lightspeed Venture Partners and Times Internet
Ltd.
India and Germany have signed an agreement on vocational education and skill
development with a budget of US$ 3.37 million, which will help create and improve
cooperative workplace-based vocational training in India’s industrial clusters.
29
Cisco Systems plans to invest US$ 100 million in India over the next 2 years, will be
used to fund early-stage and growth-stage companies in the country, open six new
innovation labs, three centres of expertise and train around 250,000 students by 2020.
Neev Knowledge Management Pvt. Ltd, which offers online and classroom-based
certification courses under the brand name EduPristine, has raised US$ 10 million
from Kaizen Management Advisors and DeVry Inc., which will be used to increase its
course offerings, and increase its presence to 15 cities across the country.
BRS Ventures & Holdings Ltd, owned by Abu Dhabi-based billionaire Mr B R Shetty,
plans to invest US$ 1.8 billion in Amaravati in the state of Andhra Pradesh across
projects in healthcare, tourism, hospitality, infrastructure, and education sector.
Byju’s, an education technology start-up, has raised US$ 75 million from US-based
venture capital firm Sequoia Capital and Belgium-based investment firm Sofina,
which will be used to improve content delivery, expand product pipeline, launch in
new markets and continue to build its talent pool.
US based multinational technology major Intel Corporation, has partnered with Extra
marks Education, a digital learning solutions provider, to tap the US$ 40 billion
private school sector in India and thereby provide optimized learning solutions and
extend computing technologies to students and schools in the country.
EdCast, a technology education start-up based in Silicon Valley, plans to invest up to

US$ 50 million in education based technology and tie-up with around 500 educational
institutions to build digital content and curriculum for educational institutions in
India.
Tata Trusts, part of the Tata Group, has entered in to a strategic partnership with web-
based free learning portal, Khan Academy, and seeks to use technology to provide
free education to anyone, anywhere in India.
Venture capital fund Acumen has invested in two Hyderabad-based education start-
ups—Ignis Careers (US$ 250,000) and SEED (US$ 650,000)—working in the low-
cost school education space.
30
Anuna Education, a partner to National Skills Development Corporation (NSDC) has
announced the eEntrepreneurship Program in collaboration with eBay India. Anuna
Education will train entrepreneur to sell their products on eBay globally in
collaboration with eBay India along with a practical training on how to sell the
products to global buyers.
The Confederation of Indian Industry (CII) has launched Strategic Manufacturing

Skill Council (SMSC) to train workforce for defence equipment manufacturing, ship
building and repair, homeland security equipment and other firefighting equipment.
The Central Board of Secondary Education (CBSE) has mandated the appointment of
a special educator for children with learning disabilities so that they could be
assimilated with other students. This directive came as a part of “inclusive practices”
philosophy of CBSE and strict guidelines of ‘Right to Education” Act.
In an attempt to improve health care infrastructure in West Bengal, nine new medical
colleges will be opened, out of which five will be government-run while the other
four will be set up under the Public Private Partnership (PPP) model.
The growth in this industry is in part attributed to the growing global competitive
landscape for higher education, but also for greater recognition of the value of trade
schools. Many folks are realizing that the cost of a college education can saddle a
person for life - and are opting to skip college, learn a trade and start making money
faster and with less debt.
Government Initiatives
Some of the other major initiatives taken by the Government of India are
1) The Union Budget 2016-17 has made the following provisions for the education
sector 10 public and 10 private educational institutions to be made world-class
Scheme to get Rs 500 Crores (US$ 73.36 million) for promoting entrepreneurship
among Schedule Caste/Scheduled Tribe (SC/ST)
31
2) Digital Repository for all school leaving certificates and diplomas Rs 1,000 crore
(US$ 146.72 million) allocated for higher education financing Rs 1,700 crore (US$
250 million) allocated for 1500 multi-skill development centres.
3) 62 new Jawahar Navodaya Vidyalayas (JNV) to provide quality education.
4) Digital literacy scheme to be launched for covering six crore additional rural
households. Objective to skill one crore youth in the next three years under the
Pradhan Mantri Kaushal Vikas Yojna (PMKVY).
The Government of India has announced plans to digitise academic records such as
degrees, diplomas, mark sheets, migration certificate, skill certificate, etc from
secondary to tertiary-level institutions into a National Academic Depository (NAD).
The Government of India plans to set up an advanced research and training institute in
chemical engineering, which will offer support services to businesses in technology,
design and testing and will train engineers and scientists through its various centres in
different parts of the country.
The Government of India has signed a financing agreement with The World Bank, for
International Development Association (IDA) credit of US$ 300 million, for the
Madhya Pradesh Higher Education Quality Improvement Project, which aims to
improve student outcomes, especially of disadvantaged groups in selected Higher
Education Institutions (HEIs) and increase the effectiveness of the higher education
system in Madhya Pradesh.
The Human Resource Development (HRD) Ministry has entered into a partnership
with private companies, including Tata Motors Ltd, Tata Consultancy Services Ltd
and real-estate firm Hubtown Ltd, to open three Indian Institutes of Information
Technology (IIITs), through Public-Private Partnership (PPP), at Nagpur, Ranchi, and
Pune.
Prime Minister Mr Narendra Modi launched the Skill India initiative – ‘Kaushal
Bharat, Kushal Bharat’. Under this initiative, the government has set itself a target of
training 400 million citizens by 2022 that would enable them to find jobs. The
initiatives launched include various programmes like Pradhan Mantri Kaushal Vikas
32
Yojana (PMKVY), National Policy for Skill Development and Entrepreneurship 2015,
Skill Loan scheme, and the National Skill Development Mission.
PMKVY is the flagship program under the Skill India Initiative and it includes
incentivising skill training by providing financial rewards on completion of training to
the participants. Over the next year 2.4 million Indians are believed to be benefitted
from this scheme.
National Policy for Skill Development and Entrepreneurship 2015 is India’s first
integrated program to develop skill and promote entrepreneurship simultaneously. The
vision of this programme is to skill the Indian youth rapidly with high standards and
at the same time promote entrepreneurship thus creating wealth and gainful
employment for the citizens.
Skill Loan Scheme is designed to disburse loans of Rs 5,000 (US$ 75.3) to Rs

150,000 (US$ 2,260) to 3.4 million Indians planning to develop their skills in the next
five years.
The National Skill Development Mission is developed to expedite the implementation

of skilling activities in India by providing robust institutional framework at the centre
and the state.
India and Australia have signed a Memorandum of Understanding (MoU) to boost

partnerships between the two countries in the fields of higher education and research,
including technical and professional education, schools, vocational education.
The National Skill Development Corporation of India (NSDC) under a Public Private
Partnership promoted by the Ministry of Finance, Government of India signed a
Memorandum of Understanding with Center for Research & Industrial Staff
Performance (CRISP), India to explore national and international opportunities for
strengthening skills development in India.
Road Ahead
33
Various government initiatives are being adopted to boost the growth of distance
education market, besides focusing on new education techniques, such as E-learning
and M-learning.
Education sector has seen a host of reforms and improved financial outlays in recent
years that could possibly transform the country into a knowledge haven. With human
resource increasingly gaining significance in the overall development of the country,
development of education infrastructure is expected to remain the key focus in the
current decade. In this scenario, infrastructure investment in the education sector is
likely to see a considerable increase in the current decade.
Moreover, availability of English speaking tech-educated talent, democratic

governance and a strong legal and intellectual property protection framework are
enablers for world class product development, as per Mr. Amit Phadnis, President-
Engineering and Site Leader for Cisco (India).
The Government of India has taken several steps including opening of IIT’s and IIM’s
in new locations as well as allocating educational grants for research scholars in most
government institutions. Furthermore, with online modes of education being used by
several educational organizations, the higher education sector in India is set for some
major changes and developments in the years to come.
KESHAVA REDDY Educational Institutions have been the pioneer of academic

excellence in the field of school education. This tree has sprouted from a little seed of
vision planted by Mr. KESHAVA Reddy in the year 1993 with 196 students and has
now branched out in 14 different places of the state with 56 branches providing
education to more than one lakh students. The institution worked hard right from the
start for 13 years when it got its high start in 2006 finally. Since then, victory has
almost become a trend and the institution has stood second to none. Keshava Reddy
Educational Institutions have been the pioneer of academic excellence in the field of
34
school education. This tree has sprouted from a little seed of vision planted by Mr
KESHAVA Reddy in the year 1993 with 196 students and has now branched out in 14
different places of the state with 56 branches providing education to more than one
lakh students. The institution worked hard right from the start for 13 years when it got
its high start in 2006 finally.
Since then, victory has almost become a trend and the institution has stood second to
none. The number of students who have graced the institution’s merit records
increased to 591 in 2008 and 2009, and moved up to 593 in 2010.Continuing the
success story, the SSC batch of 2011 seeing a total of 22 students bagging state top
ranks was yet another milestone, filling almost all of the top 10 positions across the
state. Such an achievement was never made in the history of school education in the
entire AP. This goes to prove that Keshava Reddy Educational Institutions are not
only trendsetters, but also record-breakers. Keshava Reddy Educational Institutions
have been the Toppers of the SSC rank chart every year. The magnitude of this
success saga yet holds its record even in this 2014 SSC with its spell bound success
with 552 students having secured outstanding GPA points.Apart from this hold, the
record like being the mightiest in the past marks and Ranking system with the hattrik
of state 1st and with a clean sweep of almost 10 ranks of the state it has also proved
itself the greatest in the present GPA system.
KESHAVA REDDY is undoubtedly the legend in the arena of S.S.C. In fact its
monopoly is not confined only to S.S.C, Keshava Reddy Students have been
experiencing thumping triumph in competitive exams such as APRJC and even in
EAMCET, IITJEE with the help of strong basics and fundamentals lay in Keshava
Reddy Class Rooms.
On the other side, the students of Keshava Reddy Educational Institutions showed an
astonishing performance in various competitions at State level, even at National level
and bagged top ranks and widened the standards of the Institutions. Thrice our
students got first prizes in the Southern Indian Science Exhibitions held at Pondichery
35
in Tamilnadu, Hubli in Karnataka and Kannur in Kerala and were praised by eminent
scientists for their exhibits. This is possible only because the students are exposed to a
quality education that is perfect blend of both conceptual and result oriented
approach. In making the students meet the needs of the hour, the Institutions have
taken a dynamic decision of including IIT and Medicine foundation courses in the
school curriculum, recruiting experts in the field.
"One may have thousand faculties... Education is the discovery of it ". This is a deep-
rooted feeling of the Institutions. Special care is being taken to train the children in
fine arts, martial arts, various games and sports and extra curricular activities.
Reflecting the efforts of the management towards accelerating the inner abilities of
the students, our students have been taking part in the cultural activities in Andhra
Pradesh Bhavan in New Delhi, for the last five years in the AP formation day
celebrations. Here it is noteworthy to state that no other school could get an
opportunity to take part in these celebrations, except Keshava Reddy Educational
Institutions.
EDUCATION is a hidden treasure that can make a person prominent everywhere

providing all comforts and respects. In a simple manner EDUCATION only can make
NILs to be FULLs and Zeros to be Heroes. Taking this as a guideline, to make the
future citizens to be ahead in all dimensions, our management and the staff have been
working with the simple principles of sincerity and commitment, honoring the
demands of the parents, whose satisfaction is highly valued.
Age of the respondents Frequency Percent (%)
20-25 0 0
26-30 12 16.66
31-35 34 47.22
36
36 and above 25 36.11
Total 72 100.00
Table 5.1 Age of the respondents

Source: primary Data
Graph 5.1 Age of the respondents
INTERPRETATION:
Table 5.1 shows that the majority (47.22) of the respondents is in the age group of 31-
35 followed by 36.11 of the respondents in the age group of 36 and above, 16.66 in
the age group of 26-30 years.
It is evident from the overall analysis and majority of the employees in the school are
in the age group of 31-35.
Table 5.2 Gender
Gender Frequency Percent (%)

Male 53 73.61
Female 19 26.39
Total 72 100.0
37
Source: Primary Data
Graph 5.2 Gender of the respondents
INTERPRETATION:
Table 5.2 shows that the majority (73.61%) of the respondents is male and 26.39%
are female.
It is evident from the overall analysis that the majority of the employees in the school
are male
Table 5.3 Education qualifications of the respondents

38
Education qualifications Frequency Percent (%)
Intermediate 4 5.56
Degree 15 20.82
Post graduation 19 26.39
Professional 34 47.22
total 72 100.00
Graph 5.3 Educational Qualifications of the respondents
INTERPRETATION:
Table 5.3 shows that the majority (47.22%) of the respondents is professionally
qualified followed by 26.39% Post graduates, 20.82 % graduates and 5.56% are
Intermediate passed.
are having professional qualification.
Table 5.4 Experience of the respondents

Experience Frequency Percent (%)
39
0-5 6 8.33
5-10 17 23.61
10-15 32 44.44
15 years and above 17 23.61

Total 72 100.00
Graph 5.4 Experience of the respondents
INTERPRETATION:
Table 5.4 shows that the majority (44.44%) of the respondents has the experience of
10-15 years, 23.61% have experience of above 15 years, 23.61% are having the
experience between 5-10 years, and 8.33% are having the experience of 5 years and
below.
have the experience of 10-15 years.
Table 5.5 Marital status of the respondents
Marital status Frequency Percent (%)
40
Married 64 88.89
Unmarried 8 11.11
Total 72 100.0
Graph 5.5 Marital status of the respondents
INTERPRETATION:
Table 5.5 shows that the majority (88.89%) of the respondents are married and
11.11% are unmarried.
are married.
Table 5.6 my work environment is efficient
Opinion Frequency Percent (%)
41
Strongly agree 38 52.78
Agree 31 43.06
Can’t say 3 4.17

Disagree 0 0.00
Strongly disagree 0 0.00
Total 72 100.00
Graph 5.6 my work environment is efficient
INTERPRETATION:
Table 5.6 shows that the majority (52.78) of the respondents strongly agree that the
work atmosphere is efficient. 43.06 agree t that the work atmosphere is efficient.
strongly agree that the work atmosphere is efficient.
Table 5.7 my work environment is not stressful
42
Agree 34 47.22
Can’t say 3 4.17
Disagree 1 1.39
Total 72 100.00
Graph 5.7 my work environment is not stressful
INTERPRETATION:
Table 5.7 shows that the majority (47.22%) of the respondents agree that the work
environment is not stressful. 45.83% strongly agree that the work environment is not
stressful.
agree that the the work environment is not stressful.
Table 5.8 I can communicate effectively with senior management
43
Agree 23 31.94
Can’t say 1 1.39
Disagree 0 0.00
Total 72 100.00
Graph 5.8 I can communicate effectively with senior management
INTERPRETATION:
Table 5.8 shows that the majority (66.67%) of the strongly agree that they can
communicate effectively with senior management while 31.94% agree that they can
communicate effectively with senior management.
can effectively communicate with senior management.
Table 5.9 Management takes employee suggestions seriously
44
Agree 37 51.39
Can’t say 2 2.78
Disagree 2 2.78
Total 72 100.00
Graph 5.9 Management takes employee suggestions seriously
INTERPRETATION:
Table 5.9 shows that the majority (51.39%) of the respondents strongly agrees that
they can communicate effectively with senior management while 31.94% agree that
they can communicate effectively with senior management.
can effectively communicate with senior management.
5.10 Information is shared freely throughout the organization
45
Agree 33 45.83
Can’t say 3 4.17
Disagree 0 0.00
Total 72 100.00
Graph 5.10 Information is shared freely throughout the organization
INTERPRETATION:
Table 5.10 shows the majorities (50%) of the respondents strongly believe that the
information is shared freely throughout the organization. 45.83% agreed with that.
strongly agree that the information is shared freely throughout the organization.
Table 5.11 I receive adequate feedback about my performance
46
Agree 30 41.67
Can’t say 3 4.17
Disagree 0 0
Strongly disagree 0 0
Total 72 100.00
Graph 5.11 I receive adequate feedback about my performance
INTERPRETATION:
Table 5.11 shows the majority (54.17%) of the respondents strongly agree that they
receive adequate feedback about their performance while 41.67% agree that they
receive adequate feedback about their performance.
strongly agree that they receive adequate feedback about their performance.
Table 5.12 I am willing to put in extra effort when necessary
47
Agree 27 37.50
Can’t say 4 5.56
Disagree 0 0
Total 72 100.00
Graph 5.12 I am willing to put in extra effort when necessary
INTERPRETATION:
Table 5.12 shows that the majority (56.94) of the respondents is strongly agree that
they are willing to put in extra effort when necessary while 37.50% of the respondents
agree that they are willing to put in extra effort when necessary
It is evident from the overall analysis that majority of the respondents strongly agree
that they are willing to put in extra effort when necessary
Table 5.13 I take active participation in the organization
48
Agree 29 40.28
Can’t say 1 1.39
Disagree 1 1.39
Total 72 100.00
Graph 5.13 I take active participation in the organization
INTERPRETATION:
Table 5.13 shows the majority (56.94%) of the respondents strongly agree, that they
take active participation in the organization while 40.28 agree that they take active
participation in the organization.
It is evident from the overall analysis, that the majority of the employees in the school
strongly agree that they take active participation in the organization.
Table 5.14 Working conditions are continually improving in my organization
49
Agree 22 30.56
Can’t say 1 1.39
Disagree 1 1.39
Total 72 100.00
Graph 5.14 Working conditions are continually improving in my organization
.INTERPRETATION:
Table 5.14 shows 65.28% of the respondents strongly agree that the working
conditions continually improving in the organization while 30.56 agree that the
working conditions continually improving in the organization.
strongly agree that the working conditions continually improving in the organization.
Table 5.15 I have freewill to express my views and feelings
50
Agree 29 40.28
Can’t say 4 5.56
Disagree 0 0
Total 72 100.00
Graph 5.15 I have freewill to express my views and feelings
INTERPRETATION:
Table 5.15 shows 54.17% of the respondents strongly agree that they have free will to
express their views and feelings in the organization while 40.28% agree that they have
free will to express their views and feelings in the organization.
strongly agree that they have free will to express their views and feelings in the
organization.
Table 5.16 I am fairly paid for my work
51
Agree 29 40.28
Can’t say 2 2.78
Disagree 0 0
Total 72 100.00
Graph 5.16 I am fairly paid for my work
INTERPRETATION:
Table 5.16 shows 56.94% of the respondents strongly agree that they fairly paid for
their work while 40.28% agree that they fairly paid for their work.
strongly agree that they are fairly paid for their work.
Table 5.17 My organization helps me to develop myself and my career
52
Agree 32 44.44
Can’t say 1 1.39
Disagree 0 0
Total 72 100.00
Graph 5.17 My organization helps me to develop myself and my career
INTERPRETATION:
Table 5.17 shows 54.17% of the respondents strongly agree that the organization helps
them to develop themselves and their career while 44.44% of the respondents agree
that the organization helps them to develop themselves and their career.
strongly agree that the organization helps them to develop themselves and their career.
Table 5.18 I am loyal to my organization
53
Agree 23 31.94
Can’t say 2 2.78
Disagree 0 0
Total 72 100.00
Graph 5.18 I am loyal to my organization
INTERPRETATION:
Table 5.18 shows 65.28% of the respondents strongly agree that they are loyal to the
organization while 31.94% of the respondents agree that they are loyal to the
organization.
loyal to the organization.
Table 5.19 I am able to balance personal and professional life
54
Agree 22 30.56
Can’t say 3 4.17
Disagree 0 0
Total 72 100.00
Graph 5.19 I am able to balance personal and professional life
INTERPRETATION
Table 5.19 shows 65.28% of the respondents strongly agree that they are able to
balance personal and professional lives while 30.56% of the respondents agree that
they are able to balance personal and professional lives.
are able to balance personal and professional lives.
Table 5.20 my relationships with my staff are friendly and professional.
55
Agree 14 19.44
Can’t say 2 2.78
Disagree 0 0
Total 72 100
Graph 5.20 my relationships with my staff are friendly and professional.
INTERPRETATION:
Table 5.20 shows 77.78% of the respondents strongly agree that their relationship with
the other staff is friendly and professional
strongly agree that their relationship with the other staff is friendly and professional.
FINDINGS
 47.22% of the employees in the school belong to the age group of 31-35 years
and 44.44% of the employees are having the experience of 10-15 years
56
 52.78% Strongly feel that their work environment is efficient and 47.22%
strongly feel that their work environment is not stressful
 51.39% strongly agree that the employees suggestions are taken seriously by
the Management
 54.17% admit that they receive adequate feedback and 56.94% strongly say
that they are willing to put extra effort when necessary
 65.28% strongly agree that they are loyal to the organization
 77.78% strongly agree that the relationship with other staff members is friendly
and professional
SUGGESTIONS
 Some of the employees are lacking behind in taking active participation.

Hence, the employees need to be motivated
57
 Some of the employees felt that the management does not take their suggestions
seriously. Hence, proper discussion should be held between the employees and
Management
 Few of the employees said they can’t say about “putting extra efforts when
necessary”. Though they are about 6%, Management should take care to
develop right kind of attitude and motivate them to put in extra effort when it is
really necessary
 Few of the employees said they can’t say about “free will to express their views
and feelings”. Though they are also about 6%, Management should take care to
communicate with them to express themselves freely in case they have
something to share.
 Few of the employees (5%) said they can’t say about “balancing personal and
professional life”. In the better interest of the Organization and the employees,
who are in confusion, management should take care to counsel them and see
that they try to achieve the balance.
CONCLUSION
HRD climate is the need of the hour for any organization and also it plays a crucial
role in the commitment and working of the employees. From this study we can say
that HRD climate is very important in the organization and it is very needy for the
58
employees. Employees are completely satisfied with the HRD climate in the school.
The organization is maintaining a good environment and also it is taking care of its
employees and making them satisfied.
BIBLIOGRAPHY
Reference books:
59
HUMAN RESOURCE DEVELOPMENT: A RESEARCHER’S PERSPECTIVE BY
R.KRISHNAVENI, EXCEL BOOKS.
HUMAN RESOURCE MANAGEMENT BY P.SUBBA RAO, HIMALAYA

PUBLISHING HOUSE.
WEBSITES:
www.slideshare.com
www.scholor.google.com
www.notes4mba.blogspot.com
www.ijaiem.org
ONLINE JOURNALS:
http://www.pakinsight.com/journals/IJMS.htm
http://journals.sagepub.com/doi/abs/10.1177/0972262912469564
QUESTIONNAIRE
Dear sir/madam,
I am C.S.A.SOHAIL, studying MBA at G.PULLAIAH COLLEGE OF

ENGINEERING AND TECHNOLOGY. As a part of my academics, I am doing a
60
project on “A STUDY ON HRD CLIMATE” I request you to spend your valuable
time in filling up this questionnaire.
Name: ______________________________________
1. Age
(a) 20-25 (b) 26-30
(c) 31-35 (d) 36 years above
2. Gender
(a) Male (b) Female
3. Education qualification
(a) Intermediate (b) Degree
(c) Post graduation (d) Professional
4. Experience
(a) 0-5 years (b) 5-10 years
(c) 10-15 years (d) 15 years above
5. Marital status
(a) Married (b) Unmarried
Please Mark the questions from 6-20 using Five point rating scale
5 4 3 2 1
Strongly Agree Can’t say Disagree Strongly Disagree

agree
6. My work environment is efficient [5 4 3 2 1]
7. My work environment is not stressful [5 4 3 2 1]
8. I can communicate effectively with senior management. [5 4 3 2 1]
61
9. Management takes employee suggestions seriously. [5 4 3 2 1]
10. Information is shared freely throughout the organization [5 4 3 2 1]
11. I receive adequate feedback about my performance. [5 4 3 2 1]
12. I am willing to put in extra effort when necessary. [5 4 3 2 1]
13. I take active participation in the organization [5 4 3 2 1]
14. Working conditions are continually improving in [5 4 3 2 1]

my organization
15. I have freewill to express my views and feelings [5 4 3 2 1]
16. I am fairly paid for my work [5 4 3 2 1]
17. My organization helps me to develop myself and my career [5 4 3 2 1]
18. I am loyal to my organization. [5 4 3 2 1]
19. I am able to balance personal and professional life [5 4 3 2 1]
20. My relationships with my staff are friendly and professional [5 4 3 2 1]
62
63

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Of all the factors of production, human is by far the most important.

In today’s globalization era, trade, business and industrial scenario is changing

• Develop the key competencies that enable individuals in organizations to perform

• Groups within organizations initiate and manage change.

• Ensure a match between an individual and organizational needs.

HRD is a continuous and planned process. HRD process always goes on in an

Human Resource Development is said to be the care of a larger system known as

a) Acquire or sharpen capabilities required to perform various tasks and functions

c) Develop an organizational culture where ‘superior/ subordinate’ relationships,

The focus of HRD essentially is enabling workers to self actualize through a

Human Resource Development is a continuous process and comprehensive system by

SIGNIFICANCE OF HRD ACTIVITIES

The HRD activities are also important because

i) It helps in the integrated growth of workers.

Top to Bottom Effort: Organization is considered to be complete organization after

IMPORTANCE OF HUMAN RESOURCE DEVELOPMENT IN HRM

3. Faith in capability of employees to change and acquire new competencies at any

4. A tendency to be open in communication and discussion rather than being secretive.

ELEMENTS OF HRD CLIMATE

The elements of HRD climate can be grouped into three broad

OCTAPACE culture is essential for facilitating HRD. Openness is there when:

Organizational Culture can be defined as cumulative, crystallized and quasistable

d) Authenticity is the value underlying trust. It is the willingness of a person to

g) Collaboration - involves working together during one another strengths for a

h) Experimenting - as a value emphasizes the importance given to innovating and

Human Resource Development Mechanisms in HRM

Performance appraisal is the evaluation of work done by employees. Performance

2. Career planning and development

Along with the performance appraisal, management should establish an appropriate

Factors Affecting HRD Climate

Culture describes how things are done in an organization or agency.

Decision-making is the process used in selecting a solution to a problem, deciding

Performance evaluations are formal, written appraisals of an employee's work as well

10) Training and Development

Training and development refers to work related educational experiences offered by

TECHNIQUES FOR IMPROVING HRD CLIMATE

The following techniques may be helpful in improving the organizational climate:

(I) Open Communication

(II) Concern for People

(III) Participative Decision-making

(IV) Change in Policies

The management can influence organization climate by changing policies, procedures

(V) Technological Changes

NEED FOR THE STUDY

SCOPE OF THE STUDY

The present study is aimed to carry out at KESHAVA REDDY RESIDENTIAL

Likewise, an organization should provide a congenial environment to motivate

OBJECTIVES OF THE STUDY

 To study the HRD Climate in KESHAVA REDDY RESIDENTIAL SCHOOL,

 To identify the employee’s perception towards the organization.

 To explore the impact of culture and climate of the organization on employees

RESEARCH DESIGN AND METHODOLOGY

The present study is empirical in nature. It is a way of gaining knowledge by means of

The present study includes two types of data collection i.e.

Sample unit : KESHAVA REDDY RESIDENTIAL SCHOOL, PANYAM.

Sample method : convenience sampling

Period of study : 45days (February 15 to March 31)

DATA COLLECTION INSTRUMENTS

STATISTICAL TOOLS AND TECHNIQUES

LIMITATIONS OF THE STUDY

 Time is a major constraint as the time is restricted to only a period of 45 days.

 We cannot expect that all the respondents might respond exactly.

 The study is confined only to KESHAVA REDDY RESIDENTIAL SCHOOL,