1

1. INTRODUCTION
1.1. PROJECT

If we need to find a way to develop employees in order to become

effective contributors to the goals of an organization, we need to have a clear
view of what an effective contribution would look like. The use of personal
capacities can be very helpful in describing the way in which an effective
employee should operate and behave, but there can be no general
prescription of an effective employee. Effectiveness will differ with
organizational context, and on whose perspective we are adopting. The matter
of what, finally, makes an effective employee is a combination of personality,
natural capabilities, developed skills, experience and learning. The process of
enhancing an employee’s present and future effectiveness is called
development. HR means employees in organization, who work to increase the
profit for organization. Development, it is acquisition of capabilities that are
needed to do the present job, or the future expected job. 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. (It is provided by an organization.). An employee may be working to
get some thing other than the economic gain. To bring 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 needed to do their job well.
To help the employees at lower level they need to updated properly and they
need to share their expertise and experience with employees. In the process
of developing HRD Climate employer should have faith on its employees
capabilities. 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.
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1.1.1 ABOUT THE STUDY

HR means employees in organization, who work to increase the profit for

organization. Development, it is acquisition of capabilities that are needed to
do the present job, or the future expected job. 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.

What is needed to Develop Organizational Climate in 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.

Motivator role of Manager and Supervisor: -

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 employees: -

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In the process of developing HRD Climate employer should have faith on its
employees 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 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.

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:

Employees should be motivated by giving them authority to take

decision. This concept is risky but gradually it will bring expertise in employees
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 appreciated and those who are not
performing good they need to be guided. Any kind of partial behavior should
be avoided.
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Components of HRD Climate

The organizational climate consists of: -

Organizational Structure

An organization’s structure is actually a ‘snapshot’ of a work process,

frozen in time so that it can be viewed. The structure enables the people’s
energy to be focused towards process achievement and goal achievement.
Employee must have a clear definition of not only the work structure but also
the role used to organize the work. If the structure and the role is not clear,
people will not know what the work process is, who is responsible for what,
whom to go for help and decision, and who can Assist in solving problems that
may arise

Organizational culture

Organizational culture is the pattern of beliefs, knowledge, attitudes,

and customs that exists within an organization. Organizational culture may
result in part from senior management beliefs or from the beliefs of
employees. Organizational culture can be supportive or unsupportive, positive
or negative. It can affect the ability or willingness of employees to adapt or
perform well within the organization. The most effective work culture is one
that supports the organizations HR strategies by aligning behaviors,
processes and methods with the desired results. It is not just achieving results
but the methods through which they are achieved that are critical to long-term
success.
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PROBLEM OF THE STUDY

Keltron component and complex ltd is one of the big companies in

producing capacitors, located in Kannur district. . Now it produces a wide
range of aluminum Electronic capacitors. It commenced commercial
production of Aluminum Electrolytic Capacitors in August 1978 in technical
collaboration with M/s N.V Sprague Electromag, Belgium a subsidiary of the
world famous Sprague Electric Company of USA.

People in the organization may not be working for getting salary only.
They want to get a climate there they could be able to develop the skills
needed to the job well. Therefore the top executives of every firm should be
such that, they should take enough care towards their employees by providing
training and also they should hear the problems of their employees while at
work. Some times most of the employees working in the company may not
have the enough capabilities to do the job being given to them. To avoid these
problems, there should have a climate, which would help them to tell their
problems while at work. And also the top executives should take initiative to
provide training that should be capable to face present and future job
challenges.
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1.1.3 Objectives of the study

• To find out the existing human resource development climate.

• To find out the motivation being given to the employees.

• To understand the importance of superior subordinate relationship.

• To find out the effectiveness of training given to the employees.

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1.1.4 Hypothesis
A research hypothesis is a prediction of the outcome of a study. The
prediction may be based on an educated guess or a formal theory. A simple
research hypothesis predicts a relationship between two variables. Hypothesis
is the statement, which is yet to be proved. The test includes a formula, which
determines whether to accept or to reject the staled hypothesis. The stat
hypothesis are called null hypothesis (Ho), which is tested for possible
resection under the assumption that it is true an alternate hypothesis (Ha),
which is complementary to the null hypothesis.
 8

1.1.5 Scope of the study

The study was done on the HRD climate with the aim to find out the
existing HRD climate, to understand the importance of superior subordinate
relation and to find out the effectiveness of the training being given to
employees. This study was done in the Keltron component and complex LTD.
The period for the study was 45 days. Samples being taken for the study were
125. The research methodology used in the study was descriptive. The
research can be utilized in future for strengthening the existing climate. This
study may also suggest the company to strengthen the superior subordinate
relationship. There should have the climate where superior officer should try to
keep relations with subordinate, which may help them to do the job well.
 9

1.1.6 Limitation of the study

 Most of the respondent was not able to understand the HRD climate.

 The samples being taken may not be appropriate for the study.

 The time given for the study was 30 days.

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1.2 Industrial profile

Today, we live in a technology-driven world where speed, flexibility,

intellectual capital development, and networks have become the basis of value
creation – as connectivity and interactive technologies pervade all business
activity. In this technology-driven environment, Keltron finds the assimilation,
adoption and integration of technology in creating innovative solutions as the
very basis of survival.

Since 1973 Keltron’s strength lies in the stable foundation and

experience built over the years, its strong human capital, its nation-wide
network and its agility to adapt itself to change. At the moment, Keltron has an
arrangement with C-DAC, a research and development organization under the
Government of India, which is located in the Keltron campus, for technology
development and adaptation. An in-house research and department facility
along with a full-fledged Knowledge Centre is in the pipeline and will be
implemented shortly. Strong Infrastructure and Manufacturing Experience
Since its inception in 1973, Keltron forte has always been high quality
manufacturing. During the past 30 years, Keltron has churned out a whole
range of electronic products, electro-mechanical and high precision modules
and sub assemblies for different industry segments.

Keltron has an All India Sales Network in place with full-fledged

Marketing Offices in Mumbai, Delhi, Kolkata, Chennai, Bangalore, Hyderabad,
Ahmadabad and Trivandrum to provide the quickest possible service to
customers. ANYTHING is possible. But then, only few things really happen.
Keltron has been making things happen since 1973 starting with spearheading
an electronics revolution in the country to being the most sustainable
electronics corporation in the state sector. A strong infrastructure, enterprising
team of people, innovative operational methods, accent on quality and
customer-orientation are the core competencies of the organization, which has
 11
made things happen all these years. Keltron expertise in high quality
manufacturing is the direct result of the highly skilled, multi-disciplinary team of
graduate engineers, project managers and a skilled workforce with a proven
track record in complex precision manufacturing. Currently, Keltron employs a
work force of 2000 of which 400 are Engineers who possess extensive hands-
on experience in technology integration and adoption, high-tech manufacturing
operations and in managing turnkey projects.
 12

1.3 Company profile

Keltron Component Complex Limited is a Government of Kerala

undertaking promoted by Kerala State Electronics Development Corporation
Ltd (KELTRON). The Company is located in the district of Kannur in Kerala. It
commenced commercial production of Aluminum Electrolytic Capacitors in
August 1978 in technical collaboration with M/s N.V Sprague Electromag,
Belgium a subsidiary of the world famous Sprague Electric Company of USA.

Keltron Component Complex Limited markets its products under the

brand name? KELTRON? of its parent Company. It has a state of the art
manufacturing facility with sophisticated automatic machines from Japan and
Europe. It has the capability to produce all types of Aluminum Electrolytic
Capacitors, which conform to national and international standards.

The manufacturing technology is constantly upgraded by R&D

Centre of the Company which has the recognition of the Department of
Scientific & Industrial Research, Ministry of Science & Technology, Govt. of
India. The Company's Quality system has been conferred with the ISO 9001
accreditation by M/s KPMG. Electronic products have gained a vital role in the
economic and social development of a country. The liberalization of our
economy has also resulted in to the development of electronic industries in our
country.
Keltron component and complex limited is encaged in producing
capacitors, which will be later used in the manufacturing electronic products
like TV, VCR etc. The company uses new technology for production and also
concentrates in upgrading its production facilities.
 13
The company has also maintained a separate department for
research and development. Even though, the company is facing losses due to
the competition from the other companies. Because, the most of the

manufacturing companies like Keltron component and complex ltd encaged in

producing small components needed for the big company are able to produce
the component at a cheaper rate because of the use of the advanced
technologies. Due to the pressure from the competitors the company is
tempted to reduce the price for the capacitors in order to survive in the market.

The company new directly sells the capacitors needed for the
big electronic manufacturing companies like ONIDA and also sells through its
dealers. There is no middleman as in the case of other products.

It has also gained ISO certificate. It has also a separate block to

check the quality of the capacitors at each stage. The reason for the loss may
be due to the inability of the company to reach its product on time, which
shows that its poor management system. Now it has become one of the best
capacitors manufacturing company in the world. The capacitors that the
company manufacture are:-

Type Designation

Radial Capacitors

SA2 Small sized + 85 C (2000Hrs)

SM Reduced size 7mm height

SN Bipolar

SH Horizontal Correction

SZ Low ESR

SH Horizontal Correction
 14
SZ Low ESR

ST Low leakage

SB Professional grade Defence approved

High temp 105 c (for automobile sector)

Axial Capacitors

DB Miniature 85c (2000Hrs)

DC Large Axial 85c (2000Hrs)

DD Professional grade (Defence approved)

CAN Type

MA PCB mounts High Voltage Capacitor

MB Snap mount

MD Double cans Motor Start AC Capacitor

MS Single Can Motor Start AC Capacitor

MP Can type Screw terminal

ML Can type Lug Terminal

HUMAN RESOURCES

Presently the company has following manpower. The split up into category-
wise is as follows

Executives: 52

Supervisors: 3

Workman: 245
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 The range of experience all the category of employees is from 12 years
to 25 years.

2. RESEARCH METHODOLOGY

The research methodology is a way to solve the research

problem systematically. It may understand as a science of studying how
research is done systematically and scientifically. Research means search
of knowledge. It aims at discovering the truth. It is essential and powerful
tool in leading men towards progress. It is an original contribution to the
existing stock of knowledge. It is undertaken to discover answers to
questions by applying scientific method of finding solution to problems. In
this we study various steps that are generally adopted by researcher in
studying his problem along with the logic behind them. It is necessary for
the researcher to not only research but also methodology.
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2. 1 RESEARCH DESIGN
In this study researcher uses descriptive research design, this helps to
find the attitude of respondents. Descriptive research includes the survey and
facts finding enquiries of different kinds. The major purpose of the descriptive
research is the description of the state of affairs, as it exists in the present.
The main characteristics of this research are that the researcher has no
control over the variables. He can only report what has happened or what is
happening. But in analytical research, one has to use facts or information
already available and analysis these to make a critical evaluation of the
material.
2.2POPULATION

It is the aggregate of all units, from which the sample being taken .It can
be finite or infinite. In finite, the number of item is certain but not in case
of an infinite universe, the number of item uncertain.

2.3 METHODS OF SAMPLING

In this study non-probability sampling has been adopted. Under the

non-probability convenience sampling has been taken for the purpose of
study.

CONVENIENCE SAMPLING:

The sampling unit is chosen primarily on the basis of convenience

to the researcher and is known as convenience sampling.
SAMPLING TECHNIQUES
 17

Sample may be defined as the selection of some part of an aggregate

or totality. On the basis of which a convenience about the totality is made.
Research conducted by considering only a few units of population is called as

sampling. Sampling is an important and persuasive activity. Sampling

technique has got its own range of advantages.
1. Reduce cost owing to smaller units from the population.
2. Greater speed is there due to smaller units from the population.
3. Greater accuracy results.
4. Greater depth of information.
Reservation of units for reuse in destructive nature of experiments is possible.

2.4 SAMPLE SIZE

One can say that the sample must be an optimum size that it is
should be neither excessively large not too small. Technically, the sample size
such the size of the sample must be chosen by logical process before sample
is taken from the universe. In order to extract much feasible results through
the study. A sample size of 125 has been taken for the study.
 18

2.5 SOURCES OF DATA:

Mainly two types of data are used, that are primary and secondary
data. Here the researcher used both types of data.

Primary data

When the researcher he trying to collect the data for his particular
purposes from the sources available, it becomes primary data. In this study,
primary data is collected from using well-structured questionnaire through
customers by the survey method.

Primary data is known as the data collected for the first time through
field survey. Such data are collected with a specific set of objectives to
assess the current of any variable studies.

Primary data collection is nothing but the data is directly collected from
the people by the researcher himself. Primary data may pertain to
demographic / socio economic characteristics or the employees attitude and
opinion of people, their awareness and knowledge and other similar
aspects.

In this study primary data collection method has helped the researcher
to a great extent in arriving the results.

Secondary data

• The process of gathering information from an already existing

source is called as the secondary data.
 19

2.6 METHODS OF DATA COLLECTION:

The main tool used for data collections are Questionnaire

Questionnaire:

Questionnaire is a schedule containing various items on which

information is sought from respondents. The various types of questionnaire
are;

1. Simple alternative questions- yes / no questions.

2. Multiple-choice questions – respondent is asked to select one
out of number of responses.
3. Open questions- in this respondent are free to express their
frank and independent opinion in their own words.

SAMPLING TECHNIQUES:

Sample may be defined as the selection of some part of an aggregate

or totality. On the basis of which a convenience about the totality is made.
Research conducted by considering only a few units of population is called
as sampling. Sampling is an important and persuasive activity. Sampling
technique has got its own range of advantages.

1. Reduce cost owing to smaller units from the population.

2. Greater speed is there due to smaller units from the
population.
3. Greater accuracy results.
4. Greater depth of information.
5. Reservation of units for reuse in destructive nature of
experiments is possible.
 20

2.7 ANALYTICAL TOOLS

The tools used for the analysis are sample percentage method, weighted
average.

Percentage Analysis

Percentage refers to a special kind of ratio in making comparison

between two or more data and to describe relationships. Percentage can also
be used to compare the relation terms the distribution of two or more sources
of data.

Number of respondents
Percentage of respondents = x 100
Total respondents
 21

Analysis and interpretation

Table 1

Question no.3 Gender status

S.no Gender No. of respondent Percentage

1 Male 69 55%

2 Female 56 45%
Total 125 100

Source: Primary data

Inference:

From the above table it can be interpreted 55% of the respondent are
male and 45% are female
 22

Figure no: 1

Question no.3 Gender status

Female
45%

Male
55%
 23

Analysis and interpretation

Table 2

Question no.4 Qualification

S.no Qualification No. Of respondent Percentage

1 School level 68 54%

2 Diploma 26 21%

3 Graduate 24 19%

4 Post graduate 7 6%

Total 125 100%

Source: Primary data

Inference

From the above table it can be seen that 45% of the respondents are in
school level, 30% are diploma holders, 19% of the respondents are degree
holders or graduate and the rest of them are postgraduate.

Figure no: 2
 24
Question no.4

60%
54%
50%

40%

30%

20% 21%
19%
10%

0% 6%
School level S1
Diploma
Graduate
Post graduate
 25

Analysis and interpretation

Table 3

Question no.5 income level

s.no Income No. Of Percentage

respondent

1 Less thanRs10000 43 34%

2 BetweenRs10000$Rs15000/- 57 46%

3 BetweenRs15000/-$Rs20000/- 16 13%

4 Above Rs 20000/- 9 7%

Total 125 100

Source: Primary data

Inference:

From the above data it is clear that 34%of the respondents get less
than Rs10000/-, 46% of them have income between Rs10000/- and Rs15000,
13% of the respondent have income between Rs10000/- and Rs20000 and
only 7% of the respondent have an income which is above Rs20000/-
 26

Figure no: 3

Question no.5 income level

50%

45%
40%
35%
30%
25% 46%
20%
34%
15%
10%
13%
5% 7%
0%
BetweenRs10000$Rs

BetweenRs15000/-
Less thanRs10000

Above Rs 20000/-
$Rs20000/-
15000/-
 27

Analysis and interpretation

Table 4

Question no.6 service

s.no Service No. Of respondent Percentage

1 Less than 10-years 25 20%

2 10 to15 41 33%

3 15 to 20 9 7%

4 More than 20 years 50 40%

Total 125 100

Source: Primary data

Inference

From the above table we can see that 20% of the respondents
have the service of less than 10 years, 33% have the service of 10 to 15
years, 7% have the service of 15 to 20 years and the rest of them have been
working there more than 20 years.
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Figure no: 4

Question no.6 service

40%
35%
30%
25%
20% 40%
33%
15%
10% 20%
5% 7%
0%
Less 10 to15 15 to 20 More
than than 20
10- years
years
 29

Analysis and interpretation

Table 5

Opinion given by the respondent on the initiatives being taken to make

ensure that employee enjoy their work

s.no Employee opinion No. Of respondent Percentage

1 Always takes initiative 23 18%

2 Some times 75 60%

3 Rarely 17 14%

4 Not at all 10 8%

Total 125 100

Source: Primary data

Inference

The above data shows that 18% of the respondents have the
opinion that the top management always takes initiatives to ensure that
employee enjoy their work, 60% of the respondents say that top mgt takes
initiative some times, 14% of the respondents have given the response rarely,
and the rest of them have an negative view on this.
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Figure no: 5

Opinion given by the respondent on the initiatives being taken to make

ensure that employee enjoy their work

60%
50%
40%
30% 60%

20%
10% 18% 14%
8%
0% S1
Always Some Rarely Not at all
takes times
initiative
 31

Analysis and interpretation

Table 6

Q.No.8 opinion on the time and resource being invested to ensure

employees development

s.no Particulars No. Of respondent Percentage

1 Always invests 21 17%

2 Some times 33 26%

3 Rarely 40 32%

4 Not at all 31 25%

Total 125 100

Source: Primary data

Inference:

From the above table it can be seen 17% of the respondents hold up
the view that management always invests a considerable time and resource to
ensure their development, 26% hold up the view that some times, 32% hold
up rarely, the rest of them say that ‘not at all’.
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Figure no: 6

Q.No.8 opinion on the time and resource being invested to ensure

employees development

35% 32%
30%
26% 25%
25%

20% 17%
15%

10%

5%

0%
Always Some Rarely Not at all
invests times
 33

Analysis and interpretation

Table 7

Question no.9 opinion about personal policies

s.no Particulars No. Of respondent Percentage

1 Always facilitate 24 19%

2 Some times 57 46%

3 Rarely 26 21%

4 Not at all 18 14%

Total 125 100

Source: Primary data

Inference

From the above table it can see that 19% of the respondents have the
opinion that personal policies always facilitate employee development, 46% of
the respondents agree with the second view, 21% of the respondent agree
with the third view and the rest of them agree with the last one
 34

Figure no: 7

Question no.9 opinion about personal policies

14% 19%

21%

46%
 35
Analysis and interpretation

Table 8

Question no.10 opinion on the interest being taken by the senior

executives to help the employee for doing their job well

s.no Particulars No. Of respondent Percentage

1 Always take interest 41 33%

2 Some times 38 30%

3 Rarely 29 23%

4 Not at all 18 14%

Total 125 100

Source: Primary data

Inference:

From the above table it can be interpreted that 33% of the

respondents are agreed with the choice that senior executives always take
interest to learn and do well the job, 30% with the second one, 23% with the
third and the rest of them that is 14% with the last choice.
 36

Figure no: 8

Question no.10 opinion on the interest being taken by the senior

executives to help the employee for doing their job well

35%
30%
25%
20%
33%
15% 30%
23%
10%
14%
5%
0% S1
Always Some Rarely Not at
take times all
interest
 37

Analysis and interpretation

Table 9

Question no.11 opinion of the employee on the interest shown by the

executives to hear their problems while they do the job

s.no Particulars No. Of respondent Percentage

1 Always consider 60 48%

2 Some times 38 30%

3 Rarely 16 13%

4 Not at all 11 9%

Total 125 100

Source: Primary data

Inference

From the above table it can be seen that 48% of the respondents have
a positive view, 30% of have the second view, 13% of are agreed with the
third and the rest of them have the opinion “not at all”.
 38

Figure no: 9

Question no.11 opinion of the employee on the interest shown by the

executives to hear their problems while they do the job

50%
45%
40%
35%
30%
25% 48%
20%
15% 30%
10%
13%
5% 9%
0%
Always Some Rarely Not at all
consider times
 39

Analysis and interpretation

Table 10

Question no.12 opinion on the guidance provided by the executives to

make them prepared to take the future responsibilities

s.no Particulars No. Of respondent Percentage

1 Always act as guide 16 13%

2 Some times 84 66%

3 Rarely 21 17%

4 Not at all 5 4%

Total 125 100

Source: Primary data

Inference

The Above table shows that 13% of the respondent has the positive
view, 66% of have the second view, and 17% of have the third view and the
rest of them have the opinion “not at all”.
 40

Figure no: 10

Question no.12 pinion on the guidance provided by the executives to

make that them prepared to take the future responsibilities

70%
60%
50%
40%
66%
30%
Series1
20%
10% 13% 17%
4%
0%
Always Some Rarely Not at
act as times all
guide
 41

Analysis and interpretation

Table 11

Question no.13 opinion expressed on the initiative being taken by the

mgt to identify and use their inner ability

s.no Particulars No. Of respondent Percentage

1 Takes always 16 13%

2 Some times 39 31%

3 Rarely 27 22%

4 Not at all 43 34%

Total 125 100

Source: Primary data

Inference

From the above table it can be interpreted that 13% of the

respondent says that mgt takes initiatives to identify their inner ability, 30% of
say some times, 22% of say that rarely, 34%, that is, majority of them are
agreed with and with the last choice.
 42

Figure no: 11

Question no.13 opinion expressed on the initiative being taken by the

mgt to identify and use their inner ability

40%
35%
30%
25%
20%
34%
15% 31%

10% 22%
13%
5%
0%
Takes Some Rarely Not at all
always times
 43

Analysis and interpretation

Table 12

Question no.14 opinion on the encouragement provided by the superior

when any one of them takes initiatives

s.no Particulars No. Of respondent Percentage

1 Encourages always 33 26%

2 Some times 49 39%

3 Rarely 17 14%

4 Not at all 26 21%

Total 125 100

Source: Primary data

Inference

The above data shows that 26% of the respondents have a positive
view, 39% of have the second view, 14% of are agreed with the third and the
rest of them have the opinion “not at all”.
 44
Figure no: 12

Question no.14 opinion on the encouragement provided by the superior

officers when any one of them takes initiatives

45%
40%
35%
30%
25%
20% 39%
15% 26%
10% 21%
5% 14%
0%
s

l
y
es

al
ay

el
tim

at
ar
w
al

ot
e

N
es

m
So
ag
ur
co
En

Analysis and interpretation

 45
Table 13

Question no.15 opinion on the encouragement provided by the superior

when any one of them finds some ting new

s.no Particulars No. Of respondent Percentage

1 Almost always true 19 15%

2 Some times 30 24%

3 Rarely 17 14%

4 Not at all 59 47%

Total 125 100

Source: Primary data

Inference

From the above data it can be clearly understood that 15% of them
have the opinion that they get encouragement to find some thing new and to
develop creative ideas, 24% of have the second view, 14% of are agreed with
the third and the rest of them, that is, 47 have the opinion “not at all”.

Figure no: 13
 46
Question no.15 opinion on the encouragement provided by the
superior when any one of them finds some ting new

50%
45%
40%
35%
30%
25% 47%
20%
15% 24%
10% 15% 14%
5%
0%
Almost Some Rarely Not at
always times all
true
 47

Analysis and interpretation

Table 14

Question no.16 employee’s opinion on the his superior officer reaction

when he does some thing wrongly

s.no Particulars No. Of respondent Percentage

1 Takes almost all times 17 14%

2 Some times 51 41%

3 Rarely 53 42%

4 Does not take at all 4 3%

Total 125 100

Source: Primary data

Inference

From the above data it can well seen that only14% of the
respondents have the positive view, 41% of them are agreed with the second
choice, 42% of, that is, majority of them say that rarely and only few persons
have the negative view.
 48

Figure no: 14

Question no.16 employee’s opinion on the his superior officer reaction

when he does some thing

45% 42%
41%
40%
35%
30%
25%
20%
15% 14%
10%
5% 3%
0%
Takes Some Rarely Does
almost times not take
all at all
times
 49

Analysis and interpretation

Table 15

Question no.17 opinion on the way of weakness communicated to them

s.no Particulars No. Of respondent Percentage

1 Almost all the time 10 8%

2 Some times 38 30%

3 Rarely 57 46%

4 In the threatening way it 20 16%

self

Total 125 100

Source: Primary data

Inference

From the above table it can see that 8% of the employees show a
positive view, 30% of them agree with the second choice, 46% of, that is,
majority of them have the third view and only 16% of them have the negative
view.
 50

Figure no: 15

Question no.17 opinion on the way of weakness communicated to them

50% 46%
45%
40%
35% 30%
30%
25%
20% 16%
15%
10% 8%
5%
0%

threatening
Almost all

Rarely
Some
times

way it self
the time

In the
 51

Analysis and interpretation

Table 16

Question no.18 opinion on the help given by the top persons to improve
their skills and ability

s.no Particulars No. Of respondent Percentage

1 Always help 9 7%

2 Some times 55 44%

3 Rarely 44 35%

4 Not at all 17 14%

Total 125 100

Source: Primary data

Inference

The above data shows that 7% of the respondents have a positive view, 44%
of have the second view, 35% of agree with the third and the rest of them
have the opinion “not at all”.
 52

Figure no: 16

Question no.18 opinion on the help given by the top persons to improve
their skills and ability

45%
40%
35%
30%
25%
44%
20% 35%
15%
10%
14%
5% 7%
0%
Always Some Rarely Not at
help times all
 53

Analysis and interpretation

Table 17

Question no.19 opinion on the suitability of training

s.no Particulars No. Of respondent Percentage

1 Suits to meet the challenges 20 16%

2 To some extent 51
41%
3 Rarely suits 34
27%
4 Never suits 35
8%

Total 125 100

Source: Primary data

Inference

From the above data it can be seen and understood that 16% of the
employees have agreed with the first one that training suits to meet the
present and future job challenges, 41% of them come under the second scale,
27% of, come under the category of rarely suits, 8% of, have the opinion that
the given training never suits with.
 54

Figure no: 17

Question no.19 opinion on the suitability of training

45% 41%
40%
35%
30% 27%
25%
20% 16%
15%
10% 8%
5%
0%

Never suits
Rarely
challenges

To some

suits
meet the
Suits to

extent
 55

Analysis and interpretation

Table 18

Question no.20 opinion expressed on the make use of the training

s.no Particulars No. Of respondent Percentage

1 Yes 122 98%

2 No 3 2%

Total 125 100

Source: Primary data

Inference

From the above table it can see that 98% of them says that if they get
training they will make use the things learned in the training and only 2%, that
is, few persons have the negative view.
 56

Figure no: 18

Question no.20 opinion expressed on the make use of the training

98%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10% 2%

0%
Yes No
 57

Analysis and interpretation

Table 19

Question no.21 opinion on the availability of freedom to discus their

problems with superior officers

s.no Particulars No. Of respondent Percentage

1 Have a good freedom 66 53%

2 Get some times 40 32%

3 Rarely 10 8%

4 No freedom 9 7%

Total 125 100

Source: Primary data

Inference

From the data it can be understood that most of them, that is, 53%
says that they have a good freedom there to discus their problems with
superior officers, 32% of says that they get the freedom some times, 8% of
says that they get it rarely, 7% of them agree with that they have no freedom.
 58

Figure no: 19

Question no.21 opinion on the availability of freedom to discus

employees problems with superior officers

7%
8%

53%
32%
 59

Analysis and interpretation

Table 20

Question no.22 opinion on the availability of freedom to talk their

problems with superior officers openly

s.no Particulars No. Of respondent Percentage

1 Get always 33 32%

2 Get some times 50 41%

3 Rarely 32 12%

4 Not at all 10 15%

Total 125 100

Source: Primary data

Inference

From the data it can be understood that most of them, that is, 32% says
that they have a good freedom there to talk their with superior officers openly,
41% of says that they get the freedom some times, 12% of says that they get it
rarely, 15% of them agree with that they have no freedom.
 60

Figure no: 20

Question no.22 opinion on the availability of freedom to talk their

problems with superior officers openly

45%
40%
35%
30%
25%
20% 41%
32%
15%
10% 15%
12%
5%
0%
Get Get Rarely Not at all
always some
times
 61

Analysis and interpretation

Table 21

Question no.23 the respondent’s opinion on the status and recognition

that they get there

s.no Particulars No. Of respondent Percentage

1 Get always 33 26.66%

2 Get some times 50 40%

3 Very rarely 32 26.66%

4 Not at all 10 8%

Total 125 100

Source: Primary data

Inference

From the above table it can be seen that 26.66% of them says that they
get recognition and status there, 40% of say that ‘some times’, again 26.66%
have the opinion that they get very rarely and the rest of them have the
opinion “not at all”.
 62

Figure no: 21

Question no.23 the respondent’s opinion on the status and recognition

that they get there

40.00%
35.00%
30.00%
25.00%
20.00% 40%
15.00% 26.66% 26.66%
10.00%
5.00% 8%
S1
0.00%
Get Get Very Not at
always some rarely all
times
 63

Analysis and interpretation

Table 22

Question no.24 opinion about satisfaction on the status and recognition

s.no Particulars No. Of respondent Percentage

1 Satisfied 50 40%

2 Partially satisfied 51 41%

3 Dissatisfied 24 19%

Total 125 100

Source: Primary data

Inference

From the above table it can be seen that 40% of the respondents are
satisfied with recognition and status being given to them, 41% of partially
satisfied and 19% of them are dissatisfied with the recognition and status
being given to them.
 64

Figure no: 22

Satisfaction on the status and recognition

45%
40%
35%
30%
25%
40% 41%
20%
15%
10% 19%
5%
0%
Satisfied Partially Dissatisfied
satisfied
 65
4. Findings

 From the study it can be seen that 55% of the respondents are male
and 45% of the respondents are female.
 All most all the respondents get salary, which is above Rs. 10000/- that
indicates the company maintains, good wage payment system.
 40% of the employees have been working there more than 15 years,
which shows that all most all employees well experienced with their job.
 Most of the employees say that their superior officers hear their
problems facing at work.
 Employees should be more encouraged to take initiative, 39% of them,
that is, majority says that they get encouragement ‘some times’.
 42% of the respondents say that they were not threatened while they
do some thing wrongly. That indicates the superiors are so supportive
 41% of the employees are satisfied with training being given to them
and say that it helps to meet the present and future job challenges. But
most of them responded as’ some times ‘.
 53% of the respondent says that they have a good freedom to discus
their problems with their superior officers.
 41% of them say that t some times they get the freedom to discus their
problems openly. That indicates they have no enough freedom to
discus their problems openly.
 40% of the respondent says that they get sometimes status and
recognition for their works.
 41% of the employees are partially being satisfied with status and
recognition given for their works. That indicates they expect some thing
more from the company.
 66

5. Suggestions
Human resource development climate is concerned with improving
the competencies needed to do the job being assigned to each employee
for achieving the goal of the company. Every employee should have the
ability to do the job well. Other wise they should be given training. To
develop the competencies, there should have a supportive relationship
with employees. Every employees should be given the freedom to discus
their problems with their superior officers openly. Most of the employees
may not have the capabilities to do the jobs being assigned to them. . For
the purpose he can suggest him to attend training programs. The term
climate indicates that “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. Therefore they
should be given enough training, which would help to acquire skills
required to do the present and future expected jobs well.
 67

6. CONCLUSION

From the study it can be concluded, almost all the employees desire to
get a training to meet their future job challenges. Therefore they should be
given training to satisfy their interest. Employees should also be given some
more freedom to discuses their problems with superior officers openly. They
should also show interest to solve the problems of them. A good human
resource climate can cause to develop a feeling towards the company and
also that would motivate them to do the job well. Superior officers should also
have a good faith on the employees that would encourage them to do the job
well. Employees should also given to express their feelings freely.
 68

APPENDICES

A study on the human resource development climate

Questionnaire

1. Name:

2. Age:

3. Gender:

a. Male b. female

4. Qualification

a. School level b. Diploma

c. Graduate d. postgraduate

5. Monthly income

a. Below Rs. 10000/- b. between Rs. 10000/-$ Rs. 15000/-

c. Between Rs. 15000/-$ Rs. 20000/- d. above Rs.20000/-

6. How long you have been working here?

a. Less than 10-years b. 10 to 15

c. 15 to 20 d. more than 20-years

Special information

Rate your answer based on the scale

(Tick your choice)
 69

7. Does the top management take initiative to make sure that employees
enjoy their work?

a. always takes initiatives b. some times

c. Rarely d. not at all

8. Does the management invest a considerable time and resource to ensure

your development?

a. always invests b. some times

c. Rarely d. not at all

9. Do the personal policies facilitate employee’s development?

a. Always facilitate b. some times

c. Rarely d. not at all

10. Do the senior executives always take interest to help you to do your job
well?

a. Always take interest b. some times

c. Rarely d. not at all

11. Do the executives hear your problems while you are at work?

a. Always consider b. some times

c. Rarely d. not at all

12. Do the executives guide and make you all prepared to take future
responsibilities, which are likely to take up

a. Act always as a guide b. Some times

c. Act rarely d. not at all act

 70

13. Does the management take initiative to identify and use your inner
abilities?

a. Takes always b. some times

c. Rarely d. not at all

14. When any one of you takes initiatives, will your superior officer encourage
him?

a. Encourages always b. some times

c. Rarely d. not at all

15. Employees are always encouraged to find some thing new and to
develop creative ideas

a. Almost always true b. some times

c. Rarely d. not at all true

16. When you do some thing wrongly, will your superior officer take it as a part
of learning?

a. Almost all the times b. some times

c. Rarely d. does not take at all

17. Is the Weakness in you always communicated to you in a non-threatening

way?

a. Almost all the time b. some times

c. Rarely d. in the threatening way it self

18. Do the top executives always help to improve skills and ability needed to
do the job well?

a. always help b. some times

c. Rarely d. not at all

 71

19. Does the training meet your present and future job challenges?

a. Training meets challenges b. to some extent

c. Rarely suits d. never suits

20. If you are given training, will you make use things learned in the training?

a. Yes b. no

21. Do you have the freedom to talk your problems with superior officers?

a. Have a good freedom b. get some freedom

c. Rarely d. no freedom

22. Do you have the freedom to discuss your problems with superior openly?

a. Get always b. gets some times

c. Rarely d. not at all

23. Do you get recognition and status?

a. Get always b. gets some time

c. Very rarely d. Not at all

24. Are you satisfied with the recognition and status being given to you?

a. Satisfied b. partially satisfied c. dissatisfied

25. Do you have any suggestions to the company for betterment HRD
climate?

……………………………………………………………………………

……………………………………………………………………………
 72

BIBLIOGRAPHY

1. Human Resource Management, 3rd-Edition, Biswasjith Pattanayak,

Publisher Printers-Hall Of India Private Ltd, 2005 Years, Page. No [69-
105].
2. Organizational Behavioral, 11th Edition, Stephen P.Robbins Prentice-
Hall Of India Private Ltd, 2005 Years, Page. No [485-508].

3. Human Resource Management, 2nd Edition, V.S.P Rao, Published by

Anurag Jain for Excel Books, 2005 Years, Page. No [270-397].