A STUDY ON HRD CLIMATE PREVAILING IN DIAMOND INDUSTRY AT SURAT PROVINCE MEHUL D. MEHTA

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1 A STUDY ON HRD CLIMATE PREVAILING IN DIAMOND INDUSTRY AT SURAT PROVINCE MEHUL D. MEHTA Assistant Professor, S. R. Luthra Institute of Management, Surat., M.T.B College Campus, Athwalines, Surat ABSTRACT INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE RESEARCH REVIEW Today world has become flat. Organization are crossing the national boundaries and entering in to foreign market for expanding their business. As a result of it, Competition has been increased. To sustain in the competitive market organization has to succeed anyhow. Through competent & knowledgeable employee they can achieve it. It is the responsibility of HR professional to create an organizational climate & culture where employees are trained & developed in a planned way. The present study is aimed at analyze the HRD climate prevailing in Diamond Industry and also to study HRD Climate and Employee Development in Diamond Industry. 200 Middle Management employees were taken from various Diamond firms operating at Surat. HRD Questionnaire developed by Rao & Abraham (1986) were used to measure HRD Climate. Statistical measure and correlation were used to test the hypothesis. Positive relationship has been observed between HRD Climate and Employee Development. Major factors for creating strong HRD Climate are Openness, Autonomy at workplace, Senior Management support to their subordinate in all aspect of job and last is top management support. Keywords: HRD Climate, Employee Development, OCTAPAC Culture INTRODUCTION In today s high competitive scenario every organization has to be innovative and competitive. Organization should develop Human Resource based competitive advantage to sustain in the competition. To develop HR based Competitive advantage HRD climate of an organization plays a very important role in ensuring the competency, motivation and development of its employees. The HRD climate can be created using appropriate HRD systems and leadership styles of top management. The HRD climate is both a means to an end as well as an end in itself.hellriegel and Slocum (1974) define organizational climate as a set of attributes which can be perceived about a particular organization and/or its sub-systems deal with their members and environment.the elements of HRD climate can be grouped into three broad categories general climate, OCTAPAC culture and HRD mechanisms.according to Gerber (2003) Organizational climate is defined as the shared perceptions, feelings and attitudes that organizational members have about the fundamental elements of the organization, which reflect the established norms, values and attitudes of the organization s culture and influences individuals behavior positively or negatively.the climate will differ from organization to organization. So it become the HR Professional concern to decide what practices should be carried out by an organization to create a healthy climate which in turns help them to achieve their organization goals. LITERATURE REVIEW Present day organizations see a paradigm shift in respect to treatment given to their human resources for their better utilization. The organizations have realized about the importance of improving the 34 icmrrjournal@gmail.com

2 effectiveness of HRD Climate through human resource development practices. It is only through competent and committed workforce an organization will be able to deliver better results and achieve its objectives.(v. Rama Devi, P. Lakshmi Narayanamma 2014) HRDC is congenial in the organization. More support, time and resources are needed from the Top management to build HRD. Informal meetings shall be held on regularly to let people discuss their problems openly (Tahir Ahemad Wani, 2003). In organizations physical conditions, infrastructure, safety standards and canteen,refreshment facilities, sanitation, ventilation and furnishing, working environment, employeesand management friendly relationship are up to the mark. Such human resource developmentclimate motivates employees in a positive way.(dr. Deepakshi Gupta & Dr. Neena Malhotra, 2012). There is negative significant correlation exist betweenhrdc and Job Satisfaction. In this context, management should focus right & appropriate HR Policy to improve in HRD Climate which isessential for improving the level of job satisfaction of the employees, which would positively help company managementto improve organizational performance of the company. (Srinibash dash, j. Mohapatra & lipika lipi bhuyan, 2013).HRD climate in public sector banks is average, and the perception ofemployees about HRD climate does not differ significantly on the basis of gender, qualification and designationbut the perception differs significantly on the basis of age. (Karunesh Saxena&Pankaj Tiwari, 2009) An organization s success is determined by theskills and motivation of the employees. Competent employees are the greatest assets of any organization. Given theopportunities and by providing the right type of climate in anorganization, individuals can be helped to give full contributionto their potentials, to achieve the goals of the organization, andthereby ensuring optimization of human resources.for thispurpose a congenial HRD climate is extremely important. There is a significant difference in the developmental climate prevailing in software and manufacturing organizations. (Dr. S. Saraswathi, 2010). RESEARCH OBJECTIVES 1. To study the HRD Climate and Organizational Climate in Diamond Industry. 2. To study the relationship between HRD Climate and Employee Development in Diamond Industry. 3. To provide suggestions to improve HRD Climate in Diamond Industry. RESEARCH METHODOLOGY A descriptive research design has been adopted in this study to find out relationship between HRD Climate and Employee Development in Diamond Industry at Surat Province. To collect the primary data, survey method has been adopted and Structured Questionnaire developed by Dr. T. V. Rao for studying HRD Climate was used as a tools to elicit first hand data from the respondents. Convenience sampling method was used to collect the data. 200 employees working at middle level from different diamond firms were taken as samples. SPSS had been used to analysis the data and to check hypothesis for the research. HYPOTHESIS OF THE STUDY To fulfill the research objective null and alternative hypothesis has been developed: Ho: There exists no significant relationship between HRDC and Employee Development in Diamonds Industry icmrrjournal@gmail.com

3 H 1 : There exists significant relationship between HRDC and Employee Development in Diamonds Industry. Table 1: Correlation Analysis between HRDC and ED HRDC ED GC OCTAPAC HRDM Pearson Correlation 1.910**.933**.954**.944** HRDC Sig. (2-tailed) Pearson Correlation.910** 1.984**.818**.760** ED Sig. (2-tailed) Pearson Correlation.933**.984** 1.827**.800** GC Sig. (2-tailed) Pearson Correlation.954**.818**.827** 1.878** OCTAPAC Sig. (2-tailed) Pearson Correlation.944**.760**.800**.878** 1 HRDM Sig. (2-tailed) ** Correlation is significant at the 0.01 level (2-tailed). The result shows a correlation of which signifies that there is a positive relationship between HRD Climate and employee development in the organization.therefore, the null hypothesis is rejected and the alternative one is accepted which says that there exists a significant relationship between the HRD Climate (HRDC) and employee development at Diamond Industry, Surat. Further analysis were carried out and it has been found that Correlation between the general climate and the overall HRD Climate is 0.933, which is considered to be a good correlation. Hence it can be conclude that Good HRD Climate will defiantly help to develop employees working at Diamond Industry. DATA ANALYSIS& DATA PRESENTATION Item wise mean score & Deviation (From Table 2) from 200 respondents was 3.57 which reveal that positive Employee Development took place in Diamond Industry. Table 2: Mean & Deviation of HRD Climate & Employee Development Variables Mean deviation General Climate OCTAPACE HRD Mechanisms Overall HRD Climate Sample Size (N) = icmrrjournal@gmail.com

4 (A) GENERAL CLIMATE ANALYSIS It indicates (from table 3) that the top management of the company is very supportive for the development of the employees. It spends considerable amount of time and resources for the employee development. The top management makes every effort to identify the potential in its employees.but interestingly, item no. 1 shows a mean score of 4.03 which means that top management of the company goes out of its way to make sure that employees enjoy their work. And also item no. 35 shows mean score of 3.59 which means that future plans are made known to managerial staff so that they can prepare their juniors for future. No. Item Mean Deviation The top management of this organisation goes out of its way to make sure that employees enjoy their work. The top management believes that human resources are an extremely important resource and that they have to be treated more humanly. Development of the subordinates is seen as an important part of their JOB by the managers/officers here The personnel policies in this organisation facilitate employee development. The top management Is willing to invest a considerable part of their time and other resources to ensure the development of employees. Senior officers/executives in this organisation take active Interest in their juniors and help them learn their job. People lacking competence in doing their jobs are helped to acquire competence rather than being left unattended. Managers in this organisation believe that employee behaviour can be changed and people can be developed at any stage of their life. The psychological climate in this organisation is very conducive to any employee interested in developing himself by acquiring new skills. The top management of this organisation makes efforts to identify and utilize the potential of the employees. The organization s future plans are made known to the managerial staff to help them develop their juniors and prepare them for future Overall General Climate Table 3: Descriptive Statistical for General Climate 37 icmrrjournal@gmail.com

5 OCTAPACE CULTURE Table 4: Descriptive Statistics for OCTAPACE Culture No. Item Mean Deviation 9 People in this organisation are helpful to each other Employees in this organisation are very informal and do not hesitate to discuss their personal problems with their super visors People in this organisation do not have any fixed mental impressions about each other. Employees are encouraged to experiment with new methods and try out creative ideas. When any employee makes a mistake his supervisors understands it and help him to learn from such mistakes rather than punishing him. When behaviour feedback is given to employees they take it seriously and use it for development. Employees in this organisation take pains to find out their strengths and weaknesses from their supervising officers or colleagues. Employees returning from training programmes are given opportunities to try out what they have learnt People trust each other in this organisation Employees are not afraid to express or discuss their feelings with their superiors. Employees are encouraged to take initiative and do things on their own without having to wait for instructions from supervisors. Delegation of authority to encourage juniors to develop handling higher responsibilities is quite common in this organisation When seniors delegate authority to juniors, the juniors use it as an opportunity for development Overall OCTAPAC Culture The item wise mean for OCTAPACE Culture (Table 4) is 3.58 with standard deviation of which means it is just above average and the variance is more. Amongst all, openness (Item No. 28) was ranked first with a mean score of 3.92 which means employees have been given a platform to express their ideas and also can share their problems. The second highest item found is Autonomy (Item No 19) at workplace with a mean score of 3.68 which means employees can do experiment without the fear of failing icmrrjournal@gmail.com

6 (B) HRD MECHANISMS Table 5: Descriptive Statistics for HRD Mechanisms No Item Mean Deviation Seniors guide their juniors and prepare them for future responsibilities/ roles they are likely to take up. Promotion decisions are based on the suitability of the promote rather than on favoritisms. There are mechanisms in this organisation to REWARD any good work done or any contribution made by employees. When an employee does good work his supervising officers take special care to appreciate It. Performance appraisal reports in our firm are based on objective assessment and adequate information and not on favouritism. Weaknesses of employees are communicated to them In a nonthreatening way. When employees are sponsored for training, they take It seriously and try to learn from the programmes they attend. Employees are sponsored for training programmes on the basis of genuine training needs Team spirit is of high order in this organization When problems arise people discuss these problems openly and try to solve them rather than keep accusing each other behind the back. Career opportunities are pointed out to juniors by senior officers in the organization. This organization ensures employee welfare to such an extent that the employees can save a lot of their mental energy for work purposes Job-rotation in this organization facilitates employee development Overall HRD Mechanisms Item wise Mean Score for HRD Mechanism (Table 5) is 3.60 which reveal a positive picture of its working among its employees. The highest scorehas been given to item no. 12 (4.08) which state that senior are very much supportive to their juniors. Second highest score has been given to item no. 16 (3.71) which indicates that supervisors are friendly & appreciate the juniors work icmrrjournal@gmail.com

7 (C) EMPLOYEE DEVELOPMENT Table 6: Descriptive Statistics for HRD Mechanisms No Item Mean Deviation The top management of this organisation goes out of its way to make sure that employees enjoy their work. The top management believes that human resources are an extremely important resource and that they have to be treated more humanly. Development of the subordinates is seen as an important part of their JOB by the managers/officers here The personnel policies in this organisation facilitate employee development. The top management Is willing to invest a considerable part of their time and other resources to ensure the development of employees. Senior officers/executives in this organisation take active Interest in their juniors and help them learn their JOB. People lacking competence in doing their JOBS are helped to acquire competence rather than being left unattended. Managers in this organisation believe that employee behaviour can be changed and people can be developed at any stage of their life People in this organisation are helpful to each other Employees in this organisation are very informal and do not hesitate to discuss their personal problems with their super visors Overall Employee Development Item wise mean score for Employee Development (Table 6) is 3.47 which is positive & above average. Among all the items, item no 1 is having the highest score of 4.03 which state that employers are ready to go out of its way to make employees to create a workplace where employees enjoy their work. FINDINGS HRD climate at Diamond Industry found strong which ultimately contribute to the employee development. A significant relationship exist between HRD climate and Employee Development which is shown in correlation between them where Pearson correlation is Major factor which has contributed to create Organization & HRD Climate at Diamond Industry are: 40 icmrrjournal@gmail.com

8 Top Management of an organization are ready to goes out of the way to make employee enjoyable at workplace. Support, encouragement and appreciations from Superior to their junior. Culture of openness to communicate and Autonomy to do experiment were major factors for the creation of HRD Climate which enable employee development. Some of the weak point about HRD Climate observed at Diamond Industry are: Lack of Career Management practices. Lack of Training Need Assessment before designing training program for an employees. CONCLUSION & SUGGESTIONS A Strong organization climate is essential ingredient for organizational success in today s era. It can be conclude from the study that positive correlation exist between HRD Climate & Employee Development at Diamond Industry, Surat. But still there are some areas were improvement is needed. Here are some suggestion that researcher would like to give to improve HRD Mechanism: Rather than being left unattended they should adopt training need identification mechanisms like GAP Analysis, Skill Matrix and Competence Mapping to meet the future needs. Company should adopt the mechanism of Mentoring, coaching to nurture the junior staff and through that they can assist them to develop their skills & career. Company should adopt Career Management practices for defining proper career path for their employees so they can develop themselves over a period of time. FUTURE DIRECTION The present study is limited only to study whether relationship exist between HRD Climate and Employee Development or not? In the future, Research can be carried out to find out whether any relationship can be found between HRD Climate and employee engagement or not? As strong climate can promote commitment and engagement from employee side. REFERENCES 1. Dr. Deepakshi Gupta, Dr. Neena Malhotra. Human Resource Development Climate in Information Technology Organisations. Gian Jyoti E- Journal, Vol 2, Issue 3 July Dr. S. Saraswathi. Human Resource Development Climate: An Empirical Study. International Journal of Innovation, Management and Technology, Vol 1, Issue 2 June Gerber, F.J. (2003). Die invloed van organisasieklimaat op werksmotivering [The influence of organizational climate on work motivation]. Unpublished MComm dissertation, University of South Africa, Pretoria. 4. Hellriegel, D., & Slocum, J.W. (1974). Organizational climate: Measures, research and contingencies. Academy of Management Journal, 17(2), Karunesh Saxena, Pankaj Tiwari,. HRD Climate in selected public sector banks: an empirical study. 9th Global Conference on Business and Economics icmrrjournal@gmail.com

9 6. Srinibash Dash, J. Mohapatra, Lipika Lipi Bhuyan,. A correlation of HRD Climate with Job Satisfaction of employees: an empirical investigation on MCL, Burla, Sambalpur, Odisha. International Journal of Research in Business Management, Vol. 1, Issue 2, July Tahir Ahmed Wani. An Empirical Study of HRD Climate and OCTAPACE Culture in FMCG companies, Cadbury India-Thane Plant. Abhinav International Monthly Referred Journal of Research in Management and Techonology, Vol 2 July V. Rama Devi, P. Lakshmi Narayanamma. Human Resource Development Climate in Healthcare and Banking Sector. Middle East Journal of Scientific Research, Vol. 21, icmrrjournal@gmail.com

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