STRENGTH AND WEAKNESS OF HRD ACTIVITIES

Page 136 of 230 CHAPTER 7 STRENGTH AND WEAKNESS OF HRD ACTIVITIES 7.1 INTRODUCTION Human Resource Development (HRD) aims at providing opportunities to individuals for full expression of their potential, and focus on the creation of values and culture conducive to individual growth in the organisational context. In other words, it works for the creation of a progressive organisation and seeks to develop human resources towards greater sharing of personal, social and economic values. The success of HRD in an organisation depends, to a large extent, on the existence of a favourable HRD climate. HRD is more personnel-oriented than technology-oriented, and it is believed that participation and communication would bring about greater commitment, efficiency, and growth of individuals. This chapter analyses the third objective of the research study To understand the strength and weakness of the HRD activities in the organisations. 7.2 STRENGTH OF HRD ACTIVITIES The strength of various HRD activities in the steel based state public sector enterprises in Kerala, was found from the responses of Human Resource Development Climate (HRDC) Questionnaire. The components of HRD climate: (1).General climate, (2).HRD (OCTAPACE) culture, and (3).HRD mechanisms were analysed to know the strong areas of HRD activities by using Standard Deviation and Z test. The elements of each of components of HRD climate analysed through the responses of the questionnaire by taking scores of moderate/

Page 137 of 230 favourable and higher scores i.e., mean 3 and above (scores of 50% and above), taken as strength of HRD activity. 7.2.1 General Climate Z-test was applied to test the significance of general climate of steel based state public sector enterprises in Kerala. The study tested the following hypothesis for the same. Hypothesis 1 H 0 : General climate in steel based state public sector enterprises in Kerala is average against the hypothesis (H 1 ) that it is high. Table 7.1: Descriptive statistics and Z value of General Climate HRD Climate element Minimum Maximum Mean Std. Deviation Z-value General Climate 1.38 5.00 3.1 0.69 2.74** ** Significant at 0.01 levels Critical value of Z at one percent level of significance is 2.33. Here the calculated value 2.74 is greater than the critical value. Hence the hypothesis stating that, General climate in steel based state public sector enterprises in Kerala is average is rejected at a level of significance of 0.01, and so the general climate in steel based state public sector enterprises in Kerala is high.

Page 138 of 230 In the responses related with General Climate, only two elements i.e. Commitment of Line Management and Positive Attitude towards development scored favourable conditions which show the strength of HRD activity. Table 7.2: Percentage and Mean Scores Showing the Strong Dimensions of the General Climate Item Mean Percentage score Line Management Commitment 3.5 63.3 Positive attitude towards development 3.2 55.3 70 63.3 60 55.3 Percentage score 50 40 30 20 10 0 Line Management Commitment Positive attitude towards development Fig.7.1: Comparison of Percentage Scores Showing the Strong Dimensions of the General Climate

Page 139 of 230 7.2.1.1 Commitment of Line Management Item No.47, Seniors are interested in participating with your efforts to make decisions on the matters of executing work, has scored mean value of 3.41 and 60.3% of the rating scale. This showed a favourable condition. For the item No.50 The superiors have the feeling that your personal involvement is essential for the target to be achieved, has the mean score of 3.65 and 66.3% of the rating scale. This also showed favourable condition. Table 7.3: Mean and Percentage to the item related to Line management Commitment 47 3.41 60.3 50 3.65 66.3 Overall Score 3.53 63.3 Overall mean score of 3.53 and percentage score 63.3 showed that the commitment of line management in steel based state public sector enterprises in Kerala was good and in appreciable condition. 7.2.1.2 Positive Attitude Towards Development Item No.11 The manager/ supervisors in your department think that your development is an important part of their job, has scored mean value of 3.32 and 58.0% of the rating scale. This showed a favourable condition. For the item No. 14 Your Senior Officer/ Executive in your department takes active interest in you and helps you learn your job, has the mean score of 3.27 and 56.8% of the rating scale. This also showed favourable condition.

Page 140 of 230 Table 7.4: Mean and Percentage to the item related to Positive Attitude Towards Development Item No Mean Percentage 11 3.32 58.0 14 3.27 56.8 20 3.29 57.3 24 3.05 51.3 39 3.46 61.5 43 2.93 48.3 44 3.17 54.3 Overall Score 3.2 55.3 Item No. 20 Your seniors guide you and prepare you for future responsibilities/ roles you are likely to take up, has scored mean value of 3.29 and 57.3% of the rating scale. This showed a favourable condition. For the item No. 24 When you do a good work, your supervising officer takes special care to appreciate it, has the mean score of 3.05 and 51.3% of the rating scale. This also showed favourable condition. Item No. 39 Delegation of authority to encourage juniors to develop handling higher responsibilities is quite common in this firm, has scored mean value of 3.46 and 61.5% of the rating scale. This showed a favourable condition.

Page 141 of 230 For the item No. 43 When you do a good work, your supervising officer takes special care to appreciate it, has the mean score of 2.93 and 48.3% of the rating scale. This item was the only item which showed unfavourable condition under the element positive attitude towards development. Item No. 44 Company s future plans are made known to the management staff to help them develop their juniors and prepare them for the future has scored mean value of 3.17 and 54.3% of the rating scale. This showed a favourable condition. The overall mean score of 3.2 and percentage score 55.3 showed that the positive attitude towards development in steel based state public sector enterprises in Kerala was good and in appreciable condition. 7.2.2 HRD (OCTAPACE) Culture Z-test was applied to test the significance of HRD (OCTAPACE) Culture of steel based state public sector enterprises in Kerala. The study tested the following hypothesis for the same. Hypothesis 2 H 0 : HRD (OCTAPACE) culture in steel based public sector enterprises in Kerala is average against the hypothesis (H 1 ) that it is high. Table 7.5: Descriptive statistics and Z value of HRD (OCTAPACE) Culture HRD Climate element Minimum Maximum Mean Std. Deviation Z-value HRD (OCTAPACE) Culture 1.78 4.89 3.5 0.55 17.18** ** Significant at 0.01 levels

Page 142 of 230 Critical value of Z at one percent level of significance is 2.33. Here in this case, the calculated value 17.18 is greater than the critical value. Hence the hypothesis stating that, HRD (OCTAPACE) culture in steel based public sector enterprises in Kerala is average is rejected at a level of significance of 0.01, and so HRD (OCTAPACE) culture in steel based state public sector enterprises in Kerala is high. In the responses related with HRD (OCTAPACE) culture, all the eight elements i.e. Openness, Confrontation, Trust, Authenticity, Proactivity, Autonomy, Collaboration and Experimentation scored favourable conditions which show the strength of HRD activity. Table 7.6: Percentage and Mean scores showing the Strong Dimensions of HRD (OCTAPACE) Culture Item Mean Percentage score Openness 3.36 59.0 Confrontation 3.71 67.8 Trust 3.56 64.0 Autonomy 3.48 62.0 Proactivity 3.03 50.8 Authenticity 3.26 56.5 Collaboration 3.60 65.0 Experimentation 3.98 74.5

Page 143 of 230 Percentage score 80 70 60 50 40 30 20 59 67.8 64 62 50.8 56.5 65 74.5 10 0 Openness Confrontation Trust Autonomy Pro-activity Authenticity Collaboration Experimentation Fig.7.2: Percentage scores of showing the Strong Dimensions of in HRD (OCTAPACE) Culture 7.2.2.1 Openness Item No.18 Employees in this firm are very informal and do not hesitate to discuss their personal problems with their supervisors, has scored mean value of 3.17 and 54.3% of the rating scale. That showed a favourable condition. For the item No.37 You and other employees in this firm are not afraid to discuss your feelings with your subordinates, has the mean score of 3.55 and 63.8% of the rating scale. That also showed favourable condition Table 7.7: Mean and Percentage to the item related to Openness 18 3.17 54.3 37 3.55 63.8 Overall Score 3.36 59.0

Page 144 of 230 The overall mean score of 3.36 and percentage score 59.0 showed that the Openness in steel based state public sector enterprises in Kerala was good and in appreciable condition. 7.2.2.2 Confrontation Item No. 36 You and other employees in this firm are not afraid to express/discuss your feelings with your supervisors, has scored mean value of 3.61 and 65.3% of the rating scale. This showed a favourable condition. For the item No. 49 You are prepared to anticipate the practical difficulties in the work and can adjust with the forthcoming changes, has the mean score of 3.81 and 70.3% of the rating scale. This also showed favourable condition. Table 7.8: Mean and Percentage to the item related to Confrontation 36 3.61 65.3 49 3.81 70.3 Overall Score 3.71 67.8 The overall mean score of 3.71 and percentage score 67.8 showed that the Confrontation in steel based state public sector enterprises in Kerala was good and in appreciable condition. 7.2.2.3 Trust Item No. 26 People in this firm do not have any fixed mental impression about each other has scored mean value of 3.37 and 59.3% of the rating scale. This showed a favourable condition.

Page 145 of 230 For the item No. 35 People trust one another in this firm, has the mean score of 3.75 and 68.8% of the rating scale. This also showed favourable condition. Item No. 42 When problems arise, you and co-employees discuss these problems openly and try to solve them rather than keep accusing each other behind the back, has scored mean value of 3.57 and 64.3% of the rating scale. This showed a favourable condition. Table 7.9: Mean and Percentage to the item related to Trust 26 3.37 59.3 35 3.75 68.8 42 3.57 64.3 Overall Score 3.56 64.0 The overall mean score of 3.56 and percentage score 64.0 showed that the Trust in steel based state public sector enterprises in Kerala was good and in appreciable condition. 7.2.2.4 Authenticity Item No. 27 You are encouraged to experiment with new methods and try out creative ideas, has scored mean value of 3.04 and 51.0% of the rating scale. This showed a favourable condition. For the item No. 58 You get job opportunities to utilise your personal skills in the work, has the mean score of 3.48 and 62.0% of the rating scale. This also showed favourable condition.

Page 146 of 230 Table 7.10: Mean and Percentage to the item related to Authenticity 27 3.04 51.0 58 3.48 62.0 Overall Score 3.26 56.5 The overall mean score of 3.26 and percentage score 56.5 showed that the Authenticity in steel based state public sector enterprises in Kerala was good and in appreciable condition. 7.2.2.5 Proactivity Item No. 48 Employees are persuaded to take risk in getting the work in time, has scored mean value of 3.46 and 61.5% of the rating scale. This showed a favourable condition. For the item No. 52 You would like to avoid shop floor work as you think there is ambiguity, has the mean score of 2.60 and 40.0% of the rating scale. This showed unfavourable condition. This was the only item, which showed unfavourable condition under the elements of HRD (OCTAPACE) Culture. Table 7.11: Mean and Percentage to the item related to Proactivity 48 3.46 61.5 52 2.60 40.0 Overall Score 3.03 50.8

Page 147 of 230 The overall mean score of 3.03 and percentage score 50.8 showed that the Proactivity in steel based state public sector enterprises in Kerala was average and in moderate condition. 7.2.2.6 Autonomy Item No. 19 The physiological climate in this firm is very conducive for any employee interested in developing himself by acquiring new knowledge and skills, has scored mean value of 3.16 and 54.0% of the rating scale. This showed a favourable condition. For the item No. 38 You are encouraged to take initiative and do think on your own without having to wait for instructions from your supervisors, has the mean score of 3.81 and 70.3% of the rating scale. This also showed favourable condition. Table 7.12: Mean and Percentage to the item related to Autonomy 19 3.16 54.0 38 3.81 70.3 Overall Score 3.48 62.1 The overall mean score of 3.48 and percentage score 62.1 showed that the Autonomy in steel based state public sector enterprises in Kerala was good and showed an appreciable condition.

Page 148 of 230 7.2.2.7 Collaboration Item No. 17 People in this organisation are helpful to one another, has scored mean value of 3.61 and 62.3% of the rating scale. This showed a favourable condition. For the item No. 41 Team spirit is of high order in this firm, has the mean score of 3.51 and 62.8% of the rating scale. This also showed favourable condition. Item No. 51 The employees in this firm like to work in groups with co-operation has scored mean value of 3.66 and 66.5% of the rating scale. This showed a favourable condition. For the item No. 54 Other categories of employees in this firm are always co-operating with you, has the mean score of 3.61and 65.3% of the rating scale. This also showed favourable condition. Table 7.13: Mean and Percentage to the item related to Collaboration 17 3.61 65.3 41 3.51 62.8 51 3.66 66.5 54 3.61 65.3 Overall Score 3.60 65.0 The overall mean score of 3.60 and percentage score 65.0 showed that the Collaboration in steel based state public sector enterprises in Kerala was good and showed an appreciable condition.

Page 149 of 230 7.2.2.8 Experimentation Item No. 40 When authority is delegated to you, you use it as an opportunity for development, has scored mean value of 3.98 and 60.3% of the rating scale. This showed a favourable condition. Table 7.14: Mean and Percentage to the item related to Experimentation 40 3.98 60.3 The mean score of 3.98 and percentage score 60.3 showed that the Experimentation in steel based state public sector enterprises in Kerala was good and showed an appreciable condition. All the elements in HRD (OCTAPACE) culture were found in favourable condition. Hence we can say that HRD (OCTAPACE) culture among the employees in the steel based state PSUs in Kerala was good. 7.2.3 HRD Mechanisms Z-test was applied to test the significance of HRD mechanisms of steel based state public sector enterprises in Kerala. The study tested the following hypothesis for the same. Hypothesis 3 H 0 : HRD Mechanisms in steel based public sector enterprises in Kerala is average against the hypothesis (H 1 ) that it is high.

Page 150 of 230 Table 7.15: Descriptive statistics and Z value of HRD mechanisms HRD Climate element Minimum Maximum Mean Std. Deviation Z-value HRD Mechanisms 1.48 4.81 3.1 0.62 3.05** ** Significant at 0.01 levels Critical value of Z at one percent level of significance is 2.33. Here the calculated value 3.05 is greater than the critical value. Hence the hypothesis stating that, HRD Mechanisms in steel based public sector enterprises in Kerala is average is rejected at a level of significance of 0.01, and so HRD Mechanisms in steel based state public sector enterprises in Kerala is high. In the responses related with HRD mechanisms, the elements i.e. Performance Appraisal, Grievance Mechanism, Feedback and Counselling, Training, Recruitment and Selection and Job Rotation scored favourable conditions which show the strength of HRD activity. Table 7.16: Percentage and Mean scores showing the Strong Dimensions of HRD mechanism Item Mean Percentage score Performance Appraisal 3.36 54.3 Grievance Mechanism 3.56 59.8 Training 3.48 63.8 Job Rotation 3.26 55.8 Recruitment and selection 3.98 58.5 Feedback and Counselling 3.53 63.3

Page 151 of 230 70 60 54.3 59.8 63.8 55.8 58.5 63.3 Percentage score 50 40 30 20 10 0 Performance Appraisal Grievance Mechanism Training Job Rotation Recruitment and selection Feed back & Counseling Fig. 7.3: Percentage scores of showing the Strong Dimensions of HRD mechanism 7.2.3.1 Performance Appraisal Item No. 15 Those of you lacking competence are helped to acquire it rather than left unattended, has scored mean value of 3.18 and 54.5% of the rating scale. This showed a favourable condition. For the item No. 16 You get job opportunities to utilise your personal skills in the work, has the mean score of 3.32 and 58.0% of the rating scale. This also showed favourable condition. Item No. 21 The top management of this firm makes effort to identify and utilise your potential, has scored mean value of 3.09 and 52.3% of the rating scale. This showed a moderate condition.

Page 152 of 230 For the item No. 22 Promotion decisions are based on the suitability of the promotee rather than on favouritism, has the mean score of 2.79 and 44.8% of the rating scale. This showed unfavourable condition. This was the only item, which showed unfavourable condition under the element Performance Appraisal. Item No. 25 Performance appraisal reports in this firm are based on objective assessment and adequate information and not on favouritism, has scored mean value of 3.36 and 59.0% of the rating scale. This showed a favourable condition. For the item No. 59 The working environment in this firm is congenial to exploit your potentialities optionally, has the mean score of 3.27 and 56.8% of the rating scale. This also showed favourable condition. Table 7.17: Mean and Percentage to the items related to Performance Appraisal 15 3.18 54.5 16 3.32 58.0 21 3.09 52.3 22 2.79 44.8 25 3.36 59.0 59 3.27 56.8 Overall Score 3.17 54.3

Page 153 of 230 The mean score of 3.17 and percentage score 54.3 showed that the Performance Appraisal in steel based state public sector enterprises in Kerala was good and showed a moderate condition. 7.2.3.2 Grievance Mechanism The item No. 28 When you make a mistake, your supervisors treat it with understanding and help you to learn from such mistakes rather than punishing you or discouraging you, has scored mean value of 3.39and 59.8% of the rating scale. This showed a favourable condition. Table 7.18: Mean and Percentage to the item related to Grievance Mechanism 28 3.39 59.8 The mean score of 3.39 and percentage score 59.8 showed that the Grievance Mechanism in steel based state public sector enterprises in Kerala was good and showed an in appreciable condition. 7.2.3.3 Feedback and Counselling Item No. 29 Your weaknesses are communicated to you in a non threatening way has scored mean value of 3.46 and 61.5% of the rating scale. This showed a favourable condition. For the item No. 30 When the feedback on behaviour is given to you, you take it seriously and use it for development, has the mean score of 3.69 and 67.3% of the rating scale. This also showed favourable condition.

Page 154 of 230 Item No. 31 Employees, like you, in this firm take pains to find your strength and weakness from your supervising officers and colleagues, has scored mean value of 3.45 and 61.3% of the rating scale. This showed a favourable condition. Table 7.19: Mean and Percentage to the items related to Feedback and Counselling 29 3.46 61.5 30 3.69 67.3 31 3.45 61.3 Overall Score 3.53 63.3 The mean score of 3.53 and percentage score 63.3 showed that the Feedback and Counselling in steel based state public sector enterprises in Kerala was good and showed an appreciable condition. 7.2.3.4 Training Item No. 32 When you and your fellow workers are sent for training, you take it seriously and use it for development, has scored mean value of 3.73 and 68.3% of the rating scale. This showed a favourable condition. For the item No. 33 When you are returning from training programmes, you are given opportunities to try out what you have learnt, has the mean score of 3.45 and 61.3% of the rating scale. This also showed favourable condition.

Page 155 of 230 Item No. 34 You are sponsored for training programmes on the basis of genuine training needs has scored mean value of 3.48 and 62.0% of the rating scale. This showed a favourable condition. Table 7.20: Mean and Percentage to the items related to Training 32 3.73 68.3 33 3.45 61.3 34 3.48 62.0 Overall Score 3.55 63.8 The mean score of 3.55 and percentage score 63.8 showed that the Training in steel based state public sector enterprises in Kerala was good and showed an appreciable condition. 7.2.3.5 Recruitment and Selection Item No. 57 The present job specifications are adequate for the present work pattern, has scored mean value of 3.34 and 58.5% of the rating scale. This showed a favourable condition. Table 7.21: Mean and Percentage to the item related to Recruitment and Selection 57 3.34 58.5

Page 156 of 230 The mean score of 3.34 and percentage score 58.5 showed that the Recruitment and Selection in steel based state public sector enterprises in Kerala was good and in appreciable condition. 7.2.3.6 Job Rotation Item No. 46 Job rotation in this firm facilitates employee development has scored mean value of 3.23 and 55.8% of the rating scale. This showed a favourable condition. Table 7.22: Mean and Percentage to the item related to Job Rotation 46 3.23 55.8 The mean score of 3.23 and percentage score 55.8 showed that the Job Rotation in the steel based state public sector enterprises in Kerala was good and showed a moderate condition. 7.3 WEAKNESS OF HRD ACTIVITIES The strength of various HRD activities have already been discussed in the first part of this chapter. The weakness of various HRD activities in the steel based state public sector enterprises in Kerala, were found from the responses of Human Resource Development Climate (HRDC) Questionnaire. The elements of each of components of HRD climate analysed through the responses of the questionnaire by taking scores of unfavourable and lower scores i.e., mean below 3 (scores below 50%), taken as weak dimensions of HRD activity.

Page 157 of 230 7.3.1 General Climate In the responses related with General Climate the two elements i.e. Top Management Style and Philosophy and Personnel policies, scored unfavourable condition which show the weak dimensions of HRD activity. Table 7.23: Percentage and Mean Scores Showing the Weak Dimensions of the General Climate Item Mean Percentage score Top management philosophy 2.8 44.5 Personnel Policies 2.9 46.5 50 44.5 46.5 40 Percentage score 30 20 10 0 Top management philosophy Personnel Policies Fig. 7.4: Percentage Scores Showing the Weak Dimensions in the General Climate

Page 158 of 230 7.3.1.1 Top Management Style and Philosophy Item No. 9 The top management of this firm goes out of its way to make sure that employees enjoy their work, has scored mean value of 2.69 and 42.3% of the rating scale. This showed an unfavourable condition. For the item No. 10 The top management believes that human resources are extremely important resource and that they have to be treated more humanly, has the mean score of 3.14 and 53.5% of the rating scale. This showed a favourable condition. Item No. 13 The top management is willing to invest a considerable part of their time and other resources to ensure development of employees, has scored mean value of 2.50 and 37.5% of the rating scale. This showed an unfavourable condition. Table 7.24: Mean and Percentage to the items related to Top Management Style and Philosophy 9 2.69 42.3 10 3.14 53.5 13 2.50 37.5 Overall Score 2.8 44.5 The mean score of 2.8 and percentage score 44.5 showed that the Top management philosophy in steel based state public sector enterprises in Kerala was not good and showed an unfavourable condition.

Page 159 of 230 7.3.1.2 Personnel policies Item No. 12 Employee development oriented personnel policies are there in your organisation has scored mean value of 2.86 and 46.5% of the rating scale. This showed an unfavourable condition. Table 7.25: Mean and Percentage to the item related to Personnel policies 12 2.86 46.5 The mean score of 2.86 and percentage score 46.5 showed that the Personnel policies in the steel based state public sector enterprises in Kerala were not existing or not good and are in an unfavourable condition. 7.3.2 HRD (OCTAPACE) Culture In the responses related with HRD (OCTAPACE) culture, all the eight elements i.e. Openness, Confrontation, Trust, Authenticity, Proactivity, Autonomy, Collaboration and Experimentation scored favourable condition (mean: above 3 and percentage: above 50) which show the strength of HRD activity. 7.3.3 HRD Mechanisms In the responses related with HRD mechanisms, the elements i.e., Career Planning, Employee Welfare and Quality Work Life, and Rewards scored unfavourable conditions which show the weak dimensions of HRD activity.

Page 160 of 230 Table 7.26: Percentage and Mean scores of showing the Weak Dimensions of HRD mechanisms Item Mean Percentage score Career Planning 2.30 32.5 Employee Welfare and quality work life 2.75 43.8 Rewards 2.81 45.3 50 43.8 45.3 Percentage score 40 30 20 32.5 10 0 Career Planning Employee Welfare and quality work life Rewards Fig. 7.5: Percentage scores of showing the Weak Dimensions of HRD mechanisms 7.3.3.1 Career Planning Item No. 55 Promotions are not delayed and are sanctioned in time has scored mean value of 2.3 and 32.5% of the rating scale. This showed an unfavourable condition.

Page 161 of 230 Table 7.27: Mean and Percentage to the item related to Career Planning 55 2.3 32.5 The mean score of 2.3 and percentage score 32.5 showed that the Career Planning in the steel based state public sector enterprises in Kerala was not good and showed an unfavourable condition. 7.3.3.2 Employee Welfare and Quality Work Life Item No. 45 Your company ensures employee welfare to such an extent that the employees can save a lot of their mental energy for work purposes, has scored mean value of 2.75 and 43.8% of the rating scale. This showed an unfavourable condition. For the item No. 53 Employee welfare measures are well administered in this firm, has the mean score of 2.75 and 43.8% of the rating scale. This also showed an unfavourable condition. Table 7.28: Mean and Percentage to the items related to Employee Welfare and Quality Work Life 45 2.75 43.8 53 2.75 43.8 60 2.74 43.5 Overall Score 2.75 43.8

Page 162 of 230 Item No. 60 This firm is also interested in the welfare of your family members, has scored mean value of 2.74 and 43.5% of the rating scale. This showed an unfavourable condition. The mean score of 2.75 and percentage score 43.8 showed that the Employee Welfare and Quality Work Life in steel based state public sector enterprises in Kerala was not good and showed an unfavourable condition. 7.3.3.3 Rewards Item No. 23 There are mechanisms in this firm to reward any good work done or any contribution made by you has scored mean value of 2.85 and 46.3% of the rating scale. This showed an unfavourable condition. For the item No. 56 The shop floor workers in this firm are getting adequate and sufficient remunerations when compared to other categories in this organisation, has the mean score of 2.77 and 44.3% of the rating scale. This also showed an unfavourable condition. Table 7.29: Mean and Percentage to the items related to Rewards 23 2.85 46.3 56 2.77 44.3 Overall Score 2.81 45.3 The mean score of 2.81 and percentage score 45.3 showed that the Rewards in steel based state public sector enterprises in Kerala were not good and showed an in unfavourable condition.

Page 163 of 230 7.4 FACTORS CONTRIBUTING TO STRENGTH OF HRD ACTIVITIES The analysis revealed that the overall elements of HRD climate, i.e., General Climate, HRD (OCTAPACE) Culture, and HRD Mechanisms were in favourable conditions which show strength of HRD activities. On the basis of data analysis, the factors contributing to favourable dimensions of HRD culture were as given below: a) Educated, experienced and skilled work force b) Positive and motivating attitude of supervisors and executive staff c) Dedicated and committed line managers d) Cultural heritage e) High rate of literacy in the state f) Positive attitude of some trade unions of the employees g) The employee s opportunities to express their view points were quite successful h) Well developed and signified cohesion and trust in employees and their personal relationship i) Encouraging risk taking and experimentation j) A general climate of trust k) Freedom to let people to work independently with responsibility 7.5 FACTORS CONTRIBUTING TO WEAKNESS OF HRD ACTIVITIES The analysis of HRD Climate revealed that overall scores were in favourable condition. But some elements of General Climate, HRD (OCTAPACE) Culture, and HRD Mechanisms were found in unfavourable condition which show weakness of HRD activities. The factors contributing to weakness of HRD activities were as given below:

Page 164 of 230 a) Non conformity of actions with the declaration of the top management b) Lack of clear cut and adequately defined policy on human resources c) Incompetency of persons who are responsible for the development of human resources d) Inadequate utilisation of HRD instruments and system e) Inadequate delegation of power and autonomy to the implementing officers at various levels f) Behavioural issues which are varying from person to person, occupied at the key position of management g) Inadequate basic qualification of some of employees in top management position h) Ambiguity in defining power of various levels and categories of officials i) Various religious and cultural elements come in the way of effective implementation of a healthy climate. 7.6 CONCLUSION Chapter 7 analyses the third objective of the research study To understand the strength and weakness of the HRD activities in these organisations. The elements of each component of HRD climate was analysed through the responses of the questionnaire by taking scores of moderate/favourable and higher scores i.e., mean 3 and above (scores of 50% and above), taken as strength of HRD activity. The elements of each of component of HRD climate was analysed through the responses of the questionnaire by taking scores of unfavourable and lower scores i.e., mean below 3 (scores below 50%) taken as weakness of HRD activity. The analysis revealed that the overall elements of HRD climate, i.e., General Climate, HRD (OCTAPACE) Culture, and HRD Mechanisms were in

Page 165 of 230 favourable conditions which show strength of HRD climate. In the responses related with General Climate the two elements i.e. Commitment of Line Management and Positive Attitude towards development, scored favourable condition which show the strength of HRD activity. In the responses related with HRD (OCTAPACE) culture, all the eight elements i.e. Openness, Confrontation, Trust, Authenticity, Proactivity, Autonomy, Collaboration and Experimentation scored favourable condition which show the strength of HRD activity. In the responses related with HRD mechanisms, the elements i.e. Performance Appraisal, Grievance Mechanism, Feedback and Counselling, Training, Recruitment and Selection and Job Rotation scored favourable conditions, which show the strength of HRD activity. In the responses related with General Climate the two elements i.e. Top Management Style and Philosophy and Personnel policies, scored unfavourable condition which show the weakness of HRD activity. In the responses related with HRD mechanisms, the elements i.e., Career Planning, Employee Welfare and Quality Work Life, and Rewards scored unfavourable conditions which show the weakness of HRD activity. The factors contributing to the strength of HRD activities were educated, experienced and skilled work force, positive and motivating attitude of supervisors and executive staff, dedicated and committed line managers, well developed and signified cohesion and trust in employees their personal relationship, encouraging risk taking and experimentation, a general climate of trust, freedom to let people to work independently with responsibility, the employee s opportunities to express their view points were quite successful, cultural heritage, high rate of literacy in the state, and positive attitude of some trade unions of the employees. The factors contributing to the weakness of HRD activities were nonconformity to actions with the declaration of the top management, lack of clear cut and adequately defined policy on human resources, incompetency of concerned

Page 166 of 230 persons who are responsible for the development of human resources, inadequate utilisation of HRD instruments and system, inadequate delegation of power and autonomy to the concerned implementing officers at various levels, behavioural issues which are varying from person to person, occupied at the key position of management, inadequate basic qualification of some of employees in top management position, ambiguity in defining power of various levels and categories of officials, and various religious and cultural elements come in the way of effective implementation of a healthy climate. -------------------------------