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BHEL HARIDWAR”
SYNOPSIS
FOR THE DEGREE
OF DOCTOR OF PHILOSOPHY
IN MANAGEMENT
SUBMITTED TO
UTTRAKHAND TECHNICAL UNIVERSITY
DEHRADUN
SUPERVISOR: RESEARCH SCHOLAR:
DR. PANKAJ BIJALWAN MR. ASHUTOSH SINGH
Professor Assistant Professor
development etc.
most superior workforce so that the organization and individual employees can
the cognitive, affective, physical and spiritual facets of the human person. These
potentials.
plan more holistic programs (holistic programs meaning programs that make a
steady effort to be fully functioning in the body, mind, emotions, and spirit) which
have joined the workforce, this holistic programs were given more gender-sensitive
terms.
materials and the most important is human resources. The later is the most
important because without the work force there can be no production. Human
Resource (HR) refers to the personnel. HR is the most critical resource of any
company because it is the most flexible among other resources. Personnel are
human beings who could be an inventor. They can change the environment in
which they find themselves. They come up with new ideas on what to do and how
precisely tells it to do. They are capable not only of performing well- defined and
predetermined or pre-planned scales but also something more creative. They are
certain fundamental rights. They have notions of their own dignity that must be
met. They have aspirations toward better and more fulfilling lives. They are also
the only resource that can be considered spontaneous. There are certain things that
persons will do that no one can predict. How to deal with Human Resources? In
dealing with human resources, two related phenomena are considered namely:
(1) Motivation
(2) Development.
Motivation – Because we know from the experience that the degree to which
organization wants them to do. A study on motivation revealed that next to good
will spur the Filipino work force to work harder than they already do. In a survey
made on the policies, programs and publications of multisectoral the result show
competences and the improved behavior of people within the organization for the
financial risk. Human resource managers seek to achieve this by aligning the
supply of skilled and qualified individuals and the capabilities of the current
workforce, with the organizations ongoing and future business plans and
success.
account federal, state and local labor laws and regulations; ethical business
practices; and net cost, in a manner that maximizes, as far as possible, employee
1. How do HRD departments in Public Sector Units envision their own role in
3. What factors inhibit the realization of this new role? How do HRD
REVIEW OF LITERATURE
Behind the theoretical debates concerning the nature of HRD, there is a set argument
pertaining to the purpose of HRD. The purposes of HRD are said to influence the nature
and extent of HRD activities being implemented (McLean and McLean, 2001). Holton
(2000) proposes that the purposes of HRD are centred on learning and performance
perspectives, both benefiting the individual and the interests of shareholders. In a wider
perspective, Hatcher (2000) argues that the purposes centre on economic benefits,
social benefits and the ethics of HRD. These points indirectly suggest that a
reconciliation of the purposes of HRD centrally focus on training, development and
learning within organisations for individual development to achieve business strategies
and for the development of organisational competence (Gourlay, 2001). In general, the
purpose of HRD, extracted from the definitions above, is to enhance individual
performance and improve organisational effectiveness and productivity (see, for
example, McLagan, 1989; Chalofsky, 1992; Stewart & McGoldrick, 1996).
However, some definitions have very specific purposes, from behavioural change
(Nadler,1970; Chalofsky & Lincoln, 1983; Megginson et al, 2000) to developing a
learning climate or learning organisation (Marquardt & Engel, 1993; Marsick & Watkins,
1994: see Table1). Moreover, in consonance with globalisation and new technology, the
purpose of HRD is to meet regulatory requirements, improving quality and training for
implementing new technology (Parker & Coleman,1999; Rothwell & Kolb, 1999).
Conversely, the purpose of HRD could also be seen from the perspective of the
activities or key functions in HRD. The main key functions of HRD are individual
development, organisational development, career development and performance
improvement. In analysing the various definitions of HRD, most writers and researchers
have indicated that the primary focus of HRD is individual development (see for
example, Nadler, 1970; McLagan, 1983) or organisational development (Nadler &
Wiggs, 1986; Swanson, 1987). However, some researchers have argued that individual
and organisational development are connected and interrelated. From this perspective,
employees are expected to be provided with T&D or learning activities to improve
performance, which leads to organisational effectiveness (see, for example, Chaflofsky,
1992; Swanson, 1995; Stewart & McGoldrick, 1996). On the contrary, it has been
argued that when T&D is provided, other than for organisational effectiveness, it helps
to develop key competencies, which enable individuals to improve their current job
performance and enhance future performance for career development (Gilley &
Eggland, 1989; Marsick & Watkins, 1994; Desimone, et al, 2002: see Table 1). Hence, it
has been argued that the purpose of HRD is to develop an individual’s career
progression, rather than to encourage individual and organisational development
(Marsick & Watkins, 1994; Desimone et al, 2002; Gilley et al, 2002).Nevertheless,
another key purpose of HRD drawn out from the various definitions is performance
improvement. It has been claimed that performance forms one of the four key functions
of
HRD, as it is an important extension of HRD theory (see, for example, Smith, 1990;
Chalofsky, 1992; Marquardt & Engel, 1993; Swanson, 1995; Desimone et al, 2002;
Gilley et al, 2002). Hence, individual development, organisational development, career
development and performance development are the four main functions of HRD and
can be described as interrelated functions within HRD. However, some researchers
hold contrasting viewpoints on these four functions (see, for example, Nadler, 1970;
Craig, 1976; Chalofsky & Lincoln, 1983).
OBJECTIVES OF THE STUDY
organizational context.
in our country.
study.
• To Point out and find out and locate the short coming of Training and
HYPOTHESIS:
• Null Hypothesis: “Managers at middle and lower level are satisfied with
• Alternate hypothesis: “Managers at middle and lower level are not satisfied
Area of the study: the proposed research study will be conducted in BHEL
Haridwar.
Period of the study: The proposed research study will be conducted primarily at
micro level and the proposed period of the study will remain 2011-13
Sample design: 100 Managers at lower and middle level management will be
Primary data:
b) Interview method.
For this a detailed Questionnaire will be prepared and pretested, also the necessary
internet etc.
Collected data will be arranged in tabular form according to the requirement of the
After completing the analysis work the results will be interpreted in a systematic
manner.
In the end findings of the research will be given with appropriate suggestions so
Books:
Journals:
• Bordia, P., and Blau, G. (1998), ‘Pay Referent Comparison and Pay Level
Websites:
• http://www.bhelhwr.co.in/bhelweb/index.jsp
• http://humanresources.about.com
• www.hr2hr.us.tt
• http://www.labourlawreporter.com/