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2, June 2010
ISSN: 2010-0248
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International Journal of Innovation, Management and Technology, Vol. 1, No. 2, June 2010
ISSN: 2010-0248
Research has identified statistical correlations between analysis of average mean score, analysis of standard
specific elements in the organizational climate and four deviation and application of z-test have been adopted.
performance measures, profitability, customer loyalty,
productivity and employee retention. It is found that there are V. ANALYSIS
significant differences between the executives of the old and The analysis is done based on the responses of the sampled
new public sector organisations on a number of employees working in software and manufacturing
Organisational Role Stress (ORS) as well as Quality of Work organizations on the three categories of HRD climate:
Life (QWL) dimensions. Based on the findings, HR solutions General Climate, OCTAPAC culture and HRD mechanisms.
have been suggested [20]. Studies linking climate and
performance claim that when employees perceive greater A. General HRD climate
involvement in decision-making, information sharing and In order to assess general HRD climate prevailing in the
management support as favourable it results in greater organizations, 13 items were identified from the
corporate effectiveness [21-24] . Purang, Pooja [25] found a questionnaire and the scores on responses of the sampled
positive relationship between the ten dimensions of HRD employees in the organizations have been calculated. Means
Climate and Organisational Commitment . The review of and percentage score of Software and Manufcturing under
literature highlights the important role played by HRD study have been presented in Table-1. It is found from the
Climate in the successful performance of organizations. table that the overall mean scores for these 13 items put
together is 3.65 (Percentage score 66) in software
III. NEED FOR THE STUDY organizations and 3.36 (percentage score 59) in
A congenial HRD climate is extremely important for the manufacturing organizations on a 5-point scale. Thereby it
ultimate achievement of the business goals. In the Indian can be stated that the general HRD climate prevailing in the
context, type of organization influences the culture prevalent Software is good and average in manufacturing
in the organization. Since climate is an outcome of culture, organizations.
this study attempts to compare the HRD climate in Software
Table-1: GENERAL CLIMATE
and Manufacturing organizations. The present study is an Item No. Software Manufacturing
attempt to assess the extent of HRD climate prevailing in Organisations Organisation
software and manufacturing organizations and to compare Mean (%) Mean (%)
1. 3.40 60 3.00 50
the HRD climate between two types of organizations. A 38-
2. 3.64 66 3.34 59
item HRD climate questionnaire has been grouped into three 3. 3.52 63 3.62 66
categories: 1) General climate; 2) OCTAPAC culture; and 3) 4. 3.50 63 2.96 49
HRD mechanisms. The general climate items deal with the 5. 3.58 65 3.58 65
importance given to the Human resources development in 6. 3.58 65 3.40 60
7. 3.48 62 3.46 65
general by the top management and line managers. The 8. 3.64 66 3.24 56
OCTAPAC items deal with the extent to which openness, 9. 3.86 72 3.56 64
confrontation, trust, autonomy, pro-activity, authenticity and 10. 3.98 75 3.34 59
collaboration are valued and promoted in the organization. 11. 3.84 71 3.14 54
12. 3.74 69 3.78 70
The items dealing with HRD mechanisms measure the extent 13. 3.64 66 3.28 57
to which HRD mechanisms are implemented seriously. Average 3.65 66 3.36 59
IV. METHODOLOGY
Employees belonging to the software and manufacturing The important factors contributing highly to general
organizations constituted the respondents of the study. The climate in software organizations seems to be that the
Questionnaire was administered to 100 respondents from psychological climate in their respective organizations is
various organizations taking into consideration availability of very conducive to an employee who is interested in
employees and their interest to give responses to the developing himself in acquiring new knowledge and skills;
questionnaires. Since the questionnaire used a five-point people in the organization are helpful to each other; and
scale (5-almost always true, 4-mostly true, 3-sometimes true, employees are very informal and do not hesitate to discuss
2- rarely true, 1- not at all true), a average scores of 3 and their personal problems with their supervisors. The other
around indicate a moderate tendency on the dimension dimensions contributing to general climate on which the
existing in the organization, while scores around 4 indicates a organizations surveyed, scored better (percentage score more
fairly good degree of the dimension existing in the than 60).
organization. In order to make interpretations easy the mean
score were converted into percentage score using the formula While in manufacturing organizations, the seniors guide
Percentage score = (mean score-1) x 25. This assumes that a their juniors and prepare them for future responsibilities and
score of 1 represents 0 percent, of 2 represents 25 percent, of roles they are likely to take up (item 12) has scored excellent
3 represents 50 percent, of 4 represents 75 percent, and of 5 (with percentage 70) . The other factors on which the
represents 100 percent. Thus, percentage score indicate the manufacturing organizations surveyed scored good (a
degree to which the particular dimension exists in the percentage score 60-70) included: development of
company out of the ideal 100. In order to test the credibility subordinates; seniors interest to help subordinates learn their
of the work the relevant quantitative techniques such as job and acquire competence; and people's help to each other.
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International Journal of Innovation, Management and Technology, Vol. 1, No. 2, June 2010
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The dimensions like enjoyment of employees in performing directly contribute to the development of human resources. In
their jobs; management’s belief about the importance and the the software organizations a good number of respondents of
treatment of human resources; manager’s belief about the the study expressed that when employees in their units were
development of people at any stage of their life; investment to sponsored for training, they took it seriously and tried to learn
ensure development of employees, employees feeling to from the programmes they attended (mean score 4.04,
discuss their personal problems with their supervisors; and percentage score 76); employees returning from training
conducive psychological climate in their organization, programmes were given opportunities to try out what they
appeared to be at average level (percentage 50-60). The other had learnt (mean score 4.52, percentage score 88); and
impediment seems to be lack of personnel policies to employees were sponsored for training programmes on the
facilitate employee development (mean value 2.96, basis of genuine training needs (mean score 4.1, percentage
percentage score 49). score 78). Whereas in manufacturing organizations
employees expressed that when employees in their units were
It is found from the study that the general climate in sponsored for training, they took it seriously and tried to learn
software organizations is better than the manufacturing from the programmes they attended (mean score 4.26,
organizations. The dimensions contributing to general percentage score 82); employees returning from training
climate in software organizations appeared to be better i.e. programmes were given less opportunity to try out what they
percentage score more than 60, while in manufacturing have learnt (mean score 3.82, percentage score 71) compared
organizations some dimensions scored better and other to response in software units; and employees were sponsored
dimensions have been scored at average and below average for training programmes on the basis of genuine training
level. Thus, it can be stated that the general climate prevailing needs (mean score 3.68, percentage score 67).
in software organizations seems to be better than the
manufacturing organizations. The study shows that implementation of training is
excellent in both the organizations under study with mean
value 4.01 and percentage score 81 percent in software and
B. HRD Mechanisms
mean value 3.81 and percentage score 73 percent in
Implementation of HRD mechanisms such as training, manufacturing organizations. Thus it can be concluded that
performance appraisal and feedback, potential appraisal, the training dimension is highly implemented in software
career planning, rewards and employee welfare has been organizations.
examined in the units under study. In the questionnaire, 15
items were identified which deal with the implementation of 2. Performance Appraisal and Feedback
HRD mechanisms. Means and percentage score for HRD
Mechanisms for the units under study has presented in Performance appraisal consists of a framework of planned
Table-2. The responses of all these items put together goals, standards and competence requirements and plays an
indicated that a high degree of implementation of HRD important role in integrating the individual’s needs with the
mechanisms with 71 percent in software organizations and organizational needs [26]. Performance appraisal of some
good degree of implementation with 62 percent in type is practiced in most organizations all over the world. A
manufacturing organizations. good number of respondents in two different organisations
mentioned that the performance appraisal reports in their
Table-2:HRD MECHANISMS units were based on objective assessment and adequate
Item No. Software Manufacturing information and not on favouritism; weaknesses of
Organisations Organisation employees are communicated to them in a non-threatening
Mean (%) Mean (%)
14 3.90 73 3.60 65
way and feedback communicated is taken by the employees
15 3.92 73 3.80 70 seriously and used it for development have been scored better
16 3.54 64 4.00 75 i.e. percentage score more than 60. In software organizations
17 3.84 71 3.92 73 majority of the respondents expressed that employees take
18 3.80 70 3.06 52
19 3.50 63 1.72 18
pains to find out their strengths and weaknesses from their
20 3.64 66 3.18 55 supervising officers or colleagues. But the negative point
21 3.68 67 3.48 62 appeared to be that employees in the manufacturing
22 3.80 70 3.66 67 organizations take less efforts to find out their strengths and
23 4.10 78 2.88 47
24 4.04 76 4.26 82
weaknesses from their supervising officers or colleagues
25 4.52 88 3.82 71 (with mean value 2.88, percentage 47). Thus the overall score
26 4.10 78 3.68 67 to performance appraisal and feedback put together has been
37 3.54 64 3.44 61 scored 3.85, percentage score 72 in software and mean score
38 3.78 70 3.52 63
of 3.49, percentage score 63 in manufacturing units under
Average 3.85 71 3.47 62 study. This indicates an excellent implementation of
performance appraisal and feedback mechanisms in software
HRD mechanism-wise analysis is presented below.
and a good implementation in manufacturing concerns.
1. Training
3. Potential Appraisal and Career Planning
Training is one of the most important functions that
In organizations that subscribe to HRD, the potential
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ISSN: 2010-0248
Overall HRD 3.77 0.10 3.46 0.10 15.5* and OCTAPAC culture are better in software organizations
Climate
compared to manufacturing. From the comparative analysis,
* Significance at .01 level it is concluded that there is a significant difference in the
AMS=Average Mean Score, SD = Standard Deviation
HRD climate of software and manufacturing organizations.
Based on the overall analysis it can be concluded that the
The Table-4 shows that the general climate for Software
good HRD climate was prevalent in the organizations
with a average mean score of 3.65 is better than
surveyed. Thus, the extent of HRD climate prevailing in
manufacturing organisations, which is estimated at 3.36. The
both the organizations seems to be different. For
average mean score as regards the HRD Mechanisms and
organizational and employees performance it is important to
OCTAPAC culture for Software have been computed at 3.85
focus on various aspects of the HRD climate prevalent in the
and 3.80 respectively. But in the case of manufacturing
organization.
organisation, the extent is much below in these two variables
which have been calculated at 3.47 and 3.56 respectively. It is
also exhibited from the table that the extent of HRD
ACKNOWLEDGMENT
mechanisms and OCTAPAC is better than General Climate
in Software, while in manufacturing the position of Author thanks All India Council For Technical Education
OCTAPAC culture is slightly better than HRD Mechanisms (AICTE), New Delhi, India for offering “Career Award for
and General Climate. It is also inferred from the table that all Young Teachers” and financial support to carry out this work.
variables in Software is better than manufacturng Author also thanks Vasthushilipi Dr. B.N. Reddy, Chairman,
organisations under study. There is clear from the average CBES, Sri. D. Kamalakar Reddy, Secretary, CBES, Prof. I.
mean score that the overall HRD climate for Software is Ramachandra Reddy, Director, CBIT , Dr. B. Chennakesava
better than Manufacturing. Rao, Principal, CBIT, Prof. P. Narayana Reddy, Head, SMS,
Management and the staff of CBIT for their encouragement.
The overall average mean score of HRD climate for
Software and Manufacturing has been computed at 3.77 and
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