JOURNAL OF MANAGEMENT (JOM) Journal of Management (JOM) ISSN 2347-3940 (Print), ISSN 2347 3959 (Online), Volume 1, Issue

e 1, July-December (2013) ISSN 2347-3940 (Print) ISSN 2347-3959 (Online) Volume 1, Issue 1, July-December (2013), pp. 39-43 IAEME IAEME: http://www.iaeme.com/jom.asp

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STUDY ON EMPLOYEES PERCEPTION TOWARDS HRD CLIMATE IN TEXTILE MILLS

*MR. VILAS BALGAONKAR Assistant ProfessorHirachand Nemchand College of Commerce, Department of Management Studies, Seth Walchand Hirachand Marg, Ashok Chowk Solapur 413006, India **MS. SNEHAL BIDKAR Assistant Professor,Hirachand Nemchand College of Commerce, Department of Management Studies, Seth Walchand Hirachand Marg, Ashok Chowk Solapur 413006, India *** DR. RAJSHEKAR R. YELIKAR Director, Sinhgad Business School, Solapur - 413005

ABSTRACT The opening of the Indian economy in the early 1990s and the consequent changes in the environment have forced Indian organizations to look for better avenues of performance improvement, resulting in a changed perspective for Human Resource Development (HRD) activities in organizations. The emphasis now is more on a wholesale development, which means a more integrated approach towards HRD. This has led to the introduction of HRD climate of organized activities designed to foster increased knowledge, skills, competencies and better behaviors. Purpose The aim of the study was to measure employees' perception of human resource development (HRD) practices, to explore whether relevant accreditations has lead to any improvements in HRD system, and to examine the role of HRD practices on employees' development climate and quality orientation in the organization. In this context, HRD aims at developing the motivation of the employees to the extent possible, to make them contribute to the organizational goals. The study of HRD climate is very important for all the organization, and textile sector is not an exception. This paper attempts to study employees perception towards HRD climate on the basis of demographic characteristics of employees. The study will lead to the outcomes for the perceived HRD climate which will make to directly contribute to the
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Journal of Management (JOM) ISSN 2347-3940 (Print), ISSN 2347 3959 (Online), Volume 1, Issue 1, July-December (2013) organizations vision, accreditations and strategies. It will also make to analyze the impact of HRD practices on the employees development. Key Words: HRD Climate, Human Resource Development, Organizational culture INTRODUCTION Human resource means employees in an organization who strive for increasing its profit. Development is the acquisition of capabilities that are needed to executive the present job or the future expected job. After analyzing human resource development (HRD), we can simply state that HRD is the process of helping people to acquire competencies. Climate 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. Organizational climate is a set of characteristics of an organization which are referred in the descriptions that employees make of the policies, practices and conditions which exist in the working environment. HRD is conserved with the provision with learning and development opportunities that support the achievement of business strategies and improvement of organizational, team and individual performance (Armstrong and Baron, 2002) An organizations success is determined as much by the skill and motivation of its members as by almost any other factor. While this has always been true, the pace and volume of modern change is focusing attention on ways human resources development (HRD) activities can be used to ensure organizational members have what it takes to successfully meet their challenges (Desimone, Werner and Harris, 2002). An optimal level of development climate is essential for facilitating HRD activities (Rao and Abraham, 1986). This can be characterized by the tendencies such as treating employees as the most important resources, perceiving that developing employees is the job of every manager, believing in the capability of employees, communicating openly, encouraging risk taking and experimentation, making efforts to help employees recognize their strengths and weaknesses, creating a general climate of trust, collaboration and autonomy, supportive personnel policies, and supportive HRD practices (TV Rao and E. Abraham, 1986). OBJECTIVES 1. To study the HRD climate of textile mills 2. To study the differences in the perception of employees on the basis of demographic factors. REVIEW OF LITERATURE HRD encompasses the development oriented activities of the organization. For an individual to perform productively, the climate prevailing in the organization needs to be conducive for his development. Various research studies have been conducted to determine and analyze the factors affecting the HRD Climate prevailing in organizations. Venkateswaran (1997) in a Note on Human Resource Development Climate, made a study based on the responses of 132 executives of a large PSU and concludes that early identification of human resource potential and development of their skill represent two major tasks of human resource development. This can be achieved only when a conducive HRD climate prevails.
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Journal of Management (JOM) ISSN 2347-3940 (Print), ISSN 2347 3959 (Online), Volume 1, Issue 1, July-December (2013) The study found the existence of favorable HRD climate in the organization Krishna and Rao (1997) carried out a comprehensive empirical study Organizational and HRD Climate in BHEL: An Empirical Study, and found that HRD climate in the organization encouraged middle and senior managers to experiment with new methods and try out creative ideas. Sharma and Pooja Purang (2000) in their study Value Institutionalization and HRD Climate: A Case Study of a Navratna public sector organization, found a positive relationship between value institutionalization and HRD climate in a large public sector organization, meaning thereby that a better and more ethical environment of the organization shall lead to a better HRD climate for the organization. Chalam and Srinivas (2005) in their study Gender wise Perceptions and Attitudes on HRD Climate in Indian Banking Sector; examine the basic disagreement with respect to HRD Climate in the selected branches of SBI. Vijaya Banu. ( 2007) in his study A Study on HRD Climate with Special Reference to Public Sector Cement Corporation, concluded that to survive and excel in the new economy, the HRD climate is of crucial importance to the Indian public sector organizations. RESEARCH METHODOLOGY For the purpose of study, we selected the textile mills on the basis of judgmental sampling and respondents on the basis of probability random sampling. We personally contacted respondents of different textile mills in Solapur city. They were informed about the purpose of study and were requested to fill the questionnaires. Out of 140 questionnaires distributed only 100 questionnaires were received completed in all respects .Therefore with 72% response rate has conducted this study. The HRD Climate Survey developed by Rao and Abraham (1990) at Centre for HRD Xavier Labor Relations Institute (XLRI, India) to survey the extent to which a development climate exist in organizations, was used in the present study. This instrument consists of 20 questions on a 5 point scale ranging from to 1 (Not at all true) to 5 (Always almost true) measures the elements of HRDC. Distribution of the employees on the basis of gender, age, experience, job approval status. For hypothesis testing and further analysis we used several statistical tools such as mean, standard deviation, chi-square test and regression analysis.
Table 1: Perceptual Differences of All Employees on the Basis of Gender, Age, Experience and Job Approval Status Job Approval Particulars Gender Age Experience Status N(Total) 100 100 100 100 Mean SD Variance SE Range 1 3 3 1 0.43 0.49757 0.247576 1.45 0.821122661 0.674242424 1.18 1.140441169 1.300606061 0.72 0.451261 0.203636

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Journal of Management (JOM) ISSN 2347-3940 (Print), ISSN 2347 3959 (Online), Volume 1, Issue 1, July-December (2013)
Table 2: Chi-Square Test Statistic Particulars Chi-square df Asymp.Sig Gender 1.378 1 0.362 Age 12.000 3 0.013 Experience 5.314 1 0.037 Job approval status 6.000 1 0.007

HYPOTHESIS Ho The perception of employees towards HRD climate of an organization is independent of demographic factors (gender, age, experience, job status) H1 The perception of employees towards HRD climate of an organization is dependent of demographic factors (gender, age, experience, job status) The calculated chi-square value (gender-0.362) in table no. 3 does not fall under the acceptance region at 0.05 significance level therefore we reject the null hypothesis regarding gender. Similarly the calculated chi-square value (Age-0.013, Experience 0.037, Job approval status 0.007) in table no. 3 do fall under the acceptance region at 0.05 significance level hence we accept the null hypothesis regarding age, experience and job status.
Model 1 R 0.584 Table 3: Regression Analysis R2 Adjusted R2 Std. Error of the Estimate 0.326 0.219 11.3360

Model Parameters (Constant) Gender Age Experience Job Status

Table 4: Regression Coefficient Unstandardized Standardized Coefficients Coefficients B Std. Error Beta 64.323 7.228 6.348 6.166 0.219 -5.090 4.097 -0.093 4.142 3.072 0.205 13.321 15.186 0.673

t 8.978 1.104 -1.926 1.971 1.723

Sig. .000 0.308 0.357 0.052 0.188

The regression analysis indicates that (R2 = 0.219) in table 4 apart from gender, age, experience and job status there are many other background variables which affects the perception of employees towards their HRD climate. CONCLUSION Human Resource Development (HRD) is a process by which the employees of an organization are helped, in a continuous, planned way, to: acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles, develop their general cap-abilities as individuals and discover and exploit their potentials for their own and/or organizational development purposes and develop an organizational culture in which supervisor-subordinate relationships, teamwork and collaboration among sub-units are strong and contribute to the professional well being, motivation and pride of employees.
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Journal of Management (JOM) ISSN 2347-3940 (Print), ISSN 2347 3959 (Online), Volume 1, Issue 1, July-December (2013) The general indifference on the part of employees to their own development and a good deal of lip sympathy and intellectual positivism to HRD but no emotional investment continue to contribute to this situation. REFERENCES 1. T.V. Rao (1985). Integrated Human Resource Development System,In Goodstein D.Leonard and Pfeiffer J.William eds. The 1985 Annual Developing Human Resources, San Diego, CA: University Associates, 227. 2. M.B. Athreya, (1988), Integrated HRD System-Intervention Strategies, in T.V. Rao , K. K. Verma , K. Khandelwal Anil, & E. Abraham. (Eds.), Alternative Approaches and Strategies of Human Resources Development, Jaipur: Rawat: 378. 3. T.V. Rao and E. Abraham (1986), Human Resource Development Climate in Indian organization. In T.V.Rao and D.F.Pereira Ed. Recent Experiences in Human Resources Development, New Delhi: Oxford and IBH, 70 - 98. 4. D.F. Pereira, Study of Organisational Climate at L & T. Paper presented at ISTD National Seminar, 1985. 5. Susan Varughese, HRD Experiences in Crompton Greaves, in T.V. Rao, and D.F. Pereira, (1986).

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