Notes present short pieces which are research-based, experience-based or idea-based.
A Note on HRD Climate
K Prasanna Sai Venkateswaran
. ciency, and growth of individuals.
Based on the responses of 132 executives
of a large public sector heavy engineering
org.anization located in Kamataka, this
study attempts to analyse the major factors
that are conductive to the development of
HRD climate an_9. concludes that early
identification of human resource potential
and development of skill are the two
·major tasks of HRD.
K Prasanna Sai Venkateswaran is an Executive
with Castrol India, Madras.
The author is grateful to Dr Renganathan, Reader,
Department of Commerce, University of Madras, for
his valuable comments.
Vol. 22, No. 1, January- March 1997
Human Resource Development (HRD) aims at provid-
ing opportunities to individuals for full expression of
their potential and focuses on the creation of values
and culture conducive to individual growth in the
organizational context. In other words, it works for the
creation of an enabling organization and seeks to
develop and manage human resources towards greater
sharing of personal, social, and economic values. The
success of HRD in an organization depends, to a large
extent, on the existence of a favourable HRD climate.
HRD is more personnel-oriented than technology-ori-
ented and believes that participation and communica-
tion would bring about greater commitment, effi-
Review of Earlier Studies
Academicians and practitioners alike have attempted
to crystallize the factors that influence or determine
climate. According to Kalburgi (1984), Rao (1989),
Murthy (1989), Parthasarathy (1988), Chandrasekar
(1993) and Coelho (1993), a combination of various
factors such as openness, team spirit, trust, autonomy,
cooperation, integrity, recognition, communication, par-
ticipation, fair compensation, counselling, encourag-
ing risk taking, problem solving, valuing human as-
sets, grievance handling, collective bargaining, and
respeCt for the individual influenced the climate of an
organization.
Rao(1989) developed a 38-item HRD climate ques- .
tionnaire and conducted a study in 41 organizations.
These 38 items were grouped into three. categories:
general climate, OCTOPAC culture, and HRD mecha-
nisms. Another study purporting to measure the HRD
climate was conducted at the State Bank of Patiala
(Agarwal, 1989). This study had 42 dimensions which
were similar to the previous study.
Present Study
The present study was conducted in a large public
sector undertaking in an .engineering industry with
multiple manufacturing locations in Kamataka with
the corporate office located at Bangalore. The organi-
zation competes with private sector giants in the same
industry. It is one of the few public sector undertak-
ings which has been consistently making profit and in
which government has divested part of the holding to
the investing public.
51
 The analysis of HRD climate covered various across the organization (3.79), non-control exercised by
aspects such as corporate philosophy, policies, valued the boss (3.35), cordiality of relationship (3.67), direc-
performance features and behaviours, managerial and tion of information flow (3.37), effectiveness of work-
organizational practices, reward system, interpersonal ers' participation (3.18), efficiency of grievance han-
and group relations, communication flow, political dling (3.08), information availability for decision-mak-
system, etc. which have a bearing on the success of ing (3.54), non-interference by unconnected persons
HRD. (3.03), and success based on logic (3.48) was observed.
Methodology Category III
An attempt to measure the HRD climate was based on A low degree of prior communication of any change
certain dimensions. The choice of dimensions was (2.84) and cooperation of trade union (2.47) was ob-
based on previous studies conducted, descriptions of served in the organization. ,
HRD climate by various scholars, and discussions with Cross-sectional Analysis
managers I consultants. In all, 30 variables were iden-
The HRD climate in the organization was further
tified (see Annexure). For each of the variables, a sta-
analysed based on various factors.
tement was framed for which responses were obtained
on a five-point Likert type scale. The Spearman Brown Unit-wise A:q.alysis
reliability test revealed a very high coefficient of 0.877 Table 1: Unit-wise HRD Climate Scores
for HRD climate scale.
For the purpose of the study, 132 (20%) executives
were selected on a random basis across the organiza-
tion from three manufacturing units at Bangalore,
Mysore, Kolar, the main marketing division at Bangalore ·
and the corporate office, thus, in all, covering five
locations. A questionnaire was prepared .and person-
ally administered by the author to the executives
which was followed up with an informal discussion.
Analysis of HRD Climate From Table 1 it is evident that all the units, except
the Marketing Division, either scored nearly the same
HRD.climate was analysed based on 30 variables. The or more than the· overall score for the organization.
overall score for the organization was 3.70 on a 5-point
The climate for HRD seemed to be more favour-
scale, thereby signalling that the climate was, to a large
able at Unit 3 which could be correlated with the age
extent, favourable for HRD. The variables were further
grouped into three categories based on the individual of the unit. Unit 3 was the latest addition to the
score as follows: company's manufacturing facilities and had, therefore,
probably imbibed the open culture and the modem
Category I concepts of management. Unit 2 was the next in that
A high degree of clarity of operations (4.19), clarity of order and Unit 1 was the oldest being set up nearly
corporate mission/ objectives (4.11 ), importance attached four decades back.
to human resources (4.11), organization's dynamic
It was observed during the study that, executives
nature and competitiveness (4.61), recognition of HRD
of Marketing Division experienced heavy stress as
(4.05), stress on loyalty and commitment (4.26), impor-
they had to compete with many private sector giants.
tance to productivity and company image (4.57), scope
for personal achievement (4.08), repose of confidence Designation-wise Average Score ,
and trust by the boss (4.33), cooperation within the
Table2: Designation-wise HRD Climate Score
department (4.23) was observed in the organization.
Category II
A moderate degre~ of opportunity for innovation,
assertiveness and risk taking (3.91), scope for indi-
vidual initiative (3.94), encouragement for team work
(3.71), objectivity of performance appraisal (3.81), par-
. ticipation in decision-making (3.34), broad supervision
(3.05), opportunity for needs fulfilment (3.67), partici-
pation (3.94), chance of growth (3.40), cooperation

52 Vikalpa
 ---·--------·--- -------------------~

The analysis of HRD climate based on hierarchy re- above study proves the existence of favourable HRD
vealed that higher the level, better the HRD climate climate in the organization surveyed. The clarity with
except at the level of AGM. Further, not much of regard to operations and objectives will enable the
variation was observed compared to the overall score. employees to match their performance towards achiev-
ing the targets. The recognition of human resources
Functional Average Score and HRD will in tum evoke sincere concern towards
Table 3: Functional HRD Climate Scores their development. Their dynamic nature and com-
petitiveness shall instil an increased rate of learning.
Loyalty, commitment, and company image will bring
individuals and the organization closer thereby result-
>< i < ;• ·•••· .·_.•.•••.•••.••..•.••_-.•..•• ( ••.•• v / } . . . ·· ' ing in better performance.
Individual's performance can be improved by
P.t~s~r~~~~(;fm1~~~-
..... •··•··· ')G.P:~Pe¢~~*'~·-•·••
·. ;· i•.i·•·•·-I···:··•••••.••••z:•·•·•·••·••
··•··•-•·•·/o <. •- •·•· · - •••·:.•\··················-··
• •····- •. .·- · -· ·•· •.. .· ·_· - - •
::z:
T>· > <•>'1 /<.•: c7 ••:•:·-·····••··········
:•: •. •. · •· · ) < T··-···••••; . ·>• .·•·.·. ·•··'.::••··•····cc]i'li'lli '• offering scope for proving his /her mettle and repose
;. . > ·.·•· •••••• } > •< ) )
_·-•· · ._ . _.• .· -·•••· -·• · .r << < ·i ,· ·-~·
··"·;·:··:·!
· · -· · ·-· - ....· · -· ·.· · · · · · ••.••..•.•. .•. . . <
<• . .•. ._._.•.. ·•· -· •·• . < .
···> i •• of trust by the boss. Increased group performance shall
;.;, •. . . . _. >' }. •.i ··· ···· . •._. . . . . . . . . . . . .,. directly follow from encouragement to teamwork.
.·. . · ·. . .•.•. . i ,.) ... .. • _
.. Ji ._. . _
............... ,... •. ? Objective performance appraisal and fulfilment of
M~~~~~t~l~g·.·····
.• •. .•.. . _. _. -"' ;>/
\••·······-•••·•·········.'i·+•·
r :;.}<·.· .·- >
·•-·· ·--·-· . <·· · ../ >)( •.\ ••••• -· - · •" needs will enable implementation of HRD mecha-
L ._-.... .•••..••• ' •••• \ '" :T . -•.. ;t . >< .?( . ( . > · · · · · · -·~ nisms. Participation in decision-making shall bring
The above analysis reveals that the climate for HRD at forth commitment in implementation. Broad supervi-
the finance, materials, and personnel departments was sion, freedom of operation, uninterrupted communica-
more favourable compared to the organizational aver- tion flow, and timely information will increase the
age. The departments which directly contribute to individual's interest in the work-place thereby eliciting
production and sale exhibited slightly lower score as a higher level of performance.
compared to facilitating departments. The reasoning References
behind this observation may be that these individuals
experience severe job stress in meeting their targets Agarwal, R K (1989) "Human Resource Development
and are under constant observation. in State Bank of Patiala," in Rao, T V and Pereira,
Age-wise Average Score D F (eds. ), Recent Experiences in Human Resources
Development. New· Delhi: Oxford & IBH, pp 167-
Table 4: Age-wise Distribution of HRD Climate Scores 182.

Chandrasekar, S (1993). "HRD: Is the Spirit There?"

HRD Newsletter, January-June, p 19.

Coelho, S J {1993). uHRD as 1 See it," HRD Newsletter,

January-June, p 18.

Kalburgi, M Srinivas (1984). Human Resource Manage-

Age-wise analysis was conducted to identify the ment. Toronto: McGraw Hill.
difference of opinion. The analysis did not indicate
wide difference among these groups. The older execu- Murthy, PVR (1991). "Relevance of Japanese HRD
tives expressed more favourable· opinion compared to Practices in Sundaram Clayton," in Rao, TV (ed.),
the younger ones. This is probably due to the unreal- Readings in Human Resource Development. New
istic expectations of freshers arising out of inadequate Delhi: Oxford & IBH, pp 135-146.
experience of organizational life.
Parthasarathy (1988). "Towards Developing Strategies
Conclusion for Human Resource Development," Industrial En-
Early identification of human resource potential and gineering Journal, Vol XVII, No 5, May, pp 12-25.
development of their skill represent two major tasks of
human resource development. This can be achieved Rao, TV and AbrahamS J, E (1991). uHRD Climate in
only when a conducive HRD climate prevails. The Organization," in Rao, TV (ed), op cit, pp 36-45.

Vol. 22, No. 1, January- March 1997 53

 ·Annexure: Variables of HRD Climate*
1 I understand clearly the activities of my or-
ganization.
2 I know clearly the mission/ objective of my
organization.
3 My organization treats human resources as
assets.
4 My organization is dynamic and competes for
market share.
5 My organization attaches importance to HRD.
6 My organization gives importance to loyalty
and commitment.
7 There is opportunity for innovation, assertive-·
ness, and risk taking in my organization.
8 My organization lays stress on productivity
and company image.
9 Individual initiative is encouraged in my or-.
ganization.
10 I have scope for personal achievement in my
organization.
11 Proposals for changes in the organization are
informed to me well in advance.
12 Team work is encouraged and developed in
my organization.
13 Objective criteria are adopted in performance
appraisal in my organization.
14 My participation is encouraged in decision-
_making in my organization.
15 Broad supervision exists in my organization.
*The scale was as follows : Strongly Disagree, Disagree, No opinion/uncertain, Agree,. and Strongly Agree.
54
16 There is scope for needs fulfilment in my organi-
zation.
17 There is participation and· con~ultation not fear
and punishment in my organization.
18 There is scope for career progress opportunities
in my organization.
19 My boss reposes confidence and trust in me.
20 There is cooperation among employees within
my Dept.
21 There is cooperation between employees across
the Depts.
22 There is· much autonomy in my organization.
23 There is h~rmonious inter-personnel relation-·
ship in my organization.
24 There is information flow in the desired direc-
tion.
25 Workers' participation is effective in my organi-
zation.
26 Grievances are handled effectively in my or-
ganization.
27 I get the required information at the appropriate
time to take decisions.
28 There is no interference of unconnected persons
in my day-to-day operations.
29 I am able to achieve success based on logic and
not on political orientation.
30 In my organization, trade union extends its
cooperation whenever management needs it.
Vikalpa