18 Eijmms Vol1 Issue3

EXCEL International Journal of Multidisciplinary Management Studies Vol.
1 Issue 3, December 2011, ISSN 2249 8834 Online available at http://zenithresearch.org.in/
HUMAN RESOURCE DEVELOPMENT (HRD) IN INSURANCE SECTOR (A STUDY WITH SPECIAL REFERENCE TO LIFE INSURANCE CORPORATION OF (LIC) INDIA)
DR.SANTOSH SINGH BAIS*
*Assistant Professor and HOD, Department of Commerce and Management, Government First Grade College, Chincholi -585307, Gulbarga, Karnataka, India.
ABSTRACT The real strength of a country lies in the development of the human mind and body. McGregor observed that, people posses of creativity, imagination, and ingenuity to solve the problems of the organization. Quite often these potentials are not optimally utilized by management through appropriate and systematic efforts. The growth and development of any country depends on its people. Empirical studies have indicated that labour and capital were largely responsible for the development of advanced countries. This was done by way of investment in education and training of the labour forces 2. The huge manpower available can be used creatively and constructively for the growth of the economy 3. Owing to the significance attached to the human resources in the national context, Sir William Peltty in the seventeenth century attempted to quantify the value of the human resource in monetary terms4. Peter Drucker, an international expert on management, remarked that, economic results are not produced merely by economic forces but they are essentially human achievements. Thus human beings are considered as the most valuable resource. KEYWORDS: Manpower, Training, performance, Resource, climate.
1.1 INTRODUCTION No nation can become strong if it ignores the most precious resources i.e., people. It is clearly said by the eminent economist Adam Curie that the development of the organization as well as the nation lies in the development of their individuals. India is a large country and has vast potential to become a strong nation with its huge natural and human resources. It is the third largest body of scientific and technical manpower. Every human being has the ability and potential to do remarkable things, if he is provided with an opportunity and congenial climate to understand, develop and utilize his / her potential. A country may possess abundant physical resources, but it cannot make rapid economic and social advancement unless it happens to possess people who are enterprising and have developed necessary skills and attitudes. Human resources in a developing country are an important resource and needs to be fully utilized. Lord Mountbatten while leaving India said "Independent India has to do a lot in utilizing human resources for its own benefit and development". His view stresses the imperative need of India to develop its human resources
EXCEL International Journal of Multidisciplinary Management Studies Vol.1 Issue 3, December 2011, ISSN 2249 8834 Online available at http://zenithresearch.org.in/
economically. The ideology that human resources are important for well being has struck a firm root in the developed and developing world. It is moving towards the center stage of socioeconomic development. India too realized that human resources cannot be ignored if it wants to increase its economic vitality. It is a vast land with widely different geographical, political, cultural and climatic conditions. This all the more necessitates the need for the development of personnel by adoptive systems. Smt. Indira Gandhi in her last public speech at Bhubaneshwar on 29.10.1984 made a special reference to the human resources when she said "our greatest wealth is our people. We must enable individuals and families to realize their potential to the full". The Late Prime Minister Sri. Rajiv Gandhi rightly remarked, that "development is not just about factories, dams and roads but is basically about people". World Bank President, Lewis T. Preston has called for a higher rate of investment in human resources to fight world poverty. In support of his point, he cited the example of the East Asia which by investing more on human resources over the years had attained a higher rate of rapid economic growth. The shift of emphasis on the possibility of more economic development with reference to post independent India has obviously moved on to emphasize on the human welfare which after all should follow any economic activity. 1.2 STATEMENT OF THE PROBLEM AND SCOPE OF THE STUDY Today there is a cut throat competition in every industry more so in service industry like insurance industry. It is being crowded with not only national players, but also with global giants. Each player, at regular intervals, is coming out with innovative products and innovative ideas to woo the investors. Insurance companies apart from ensuring security are also offering a fair return to the policy holders, LIC, under such situation, has to make extra efforts to maintain its leadership position in the insurance business. Human factor plays an important role in every industry, more so in service industry like insurance industry. Human beings are indispensable in insurance industry. Life Insurance Corporation (LIC) of India is one of the biggest service organizations with huge manpower. Its units are spread throughout the length and breadth of the country. The scope of HRD is broad and hence, the main focus of present study is HRD climate, training and development and performance appraisal system prevailing in the Life Insurance Corporation (LIC) of India. The climate of any organization gains priority over other HRD sub systems. Training and HRD compliment each other since the former is one of the effective tools of achieving the latter. In view of its importance, modest attempt is made to study the training and development extensively. Performance appraisal system is one of the important factors which influence the employee's morale. Empherical studies have revealed that employees who know what is expected from there and how their performance is measured are normally thirty percent more efficient than those employee who did not know what was expected from them and how they were evaluated. Scientific performance system is very much essential for effecting promotions, for identification of training needs and for sustaining the morale of the employees. Therefore performance appraisal system in Raichur division is also chosen for the study.
1.3 OBJECTIVES OF THE STUDY The following are the objectives of the study.
4.1.9 To understand the existing HRD climate prevailing in the LIC of India. 4.1.10To study the policy of training and development and its effectiveness. 4.1.11To analyze the instruments used to appraise the performance of the employees and their
role in HRD.
4.1.12METHODOLOGY
In tune with the objectives mentioned above a close study has been carried out by selecting 35 per cent of the total population of 986 LIC, Raichur division. Data collection is restricted to the Raichur division Karnataka.
4.1.13SOURCE OF DATA
The present study is conducted with the help of both primary and secondary sources.
4.1.14PRIMARY DATA
The study is mainly based on the primary data. The primary data were collected through a questionnaire consisting both open and close ended questions on a five point scale. An indepth discussions/interviews were held with clerical staff and officers before the development of questionnaires.
4.1.15SECONDARY DATA
The primary data has been supplemented by the secondary data. The secondary data are drawn, classified and studied from the government publications, monthly bulletins annual reports of LIC of India. Wherever necessary reference is made to different issues of journals namely, HRD Times, Yogashema, Indian Journal of Training and Development, Indian Journal of Labour Management etc. 1.6 SAMPLE A sample size of 345 employees representing 35 per cent of the total employee force at different stages of hierarchy was selected on random basis. To give a caution to indifferent attitudes of respondents, 35 per cent stand by sample was also selected on random basis. District wise details are presented in table 1.
1.7 TOOLS AND TECHNIQUES Data collected form different sources were tabulated and classified in to defferent chapters so as to make the study systematic and scientific. The data is tabulated and analysed using different statistical tools such as simple percentages, factoring, correlation and ANOVA wherever necessary.
4.1.16HRD CLIMATE
Organization climate is a relatively an enduring quality of the internal environment experienced by the employees, influences their behavior. It can be described as code of values and a set of characteristics of the organizations. Hence organizations culture is derive from the perceived aspects of internal environment of an organization. But, within the same organization, there may be very different climates. This is due to the employees with different years of experiences from different levels of organizational hierarchy may perceive internal environment of an organization differently. The personal characteristic of the individuals such as values, needs, attitudes and expectations determine the manner in which they are likely to perceive the various aspects of the internal working environment of the organization.
4.1.17NEED FOR HRD CLIMATE

Human beings are governed by all kinds of emotions, impulses, instincts, prejudices, wishful thinking, hopes, fears, desires. A normal person carries within him set of expectations involving perceptions, attitudes, feelings and behavoiur, which can be organized in various ways. Further, human mind is just like a parachute, which starts functioning when it is open.
Every employee has resourcefulness, a latent force, which acts under challenging situations like a pot maker who gives shape spontaneously on his rotating wheel to the rudimentary resource called mud. Thus the environment greatly influences not only the quality of performance of an employee, but also the very formation of his attributes, behaviour and sense of commitment.
4.1.18IMPORTANCE OF HRD CLIMATE IN INSURANCE SECTOR

In the current scenario insurance sector has become a challenging field which is full of exciting tasks for the employees. Organizational prosperity and progress depends upon the climate it creates for the employees which encourages them to utilize their potential. Thus the employees and their behaviour are critical determinants the successful function of insurance sector. The need of the hour is to emphasis more on attitudinal changes than on developing specialized skills and knowledge. Insurance sector is poised for severe competition even the best of organization has to continually struggle to retain its top position. Successful implementation of HRD policies would help to have an edge over competitors. To initiate a plan and implement HRD process in insurance where the knowledgeable resources are very high, a supportive HRD climate is all the more important and essential.
4.1.19TRAINING AND DEVELOPMENT

The future of any organization largely depends upon the availability of the right type of people at the right time. The trained people are in short supply professionally qualified personnel are to be developed according their needs. Moreover, each organization has its own culture and requires people who not only accept it but are also acceptable to it. So a well-planned training programme for the employers is a must for developing the creative skills and orienting them to the practical aspects of the administration. A Chinese proverb which highlights the importance of developing men "If you wish to plan for a year, sow seeds, if you wish to plan for ten years, plant trees, if you wish to plan for a life time, develop men". Any organization without human resources is incomplete and impossible. Human resource plays a vital role in the successful functions of any organization. Thus, Training and Development is an important aspect of organizational development. As the change become order of the day, organizations are forced to function with new technologies and newer skills. Consequently, there is a need for frequent changes in the attitudes, skills and knowledge content of the workforce. 2.6 Performance Appraisal Performance appraisal system is a powerful tool of Human Resource Development in any organization and contribute significantly towards a better work culture. Yet it has been the weakest link in most of the originations. Performance appraisal system is a systematic and objective way judging the relative merit or performance of a employees. In simple words, it refers to identification of key performance areas, target setting and assignment. Its focus is on assessing the potentials and weaknesses of an employee. Development of a person based on appraisal of his/her performance leads to improved job effectiveness. The appraised employee, if
rated better in performance can expect higher responsibility, more rewarding assignment and promotion. 2.7NEED AND IMPORTANCE The performance appraisal is considered as a significant tool for any organization. It helps in making decisions regarding, various performance measures, and links information decisions making processes which provide a basis for judging the effectiveness of personnel subdivisions such as recruitment, selection, training and compensation. DATA ANALYSIS AND INTERPRETATION Factor analysis helps to identify the underlying factors that define the HRD practices of LIC. It is useful in yielding easily understandable factors that convey the essential information contained in the original set of variables. Factor analysis is used in the present study. The "principal component analysis" and varimax rotation is employed for the purpose of extraction and rotation of factors respectively. Factor analysis is done for each element of HR separately. A total of 9 factors emerged from the factor analysis. 3.1 KMO AND BARTLETT'S TEST OF SAMPLING ADEQUACY The Kaiser - Meyer - Olkin measure of sampling adequacy was used assess the appropriateness of factor analysis. The results are shown in table.2 The KMO value is 0.773 and this is considered to be adequate to proceed with factor analysis of the data. This indicates that there is a high presence of correlation amongst the variables. The Bartlett's test of sphericity is 2780.328, which is high value, and it is significant at 0.01 levels. So factor analysis would provide statistically reliable information. FACTOR 1 - TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE DEVELOPMENT Factor 1 account for 19.954% of the variance. The factor is made up of 6 variables that had highest loadings. These variables relate to top management initiatives. FACTOR 2 - EMPLOYEE COMMITMENT TOWARDS LIC Factor 2 accounts for 19.509% of the variance. The factor is made of 3 variables that relate to Employee commitment towards LIC.
FACTOR 3- EMPLOYEE SUPPORT AND ENCOURAGEMENT This factor consists of 6-varaibles of high factors loading. Factor 1 account for 8.881% of the variance. FACTOR 4- EMPLOYEE RELATIONSHIPS AND UNDERSTANDING Factor 4 accounts for 7.292% of the variance. Employee relationships and understanding makes up this factor. FACTOR 5: OFFICERS ROLE TOWARDS EMPLOYEE DEVELOPMENT Factor 5 accounts for 6.610% of the variance. This factor consists of 6 variables that are related to Officers role towards employee development. FACTOR 6- HUMAN RESOURCE DEVELOPMENT CLIMATE Factor 2 accounts for 6.385% of the variance. This factor includes 12 variables that relate to HRD climate. TABLE - 4 DESCRIPTIVE STATISTICS TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE DEVELOPMENT
3.3 ANALYZING THE FACTORS 3.3.1. TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE DEVELOPMENT Table 3 and 4 give the results for top management initiatives in HRD along with the mean scores. The employees feel that the top authorities believe that human resource is an extremely important resource and that they have to be treated with human. The mean score of 3.83 is high compared to other statements. The employees also feel that the authorities of the LIC go out of the way to make sure that employees enjoy their work this statement is rated second with a mean score of 3.71. The lowest rating for the statement top managements receptiveness to the suggestions of the employees for better work culture is matter of concern for top management. This statement has got mean score of only 3.41. The employees feel that the management 2 hold hard a formal/informal meeting to provide information of the strengths and weaknesses and also top management should view the employees as an important resource and pays much attention for their development. These statements are equally given a score of 3.52. The employees also feel that the attitude of the higher authorities is that of guiding rather than fact-finding with a high mean score of 3.60. TABLE - 6 3.3.2. EMPLOYEE COMMITMENT The above table- 5 and 6 shows the opinions of employees towards employee commitment statements are low suggesting a low level of commitment among employees. Amongst all the factors the employees slightly agree that the employees are conscious of the ever-changing needs of the organization. The score for these statements is 3.48. The employees also feel that to achieve corporation objectives the employees exercises self-direction and control. The score for this statement is 3.44. The other two statements Employees in the LIC take
pains to find out their strengths and weaknesses from their supervising officers or colleagues and the employees involve themselves in work and are ready to share responsibilities in the LIC have got very low, mean score of 3.41 and 3.40 respectively, which show a lack of commitment among employees. TABLE - 8 3.3.3. EMPLOYEE SUPPORT AND ENCOURAGEMENT The opinions of employees towards employee support and encouragement are low suggesting a low level of encouragement among employees (table 7 and 8). Amongst all the factors the employees feel they are not encouraged to take initiatives on their own and do things on their own. With a score of only 3.29 this is lowest ranked statement. All other statements are also rated poorly with scores of 3.40 and below which is matter of immediate concern for LIC.
TABLE - 10 DESCRIPTIVE STATISTICS FOR EMPLOYEE RELATIONSHIPS AND UNDERSTANDING 3.3.4. EMPLOYEE RELATIONSHIPS AND UNDERSTANDING The opinions of employees towards employee relationships and understanding statements are low suggesting a low level of understanding among the employees (Table 9 and 10). Amongst all the factors the employees slightly agree that Employees are not afraid to express or discuss their feelings with their supervisors and Employees trust each other in LIC. The scores for these statements are 3.44 and 3.43 respectively. Some of the employees feel that Employees in LIC do not have any fixed mental impressions about each other and are helpful to each other. The scores for this statement is 3.41 and 3.40 respectively. The employees response towards there seniors is also not good as they feel Seniors do not guide their juniors and prepare them for the future responsibilities /roles they are likely to take them up. This is low ranked statement with a score of only 3.31.
TABLE - 12 DESCRIPTIVE STATISTICS FOR OFFICER'S ROLE TOWARDS EMPLOYEE DEVELOPMENT 3.3.5. OFFICER'S ROLE TOWARDS EMPLOYEE DEVELOPMENT There was a high consensus among the respondent's ratings as regards to officer's role towards employee development (Table 11 and 12). The entire statements have high mean score value of more than 3.50. Most importantly the employees feel that when an employee does a good work his supervising officers take special care to appreciate it and officers in the LIC believe that employee behavior can be changed and people can be developed at any stage of their life.
TABLE - 14 DESCRIPTIVE STATISTICS FOR OFFICER'S ROLE TOWARDS EMPLOYEE DEVELOPMENT 3.3.6. ORGANIZATION CULTURE The opinions of employees towards organization culture statements are mixed with scores as high as 3.6 to as low as 3.28 (table 13 and 14).
Amongst all the factors the employees agree that the personal policies in the LIC facilitates employee development and the organizational climate in the LIC is very conducive for development of the employees in acquiring knowledge and skill. The scores for these statements are 3.60 and 3.58 respectively. The employee's response towards training programmes is not good. The employees do not feel that they are sponsored for training programmes on the basis of genuine training needs. The employees also feel that when behavior feedback is given to them they don't take it seriously and use it for development. These two statements have mean scores of 3.28 and 3.29 respectively. TABLE - 15 3.3.7. TRAINING AND DEVELOPMENT OBJECTIVES There was a high consensus among the respondent's ratings as regards to training and development objectives (table 15 and 16).
The entire statements have high mean score value of ranging from 3.57 to 3.70. Most importantly the employees strongly feel that during the course of the programme much emphasis has been given to skills aspect. The employees also appreciated that the branch managers are involved in identifying the training needs of the employees and the branch manager to the officials briefs the objectives of the programmes before they proceed for the training. 3.3.8. EFFECTIVENESS OF TRAINING PROGRAMME But the employee's response towards the effectiveness of the training programmes which concentrated on the actual delivery and faculty involved is very poor which goes to show their dissatisfaction in some of the areas of the training programmes (table 17 and 18). Dissatisfaction is seen for the periodicals and magazines provided for reference at training centers and reading material supplied during the training programmes with low agreement scores of 3.30 and 3.32 respectively.
EXCEL International Journal of Multidisciplinar y Management Studies Vol.1 Issue 3, December 2011, ISSN 2249 8834 Online available at http://zenithrese arch.org.in/
TABLE - 19
Source: Field Investigation 3.3.9. PERFORMANCE APPRAISAL The opinions of employees towards performance appraisal are very poor showing a high level of dissatisfaction towards PMS in the organization (table 19 and 20). The scores are as low as 2.93. All the statements are rated poorly and hence a proper appraisal system should be in place to satisfy the employees. TABLE.21 The above table No. 21 shows that there is a high level of acceptance for training and development objectives of the organization, with a high-consolidated mean score of 3.64. Top management initiatives and Officer's role towards employee development are also ranked high with mean scores of 3.60 and 3.51 Employee commitment and organization culture are almost ranked equally with mean scores of 3.43 and 3.41.Employee relationships and understanding, Employee support and encouragement, and Effectiveness of Training programme are next ranked factors. Performance appraisal is at the bottom with a mean score of only 3.05.
FINDINGS AND SUGGESTIONS FINDINGS 4.1.1 TRAINING AND DEVELOPMENT Training in an organization setting is a basic and strong mechanism of HRD, contributing to an employee's occupational and personal development through skill building. Based on the theoretical presentation and the analysis of the data, it is concluded that training as an HRD practice in LIC, was inadequate and is not conducive for personal development or career advancement of nearly half of the officers level and clerical level respondents. It suffered from certain weakness, such as; (mean score value of ranging from 3.57 to 3.70).
> Do not meet the present day requirements > Hardly improves knowledge, skills and performance on job > Rare on the job training > No focus on e-training
Obviously, training as an HRD practice in LIC has to be innovative to meet trainees' expectations and to effectively deploy trained manpower. 4.1.2. PERFORMANCE APPRAISAL Performance appraisal is a process by which job performance of employees and their potential for development are evaluated. The appraisal results provide the database for numerous HRD and OD activities. Based on the theoretical presentation and field data analysis, it may be concluded that in LIC performance appraisal, as an HRD process, is filled with
> Irregular performance appraisal > Superiors favoritism, prejudices and biases > Non scientific appraisal process > Poor diagnosis of strength, and weakness, > Vague performance standards > Neglected electronic media in appraisal.
And hence dose not serve any meaningful purpose, more than two fifth of the employees at officer level and one third at clerical level were unhappy with performance appraisal advancement the mean scores was as low as 2.93. Hence, it needs to be remodeled along scientific lines to serve its purpose.
4.1.3 MANAGEMENT DEVELOPMENT Based on the theoretical presentation and analysis of the empirical data, it is concluded that, the management development process in LIC as an HRD practice, is not effective and is not deliverity expected results. It suffers from for growth and development of manger.
> Poor addition in performance of management groups. > Non-scientific MDP process > Rare use of on the job and off the job techniques > Neglected computerized MDP programme
Obviously, management development in LIC, needs to be thoroughly reviewed to meet the global challenges. 4.1.4. EMPLOYEE BENEFITS Employee benefits/welfare is an HRD practice that enhances quality of employees' life. If properly administered, it increases employees' motivation and their sense of involvement in the organizational work. If mismatched, it induces atrophy becomes the root cause for employee alienation. Majority of the employees were not happy with LIC's welfare measures because of lack of remunerative health and retirement benefits, and poor non-statutory welfare measures.
4.1.20TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE DEVELOPMENT

The employees feel that the top authorities believe that human resource is an extremely important resource and that they have to be treated with human. The mean score of 3.83 is high compared to other statements. The employees also feel that the authorities of the LIC go out of the way to make sure that employees enjoy their work, this statement is rated second with a mean score of 3.71. The lowest rating for the statement 'top managements receptiveness to the suggestions of the employees for better work culture' is matter of concern for top management. This statement has got mean score of only 3.41. The employees feel that the management should hold a formal/informal meeting to provide information of the strengths and weaknesses and also top management should view the employees as an important resource and pays much attention for their development. These statements are equally given a score of 3.52. The employees also feel that the attitude of the higher authorities is that of guiding rather than fact-finding with a high mean score of 3.60.
4.1.21EMPLOYEE COMMITMENT
The opinions of employees towards 'employee commitment statement' are low suggesting a low level of commitment among employees. The employees slightly agree that the employees are conscious of the ever-changing needs of the organization. The score for this statement is 3.48. The employees also feel that to achieve corporation objectives the employees exercises self-direction and control. The score for this statement is 3.44. The other two statements Employees in the LIC take pains to find out their strengths and weaknesses from their
supervising officers or colleagues and the employees involve themselves in work and are ready to share responsibilities in the LIC have got very low, mean score of 3.41 and 3.40 respectively, which show a lack of commitment among employees.
4.1.22EMPLOYEE SUPPORT AND ENCOURAGEMENT

The opinions of employees towards employee support and encouragement are low suggesting a low level of encouragement among employees. The employees feel they are not encouraged to take initiatives on their own and do things on their own. With a score of only 3.29 this is lowest ranked statement.
4.1.23EMPLOYEE RELATIONSHIPS AND UNDERSTANDING

The opinion of employees towards employees' relationships and understanding statements are suggesting a low level of understanding among the employees. In LIC, employees are not afraid to express or discuss their feelings with their supervisors and employees trust each other. The mean scores for these statements in 3.44 and 3.43 respectively.
4.1.24OFFICER'S ROLE TOWARDS EMPLOYEE DEVELOPMENT

The study concluded that most importantly the employees feel that when an employees did a good work his supervising officers take special care to appreciate it and officers in the LIC believe that employee behaviour can be changed and people can be developed at any stage of their life. The mean score value is 3.50. 4.1.10 ORGANIZATION CULTURE The opinions of employees towards organization culture statements are mixed with scores as high as 3.6 to as low as 3.28.The employees agree that the personal policies in the LIC facilitates employee development and the organizational climate in the LIC is very conducive for development of the employees in acquiring knowledge and skill. The scores for these statements are 3.60 and 3.58 respectively. 4.2.1 SUGGESTIONS In this section on attempt is being made to suggest some policy measures in the light of the above findings of the present study to improve the functioning of Human Resource Development Practices in Discussion Corporation of LIC in India. Organizations objectives must be informed to the staff at different levels clearly and periodically through formal and informal means to improve the relationship between the superiors and the subordinates. The superiors should freely and frequently interact with the subordinates. This fosters a sense of belongingness in the minds of the employees, greater autonomy shall be given to the employees. It helps in developing self-confidence and ensures involvement amongst the employees resulting in better service to the customers. The personnel polices regarding placement, promotion, training and development have to be implemented
in a flexible manner. The employees who have to be posted outside the state
must be intimated a year advance, their preference for posting must also be taken into account. The promotion policy must be fair and objective. Frequent changes in the policies are not advisable and when once the policy has been drawn, it must be in force at least for 3 to 5 years. Every year, the LIC of India has to declare the vacancies in different categories. To encourage the junior employees, a certain percentage of the vacancies are to be filled through fast tract promotions. It develops competitive spirit among the employees at all levels. In both the levels of employees in the LIC of India "best employee" award may be instituted at divisional levels, in recognition of the best performance to encourage the others. The management should create good climate in the organization by conducting formal type of discussions. This helps employees to discuss with their superior without any hesitation. The management of LIC of India should ready to accept important suggestions of employees if made in time. This results in better work culture and employees feel that they a voice in the decision making process of the organization. The management of L.I.C of India should predict the future challenges and plan the strategy to meet them. This helps the clerical level employees to know their role and responsibility to meet the future challenges. The L.I.C should adopt inbuilt career planning to minimizes the frustration among the employees. This helps employees to develop their career according to changing scenario and it will empower them in their working places. The training policy should provide necessary guidelines for identifying the training needs on systematic and scientific lines, this ensures proper nominations of employees to the identified training programmes. It improves the training system and also enhances the effectiveness of the training center. The feedback must be given to the employee at the earliest possible time, so that the employee can grow in his strengths, get over his weaknesses, utilize the opportunities and minimize the threats that undermine their growth. In LIC of India the majority of the employees have expressed that their rating has not been communicated within a year of submission of the appraisal form. In both levels, if the new key performance area called "concern for developing the subordinates" is introduced in the appraisal system, the employees realize the need for developing the sub-ordinates as part and parcel of their duty. There is a need to update training related information and attain better coordination between personnel and HRD departments in the areas of transfers, promotions, placements etc., for attaining effectiveness in the training function of the LIC. The staff training college should upgrade itself with regard to both infrastructural facilities, faculty selection, training needs for matching training plans of the organization with career plans and also for building a climate of learning at Staff Training College.
It is in the very nature of the human being to resist change. Therefore, the management should inculcate change in an effective manner, this can be ensured by training employees properly. It should invite resource persons, specialist in human resource from well known institutes and universities. It is recommended that employees get back after the training programme on their job. Follow up of training programme in the present job, regular feedbacks and evaluation of productivity should be done to check whether the training programme has been successfully conducted. REFERENCES
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TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE DEVELOPMENT
TABLE - 25 TABLE - 5 EMPLOYEE COMMITMENT
EXCEL International Journal of Multidisciplinary Management Studies Vol.1 Issue 3, December 2011, ISSN 2249 8834 Online available at http://zenithresearch.org.in/ ON
TABLE - 27
TABLE - 28 EMPLOYEE RELATIONSHIPS AND UNDERSTANDING
TABLE - 29
TABLE - 30
EXCEL International Journal of Multidisciplinary Management Studies Vol.1 Issue 3, December 2011, ISSN 2249 8834 Online available at http://zenithresear ch.org.in/
TABLE - 16
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TABLE - 18
TABLE- 33 PERFORMANCE APPRAISAL PERFORMANCE APPRAISAL No response F % 22 Strongly agree F % 12.80 Neither agree Disagree nor disagree F % F % 118 33.90 39 Strongly disagree % WA
Agree F 87 % 25.20
The system provides an opportunity to differentiate the superior performance from moderate to low performance The system helps in developing better understanding between the appraise and the appraiser through open communication, mutuality and trust The system provides an opportunity to the employees to improve from low performance to high performance THE REPORTING APPRAISING OFFICER TAKES INTEREST ASSESSING THE STRENGTHS AND WEAKNESSES OF THE EMPLOYEE. The system has built in mechanism to correct the personal bias of the reporting officer PERFORMANCE APPRAISAL
6.40 43
11.30 36
10.40 3.20
19 30
5.50 47 8.70 38
13.90 11.00
86 75
24.60 21.70
109 101
31.60 29.30
63 76
18.30 21 22.00 25
6.10 7.20
3.23 3.08
19 20
5.50 40 5.80 61
11.60 17.70
71 84
20.60 24.30
85 90
24.60 26.10
87 62
25.20 43 18.00 28
12.50 2.93 8.10 3.27
No response F %
Strongly agree F %
Agree F %
Neither agree Disagree nor disagree F % F %
Strongly disagree %
WA

18 Eijmms Vol1 Issue3

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18 Eijmms Vol1 Issue3

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EXCEL International Journal of Multidisciplinary Management Studies Vol.

1 Issue 3, December 2011, ISSN 2249 8834 Online available at http://zenithresearch.org.in/

4.1.17NEED FOR HRD CLIMATE

4.1.18IMPORTANCE OF HRD CLIMATE IN INSURANCE SECTOR

4.1.19TRAINING AND DEVELOPMENT

4.1.20TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE DEVELOPMENT

4.1.22EMPLOYEE SUPPORT AND ENCOURAGEMENT

4.1.23EMPLOYEE RELATIONSHIPS AND UNDERSTANDING

4.1.24OFFICER'S ROLE TOWARDS EMPLOYEE DEVELOPMENT

> Dharmavir, "Human Resource Development - A co-operation value", The co-operator,

> Dharmendra Kumar, Development of Human Resources A Historical Perspective of Training in

> Gupta, A. S., "Executive Development in India: A futuristic Practice", Journal of

TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE DEVELOPMENT

TABLE - 25 TABLE - 5 EMPLOYEE COMMITMENT

TABLE - 28 EMPLOYEE RELATIONSHIPS AND UNDERSTANDING

12.50 2.93 8.10 3.27

Neither agree Disagree nor disagree F % F %

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