Dissertation: Role of HRD in Individual and Organizational Growth

This dissertation report, submitted for an MBA in International Business at Amity University, examines the crucial role of Human Resource Development (HRD) in fostering both individual and organizational growth, ultimately leading to job satisfaction. The study analyzes various factors such as rewards, training, and employee welfare, and their impact on organizational performance. The report defines HRD, its instruments, processes, and outcomes, and addresses common problems faced in this area. It explores the goals and aspects of HRD, including organizational development, job descriptions, staff planning, training, and performance appraisal. The literature review covers key HRM concepts and the importance of HRD in today's rapidly changing business environment, including the strategic use of employees, various functions of HRM, and the ongoing debate on defining the boundaries of HRD.

DISSERTATION REPORT SUBMITTED TOWARDS THE PARTIAL
FULFILLMENT OF POST GRADUATE DEGREE IN INTERNATIONAL
BUSINESS
ROLE OF HRD IN INDIVIDUAL AND
ORGANIZATIONAL GROWTH
SUBMITTED BY:
Name: Meghna Jain
MBA-IB (2014-2016)
Roll No. : 1614D16
Enrollment No.: A1802014014
FACULTY GUIDE
MR. V.P. KAKKAR
Assistant Professor
AMITY INTERNATONAL BUSINESS SCHOOL,
NOIDA
AMITY UNIVERSITY – UTTAR PRADESH
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DISSERTATION PROJECT REPORT
MBA-IB BATCH 2014-2016
AMITY INTERNATIONAL BUSINESS SCHOOL
(AIBS)
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ACKNOWLEDGEMENT
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ABSTRACT
As a part of curriculum of the university of learning through practical live experiences and as a
part of my MBA program specializing in H.R ,the study on Role of Human Resource
Development in Individual and Organizational Growth which further leads to job satisfaction
is what gains my importance. The purpose of doing this study is to understand and gain the
knowledge on how the human resource development plays an important role in the growth of an
organization and the growth of an individual as well and to analyze the numerous factors such as
rewards and recognition, opportunities for ideas, employee’s welfare, training and development,
job satisfaction, etc. which can affect the organization performance.
Human resources are also viewed as the sum of knowledge, skills, attitudes, commitment, values
and the like of the people of an organization. Development is possession/acquisition of
capabilities needed for a present job, or the future expected job.
Human Resource Development means developing or tapping hidden qualities in people in
order to make them accomplish new functions leading to organization and individual goals. HRD
concept was first introduced by Leonard Nadler in 1969 in a conference in US. He defined HRD
as an organized learning experience within a given period of time with the goals of creating the
opportunity of performance change. HRD is the framework intended for helping employees to
develop their personal and company skills, knowledge and skills. It includes employee teaching,
career development, performance administration, coaching, mentoring, succession arranging.
The focus is upon developing the most remarkable workforce in order that the firm and
individual employees can easily accomplish their work goals in service to consumers.
HRD is a procedure by which the personnel of an organization will be helped in an ongoing and
a planned approach to-
 Acquire or develop functions required to carry out various functions associated with their
present or anticipated future roles.
 Develop their particular general functions as people and discover and take advantage of
their own potential intended for their particular and or company development purposes.
 Develop an organizational culture in which usually superior subordinate relationships
staff work and collaboration amongst sub unit are good and contribute to the professional
well-being motivation and pride of employees.
HRD is aimed at supporting persons to acquire expertise required to perform almost all their
functions effectively and make their organizations perform well.
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TABLE OF CONTENTS
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INTRODUCTION
In this highly technological society organizations are learning to adapt to rapid changes, to
develop new products and produce high quality goods to remain competitive in the global market
place. Human resource management is viewed as an investment as it is a way to integrate
business plans and human skills, to achieve and maximize the profits and organizational goals in
terms of economic growth, products or services. The staff too gains in terms of remuneration,
opportunities for learning and career development.
The HRD matrix shows the interrelationship between HRD instruments, processes, outcomes
and company’s effectiveness.
 HRD instruments: These include performance appraisal, counseling, role analysis,
training, communication guidelines, job rotations, rewards, job enrichment programs, etc.
the size of the organization, the inside environment, the support and commitment from
the top administration, the competitive policies are different for every organization and
the HRD instruments vary according to it.
 HRD processes: These includes position clarity, performance planning, advancement
climate, risk taking, dynamism in employees. The HRD instruments lead to the
generation of HRD processes and results in more competent, satisfied and committed
people that would make the organization grow by contributing their very own best to it.
 HRD outcomes: The people are more committed and satisfied, where they tend to offer
their best towards the firm enthusiastically and if the HRD instruments and processes are
functional in an organization.
 Organizational effectiveness: The HRD outcomes influence the organizational
effectiveness, which in turn, will depend on several factors like environment, technology,
competitors, etc.
HRD often faces following common PROBLEMS at the time of individual and organizational
growth:-
 HRD is not always perceived as being linked to developing the employee competencies
most needed to help an organization meet its strategic business or organization goals and
objectives.
 HRD doesn’t consistently receive the level of senior management visibility, endorsement
and support which is required in order for it to have optimal impact on improving
employee’s job competence and performance.
 HRD curricula and the instructional programs or learning opportunities that result from
them often lack conceptual and cohesive integration.
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 HRD doesn’t consistently and explicitly acknowledge, include and integrate a “total
corporate” of strategic organization perspective into its curricula, learning activities and
instructional implementation processes.
 HRD curricula and the instruction which results from them frequently focus on only the
knowledge or skills that employees require to complete job tasks and activities.
 Classroom experiences are frequently too heavily invested in “learning about” the job and
don’t provide to employee experiences in thinking, feeling and acting competently
through their acquisition of global job competence.
The following are the GOALS of HRD:
 It aims at preparing people for performing jobs which they may be required to perform in
the future as they go up on the organizational hierarchy.
 To identify competency gaps of employees to perform the present roles or jobs functions
effectively and create conditions to help employees bridge gaps through development.
 Motivation development is also an aim of HRD it means the desire to work or put in
work effort it is a commitment to the job, work and the organization.
 It helps in building free expression of ideas.
 It ensures promotion of collaborations.
ASPECTS of HRD:
1. ORGANIZATIONAL DEVELOPMENT-
It may be defined as a change effort that is planned focused on an entire organization or a large
sub- system managed from the top, aimed at enhancing organizational health and effectiveness
based on planned interventions. Organizations never remain static they keep on changing and
accordingly employee’s skills and abilities, therefore require continual upgrading and
organizational development is a tool for this purpose.
2. JOB DESCRIPTIONS-
All employing organizations plan their workload in terms of undertakings or projects that are
needed to be completed to achieve their goals. The personnel department has to prepare complete
job descriptions to find out the skills to be possessed by the candidates which need to be hired to
the jobs.
3. STAFF PLANNING AND RECRUITMENT-
Personnel planning is linked to business strategies, a forecast of economic events, national
demographic trends and the seniority and the age of the existing workforce. It involves matching
people to jobs. So, all the decisions regarding staffing has to be taken in advance and also the
skill analysis has to be carried out to evaluate the employees continuously.
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4. STAFF BENEFITS -
Staff benefits are usually arranged by the personnel department and can include basic
remuneration and reimbursement of costs incurred during the course of work e.g. travel cost.
5. TRAINING AND DEVELOPMENT-
Employees are trained through on-the-job and off-the-job training programs. Staff developers
play a vital role in assisting in the creation and development of their company as a learning
organization. They may organize, or take part in, any educational or training initiative designed
to enable individual employees to achieve their full potential.
6. PERFORMANCE APPRAISAL-
The purpose of it is it to provide accurate picture of past and future projections. Now-a-days
organizations follow, Balance Score Card in order to evaluate the performance of an employee in
a more objective manner.
7. EMPLOYEE WELFARE AND QUALITY OF WORKLIFE-
The purpose is various services, facilities and benefits offered to the employees, to improve the
living standard of workers and thereby improve their quality of work life.
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REVIEW OF LITERATURE
 HRM is the process of managing people in organizations in a structured way or pattern.
This covers staffing, retention, perks or perquisites, performance management and taking care of
exits from the organization to round off the actions. (Jackson,schuler & Werner,2009).
HRM is both the art of managing people by resource to creative approaches it is also known as
science because of the precision and rigorous application of theory.
HRD means to develop available manpower through suitable methods such as training,
promotions, transfers and opportunity for career enhancement. HRD tasks create a team of
trained, efficient, focused and capable managers and employees. One organization is different
from the other mainly because of the people working there in. The human resource should be
nurtured and used for the benefit of the organization. (casey ichniowski, Kathryn
shaw,Giovanna prennushi, paper number 5333 issued in November 1995).
USES OF HUMAN RESOURCE MANAGEMENT IN AN ORGANIZATION (by ishik
university, published in Russian federation,2010):
 HRM is the function within an organization that focuses on recruitment, management and
giving direction for the people who work in the organization.
 HRM is a function that deals with issues related to people such as compensation, hiring,
performance management, organization development, safety, wellness, employee
motivation, communication, administration and training.
 HRM is also a strategic and comprehensive approach to managing people and workplace
culture. HRM ensures employees to contribute effectively and productively to the overall
company direction and the accomplishment of the organization’s goals and objectives.
 HRM is moving away from traditional/old type of personnel and administration roles
which are outsourced. HRM is expected to add up value to the strategic utilization of
employees and that employee programs impact the business in many ways.
 HRM function includes a variety of activities and key among them is responsibility for
human resources, deciding staffing needs that you have whether to use independent
contractors or hire employees to fill these gaps, selecting and training the suitable
employees, ensuring high performers, dealing with performance issues and make sure
your personnel and management practices conform to the regulations. Activities also
include how you manage your approach to employee benefits and salary, employee
records and policies. Usually small businesses have to carry out these activities
themselves because they can’t afford all time help. However they should always ensure
that employees must have, and should be aware of policies which conform to the rules
and regulations. The policies are in the form of manuals.
 HRM is widening every day. It is not limited only to HR planning, hiring, training and
development, payroll, rewards, industrial relations, grievances, legal issues, etc. We can
also say that it is about developing and managing harmonious relationships at workplace
and striking a balance between organizational goals and individual goals.
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 Human Resource Development is an important and very attention receiving discipline of
present time. It is a relatively young academic discipline but an old and well established field of
practice (Swanson and Holton). Researchers have developed new theories and conceptual
frameworks that address a broad range of phenomena of interest to the HRD profession
(Torraco 2004). A key area of enquiry has been to try and figure out the current boundaries of
HRD (Metcalfe and Rees, 2005) but defining HRD has not been so straightforward, and the
writers and researchers are continuously debating the issue, and there seems to be no consensus.
According to Rao(1995) the scope of HRD is extended, at one side, to developing competencies
of human resource by enhancing knowledge, building skill, changing attitude and teaching
values, and at other side, creation of conditions through public policy, programs and other
interventions to help people to apply these competencies for their own and other’s benefits and
making things happen. The objective of this paper is to present an organizational model of HRD
encompassing all the aspects of human resource development from organizational point of view.
The research article has been developed from descriptive secondary information searched by
reviewing literature about HRD and HRM, published in research journals in the form of research
articles, research reports of various organizations and books of human resource scholars on this
topic.
It is concluded that HRD in organizational perspective id focused in narrow sense by its function
on learning, education, training and development to the human resources selected and recruited
to identify, assure and help to develop the key competencies that enable individuals to perform
current or future jobs with planned individual learning accomplished through training, on the job
learning, coaching, etc.
Whereas the scope of HRD in organizational perspective has broadened and extended beyond a
narrow concentration on training and development to include organizational and systems level
issues that influence the development of broad skills set including behavioral skills, abilities and
knowledge associated with learning in technical, social an interpersonal areas and also expanded
to include a strong connection to corporate strategy, individual responsibility of learning,
extension into team learning an emphasis on internal consultancy, organizational learning and
knowledge management and the nurturing of the intellectual capital of an enterprise, so HRD is a
process of developing and unleashing expertise for the purpose of improving individual, team,
work process and organizational system performance. HRD along with education and training
also involves activities related to empowerment, awareness raising, skills enhancement, team
building, community mobilization and development, organizational development,
entrepreneurship development, sensitization and conscientisation, human resource planning and
policies, etc.
 Chipunza(2010) explored in this examination looked at the degree to which differs
inherent and outward motivational variables affected the upkeep and reduction of specialist
turnover in both open and private region co operations. The examination was pointed at finishing
the going with ends of the line: distinguish and secure the key trademark and outward
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motivational variables being used by picked open and private part affiliations in holding their
specialists; center the degree to which the recognized natural and incidental motivational
variables are affecting delegates' upkeep and turnover in the picked co operations; and make
suggestions to organization of the picked companionships on the most ideal approach to feasibly
hold agents and reduce turnover. The study accepted the cross-sectional diagram investigation
design, inspecting the degree to which picked motivational variables effect delegates' decision to
either remain or quit an acquaintanceship. Quantitative examination diagram was used and this
setup was picked in light of the way that its revelations are aggregate up fit and the data
objective.
The research article has been developed from secondary information searched by reviewing
literature about HRD and HRM, published in research journals in the form of research articles,
research reports of various organizations and books.
It is concluded that Chipunza(2010) focused and examined the motivational factors which are
required for improving the individual and organizational growth. Therefore, motivational
variables are very essential for an organization as it helps in increasing the productivity as well.
Motivational variables play a very critical role for an organization because it affects affecting
delegates' upkeep and turnover in the picked co operations; and make suggestions to organization
of the picked companionships on the most ideal approach to feasibly hold agents and reduce
turnover.
 Munusamy naidu(2013) Human resource is needed to be developed as per the change in
external environment of the organization, hence, HRD helps to adapt such changes through the
development of existing human resource in terms of skill and knowledge.
The importance or significance of HRD can be explained as follows:
1. HRD Develops Competent HR-
HRD develops the skills and knowledge of an individual, hence, it helps to provide competent
and efficient HR as per the job requirement. To develop employment's skill and competencies,
different training and development programs are launched.
2. HRD Creates Opportunity For Career Development-
HRD helps to grasp the career development opportunities through development of human skills
and knowledge. Career development consists of personal development efforts through a proper
match between training and development opportunities with employee's need.
3. Employ Commitment-
Trained and efficient employees are committed towards their jobs which is possible through
HRD. If employees are provided with proper training and development opportunities, they will
feel committed to the work and the organization.
4. Job Satisfaction-
When people in the organization are well oriented and developed, they show higher degree of
commitment in actual work place. This inspires them for better performance, which ultimately
leads to job satisfaction.
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5. Change Management-
HRD facilitates planning, and management of change in an organization. It also manages
conflicts through improved labor management relation. It develops organizational health, culture
and environment which lead to change management.
6. Opportunities For Training And Development-
Trainings and development programs are tools of HRD. They provide opportunity for employee's
development by matching training needs with organizational requirement. Moreover, HRD
facilitates integrated growth of employees through training and development activities.
7. Performance Improvement-
HRD develops necessary skills and abilities required to perform organizational activities. As a
result of which, employees can contribute for better performance in an organization. This leads
to greater organizational effectiveness.
The research article has been developed from primary and secondary information searched by
reviewing literature and about HRD and HRM, published in research journals in the form of
research articles, research reports of various organizations and books and also gathered
information through questionnaires which are being filled by the employees of the organization.
Munusamy naidu(2013) concluded that the factors which are stated above plays a very
important and crucial role in the organizations as it states the importance of Human Resource
Management and this helps in the organizational as well as in individual growth.
 Muhammad Azhar Sheikh(2007) The function of human resource development is
to improve performance and ability. While employees are often expected to know a certain
amount about their jobs or have a specific degree or level of education upon hire, much of what
an employee learns about their job is developed over the course of doing the job. This
development includes specific organizational knowledge or job-specific duties that are not
necessarily taught in the classroom.
Regardless of the form the development takes, it functions as a means to improve the overall
performance and ability of employees in the jobs they are doing as well as in future positions.
Human resource development can function to improve performance or individual abilities in an
area in which an employee is weak (such as management skills or accounting practices). It can
also function to teach an employee about an area in which the employee has had no prior
experience, such as when transitioning from one role into a different role (i.e., cross-training).
HR development may also function to help an organization conform to government regulations
or guidelines by training employees on relevant laws or regulations for which they are
responsible. It may also take the form of professional development by educating in specific areas
or fields. The Professional in Human Resources certification, Project Management Professional
certification, and Six Sigma Black Belt are examples of courses and certifications designed to
train and develop professionals in these specific fields.
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The role of human resource development is to support organizational goals. The cost and time
associated with development and training of employees are only worth it if it directly helps the
employees achieve increased performance, resulting in increased performance for the
organization. When employees are improving their ability and performance, an organization
achieves higher levels of success. However, the training and development of employees must be
focused on the desired goals of the department, which must align with the stated goals of the
organization.
The research article has been developed from secondary information searched by reviewing
literature and about HRD and HRM, published in research journals in the form of research
articles, research reports of various organizations and books.
 In this learning based social order, the survival of any business is positively controlled by
its human capital. It has been distinguished by new standard associations that spur and also hold
high skilled representatives are the main key component of their business rehearses (Clarke,
2001). However in the consistent changing business atmosphere, representative maintenance and
life span has turned into the most discriminating test for each associations. Fruitful association
understood that holding very competent representatives will just guarantee their future survival
(Whitener, 2001) and accordingly associations are emphatically fighting for the best ability
workers (Porter, 2001).
Keeping in mind the end goal to hold in the association skilled representatives, a great
authoritative human asset administration (HRM) practice is required to be really set up. As stated
by Whitener (2001). Presently this is further represented by Eisenberger, Huntington, Hutchison
and Sowa (1986) that manager's backing and duty has attached to the workers' dedication
towards their own particular associations .Human asset specialists (for instance, Kochan and
Dyer, 1993; Pfeffer, 1994) backers that a HRD practice is conceivably the novel wellspring of
the economical intense edge for associations. Thus, a hierarchical HRD practice is required to be
overall overseen deliberately by associations to hold their quite gifted representatives and to
advertise authoritative duty.
The research article has been developed from descriptive secondary information searched by
reviewing literature and about HRD and HRM, published in research journals in the form of
research articles, research reports of various organizations and books.
 Authoritative HRM drill has picked up an opened up consideration throughout the years
because of its effect on representative maintenance. It is accepted that great HRD practice will
clearly minimize representative turnover. Voluntary representative turnover could be illustrated
by two elements to be specific singular level variables, for example, individual inclination and
authoritative level components, they might be HRD drill (Deutsch, Langton & Aldrich, 2000).
At the authoritative level of examination, researchers (Huselid, 1995; Shaw, Delery, Jenkins &
Gupta, 1998) have created that HRM practice is liable to decline the voluntary representative
turnover. Mitchell, Holtom, Lee, Sablynski, &erez, (2001) have offered generally new
approach - work embeddedness in distinguishing an association between HRD practice and
worker 3 turnover plan. Rather than universal view that representatives stay in their employment
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because of occupation fulfillment, Mitchell and associates emphatically contended that workers
ready to stay in their present place of employment as they are impacted and implanted by both on
and off occupation informal organization. This present study is hence endeavored to investigate
the relationship between HRD polish, hierarchical duty, and worker expectation to stop with
employment embeddedness as an interceding component.
The research article has been developed from secondary information searched by reviewing
literature and about HRD and HRM, published in research journals in the form of research
articles, research reports of various organizations and books.
 Armstrong and Baron(2002)It is concluded that a good HRD practice can lead to
smooth and effective organizational change. The process of globalization made it inevitable for
Indian organizations need to make adjustments to harmonize with the work values and practices
of employees so that they can cope up with the changing work environment. This would be ideal
if the HRD activities of the organization are in harmony with the prevailing organizational
change. The globalization process is to apply HRD interventions such as T- group, process
consultation, third party intervention, team building, education and training and coaching and
counseling. Thus, HRD interventions in any organization will prove to be successful in
developing work values and practices and organizational effectiveness and productivity and will
ultimately lead to the smooth and problem free organizational change.
HRD is concerned with the provision of learning and development opportunities that support the
achievement of business strategies and improvement of organizational, team and individual
performance. 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.
 A tendency at all levels starting from the top management to the lowest level to treat the
people as the most important resources.
 A perception that developing the competencies in the employees is the job of every
manager.
 Faith in capability of employees to change and acquire new competencies at any stage of
life.
 A tendency to be open in communication and discussion rather than being secretive.
 Encouraging risk taking and experimentation.
 Making efforts to help employees recognize their strengths and weaknesses through
feedback.
 Team spirit.
 Tendency to discourage stereotypes and favoritism.
 Supportive personnel policies.
 Supportive HRD practices include performance appraisal, reward management, potential
development, job rotation and career planning.
 Susan(2005) gave the features of human resource development.-
 HRD IS A SYSTEM-
It is a system having several interdependent parts or sub-systems such as procurement
appraisal, development, etc. change in any one subsystem leads to change in other parts. For
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example- if there is a change in promotion policy where seniority is replaced with merit, the
chain reactions on affected individuals, unions shall have to be assessed.
 HRD IS A PLANNED PROCESS-
It is a planned and systematic way of developing people. Further, it is undertaken on continuous
basis. Learning, as we all know, is a life- long process and goes on and on.
 HRD INVOLVES DEVELOPMENT OF COMPETENCIES-
It tries to develop competencies at four levels. At the individual level- employees are made to
realize the importance of playing their roles in tune with overall goals and expectations of other
roles. By enriching and redesigning jobs, the roles of employees are made more meaningful and
interesting. At the interpersonal level- more stress is laid on developing relationships based on
trust, confidence and help. At the group level- task forces, cross- functional team are created to
cement inter group relations. At the organizational level- the organization is made to nurture a
development climate, where every effort is made to harness human potential while meeting
organizational goals.
 HRD IS AN INTER- DISCIPLINARY CONCEPT-
HRD is an amalgamation of various ideas, concepts, principles and practices drawn from a
number of soft sciences such as sociology, psychology, anthropology, economics, etc.
HRD is an organized set of learning experiences provided by an employer within a specified
period of time to bring about the possibility of performance improvement and personal growth.
Within HRD there are three activities areas: training, education and development.
Job competence, is an employees’ capacity to meet a job’s requirements by producing the job
outputs at an expected level of quality within the constraints of the organization’s internal and
external environment.
 Job competency, is an underlying characteristic of an employee.
 Competency model includes those competencies that are required for satisfactory or
exemplary job performance.
 Competency based curricula, content specifications are defined in competence terms,
consistent with the definition of HRD.
 Renuks Vembu(2010) said that the HRD department should create an enabling culture
where the employees
are able to make things happen and in the process discover and utilize their potential. The HRD
department should-
 Develop a HR philosophy for the organization and get the top management committed to
it openly and consistently.
 Keep inspiring the line managers to have a constant desire to learn and develop.
 Constantly plan and design new methods and systems of developing and strengthening
the HRD climate.
 Be aware of the goals of the organization and direct all their HRD effort to achieve these
goals.
 Monitor effectively the implementation of various HRD mechanisms.
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 Work with unions and associations and inspire them.
 Conduct human process research, organizational health surveys and renewal exercises
periodically.
 Influence personnel policies by providing necessary inputs to the top management.
Larsen and Toubro Limited probably the first organization in India to introduce an integrated
HRD systems. The HRD system was suggested by consultants while they were looking at the
performance appraisal system for officers. The consultants felt that a development oriented
performance appraisal system may not achieve developmental objectives unless accompanied
by other sub-systems like potential appraisal, employee counseling, career planning and
development, training and organizational development.
Crompton Greaves Ltd, started thinking about introducing HRD systems in 1979-80, when
an ambitious expansion and diversification program was launched. Through a series of
seminars using external consultants and internal HRD department, a climate was created
where managers started looking forward for HRD interventions. Decision to introduce HRD
systems in a systematic way was taken by the top management after a presentation to the top
management and details of such a system.
These observations emphasize the need for new HRD instruments. The HRD experiences of
the of the various firms, it can be studied that the source of inspiration for introducing new
HRD systems seem to come from –
 To support the structural and strategic changes made by the organization to
coordinate its growth and expansion.
 Recognition by the top management of the importance of HRD and their
responsibility to promote it for the good of the organization.
 To prepare employees to respond to the increasing problem faced by the organization
both internally and externally.
 To keep the image of the company up by adding such modern instruments to its
structure.
It is concluded that most companies seem to perceive HRD as an instrument to the growth of the
organization by preparing its people to strive for such growth or at least maintain internal
stability. The main objective of HRD department is to create a learning environment and
development climate in the organization.
The role of HRD strategy is to help managers and other across the business to plan and think
strategically and to understand and take action on key strategic issues.
 To enhance managers ability to produce and powerfully communicate a relevant vision of
the organization.
 To generate appropriate and challenging goals.
 To choose and implement the HRD strategies and assets that will best support them.
 Helping to produce widespread strategic capability in the organization.
The HRD managers should possess certain competencies for smooth functioning of these HR
systems:
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 Possess expertise in personnel management- knowledge of laws, procedures and
techniques and of developments in theory and practice.
 Must be specialist in organizational theory and effective advisor to top management in
organizational matters.
 Should possess different types of general knowledge like philosophy, ethics, logic, maths,
medicine, history, management, etc.
 Sense of social justice and be aware of rights and duties of men and women at work.
 Creative thinking for analyzing situations and reasoning objectivity.
 Capacity for leadership, personal integrity, friendly and sympathetic approach.
 Initiative and decision making ability, readiness to cooperate, devoted sense of vocation
and faith in humanity.
 Know the problem solving techniques and ability to inspire, motivate and direct
employees.
 Positive thinking and positive attitude towards people, desire to learn, helpful attitude,
good communication skills and objectivity in approach.
 Swanson(1994) said that a strategy is a course of action chosen with a view to achieve
certain objectives. HR strategies deal with the HR functions for talent acquisition, placement,
training, development, retention, motivation, empowerment. HR strategies should flow from
short term goals towards the long term business strategies. These strategies must be align with
the goals. The strategic roles of HRD- primary means sustaining an organization’s competitive
edge, HRD serves a strategic role by assuring the competence of employees to meet the
organization’s present performance demands. Along with meeting present organizational needs,
HRD also serves a vital role in shaping strategy and enabling organizations to take full advantage
of emergent business strategies. Both the strategy supporting and strategy shaping roles of HRD
have distinctive features that are evident in the business practices of successful organizations.
Human resource development has served the needs of organizations to provide employees with
up-to-date expertise. Today’s business environment requires that HRD not only support the
business strategies of organizations, but it assume a pivotal role in the shaping of business
strategy. Due to rapid technological development, the HRD function is relied upon to support of
business initiatives that required a competent workforce. Expertise is defined as the optimal level
at which a person is able to perform within a specialized realm of human activity. In short, the
development of workplace expertise through HRD has been vital to optimal business
performance.
Business success increasingly hinges on an organization’s ability to use employee expertise as a
factor in the shaping of business strategy. The economic environment plays an important role in
strategy formulation and goal setting. Organizations should be sensitive enough to face these
changes and challenge these challenges.
 QUALITY CHALLENGE-
World class organization who are quality driven have high quality and their services are
excellent. People in the organization are quality conscious and constantly strives to meet high
standards.
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 PEOPLE CHALLENGE-
World class organization have employees who are professional, systematic and trustworthy.
They adhere to time management and meet their commitments in terms of delivering services.
 TECHNOLOGY-
World class organizations spends on technology. If they are not using the most modern
technology, it is for valid reason, and their product quality does not suffer for want of
technology. Getting world class technology, assorting it, adapting it, and continuously improving
on it for strategic advantages is another challenge faced by the organizations.
 CULTURE-
Organizations are well based on systems and procedures. These systems increase action and
output and to ensure relativity of services and action. This provides feedback and ensure
coordination among the employees. Building a professional system drive and commitment and
promoting organizational culture is a major challenge which is faced by the organizations.
 SPEED-
Organizations are high in speed. Implementation is fast once the decisions are taken.
 SLEEK-
Organizations operations are smooth with fewer people and the aid of modern technologies,
organizations are able to accomplish a lot.
 INVEST ON PEOPLE-
To sustain in this competition, organizations must invest on people and believe in building
competencies. Various methods are used to develop their people such as mentoring, coaching,
360 degree feedback, rotation, task forces, OD interventions, survey feedback, assessment centre
mechanism to continuously build people.
 FLAT AND NON-HIERARCHICAL STRUCTURES-
Organizations have flat structures and decision making with laid out systems. They are
commitment and responsibility conscious, good driven and not procedure driven or hierarchy
conscious.
 SOCIAL RESPONSIBILITY AND HIGH COMMITMENT TO COUNTRY-
They are good corporate citizen. They do proper investments in society and perceive success
investments as having economic value. For example, investing in rural development can be seen
as creating new markets in rural areas by enhancing the purchasing power of people.
 LEARNING ORGANIZATION-
Organizations are innovative and creative and constantly experiment and learn from themselves
and others. Learnings are from their success and failures. They invest in research and
development. They maintain their competitive edge through benchmarking, comparing
themselves with the best using networks. Their employees are learning oriented.
18

 Dressler(2007) gave the human resource strategies at the corporate level. Normally,
when one talk of HR strategy, we deal with strategies of attracting, retaining, developing,
motivating and utilizing employees and their competencies for effective organizational
functioning and growth. Organizations are dealing in these dimensions to meet their short term
goals and objective. These strategic points can vary from organization to organization.
 COMMUNICATION STRATEGY-
Continuous communication with employees with organizational goals, and their need to
understand the need for change through information sharing is necessary. The mission helps in
getting them committed to change.
 ACCOUNTABILITY, OWNERSHIP AND COMMITMENT-
In a competitive world, organizations are looking for committed and satisfied employees as it
increases the chances of high productivity and high customer satisfaction. HR strategies should
aim at enhancing accountability and ownership and thus commitment. Various HR system and
processes are used in combination, for example perform management processes, rewards and
recognition, career planning and work culture, etc. these strategies help to enhance
accountability, ownership and commitment.
 QUALITY STRATEGIES-
Globalization has brought into focus the need for quality products and services. HR strategies,
should aim at total quality and highest customer satisfaction ensuring quality products and
services requires quality consciousness in every employee.
 INTRODUCING QUALITY AND CUSTOMER ORIENTATION THROUGH THE
COMPANY-
Companies should continuously ensure the availability of good quality of products and services
throughout the company through increased feedback reviews, surveys, discussion and other
forms that facilitate an understanding of the internal customers as well as suppliers satisfied
customers enhance company image and contribute to company profit.
 COST REDUCTION-
Cost reduction strategies become very critical when competition goes and there are price wars.
HRD audit evaluates the need for HR strategies used their appropriateness and so on.
 DEVELOPING AND INTRAPRENEURIAL SPIRIT AMONG ALL EMPLOYEES-
This effect should aim at enabling employees at all level to take charge of their tasks with full
autonomy, account most effectiveness and service orientation. This strategy requires changing
appraisal systems, continuous training use of small groups and other OD interventions.
Dressler also said that strategy is the route which has been chosen for a period of time and from
a range of option in order to achieve business goals. Strategy and HRD is development that
arises from a power vision about people’s ability and potential and operates within the overall
strategy framework of the business. HRD and strategic framework of business is dependent
upon-
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 Attitude and commitment of key stakeholders- must be positive if HRD is to make a
strategic contribution.
 Role and position of HRD professional- influence managers at all levels.
 The strategic expertise in strategy making and implementing and articulacy in
collaboration between HRD and line managers.
 Renses Likert(2005) said that all the activities of an enterprise are initiated and
determined by persons who make up the offices, of all the task of management, managing the
human component is the central and most important task because all else depend on how it is
done. Human resource is the division of a company that is focused on activities relating to
employees. These activities include recruiting and hiring of new employee, orientation and
training of current employees, employee benefit and retention.
Human resources is a set of individuals who make up the workforce of an organization. Human
capital is sometimes used with human resources, although human capital refers to a more narrow
view that is, the knowledge the individual embody can contribute to an organization. Other terms
sometimes used include manpower, talent, labour or simply people. Human resource refers to the
capabilities of human persons to perform task this means that those who are not capable of
performing tasks will not be regarded as human resources. Human resources ensure the right
number of people and at the right time doing the right thing to ensure that goal of the
organization are achieved. It is important to note that it’s the individual that determine and
chooses in what type of organization’s human resources she wants to belong. This means that
people are not forced to belong to the human resources for an organization rather it is a person’s
determination, zeal, expertise and ambition that make one belong to the workforce of the
organization.
Therefore human resources are the most important asset of an organization. It forms a greater
and reasonable portion of organization’s resources. Human resource is directly connected to the
success of an organization and therefore must be planned, the process by which management
attempts to provide for its human resources to accomplish its task is called manpower planning.
Human resources planning is the process that identifies current and future human resources need
for an organization to achieve its goals. Human resources planning should serve as a link
between human resource management and the overall plan of an organization. The planning
processes of best practice organization not only define what will be accomplished within a given
time frame, but also the numbers and type of human resources that will be needed to achieve the
defined organization goals. He described human resource planning as classic human resource
administrative functions and the evaluation and identification of human resources requirement
for meeting organizational goals. It also requires an assessment of the availability of the
resources that will be needed. Human resource planning is one way to help a company develop
strategic and predict company’s needs in order to keep their competitive edge. Effective people
management and development is key to achieve improvement, unless the company can attract,
retain develop, manage and motivate its employees it will find it more difficult to meet the
increasing demand for service improvement, modernization and high performance. Workforce
20

planning is the process of getting the right people, with the right skills in the right jobs at the
right time.
The major activities of human resource planning include:
 Forecasting future manpower requirement.
 Inventorying present manpower resources and analyzing the degree to which these
resources are employed optimally.
 Anticipating manpower problems by projecting present resources into the future and
comparing them with the forecast of requirement.
 Planning the necessary programs of recruitment, selection, training, etc. for resource
development future manpower requirement.
The objective of human resource planning is to bring about an intelligible and realistic
understanding in the minds of management that the organization adapts to technological, social,
political, economical and environmental changes more rapidly and effectively according to the
needs of time and situation.
Human resource planning may be defined as a strategy for acquisition, utilization, improvement
and preservation of the human resources of an organization. It is the activity of the management
which is aimed at coordinating the requirement for and the availability of different types of
employees. This involves ensuring that the company has enough of the right kind of people at the
right time and also adjusting the requirement to the available supply.
Human resource management is a function within an organization that focuses on recruitment of,
management of and providing direction for the people who work in the organization. Human
resource management can also be performed by line manager. It is the organizational function
that deals with the issues related to people such as compensation, hiring performance
management, safety, wellness, benefits, etc.
 Gerbat and Wright(2004) said that the objectives of HRD effort is to build human
competencies, to build a climate and to improve employee satisfactions with work i.e.
competency building, climate building, and innovation development.
 Development of competencies of individuals i.e. both in relation to work and as
individuals for future growth.
 Development the competencies of dyads, subordinate dyads from top to bottom of teams
and for inter-team collaboration for organizational health.
In every organization, a group of people are needed to think constantly in terms of the above
objectives, assess the extent to which the above objectives are being achieved, generate
mechanisms to achieve the above objectives and keep reviewing the process and rejuvenating the
instruments.
HRD is a continuous process in the organization. The nature of efforts and investments put into
development of human resources which may vary from organization to organization depending
on its need, nature, size, etc. this may also vary from time to time in the same organization
depending on the nature of change in the organization is going through or the nature of
21

capabilities the organization wants to build within it. There are several HRD instruments that
should lead to the generation of HRD process like:
 Role clarity
 Performance planning
 Development climate
 Risk taking
 Dynamism
Such HRD processes should result in more competent satisfied and committed people that should
make the organization grow by contributing their best to it. Such HRD outcomes influence the
organizational effectiveness and it depends on a number of variables like environment,
technology, competitors, etc. similarly, an organization that has better HRD climate and
processes is likely to be more effective than an organization that does not have them.
Gerbat and Wright also gave HRD processes and outcomes like:
 HRD outcomes are few whereas processes are many.
 HRD processes are operating and simultaneously affect the outcomes.
 HRD outcome variables are a step closer to organizational effectiveness than process
variables for example, better communication, role clarity, performance planning, trust,
collaboration, openness can be considered as more related to organization effectiveness
than variables like having competent, dynamic, satisfied and committed employees.
 If HRD outcomes are not present in an organization at a satisfactory level, then one needs
to question the adequacy of the HRD processes in that organization the linkages between
HRD and organization effectiveness are not easily demonstrable due to the influence of
several other variables in determining productivity.
 Bervans(2003) said that HRD interventions can be designed and help in the growth of an
organization.
Having decided to strengthen the HRD function there are many ways of doing it:
 Using the existing personnel department.
 Strengthening the personnel department by equipping them with new competencies.
 Training all managers and making them recognize their role in HRD without adding new
departments or roles.
 Adding the HRD role to the other roles of the chief executive or some top level
managers.
 Using task forces.
 Setting up HRD departments.
 Creating a new role of HRD managers.
The most frequently used mode seems to be by setting up a new HRD department only Voltas,
SAIL seems to be exceptions, these organizations have not set up any new HRD departments but
enriched the existing ones.
22

The creation of a new HRD department or new function of HRD can be called as a step in the
direction of differentiation. When such differentiation of task and functions is made there is also
a need to have integrating mechanisms. An analysis of experience of those organizations that
have set up new HRD departments indicate that a senior corporate level executive dealing with
personnel of the entire company seems to have been assigned the integrating role to play.
By and large commercial organizations tend to initiate change processes only if they find the
change as needed or useful for achieving their goals. However external consultants seem to play
an important role in identifying the nature of change required and for providing directions. In
state band of India and its associates it was session on HRD led by an external consultant that
stimulated thinking and subsequently mode a part of a reorganization recommended by
consultants. The following appears to be the nature of involvement of external consultants in
implementing HRD.
 Designing and detailing HRD systems.
 Experimental try out of a system in the organization.
 Training of internal change agents or resource persons.
 Designing systems of monitoring the implementation.
Larsen and Toubro is the only organization that used external consultants for periodic reviews of
the HRD systems, once it was implemented. Initially it was reviewed by the very consultants
who designed and subsequently by another consultant subscribing equally to HRD philosophy
and who has been working with the company.
 Holton and Trolt(2005) gave the strategic systems model because organizations are
facing declining HRD budgets and constant or increasing requirements for performance
improvement programs targeted at helping employees achieve strategic organization objectives.
The application of the strategic systems model is one way an organization can improve on both
the efficiency and effectiveness of its expenditures for performance improvement. Application of
this model gently forces organization players who have a stake in its performance improvement
systems to acknowledge, confront and attempt to resolve the issues or factors that impact the
design and delivery of job performance improvement learning opportunities. A five step strategic
systems model for creating and maintaining competency based employee performance systems
in an organization context is presented below-
 FRONT END ANALYSIS, ASSESSMENT AND PLANNING-
In this first step of the application of this model, an organization is confronted by a problem or
some needs oriented situation. This need could have been a reactive approach to a situation or a
set of circumstances either external or internal to the organization, or it might represent a
proactive initiative that is motivated by a predicted or anticipated situation. In practice, however,
an organization’s performance improvement needs to be identifies in a reactive way, rather than
from a proactive. There will always be a two way information exchange between the planning
partners and the organization’s strategic goals and objectives. The needs are reviewed, and a
broad based plan is developed to determine how meeting those needs will contribute to the
achievement of the organization’s strategic management goals. The work completed at this step
is a macro level needs analysis. The knowledge, skills and other underlying characteristics that
23

employees need for successful job performance are not identified in detail at this time. A plan for
creating and implementing competency based training or education opportunities that will
address real needs is created and agreed to by the planning partners. The client or client group is
briefed and appropriate revisions are made. Following any revisions or endorsements, action is
taken to implement the plan. In most cases, this will mean researching the job competency
requirements for the performance needs which HRD solutions have been identified as an
appropriate performance improvement alternative. The analysis, assessment and planning results
provide the boundaries and a firm foundation for generating the remaining components of this
model.
 COMPETENCY MODEL DEVELOPMENT-
The second step of this model is to plan and conduct the research needed to identify the job
competence requirements and to construct competency models for the target population. At this
stage the competencies employees need to successfully achieve the job results that are researched
and documented. The result of this step must be consistent with the terms of the front end plan
which resulted from the previous step. A detailed and comprehensive micro level assessment of
the competency needs of the target population can be conducted by using the components of a
competency model. These data and their analysis then become the foundation for curricula
planning and the design of performance improvement programs and interventions. Regardless of
the research and design approach that is selected, the resulting competency model must be
endorsed by the client and senior management. The front end plans and the results of the
competency model research effort become the system inputs to the curicula planning stage of this
model.
 CURRICULAM PLANNING-
In this step, the job competency requirements and the macro and micro level needs analysis are
compiled and translated into a curricula plan. A curricula consists of a system of performance
improvement opportunities, the content specifications for them, and a conceptual framework for
linking the opportunities in a sequential manner that will provide efficient and effective learning
opportunities for employees. A plan can be designed and planned for a single job, for a related
class or a category of job, or for an entire HRD program, encompassing numerous jobs or work
roles. If numerous jobs, organization units, or a wide span of control is represented by the
competencies, then a sizeable system of performance improvement opportunities could result.
Consistent with a definition of a curricula, the performance improvement opportunities must be
outlined in relation to the competencies associated with each of them, a conceptual framework
must link them, and a sequence for presenting then must be clearly specified.
The type of performance improvement opportunities that will be used to implement the training
or education at the next stage of this model are included in the curricula plan. The types of
opportunities that are to be made available to employees have resource implication for the HRD
department, the client or the group, depending on the sources of funding for the project. HRD
department must have considerable resources available to them if they intend to design and
develop certain types of learning opportunities, such as those that use electronic technologies.
Shortly, curricula planning organizes performance improvement opportunities and learning
activities into logical, meaningful segments that help employees develop their competencies in
ways that support the achievement of organization goals in the most cost effective manner.
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 LEARNING INTERVENTION DESIGN AND DEVELOPMENT-
In this step, the competencies and the elements of the curricula plan are translated into specific,
detailed competency based performance improvement interventions. The learning or
instructional designs that result from this stage of the work should heavily rely upon the use of
learner-centered, rather than teach-centered, activities, these are activities that require active
participation by employees. In a learner-centered environment, employees are responsible for the
learning that takes place. The employee is an actively engaged student of the learning process
rather than passive observer of it. Learning interventions should always be pilot tested before full
implementation. The use of pilot test process is recommended to ensure that the content
addresses the competency requirements and the needs of the learners, and that appropriate
learning and implementation strategies have been used of interventions.
 EVALUATION-
In this step, you will create, implement, and use the findings of one or more evaluation sub
systems to monitor the responsiveness of the performance improvement system to employee’s
job performance needs and the strategic needs of the organization. All elements of the
performance improvement system are likely candidates of evaluation. Two levels of planning
and development are required at the evaluation stage of this model. First, it is necessary to create
a broad scope evaluation plan. Once the conceptual plan is completed, evaluation projects are
designed and completed in accordance with the details of the plan.
A wide variety of potential assessment outcomes is possible, depending upon how the evaluation
system is designed and implemented. The strengths of, and the needs for, improvement in the
practices under investigation should result from an analysis of the information that is collected.
Finally, it is essential to feed back the findings from the evaluation systems to all of the other
systems included in this model. If an evaluation system is comprehensively and carefully
designed, it will be capable of revealing numerous changes associated with the organization
systems and the performance improvement systems that were created to support the organization
systems. These could include, for example, changes in the competency requirements for a job, an
instructional intervention that is not effective, shifts in strategic emphasis of the organization
since the intervention was researched or designed. Tracking, analyzing and evaluating the
reasons for, and the impact of, a shift in system performance can be very difficult work in the
absence of systematically planned and obtained evaluation results. This is especially true for
training or education systems in very large and diverse organizations, or where decentralized
delivery of the system intervention is required. The breadth and depth of the evaluation system
will often times be determined by the resources that the organization makes available to HRD for
evaluation, as well as by the organization’s degree of interest and commitment to evaluation as
strategy for constant and continuous improvement.
 Dirk Huds(2010) said that there are some HRD issues which may arise in future and are
as follows-
 ASSESSMENT OF NEEDS-
The first step sounds simple, but we are often in too much hurry. We implement a solution,
sometimes the correct intervention but not always. But we plan, very carefully and cautiously,
25

before making most other investments in process changes and in capital and operating
expenditures. We need to do the same for HRD- implement the appropriate planning. This needs
assessment and planning will lead to several possible ways to improve performance. We may
decide to focus on other activities with greater impact and greater value.
 PROGRAM DESIGN, DEVELOPMENT AND EVALUATION-
We need to consider the benefits of any HRD intervention before we just go and do it. For
example, what learning, will be accomplished? What changes in behavior and performance are
expected?
 TRAINING AND DEVELOPMENT-
Acquiring knowledge, developing competencies and skills and adopting behavior that improve
performance in current jobs, including adult learning theory and applications, instructional
system design, train the trainer programs and instructional strategies and methods.
 ORGANIZATIONAL DEVELOPMENT-
The diagnosis design of systems to assist an organization with planning change. OD activities
include change management, team building, learning organizations, management development,
quality of work life, management by objectives, strategic planning, participative management,
organizational restructuring, job redesign, job enrichment, changes in the organization’s reward
structure, process consultation, executive development, action research, third party interventions
and more.
 CAREER DEVELOPMENT-
Activities and processes for mutual career planning and management between employees and
organizations. Changes in our organizations are resulting in more empowerment of employees.
We should take the responsibility for our own career development.
 ORGANIZATION RESEARCH AND PROGRAM EVALUATION-
It is an exploration of methods to evaluate, justify and improvement on HRD offerings.
 Wisk Geek(2012) said that the role of HRD encompasses several aspects of enabling and
empowering human resources in organization. Whereas earlier HRD was denoted as managing
people in organizations with emphasis on payroll, training and other functions that were designed
to keep employees happy, the current line of management thought focuses on empowering and
enabling them to become employees capable of fulfilling their aspirations and actualizing their
potential.
The shift in the way human resources are treated has come about due to the prevailing notion that
human resources are sources of competitive advantage and not merely employees fulfilling their
job responsibilities. The point here is that current paradigm in HRD treats employees as value
creators and assets based on the resource based view of the form that has emerged in strategic
human resource management.
The field of HRD spans several functions across the organization starting with employee
recruitment and training, appraisals and payroll and extending to the recreational and
26

motivational aspects of employee development. Indeed, one reason for the emergence of the
RBV and SHRM paradigm is that with the advent of the service sector and the greater proportion
of companies in the service sector, employees are not merely a factor of production like land,
labor and capital but in fact, they are sources of competitive advantage. This is characterized by
many CEOs calling employees their chief assets and valuing their contribution accordingly. As a
matter of fact, many IT and financial services companies routinely refer to employees as the
value creators and value enhancers rather than just resources doing their job.
What this has meant is that the field of HRD has become prominent and important for
organization and has morphed into a function that takes its place among other support functions
in organizations and indeed, it is the main driver of competitive advantage. Further, the field of
HRD now has taken on a role that goes beyond employee satisfaction and instead, the focus now
is on ensuring that employees are delighted with the working conditions and perform their jobs
according to their latent potential which is brought to the fore. This has resulted in the HRD
manager and the employees of HRD department becoming partners in the organization’s
progress instead of just yet another line function. The HR managers now routinely interact with
the functional managers and the people managers to ensure high levels of job satisfaction and
fulfillment. The category of people managers is a role that has been created in many
multinational companies and related aspects of employees and to ensure that they bring to the
best. Finally, HRD is no longer just about payroll or timekeeping and leave tracking. On the
other hand, directors of HRD in companies are much sought after for the inputs into the whole
range of activities spanning the function and they are expected to add value rather than just
consume resources.
 Lazar(2001) said that An efficiently run human resources department can provide your
organization with structure and the ability to meet business needs through managing your
company's most valuable resources its employees. There are several HR disciplines, or areas, but
HR practitioners in each discipline may perform more than one of the more than six essential
functions. In small businesses without a dedicated HR department, it's possible to achieve the
same level of efficiency and workforce management through outsourcing HR functions or
joining a professional employer organization.
 RECRUITMENT-
The success of recruiters and employment specialists generally is measured by the number of
positions they fill and the time it takes to fill those positions. Recruiters who work in-house as
opposed to companies that provide recruiting and staffing services play a key role in developing
the employer's workforce. They advertise job postings, source candidates, screen applicants,
conduct preliminary interviews and coordinate hiring efforts with managers responsible for
making the final selection of candidates.
 SAFETY-
Workplace safety is an important factor. Under the Occupational Safety and Health Act of 1970,
employers have an obligation to provide a safe working environment for employees. One of the
main functions of HR is to support workplace safety training and maintain federally mandated
logs for workplace injury and fatality reporting. In addition, HR safety and risk specialists often
27

work closely with HR benefits specialists to manage the company's workers compensation
issues.
 EMPLOYEE RELATIONS-
In a unionized work environment, the employee and labor relations functions of HR may be
combined and handled by one specialist or be entirely separate functions managed by two HR
specialists with specific expertise in each area. Employee relation is the HR discipline concerned
with strengthening the employer-employee relationship through measuring job satisfaction,
employee engagement and resolving workplace conflict. Labor relations functions may include
developing management response to union organizing campaigns, negotiating collective
bargaining agreements and rendering interpretations of labor union contract issues.
 COMPENSATION AND BENEFITS-
Like employee and labor relations, the compensation and benefits functions of HR often can be
handled by one HR specialist with dual expertise. On the compensation side, the HR functions
include setting compensation structures and evaluating competitive pay practices. A comp and
benefits specialist also may negotiate group health coverage rates with insurers and coordinate
activities with the retirement savings fund administrator. Payroll can be a component of the
compensation and benefits section of HR; however, in many cases, employers outsource such
administrative functions as payroll.
 COMPLIANCE-
Compliance with labor and employment laws is a critical HR function. Noncompliance can result
in workplace complaints based on unfair employment practices, unsafe working conditions and
general dissatisfaction with working conditions that can affect productivity and ultimately,
profitability. HR staff must be aware of federal and state employment laws such as Title VII of
the Civil Rights Act, the Fair Labor Standards Act, the National Labor Relations Act and many
other rules and regulations.
 TRAINING AND DEVELOPMENT-
Employers must provide employees with the tools necessary for their success which, in many
cases, means giving new employees extensive orientation training to help them transition into a
new organizational culture. Many HR departments also provide leadership training and
professional development. Leadership training may be required of newly hired and promoted
supervisors and managers on topics such as performance management and how to handle
employee relations matters at the department level. Professional development opportunities are
for employees looking for promotional opportunities or employees who want to achieve personal
goals such as finishing a college degree. Programs such as tuition assistance and tuition
reimbursement programs often are within the purview of the HR training and development area.
 ORGANIZATIONAL DEVELOPMENT-
OD is the process of increasing the effectiveness of an organization along with the well being of
its members with the help of planned interventions that use the concepts of behavioral science.
Both micro and macro changes are implemented to achieve organization development. While the
macro changes are intended to improve the overall effectiveness of the organization the micro
28

changes are aimed at individuals of small groups. Employee involvement programs requiring
fundamental changes in work expectation, reporting, procedures and reward systems are aimed at
improving the effectiveness of the organization. The human resource development professional
involved in the organization development intervention acts as an agent of change. He often
consults and advising the line manager in strategies that can be adopted to implement the
required changes and sometimes becomes directly involve in implementing these strategies.
 CAREER DEVELOPMENT-
It is a continuous process in which an individual progress through different stages of career each
having a relatively unique set of issues and tasks. Career development comprises of two distinct
processes. Career Planning and career management. Whereas career planning involves activities
to be performed by the employee, often with the help of counselor and others, to assess his
capabilities and skills in order to frame realistic career plan. Career management involves the
necessary steps that need to be taken to achieve that plan. Career management generally focus
more on the steps that an organization that can take to foster the career development of the
employees.
29

RESEARCH METHODOLOGY
It is the study or investigation especially through search for new facts in any branch of
knowledge.
METHODOLOGY OF STUDY
It involves representation of the enunciated problem, formulated hypothesis, collected facts of
data, analyzed facts and proposed conclusions in form of recommendations.
It is gathered from primary and secondary sources.
DATA COLLECTION:
1. PRIMARY DATA-
Primary data was collected through survey technique by giving questionnaire. It was being made
by taking into account the parameters of my study. Data was collected on a 5 point Likert scale
in which 1 refers to strongly disagree, 2 refers to strongly disagree, 3 refers to neither agree nor
disagree, 4 refers to agree and 5refers to strongly agree.
2. SECONDARY DATA-
Data was collected from websites, going through the records of the company where I did my
internship i.e. G.K.N Driveline, Faridabad. It is the data which has been collected by individual
or someone else for the purpose of other than those of our particular study. Else, the data used
previously for the analysis and the results are undertaken for the next processes.
INSTRUMENTATION AND TOOLS OF ANALYSIS
A self administered questionnaire was developed for this study which consisted of various
components-
The information gathered is interpreted in the systematic manner with the help of a nominal scale
and ANOVA through SPSS and the interpretation is done through MS Excel.
SAMPLE SIZE:
The research was conducted on a sample size of 180 respondents by getting questionnaire filled
up by employees. Data analysis was done with the help of SPSS software.
30

FINDINGS AND ANALYSIS
The analysis of data is done as per the survey finding. The data is represented graphically. The
opinion of the people is analyzed and expressed in the form of charts.
1. GENDER-
MALE 96
FEMALE 84
MALE FEMALE
78
80
82
84
86
88
90
92
94
96
98
2. AGE-
Less than 25 18
25-40 67
40-55 59
Above 55 36
31

less than 25 25-40 40-55 above 55
0
10
20
30
40
50
60
70
3. Which income group (per annum) do you fall under?
Less than 5 lakh 44
5-10 lakh 69
10-15 lakh 56
More than 15 lakh 11
less than 5 lakh 5-10 lakh 10-15 lakh more than 15 lakh
0
10
20
30
40
50
60
70
32

4. MARITAL STATUS-
SINGLE 103
MARRIED 77
single married
0
20
40
60
80
100
120
5. Please tick mark which of the following exists, in your organization:
Human resource development department 52
Potential appraisal and development 22
Suggestion scheme 21
Career planning and development 28
Human resource planning 43
Human resource information system 14
33

HRD
department Potential
appraisal and
development
Career planning
and
development
HR planning HR information
system Suggestion
scheme
0
10
20
30
40
50
60
Please read each statement and tick the one which most closely matches your
opinion.
6. The top management believes that human resources are an extremely important
resource and that they have to be treated more humanely.
STRONGLY DISAGREE 0
DISAGREE 12
NEUTRAL 43
AGREE 64
STRONGLY AGREE 61
34

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
ANOVA
topmanagement
Sum of Squares df Mean Square F Sig.
Between Groups .419 1 .419 .489 .485
Within Groups 152.442 178 .856
Total 152.861 179
H0: Null hypothesis
Likeliness of role of HRD is dependency of top management believing that HR are an
important asset for an organization.
H1: Alternate hypothesis
Effectiveness of HR related to the independent of likeness towards the top management
believing that HR are not an important asset for an organization.
The significance value is greater than 0.05so, we can say that there is no statistically
significant difference in the mean and we do not have enough evidence to reject the null
hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
35

7. The personnel policies in this organization facilitate employee development.
STRONGLY DISAGREE 0
DISAGREE 8
NEUTRAL 39
AGREE 73
STRONGLY AGREE 60
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
8. The company provides opportunities for growth and development.
STRONGLY DISAGREE 0
DISAGREE 28
NEUTRAL 57
AGREE 64
STRONGLY AGREE 31
36

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
ANOVA
development
Sum of Squares df Mean Square F Sig.
Between Groups 3.117 3 1.039 1.146 .332
Within Groups 159.611 176 .907
Total 162.728 179
H0: Null hypothesis
Likeliness of role of HRD is considered dependency of providing chances for improvement
and development then the procedure is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the chances for improvement and
development.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
37

9. Employees receive Rewards and recognition on their achievements.
STRONGLY DISAGREE 0
DISAGREE 8
NEUTRAL 15
AGREE 89
STRONGLY AGREE 68
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
90
10. Employees receive appreciation for their work by coworkers and supervisors.
STRONGLY DISAGREE 0
DISAGREE 9
NEUTRAL 53
AGREE 61
STRONGLY AGREE 57
38

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
11. Promotion decisions are based on the suitability of the promotee rather than on
favoritism.
STRONGLY DISAGREE 4
DISAGREE 18
NEUTRAL 61
AGREE 53
STRONGLY AGREE 44
39

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
ANOVA
Promotion
Sum of Squares df Mean Square F Sig.
Between Groups 1.319 1 1.319 1.249 .265
Within Groups 187.926 178 1.056
Total 189.244 179
H0: Null hypothesis
Likeliness of role of HRD is if considered dependency of providing promotion on
suitability rather than on favoritism is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the promotion of likeliness is
considered ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
40

12. The retention bonus has an impact on the motivation levels and performances of an
associate.
STRONGLY DISAGREE 0
DISAGREE 4
NEUTRAL 39
AGREE 78
STRONGLY AGREE 59
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
13. Relationship between HRD practices and increased employee’s motivation/
commitment. On a scale 1-5 where,
1- Strongly disagree
2- Disagree
3- Neutral
4- Agree
5- Strongly agree
(a) Do HRD practices motivate employees to put in their best in accomplishing their
tasks?
STRONGLY DISAGREE 0
41

DISAGREE 0
NEUTRAL 39
AGREE 82
STRONGLY AGREE 59
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
90
(b) Do HRD practices enhance employee’s job satisfaction in the company?
STRONGLY DISAGREE 0
DISAGREE 0
NEUTRAL 12
AGREE 86
STRONGLY AGREE 82
42

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
90
(c) Do HRD practices create a positive employee’s job attitude in the company?
STRONGLY DISAGREE 0
DISAGREE 0
NEUTRAL 14
AGREE 89
STRONGLY AGREE 77
43

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
90
(d) Do HRD practices provide employees with greater intrinsic rewards than other
HRD traditional tools?
STRONGLY DISAGREE 0
DISAGREE 0
NEUTRAL 42
AGREE 71
STRONGLY AGREE 67
44

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
(e) Do HRD practices increase employee’s commitment in the company?
STRONGLY DISAGREE 0
DISAGREE 4
NEUTRAL 28
AGREE 73
STRONGLY AGREE 75
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
45

ANOVA
Sum of Squares df Mean Square F Sig.
motivation
Between Groups .566 3 .189 .349 .790
Within Groups 95.211 176 .541
Total 95.778 179
jobsatisfaction
Between Groups .368 3 .123 .327 .806
Within Groups 66.182 176 .376
Total 66.550 179
jobattitude
Between Groups .901 3 .300 .777 .508
Within Groups 68.049 176 .387
Total 68.950 179
rewards
Between Groups 1.919 3 .640 1.087 .356
Within Groups 103.608 176 .589
Total 105.528 179
commitment
Between Groups 1.685 3 .562 .901 .442
Within Groups 109.710 176 .623
Total 111.394 179
(a) H0: Null hypothesis
Likeliness of role of HRD is if considered dependency in motivating their employees to put
their best is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards the
motivating their employees to put their best in considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
(b) H0: Null hypothesis
Likeliness of role of HRD is if considered dependency in enhancing employee’s job
satisfaction is considered as effective.
H1: Alternate hypothesis
46

The effectiveness of role of HRD is independent on the function of likeliness towards
enhancing employee’s job satisfaction is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
(c) H0: Null hypothesis
Likeliness of role of HRD is if considered dependency in creating employee’s positive job
attitude is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards the
creation of employee’s positive job attitude is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
(d) H0: Null hypothesis
Likeliness of role of HRD is if considered dependency in providing employee’s with
greater intrinsic rewards is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards
providing the employee’s greater intrinsic reward is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
47

(e) H0: Null hypothesis
Likeliness of role of HRD is if considered dependency in increasing employee’s
commitment towards the job is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards the
increasing employee’s commitment towards the job is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
14. When behavior feedback is given to employees they take it seriously and use it for
development.
STRONGLY DISAGREE 0
DISAGREE 0
NEUTRAL 43
AGREE 76
STRONGLY AGREE 61
48

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
ANOVA
behaviour
Sum of Squares df Mean Square F Sig.
Between Groups 2.038 3 .679 1.194 .314
Within Groups 100.162 176 .569
Total 102.200 179
H0: Null hypothesis
Likeliness of role of HRD is if considered dependency is how positively employees take
their feedback is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards how
positively employees take their feedback is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
49

15. Relationship between HRD practices and organizational productivity. On a scale 1-5
where,
1- Strongly disagree
2- Disagree
3- Neutral
4- Agree
5- Strongly agree
(a) do HRD practices increase employee’s individual output in the company?
STRONGLY DISAGREE 0
DISAGREE 0
NEUTRAL 18
AGREE 85
STRONGLY AGREE 77
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
90
(b) Do HRD practices increase organizational productivity?
STRONGLY DISAGREE 0
DISAGREE 0
50

NEUTRAL 28
AGREE 74
STRONGLY AGREE 78
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
( c ) do HRD practices bring about greater flexibility and increased workflow?
STRONGLY DISAGREE 0
DISAGREE 0
NEUTRAL 21
AGREE 81
STRONGLY AGREE 78
51

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
90
(d) do HRD practices bring about production efficiency?
STRONGLY DISAGREE 0
DISAGREE 0
NEUTRAL 32
AGREE 78
STRONGLY AGREE 70
52

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
( e ) do HRD practices bring about cost effectiveness in production?
STRONGLY DISAGREE 0
DISAGREE 0
NEUTRAL 29
AGREE 76
STRONGLY AGREE 75
53

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
ANOVA
Sum of Squares df Mean Square F Sig.
output
Between Groups 1.082 3 .361 .867 .459
Within Groups 73.245 176 .416
Total 74.328 179
practises
Between Groups .536 3 .179 .344 .794
Within Groups 91.575 176 .520
Total 92.111 179
flexibilty
Between Groups 3.171 3 1.057 2.392 .070
Within Groups 77.779 176 .442
Total 80.950 179
production
Between Groups 1.015 3 .338 .655 .581
Within Groups 90.962 176 .517
Total 91.978 179
costeffectiveness
Between Groups .567 3 .189 .363 .780
Within Groups 91.677 176 .521
Total 92.244 179
(a) H0: Null hypothesis
Likeliness of role of HRD is if considered dependency on employees individual output is
considered as effective.
54

H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards
employees individual output is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
(b) H0: Null hypothesis
Likeliness of role of HRD is if considered dependency is how HRD practices increases
organizational productivity is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards how
HRD practices increases organizational productivity is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
(c) H0: Null hypothesis
Likeliness of role of HRD is if considered dependency is how HRD practices bring greater
flexibility and workflow is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards how
HRD practices bring greater flexibility and workflow is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
55

Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
(d) H0: Null hypothesis
Likeliness of role of HRD is if considered dependency is how HRD practices bring about
production efficiency is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards how
HRD practices bring about production efficiency is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
(e) H0: Null hypothesis
Likeliness of role of HRD is if considered dependency is how HRD practices bring about
cost effectiveness is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards how
HRD practices bring about cost effectiveness is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
16. HRD is a vital issue which must not be neglected in an organization.
STRONGLY DISAGREE 0
56

DISAGREE 0
NEUTRAL 48
AGREE 67
STRONGLY AGREE 65
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
ANOVA
hrd
Sum of Squares df Mean Square F Sig.
Between Groups .314 3 .105 .165 .920
Within Groups 111.436 176 .633
Total 111.750 179
H0: Null hypothesis
Likeliness of role of HRD is if considered dependency is how HRD as a vital issue should
not be ignored is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards how
HRD as a vital issue should not be ignored is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
57

17. Ineffective utilization of human resources results in poor performance in an
organization.
STRONGLY DISAGREE 0
DISAGREE 0
NEUTRAL 30
AGREE 82
STRONGLY AGREE 68
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
90
ANOVA
performance
58

Sum of Squares df Mean Square F Sig.
Between Groups .258 3 .086 .168 .918
Within Groups 89.720 176 .510
Total 89.978 179
H0: Null hypothesis
Likeliness of role of HRD is if considered dependency is how ineffective utilization of HR
results in poor performance is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards how
ineffective utilization of HR results in poor performance is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
18. Inadequate training of employee has an adverse effect on the organization.
STRONGLY DISAGREE 0
DISAGREE 0
NEUTRAL 18
AGREE 91
STRONGLY AGREE 71
59

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
90
100
19. Lack of adequate skilled workers leads to poor performance and a decline in
organizational growth.
STRONGLY DISAGREE 0
DISAGREE 20
NEUTRAL 43
AGREE 68
STRONGLY AGREE 49
60

strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
ANOVA
performance
Sum of Squares df Mean Square F Sig.
Between Groups 5.539 3 1.846 2.031 .111
Within Groups 160.039 176 .909
Total 165.578 179
H0: Null hypothesis
Likeliness of role of HRD is if considered dependency is how inadequate training of
employees have an adverse is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards how
inadequate training of employees have an adverse effect is considered as ineffective.
The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
61

20. HRD has a significant impact on organizational productivity.
STRONGLY DISAGREE 0
DISAGREE 25
NEUTRAL 51
AGREE 72
STRONGLY AGREE 32
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
80
ANOVA
impact
Sum of Squares df Mean Square F Sig.
Between Groups .742 3 .247 .275 .843
Within Groups 158.036 176 .898
Total 158.778 179
H0: Null hypothesis
Likeliness of role of HRD is if considered dependency is how HRD has a significant
impact on productivity is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards how
HRD has a significant impact on productivity is considered as ineffective.
62

The significance value is greater than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the alternate hypothesis and we will accept the null hypothesis.
21. A decrease in organizational productivity is a result of unplanned HRD by the
company.
STRONGLY DISAGREE 0
DISAGREE 34
NEUTRAL 51
AGREE 62
STRONGLY AGREE 33
strongly disagree disagree neutral agree strongly agree
0
10
20
30
40
50
60
70
ANOVA
63

productivity
Sum of Squares df Mean Square F Sig.
Between Groups 5.762 1 5.762 6.061 .015
Within Groups 169.216 178 .951
Total 174.978 179
H0: Null hypothesis
Likeliness of role of HRD is if considered dependency is how decrease in productivity is a
result of unplanned HRD is considered as effective.
H1: Alternate hypothesis
The effectiveness of role of HRD is independent on the function of likeliness towards how
decrease in productivity is a result of unplanned HRD is considered as ineffective.
The significance value is less than 0.05so, we can say that there is no statistically significant
difference in the mean and we do not have enough evidence to reject the null hypothesis.
Therefore, we will reject the null hypothesis and we will accept the alternate hypothesis.
FINDINGS
64

 As per the survey employees agree that the role of human resource development is very
important for their growth as well as for an organization.
 As per the survey it is being noticed that due to increased globalization organizations are
treating human resources as an important asset and are concerned for their development
and growth.
LIMITATIONS
 The sample size was restricted to the multi- national organizations where work culture
and environment are both good.
 The survey was extended to the startups. Some of which were unregistered and yet under
companies act 1956.
 Due to limitations of time and money, a comprehensive study could not be done, as the
research was done only for academic purpose. Size of the sample has been restricted to
180 only. Had it been increased, a lot of different solutions and suggestions could have
been generated.
CONCLUSIONS
65

By applying ANOVA test on the research survey, we can conclude that:-
 HRD plays an effective role in positive development of individuals synced with
organizational growth.
 Age, gender, marital status and income of the employees are the factors which
significantly influences the HRD practices of an organization.
 HRD aims at motivating the employees which increases their performance efficiency and
productivity as well and helps to meet organizational goals.
QUESTIONNAIRE
66

NAME-
DESIGNATION-
E-MAIL-
1. GENDER - MALE FEMALE
2. AGE – Less then 25 years 25-40 years
40-55 years above 55 years
3. INCOME- Less then 5 lakh/annum 5-10 lakh/annum
10-15 lakh/annum above 15 lakh/annum
4. MARITAL STATUS- SINGLE MARRIED
5. Please tick mark which of the following exists, in your organization-
1. Human resource development department
2. Potential appraisal and development
3. Suggestion scheme
4. Career planning and development
5. Human resource planning
6. Human resource information system
7. Any other(specify)
Please read each statement and tick the one which most closely matches your opinion.
6. The top management believes that human resources are an extremely important resource
and that they have to be treated more humanely.
Strongly disagree disagree neutral agree strongly agree
7. The personnel policies in this organization facilitate employee development.
Strongly disagree disagree neutral agree strongly agree
8. The company provides opportunities for growth and development.
67

Strongly disagree disagree neutral agree strongly agree
9. Employees receive Rewards and recognition on their achievements.
Strongly disagree disagree neutral agree strongly agree
10. Employees receive appreciation for their work by coworkers and supervisors.
Strongly disagree disagree neutral agree strongly agree
11. Promotion decisions are based on the suitability of the promotee rather than on
favoritism.
Strongly disagree disagree neutral agree strongly agree
12. The retention bonus has an impact on the motivation levels and performances of an
associate.
Strongly disagree disagree neutral agree strongly agree
13. Relationship between HRD practices and increased employee’s motivation/ commitment.
On a scale 1-5 where,
1- Strongly disagree
2- Disagree
3- Neutral
4- Agree
5- Strongly agree
1.do HRD practices motivate
employees to put in their best in
accomplishing their tasks?
1 2 3 4 5
2.do HRD practices enhance
employee’s job satisfaction in
the company?
1 2 3 4 5
3.do HRD practices create a
positive employee’s job attitude
in the company?
1 2 3 4 5
4.do HRD practices provide
employees with greater intrinsic
rewards than other HRD
traditional tools?
1 2 3 4 5
5.do HRD practices increase
employee’s commitment in the
company?
1 2 3 4 5
68

14. When behavior feedback is given to employees they take it seriously and use ot for
development.
Strongly disagree disagree neutral agree strongly agree
15. Relationship between HRD practices and organizational productivity. On a scale 1-5
where,
1- Strongly disagree
2- Disagree
3- Neutral
4- Agree
5- Strongly agree
1.do HRD practices increase
employee’s individual output in
the company?
1 2 3 4 5
2.do HRD practices increase
organizational productivity? 1 2 3 4 5
3.do HRD practices bring about
greater flexibility and increased
workflow?
1 2 3 4 5
4.do HRD practices bring about
production efficiency? 1 2 3 4 5
5.do HRD practices bring about
cost effectiveness in
production?
1 2 3 4 5
16. HRD is a vital issue which must not be neglected in an organization.
Strongly disagree disagree neutral agree strongly agree
17. Ineffective utilization of human resources results in poor performance in an organization.
Strongly disagree disagree neutral agree strongly agree
18. Inadequate training of employee has an adverse effect on the organization.
Strongly disagree disagree neutral agree strongly agree
19. Lack of adequate skilled workers leads to poor performance and a decline in
organizational growth.
Strongly disagree disagree neutral agree strongly agree
20. HRD has a significant impact on organizational productivity.
Strongly disagree disagree neutral agree strongly agree
21. A decrease in organizational productivity is a result of unplanned HRD by the company.
69

Strongly disagree disagree neutral agree strongly agree
70