CHAPTER-6 HRD-MECHANISMS - Shodhgangashodhganga.inflibnet.ac.in/bitstream/10603/14105/15/16_chapter 6.pdf · CHAPTER-6 HRD-MECHANISMS ... performance. To be useful, raters or supervisors

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CHAPTER-6

HRD-MECHANISMS

In order to know the kind of HRD Mechanisms in operation and the perceptions

of the workforce on the existing mechanisms elements such as whether when people

lacking competence in doing their jobs are helped to acquire competence rather than left

attended; whether seniors guide their juniors and prepare them for future responsibilities/

roles they are likely to take up; whether promotion decisions are based on the suitability

of the promote rather than on favoritism; whether there are mechanisms in the

organization to reward any good work done or any contribution made by employees;

whether weaknesses of employees will be communicated to them in a non threatening

way; whether when behavior feedback is given to employees they take it seriously and

use it for development; whether employees are sponsored for training programmes on the

basis of genuine training needs; whether career opportunities are pointed out to juniors by

senior officers in the organization; whether the organization ensures employee welfare to

such an extent that the employees can save lot of their mental energy for work purposes

and whether job rotation in the organization facilitates employee development or not.

HRD Mechanisms

Many HRD mechanisms are available in HPCL Visakha Refinery to develop the

competencies of employees and improve the overall organizational climate. The major

ones are discussed below:

Performance Appraisal System(PAS)

Performance appraisal have become increasingly important tools for organizations

to use in managing and improving the performance of employees, in making timely and

accurate staffing decisions and improving the overall quality of the firm’s products and

services. The appraisal process is the formal way of evaluating the employee’s

performance. Its purpose is to provide an accurate picture of post and future employee’s

performance. To meet this performance appraisal, certain targets are set. The targets are

based on job related criteria that best determine successful job performance. Where ever

possible actual performance is measured directly and objectively, using a wide variety of

techniques. Specialists select an appropriate method to measure an employee’s actual

232

performance against the previously set targets. The process is used to strengthen the

effort with performance linkage. Appraisals help an organization to communicate its

expectations regarding performance and connection between performance and reward to

employees. They increase employees’ confidence and employees’ feedback that their

efforts are being adequately rewarded. The feedback is offered through an evaluation

interview. Here the rater tries to give both positive and negative sides of the employee

performance. To be useful, raters or supervisors should use HRD orientated appraisals as

the mechanism to:

• Uncover difficulties faced by the subordinate while handling assigned task and try

to remove these hurdles.

• Understand the strengths and weaknesses of subordinates and help the

subordinates overcome the obstacles in the way.

• Encourage subordinates to meet problems head-on, accept responsibilities and

face challenges with confidence and courage.

Objectives of Performance Appraisal

A good performance appraisal system should have the following objectives:

1. Help the employee to overcome his weaknesses and improve over his strengths

and thus enable him to improve his performance and that of the department.

2. Generate adequate feedback and guidance from the reporting officers to the

employee.

3. Contribute to the growth and development of the employee through helping him

in realistic goal setting.

4. Provide inputs to: i) System of rewards comprising salary increments,

appreciations, additional responsibilities, promotions, etc.; and ii) Salary

administration.

5. Help in creating a desirable culture and traditions in the organization.

6. Help in identifying employees for the purpose of motivating, training and

developing them.

7. Generating significant, relevant, free and valid information about employees.

Thus, a good appraisal system should primarily focus on employee development and

at the same time, provide a significant input for salary and reward management.

47%

Response on HRD Mechanisms competence in doing their jobs are helped to acquire

competence rather than being left unattended.

Not At All True

Mostly True

6.1: Response on HRD Mechanisms

jobs are helped to acquire competence rather than

Figure no 6.1in the form of

on HRD -Mechanisms

acquire competence rather than

of the respondents, i.e., 47

additional 4% under ‘

on the element to 51 percentile points. Guided by the rationale adopted for the analysis of

data, it may be concluded that HRD Mechanisms in terms of ‘People lacking competence

in doing their jobs are helped to acquire competence rather than

was found to be positive and moderate, since the score is falling between 34

points. In the present case, the strength on the positive side is definitely conspicuous b

not very profound as the strength at the highest rung, being ‘All Most Always True’ is

merely 4% and on the other side the negative rung carry a score of around 5%.

2% 3%

44%47%

4%

Response on HRD Mechanisms – People lacking competence in doing their jobs are helped to acquire

competence rather than being left unattended.

Not At All True Rarely True Sometimes True

Mostly True All Most Always True

: Response on HRD Mechanisms – “People lacking competence in doing their

jobs are helped to acquire competence rather than being left un

in the form of pie diagram gives the distribution of response

Mechanisms- ‘People lacking competence in doing their jobs are helped to

acquire competence rather than being left unattended’. Out of the total sample,

dents, i.e., 47% accept with the statement to ‘Mostly True’ while

additional 4% under ‘All Most Always True’, thus totaling the aggregate positive score



r jobs are helped to acquire competence rather than

was found to be positive and moderate, since the score is falling between 34

In the present case, the strength on the positive side is definitely conspicuous b


merely 4% and on the other side the negative rung carry a score of around 5%.

Fig. No. 6.1

233

competence in doing their jobs are helped to acquire

Sometimes True

People lacking competence in doing their

unattended”.

responses of respondents

People lacking competence in doing their jobs are helped to

. Out of the total sample, majority

% accept with the statement to ‘Mostly True’ while an

All Most Always True’, thus totaling the aggregate positive score



r jobs are helped to acquire competence rather than being left unattended’

was found to be positive and moderate, since the score is falling between 34-66 percentile

In the present case, the strength on the positive side is definitely conspicuous but


merely 4% and on the other side the negative rung carry a score of around 5%..

234

The responses for the above question were analyzed against category of

employment and length of service to examine whether there is any significant differences

vis-à-vis the parameters stated. The following table gives the results of the analysis of the

same which reveals that employees of the categories of ‘Executives’ and ‘Staff’ with

more than five years of service, with an exception to the category of ‘Semiskilled and

Unskilled’ conveyed a negative feeling in this regard which means that a kind of

dissatisfaction in this regard is more evident with length of service and at higher levels.

One of the major components of Performance appraisal system is that it should

focus on the factors that help or hinder good performance. These inhibiting factors may

be either within or outside the control of the appraisee. The performance appraisal system

should give scope for the appraisee to identify these factors. The appraiser’s role may be

to help him identify these factors, understand their respective roles in weakening the

inhibiting factors, and work out action plans to that effect.

Hence, as an appraiser, in this process, the line managers in HPCL-Visakh

Refinery helps the appraise to understand the appraisees difficulties through realistic

goal setting and commitment of support. Identification of developmental needs and

development of action plan for future with definite commitments by the employees

should pave way for better appraisal systems.

235

Category of Employment * People Lacking Competence are Helped to Acquire Competence Rather than Left U nattended * Length of ServiceCrosstabulation

Count

1 1

1 1

1 2 3

6 8 14

7 10 17

5 2 7

5 2 7

10 4 14

5 1 36 50 8 100

1 1 16 8 26

5 41 46 92

6 7 93 104 8 218

ExecutivesCategory ofEmployment

Total

Executives

Staff

Category ofEmployment

Total

Executives

Staff


Total

Executives

Staff

Un Skilled/ Semi Skilled


Total

Length of ServiceLess Than One Year

1-3 Years

3-5 Years

More Than Five Years

Not At All True Rarely TrueSome

Times True Mostly TrueAll Most

Always True

People Lacking Competence are Helped to Acquire Competence Ratherthan Left Unattended

Total

Cross Table No: 6.1

50%

Response on HRD Mechanisms juniors and prepare them for future responsibilities/ roles

Not At All True

Mostly True


for future responsibilities/ roles they are likely to take up

Figure no 6.2 in pie diagram explains the response

Mechanisms- ‘Seniors guide their juniors and prepare them for future responsibilities/

roles they are likely to take up

statement to ‘Mostly True’ while another

aggregate positive value at 55 percentile points leading to the conclusion that, HRD

Mechanisms in terms of ‘Seniors guide their juniors and prepare them for future

responsibilities/roles they are likely to take up was found to be positive and moderate.

2% 1%

42%

50%

5%

Response on HRD Mechanisms – Seniors guide their juniors and prepare them for future responsibilities/ roles

they are likely to take up.



.2: Response on HRD Mechanisms – “Seniors guide their juniors and prepare them

for future responsibilities/ roles they are likely to take up”.

pie diagram explains the responses of respondents on HRD

Seniors guide their juniors and prepare them for future responsibilities/

roles they are likely to take up’. An impressive 50% of the respondents, accept with the

ly True’ while another 5% under ‘All Most Always True’ keeps the



hey are likely to take up was found to be positive and moderate.

Fig. No.6.2

236

42%

Seniors guide their juniors and prepare them for future responsibilities/ roles

Sometimes True

Seniors guide their juniors and prepare them

of respondents on HRD -

Seniors guide their juniors and prepare them for future responsibilities/

respondents, accept with the

5% under ‘All Most Always True’ keeps the



hey are likely to take up was found to be positive and moderate.

237








Senior officers should focus on the development of their juniors by guiding them

from time to time. So that at the time when organization requires skilled people to

shoulder new roles and responsibilities, the people who posses requisite skills can be

moved to the new positions and situations and facilitating better succession planning.

Another important component of Performance Appraisal System (PAS) is

identification of development needs and development of action plan for future with

definite commitments by the employees and his reporting officer. Performance appraisal

data are useful in identifying the training needs of employees. Constantly poor

performance on certain dimensions can be identified and training and developmental

activities aimed at developing the employees on these dimensions can be planned.

Hence, the senior officers may take up the developmental activities such as

organizing internal training programs, delegating higher responsibilities, job rotation for

acquiring new skills, etc. These should flow from performance analysis and identification

of personal factors inhibiting performance.

238

Category of Employment * Seniors Guide their Junior s & Prepare them for Future Roles * Length of Serv ice Crosstabulation

Count

1 1

1 1

2 1 3

9 5 14

11 5 1 17

5 2 7

7 7

5 9 14

5 44 43 8 100

3 3 20 26

44 48 92

5 3 91 111 8 218


Total

Executives

Staff


Total

Executives

Staff


Total

Executives

Staff



Total


1-3 Years

3-5 Years




Always True

Seniors Guide their Juniors & Prepare them for Future Roles

Total

Cross Table No: 6.2

Response on HRD Mechanisms

are based on the suitability of the promotee rather than

Not At All True

Mostly True


suitability of the promote

Figure no 6.3 in pie diagram explains the

-Mechanisms- Promotion decisions are based on the suitability of the promotee rather

than on favoritism. About

True’ while another 2% under ‘All Most Always True’, thus culminating the aggregate

positive score to 49%. This leads to the conclusion that HRD Mechanisms in terms of

‘Promotion decisions are based on the suitability

favoritism was found to be positive

definitely conspicuous but not very profound

highest rung, being ‘All Most Always True’ is me

negative rung carries a score of around


employment and length of service to examine whether there is any significant differ

4% 8%

39%

47%

2%

Response on HRD Mechanisms – Promotion decisions


on favoritism.



.3: Response on HRD Mechanisms – “Promotion decisions are based on the

suitability of the promotee rather than on favoritism”.

pie diagram explains the distribution of response of respondents on HRD

Promotion decisions are based on the suitability of the promotee rather

About 47% of the respondents accept with the statement to ‘Mostly

2% under ‘All Most Always True’, thus culminating the aggregate


‘Promotion decisions are based on the suitability of the promotee rather than on

favoritism was found to be positive and moderate. The strength on the positive side is

definitely conspicuous but not very profound in this present case,

highest rung, being ‘All Most Always True’ is merely 2% and on the other side the

a score of around 10%.

Fig. No. 6.3


employment and length of service to examine whether there is any significant differ

239

Promotion decisions


Sometimes True

Promotion decisions are based on the

response of respondents on HRD

Promotion decisions are based on the suitability of the promotee rather

accept with the statement to ‘Mostly

2% under ‘All Most Always True’, thus culminating the aggregate


of the promotee rather than on

The strength on the positive side is

in this present case, as the strength at the

and on the other side the



240






Efforts should be made on the part of the management to remove this kind of

dissatisfaction among employees by considering the suitability of the promotee only.

Here, the top management should develop the performance appraisal systems in such a

way that it should have some linkage with the promotions. At the same time senior

officers should focus on the time limit for promotions, so that, suitable employees will

get promotions in time ensuring proper career development.

241

Category of Employment * Promotion Decisions are Ba sed on Suitability Rather than on Favouritism * Len gth of Service Crosstabulation

Count

1 1

1 1

1 2 3

5 9 14

6 11 17

4 3 7

1 6 7

1 4 9 14

7 17 33 38 5 100

4 14 8 26

39 53 92

11 17 86 99 5 218


Total

Executives

Staff


Total

Executives

Staff


Total

Executives

Staff



Total


1-3 Years

3-5 Years




Always True

Promotion Decisions are Based on Suitability Rather than on Favouritism

Total

Cross Table No: 6.3

Response on HRD Mechanisms mechanisms in this organization to reward any good work done or any contribution made by employees.

Not At All True

Mostly True

6.4:Response on HRD Mechanisms reward any good work done


Mechanisms- ‘There are mechanisms in this organization to reward any

or any contribution made by employees

54%, accept with the statement to ‘Mostly True’ while another

Always True’, putting the aggregate positive value at 61 percentile poin

close to the category of ‘

of ‘There are mechanisms in this organization to reward any good work done or any

contribution made by employees’ was found to be positive and moder

on the positive side is definitely conspicuous but not very profound in this present case,

as the strength at the highest rung, being ‘All Most Always True’ is merely

the other side the negative



0%

11%

28%

54%

7%

Response on HRD Mechanisms – There are mechanisms in this organization to reward any good work done or any contribution made by employees.



.4:Response on HRD Mechanisms – “There are mechanisms in this organization to reward any good work done or any contribution made by employees

pie diagram explains the responses of respondents on HRD

There are mechanisms in this organization to reward any

or any contribution made by employees’. A little more than half of the respondents i.e

54%, accept with the statement to ‘Mostly True’ while another

Always True’, putting the aggregate positive value at 61 percentile poin

close to the category of ‘strong’ leads to the conclusion that, HRD Mechanisms in terms


contribution made by employees’ was found to be positive and moder


as the strength at the highest rung, being ‘All Most Always True’ is merely

he other side the negative rung carries a score of around 11%.

Fig. No. 6.4



242

There are mechanisms in this organization to reward any good work done or any contribution made by employees.

Sometimes True

There are mechanisms in this organization to ployees”.


There are mechanisms in this organization to reward any good work done

A little more than half of the respondents i.e

54%, accept with the statement to ‘Mostly True’ while another 7% under ‘All Most

Always True’, putting the aggregate positive value at 61 percentile points, which is very

leads to the conclusion that, HRD Mechanisms in terms


contribution made by employees’ was found to be positive and moderate. The strength


as the strength at the highest rung, being ‘All Most Always True’ is merely 7% and on



243






A Reward is what re-enforces or motivates an employee. Rewards may be

Intrinsic or Extrinsic. Intrinsic reward is psychological reward that is experienced directly

by an individual. Examples are increased self-esteem, satisfaction of developing new

skills, sense of fulfillment etc. Extrinsic reward is the reward that is provided by outside

agent, such as a supervisor or work group. Examples are bonus, promotions, increase in

salary, perks, appreciation or praise etc.

Rewards contribute to strategy implementation by shaping individual and group

behavior. Hence the top management should be careful in developing well-designed

rewards to the employees who have done good work or any contribution made by them.

These rewards should be consistent with the organizations objectives and structure. They

motivate employees to direct their behavior, performance towards the organizational

goals. The senior officers or supervisors should be trained in the motivation process and

given enough authority to administer rewards.

244

Category of Employment * There are Mechanisms to Re ward Employees for their Contribution * Length of S ervice Crosstabulation

Count

1 1

1 1

1 2 3

1 1 12 14

1 2 14 17

3 4 7

7 7

3 11 14

17 25 42 16 100

1 2 2 21 26

5 39 48 92

1 24 66 111 16 218


Total

Executives

Staff


Total

Executives

Staff


Total

Executives

Staff



Total


1-3 Years

3-5 Years




Always True

There are Mechanisms to Reward Employees for their Contribution

Total

Cross Table No: 6.4

49%

Response on HRD Mechanisms employees will be communicated to them in a non

Not At All True

Mostly True


communicated to them in a non

Figure no 6.5 in the form of

respondents on HRD -

them in a non-threatening way

responses, i.e., 49% accept with the statement to ‘Mostly True’ while

‘All Most Always True’. This leads to the conclusion that HRD Mechanisms in terms of

‘Weaknesses of employees will be communicated to th

found to be positive and moderate with an aggregate positive score of 51%.

case, the strength on the positive side is conspicuous but not very profound as the

strength at the highest rung, being ‘All Most Alw

side the negative rung carries a score

0%

7%

42%

2%

Response on HRD Mechanisms – Weaknesses of employees will be communicated to them in a non

threatening way.



: Response on HRD Mechanisms – “Weaknesses of employees will be

them in a non-threatening way”.

in the form of pie diagram portrays the distribution of

-Mechanisms- ‘Weaknesses of employees will be communicated to

threatening way’. Out of the total sample, a little very close to half of

responses, i.e., 49% accept with the statement to ‘Mostly True’ while


employees will be communicated to them in a non

found to be positive and moderate with an aggregate positive score of 51%.


strength at the highest rung, being ‘All Most Always True’ is merely 2% and on the other

rung carries a score around 7%.

Fig. No. 6.5

245

42%

Weaknesses of employees will be communicated to them in a non-

Sometimes True

Weaknesses of employees will be

the distribution of responses of

employees will be communicated to

, a little very close to half of

responses, i.e., 49% accept with the statement to ‘Mostly True’ while another 2% under


em in a non-threatening way’ was

found to be positive and moderate with an aggregate positive score of 51%. In the present


ays True’ is merely 2% and on the other

246








Top management or senior officers should develop certain strategies to

communicate the weaknesses of their juniors in a nonthreatening way. Communicating

the weaknesses of employees in a non threatening way paves the way for employees to

understand themselves in easier way, improve morale and can get job satisfaction, avoids

misunderstandings, resolve poor performance problems too. So that they may not commit

more mistakes or they try to correct themselves with in a given period of time. This

builds the employee’s self-esteem, confidence, and desire to do well.

247

Category of Employment * Weaknesses of Employees wi ll be Communicated in a Non Threatening way * Lengt h of Service Crosstabulation

Count

1 1

1 1

3 3

8 6 14

8 9 17

1 3 3 7

7 7

1 3 10 14

1 14 36 44 5 100

2 18 6 26

38 54 92

1 16 92 104 5 218


Total

Executives

Staff


Total

Executives

Staff


Total

Executives

Staff



Total


1-3 Years

3-5 Years




Always True

Weaknesses of Employees will be Communicated in a Non Threateningway

Total

Cross Table No 6.5

51%

Response on HRD Mechanisms feedback is given to employees they take it seriously

Not At All True

Mostly True


employees they take it seriously and use it for development

Figure no 6.6 and then the pie diagram explains

Mechanisms- ‘When behavior feedback is given to employees they take it seriously and

use it for development

i.e., 51% accept with the statement to ‘M

Always True’ category

however leading to the conclusion that HRD Mechanisms in terms ‘

feedback is given to employees they take it seriou

found to be positive and moderate. The

True’ category together

category is an ample proof of deficiency in this

0%

9%

51%

0%

Response on HRD Mechanisms – When behavior feedback is given to employees they take it seriously

and use it for development.



: Response on HRD Mechanisms – “When behavior feedback is given to

employees they take it seriously and use it for development”.

and then the pie diagram explains the responses of respondents on HRD

When behavior feedback is given to employees they take it seriously and

use it for development’. Out of the total sample, just a little more than half of responses,

i.e., 51% accept with the statement to ‘Mostly True’ with no responses in ‘Almost

Always True’ category, fetching only that much percentile points on the positive side,

however leading to the conclusion that HRD Mechanisms in terms ‘

feedback is given to employees they take it seriously and use it for development’

found to be positive and moderate. The 40% agreement with the same by ‘Sometimes

True’ category together with 9% in ‘Rarely True’ category and 0 % in ‘Not At All True’

is an ample proof of deficiency in this regard.

Fig. No.6.6

248

40%

When behavior feedback is given to employees they take it seriously

Sometimes True

When behavior feedback is given to


When behavior feedback is given to employees they take it seriously and

more than half of responses,

with no responses in ‘Almost

, fetching only that much percentile points on the positive side,

however leading to the conclusion that HRD Mechanisms in terms ‘When behavior

sly and use it for development’ was

the same by ‘Sometimes

% in ‘Not At All True’

249

In the following table, similar to the above dimension of HRD-Mechanisms, the

parameters of category of employment and length of service reveals a negative feeling,

more with employees with more than five years of service and at higher levels such as

Executives to a greater extent and Staff to a least extent.

Performance or behavior feedback provides information that helps employees to

alter, change or maintain their behaviors or attitudes so that the organization continues to

operate smoothly. When the senior officers provide behavior feedback, employees should

take it as a serious one and develop interest levels to change their behavior and attitude

for their own development. Efforts should be made by the senior officers, to understand

the importance of such a behavior feedback and the kind of impact it has on the

employee’s career, so that seriousness can be inculcated and they take it as a serious one,

and can mould their behavior.

250

Category of Employment * Employees take the Behaviour Feedback Seriously & Use it for their Development * Len gth ofService Crosstabulation

Count

1 1

1 1

2 1 3

4 3 7 14

4 5 8 17

6 1 7

7 7

6 8 14

13 45 42 100

4 4 18 26

39 53 92

17 88 113 218


Total

Executives

Staff


Total

Executives

Staff


Total

Executives

Staff



Total


1-3 Years

3-5 Years


Rarely TrueSome

Times True Mostly True

Employees take the Behaviour FeedbackSeriously & Use it for their Development

Total

Cross Table No 6.6

54%


sponsored for training programmes on the basis of

Not At All True

Mostly True

6.7. Response on HRD Mechanisms

programmes on the basis of genuine training needs

Figure 6.7 and then the pie chart explains the response of respondents on HRD

Mechanisms ‘Employees are sponsored for training programmes on the basis of genuine

training needs’. An impressive 54% in ‘Mostly True’ followed by

in the category of ‘All Most Always True’ puts the aggregate positive score at 57%,

driving to the conclusion that the element is operating in a positive manner but however

at moderate level.

As in the previous dimension of the HRD

outcome recurs with category of employment and length of service, the higher being with

negative valences. The parameters of category of employment and length of service

reveals a negative feeling, more with employees with more than five years of service and

at higher levels such as Executives to a greater extent and Staff to a least extent.

2% 3%

38%

3%

Response on HRD Mechanisms – Employees are


genuine training needs.



HRD Mechanisms – “Employees are sponsored for training

programmes on the basis of genuine training needs”.

and then the pie chart explains the response of respondents on HRD

mployees are sponsored for training programmes on the basis of genuine

training needs’. An impressive 54% in ‘Mostly True’ followed by another 3% prevalence


conclusion that the element is operating in a positive manner but however

Fig. No. 6.7

As in the previous dimension of the HRD-Mechanisms, here also the negative


he parameters of category of employment and length of service

egative feeling, more with employees with more than five years of service and


251

Employees are


Sometimes True

sponsored for training

and then the pie chart explains the response of respondents on HRD-

mployees are sponsored for training programmes on the basis of genuine

another 3% prevalence


conclusion that the element is operating in a positive manner but however

Mechanisms, here also the negative


he parameters of category of employment and length of service

egative feeling, more with employees with more than five years of service and


252

According to Edwin B. Flippo, (1980) training is the art of increasing the

knowledge and skills of an employee for doing a particular job. Training involves the

development of skills that are usually necessary to perform a specific job. Its purpose is

to achieve a change in the behavior of those trained and to enable them to do their jobs

better.

The training that is being provided to the employees should be designed according

to the needs of the people/ employees in the organization or at times when new systems

or methods of working are introduced etc. The training need analysis is very important

and it helps the management to identify the training issues and priorities in a systematic

way.

Training need analysis helps the management in the following ways.

• Investment in training and development will have a focus and direction.

• Priority training needs throughout the organization will become apparent.

• Appropriate methods for meeting these needs will be identified.

• Training will be systematic and planned but flexible enough to cope with adhoc

requests.

• The benefits of training will be measured against the initial costs.

Hence, senior managers in the organization should identify the employee’s need

and requirements for training programmes and depute them for appropriate and needy

training programmes.

253

Category of Employment * Employees are Sponsored fo r Training programmes besed on Genuine Training Nee ds * Length of Service Crosstabulation

Count

1 1

1 1

2 1 3

1 10 3 14

1 12 4 17

3 4 7

5 2 7

8 6 14

2 18 32 43 5 100

6 4 16 26

5 38 49 92

7 24 74 108 5 218


Total

Executives

Staff


Total

Executives

Staff


Total

Executives

Staff



Total


1-3 Years

3-5 Years



Times True Mostly TrueAll Ways AllMost True

Employees are Sponsored for Training programmes besed on GenuineTraining Needs

Total

Cross Table No 6.7

Response on HRD Mechanisms opportunities are pointed out to juniors by

Not At All True

Mostly True


juniors by senior officers in the organization


respondents on HRD Mechanisms

senior officers in the organization

same by ‘Mostly True’ with none in All Most Always True’. Thus the aggregate positive

score is very feeble, however pu

with the statement to

category and another 5



5%14%

41%

40%

0%

Response on HRD Mechanisms – Career opportunities are pointed out to juniors by

senior officers in the organization. Not At All True Rarely True Sometimes True


: Response on HRD Mechanisms – “Career opportunities are pointed out to

juniors by senior officers in the organization”.

in the form of pie diagram depicts the distribution of

respondents on HRD Mechanisms. ‘Career opportunities are pointed out to juniors by

senior officers in the organization’. Out of the total sample only 40% corroborate the


score is very feeble, however putting this in moderate level. The fact that

with the statement to ‘Sometimes True’ in conjunction with 14

5% in ‘Not At All true’ category tells the darker side of the element.

Fig. No. 6.8



254

Career opportunities are pointed out to juniors by

. Sometimes True

Career opportunities are pointed out to

depicts the distribution of responses of

Career opportunities are pointed out to juniors by

total sample only 40% corroborate the


tting this in moderate level. The fact that 41% accept

14% in ‘Rarely True’

tells the darker side of the element.



255






This kind of lacking a positive dimension was consistently observed and perhaps

need much further probing and immediate attention and remedial action. Otherwise Staff

may not be having a proper plan and timely action for their careers, and hence they could

not see proper growth and development in the organization and may lead to

dissatisfaction among skilled and highly ambitious employees.

As career development refers to the life long process of fostering and shaping the

individual’s working life so as to make the best use of inherent talents, skills, knowledge

and interests for that person. It is concerned with the potential of employees and

situations in which they put them to best use. It often carries a strong overtone of

promotion and upward movement. Career development has got both individual

organizational implications.

Therefore the needs, aspirations and requirements of employees and organizations

should be matched. When matched, the correlations between those two important actors

work. Then both parties can achieve positive results.

Hence, management/ senior officers must be aware of the fact that, creating stable

and fruitful future growth will be possible with the help and contributions of its human

resources. Also employees should provide them with tasks and jobs that offer challenge

and possibilities to improve personal skills and abilities to award them for good

individual and team performance.

Therefore, it is the responsibility of the top management to ensure that the

employees in HPCL should be provided with the four phases of career development

according to Ivancevich, (2007). They are Apprenticeship, advancement, maintenance

and strategic thinking.

256

Category of Employment * Career Opportunities are P ointed out to Juniors by Senior Officers * Length o f Service Crosstabulation

Count

1 1

1 1

1 1 1 3

1 10 3 14

1 11 4 1 17

1 4 2 7

5 2 7

1 9 4 14

6 27 37 30 100

6 4 16 26

5 1 40 46 92

11 34 81 92 218


Total

Executives

Staff


Total

Executives

Staff


Total

Executives

Staff



Total


1-3 Years

3-5 Years




Always True

Career Opportunities are Pointed out to Juniors by Senior Officers

Total

Cross Table No 6.8

41%

Response on HRD Mechanisms ensures employee welfare to such an extent that the Employees can save a lot of their mental energy for

Not At All True

Mostly True

6.9 : Response on HRD Mechanisms

to such an extent that the Employees can save lot of their mental energy for work

purposes”.


‘The organization ensures employee welfare to such an extent that the Employees can

save a lot of their mental energy for work purposes

i.e., 41% accept with the statement to ‘

Always True’. Thus the aggregate positive score is only 45 percentile points, however

leads to the conclusion that HRD Mechanisms in terms of ‘

employee welfare to such an extent that the employees can save a lot of their mental

energy for work purposes’

2%

24%

29%

4%

Response on HRD Mechanisms – The organization ensures employee welfare to such an extent that the Employees can save a lot of their mental energy for

work purposes.



: Response on HRD Mechanisms – “The organization ensures employee welfare


pie diagram explains the responses of respondents on HRD Mechanisms

The organization ensures employee welfare to such an extent that the Employees can

save a lot of their mental energy for work purposes’. Out of the total sample , nearly

41% accept with the statement to ‘Mostly True’ while another


conclusion that HRD Mechanisms in terms of ‘The organization ensures

yee welfare to such an extent that the employees can save a lot of their mental

energy for work purposes’ was found to be positive and moderate.

Fig. No. 6.9

257

The organization ensures employee welfare to such an extent that the Employees can save a lot of their mental energy for

Sometimes True

The organization ensures employee welfare


of respondents on HRD Mechanisms-

The organization ensures employee welfare to such an extent that the Employees can

Out of the total sample , nearly

another 4% under ‘All Most


The organization ensures

yee welfare to such an extent that the employees can save a lot of their mental

was found to be positive and moderate.

258

A 24% in ‘Rarely True’ category and 2% in ‘Not At All true’ category unearths

the need for more rational approach in this regard.








The Encyclopedia of Social Sciences has defined welfare work as the voluntary

efforts of the employers to establish, within the existing industrial system, working and

sometimes living and cultural conditions of the employees beyond what is required by

law, the custom of the country and the conditions of the market.

Welfare work can be categorized into statutory, voluntary or mutual. The welfare

work should be conducted inside and outside the work place and should cover the

following areas.

1. Conditions of work Environment.

2. Worker’s Health Services.

3. Labour Welfare Programmes

4. Labor’s Economic Welfare Programme

5. General Welfare Work.

According to Prof. Kirkaldy the whole field of welfare is one in which much can

be done to combat the sense of frustration of the industrial worker, to relieve him of

personal and family worries, to improve his health, to afford him a means of self-

expression, to offer him some sphere in which he can excel all others, and to help to a

wider conception of life. If within the field of welfare and particularly that part of which

comprises sports and games a large measure of self government can be left to the

workers. Even in the management of facilities provided by the employer, a sense of

259

responsibility, initiation and co-operation can be fostered and often among those daily

task afford them the best opportunity of developing characteristics so essential to

industrial enterprise and wise citizenship.

Hence, management must ensure employee welfare in a wider sphere, so that

employees can spend much of their time for work purposes which results in

improvement in overall productivity.

260

Category of Employment * Employees can Save lot of their Mental Energy for Work Purposes as Management Ensures Employee Welfare * Length ofService Crosstabulation

Count

1 1

1 1

2 1 3

6 8 14

8 9 17

4 1 2 7

5 2 7

4 6 4 14

5 47 17 23 8 100

4 2 19 1 26

5 40 47 92

5 56 59 89 9 218


Total

Executives

Staff


Total

Executives

Staff


Total

Executives

Staff



Total


1-3 Years

3-5 Years




Always True

Employees can Save lot of their Mental Energy for Work Purposes asManagement Ensures Employee Welfare

Total

Cross Table No 6.9


Not At All True

Mostly True


employee development


of respondents on HRD Mechanisms

employee development

statement to ‘Mostly True’ while another

aggregate positive score at 57 percentile points

‘Job rotation in the organization facilitates employee development’

positive and moderate.

The responses for the above question


vis-à-vis the parameters stated. The following cross table

analysis of the same which reveals that e

4% 5%

34%

52%

5%

Response on HRD Mechanisms – Job rotation in the organization facilitates employee development.



: Response on HRD Mechanisms – “Job rotation in the organization facilitates

employee development”.

form of pie diagram graphically brings the distribution of

of respondents on HRD Mechanisms- ‘Job rotation in the organization facilitates

employee development’. An impressive 52% of the respondents

statement to ‘Mostly True’ while another 5% in ‘Rarely True’ category, keeping the

egate positive score at 57 percentile points infers that HRD Mechanisms in terms of

Job rotation in the organization facilitates employee development’

positive and moderate.

Fig. No. 6.10



vis the parameters stated. The following cross table no 6.10 gives the results of the

analysis of the same which reveals that employees of the categories of ‘Executive

261

34%

Job rotation in the organization facilitates employee development.

Sometimes True

Job rotation in the organization facilitates

graphically brings the distribution of responses

Job rotation in the organization facilitates

of the respondents accept with the

5% in ‘Rarely True’ category, keeping the

infers that HRD Mechanisms in terms of

Job rotation in the organization facilitates employee development’ was found to be

were analyzed against category of


gives the results of the

mployees of the categories of ‘Executives’ and

262

‘Staff’ with more than five years of service, with an exception to the category of

‘Semiskilled and Unskilled’ conveyed a negative feeling in this regard which means that

a kind of dissatisfaction in this regard is more evident with length of service and at higher

levels.

Job rotation is a Management Development Programme (MDP), in which a

systematic movement and deliberate re-assignment of managerial personnel, carefully

selected by a top management committee into a series of positions is done at specified

periods. This device makes it possible to diversify the experience of the executives in a

variety of activities. This method attempts directly to broaden the vision of

administrators, developing the perspective on the total organization. The period of their

movement from job to job depends on their individual need and future prospects. They

learn mostly by observation and practice which come through substituting for vacationing

managers.

Job rotation is one type of employee movement, which facilitates adjustment of

manpower both within and outside the organizations. Today’s organizations are required

to frequently restructure the jobs, to keep pace with the changing technology, systems

and practices. This necessitates restructuring of manpower. Without suitable policy on

job rotation it is difficult for an organization to enforce them. Again policies need to be

periodically reviewed to ensure their relevance, so that the employee development is

possible and dissatisfaction that is prevailed among senior managers in this regard can be

reduced.

263

Category of Employment * Job Rotation in this Organi zation Facilitates Employee Development * Length of Service Crosstabulation

Count

1 1

1 1

1 1 1 3

7 7 14

8 8 1 17

2 3 2 7

6 1 7

2 9 2 1 14

5 10 22 54 9 100

1 5 20 26

5 40 47 92

10 11 67 121 9 218


Total

Executives

Staff


Total

Executives

Staff


Total

Executives

Staff



Total


1-3 Years

3-5 Years




Always True

Job Rotation in this Organization Facilitates Employee Development

Total

Cross Table No 6.10

264

Table No: 6.11

Summary of Responses on HRD Mechanisms

Statements Aggregate Negative

Score

Not At All True

Rarely True

Sometimes True

Mostly True

All Most

Always True

Aggregate Positive Score

People lacking competence in doing their jobs are helped to acquire competence rather than left attended.

5 2 3 44 47 4 51

Seniors guide their juniors and prepare them for future responsibilities/ roles they are likely to take up.

3 2 1 42 50 5 55

Promotion decisions are based on the suitability of the promote rather than on favoritism.

12 4 8 39 47 2 49

There are mechanisms in the organization to reward any good work done or any contribution made by employees.

11 0 11 28 54 7 61

Weaknesses of employees will be communicated to them in a non threatening way.

7 0 7 42 49 2 51

265

When behavior feedback is given to employees they take it seriously and use it for development.

9 0 9 40 51 0 51

Employees are sponsored for training programmes on the basis of genuine training needs.

5 2 3 38 54 3 57

Career opportunities are pointed out to juniors by senior officers in the organization

19 5 14 41 40 0 40

The organization ensures employee welfare to such an extent that the employees can save lot of their mental energy for work purposes.

26 2 24 29 41 4 45

Job rotation in the organization facilitates employee development

9 4 5 34 52 5 57

For the analysis of HRD mechanisms in a holistic manner, let us traverse through

them from the darker side to the brighter side of the situation, as far as their perceived

effectiveness are concerned in HPCL Visakh-Refinery. The organizations commitment to

ensure employee welfare to such an extent that the employees can save lot of their mental

energy for work purposes is deplorable low as evident from its highest negative score of

26 percentile points against a relatively lower score at 45 percentile points on the positive

side. Perhaps much needs to be done by the organization on the ground as well as in

dispelling the negative feelings as well.

266

The next biggest casualty is the failure of the senior officers to point out career

opportunities to the juniors. This recorded a second highest aggregate negative score of

19 percentile points while its aggregate positive score is the least of all at 40 percentile

points. An element that needs immediate attention was promotion decisions. Based on the

results it had to be inferred that rather than suitability of the candidate, favoritism seems

to be operating more as evident from the negative score at 12 percentile points. Nothing

needs to be elaborated further except an immediate correction in this regard. The other

alarming concern is regarding the failure of the mechanisms in the organization to reward

properly any good work done or any contributions made by the employees. If that is the

case, one can well imagine the fate of benefitting the best from the employee’s creativity

and precious hard work.

The borderline concerns are behavior feedback and job rotation. Both have an

aggregate negative score of 9 percentile points where as their aggregate positives are 51

for behavior feedback and 57 for job rotation.

Coming to the silver line of HRD mechanism in HPCL Visakha Refinery,

weakness of the employees are being communicated in a non threatening manner with 7

points on negative side and 51 points on positive side; people lacking competence in

doing their jobs are helped to acquire competence rather than left attended; with 5 points

on negative side and 51 points on positive side; employees are sponsored for training

programs on the basis of genuine training needs with 5 points on negative side and 57

points on positive side. The element that deserve commendation was that seniors guide

their juniors to prepare them for future responsibilities with 3 points on negative side and

55 on positive side.

Hence it may be inferred that, HRD Mechanism, an element of HRD Climate that

was studied for the doctoral work was on positive note to a good extent, which may

contribute for growth and development of the organization. The managers and

Supervisors in the organization were well aware of the concept of HRD Mechanism and

were focusing on performance appraisal, potential appraisal, career development and

counseling of sub ordinates, employee development through training and development

programs, job rotation, employee welfare etc. The senior officers have come up with the

right strategies to reward, and promote the employees as part of their motivational

activities. The need of the hour is to rectify the deficiencies and improving the best

practices further.

People

Lacking

Competence

in doing Jobs

Seniors Guide

Juniors

Promotion

Decisions

Reward

Mechanisms

2.4 24.4

0.4

2.81.2

7.610.4

4442

38.8

28.4

47.250.4

47.2

3.6 4.4 2

Not at all True

Fig. No. 6.11

Reward

Mechanisms

Weaknesses

of Employees

Employees

Behaviour

Feedback

Employees

Sponsored

for Training

Programmes

Career

Opportunities

Management

0.4 02

4.46.8

8.8 2.8

14

28.4

4240 38.4

40.8

54.4

48.851.2

54

40.4

6.4

20

2.8 0.4

Responses on HRD Mechanisms

Rarely True Some Times True Mostly True Allmost all True

267

Management

Ensures

Employee

Welfare

Job rotation

24

24

5.2

29.2 33.6

41.2

52.4

3.6 4.8

Documents

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