With increasing globalization of economy, marketplace has become increasingly complex, highly uncertain, competitive and transformational. Today, doing business is like a war. What makes the ultimate difference is whether an organization is able to develop and establish competitive differentiator or not. Everything, including capital, technology, product design, and service deliverability can be copied by the competitors, except the talented people. Nobody can emulate a highly competent, charged/ motivated and committed workforce. Such talented people can provide an organization a sustained competitive advantage. However, managing people by any means is not easy. The present study examines the state of Human Resource Development Climate (HRDC) in Indian organisations as perceived by employees in general. The research has been taken in context of three dimensions of Human Resource Development Climate. These dimensions are General Climate, HRD Mechanisms and OCTAPAC (Openness, Confrontation, Trust, Autonomy, Proaction, Authenticity and Collaboration). A humble attempt has been made to present the entire contemporary conceptual framework of human resource development climate in a refreshingly new style so as to facilitate devising of appropriate strategies for the organization which will result in the delivery of a culmination of organizational goals and human resource goals for creating and delivering better value to the various stakeholders of an organization- including shareholders, customers and employees.
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The concept of Human Resource Development (HRD) requires a specific and congenial climate to flourish. In other words, it can be said that success of HRD in an organization depends on the existence of a favorable HRD climate. HRD climate deals with the interactions among employees within the organization from different levels using a set of techniques to achieve the objectives of the organization and to ensure the development of the employees who share similar culture that enhances productivity and spirit of innovation. This paper measures HRD culture known as “OCTAPAC culture” as first introduced by Rao and Abraham 1986. In order to understand how it can be function as a source of sustained competitive advantage, this study investigated the practices of OCTAPAC in the Ministry of Education headquarters in the Sultanate of Oman. According to Rao and Abraham model, OCTAPAC culture is determined to be a core component of HRD climate.
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2014 International Conference on Science Engineering and Management Research (ICSEMR)
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HR climate deals with the perceptions that the employees have about the policies, procedures, practices, and principles that exist in the working environment. The present study was conducted to ascertain and compare the overall Human Resource climate of two electronics organizationsVideocon Limited and L G Electronics Limited, as perceived by managerial personnel at middle level, and to understand and compare the OCTAPAC profile of the two organizations. Findings revealed that managers of Videocon Limited rated the overall HR climate in their organization higher than did those at L G Electronics. Both organizations located in the same geo physical region of India (Maharashtra) obtained above average scores but there was room for improvement in the overall HR climate of both organizations. Regarding OCTAPAC, in L G Electronics, Authenticity and Autonomy obtained the highest scores, whereas Collaboration obtained the lowest score. At Videocon Limited, the scores obtained were fairly close on all the dimensions. The highest scores were for Trust and the lowest for Openness. For every dimension of OCTAPAC, Videocon Limited scored higher than L G Electronics. The reason this paper is sent to such a Journal is because the author believes that even technical managers must know the fundamentals of people management that will stand them in good stead when they rise up the organizational hierarchical ladder. Keywords: HR Climate, Collaboration, Openness, Trust, Autonomy, Authenticity
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The opening of the Indian economy in the early 1990s and the consequent changes in the environment have forced Indian organizations to look for better avenues of performance improvement, resulting in a changed perspective for Human Resource Development (HRD) activities in organizations. The emphasis now is more on a wholesale development, which means a more integrated approach towards HRD. This has led to the introduction of HRD climate of organized activities designed to foster increased knowledge, skills, competencies and better behaviors. Purpose – The aim of the study was to measure employees' perception of human resource development (HRD) practices, to explore whether relevant accreditations has lead to any improvements in HRD system, and to examine the role of HRD practices on employees' development climate and quality orientation in the organization. In this context, HRD aims at developing the motivation of the employees to the extent possible, to make them contribute to the organizational goals. The study of HRD climate is very important for all the organization, and textile sector is not an exception. This paper attempts to study employees' perception towards HRD climate on the basis of demographic characteristics of employees. The study will lead to the outcomes for the perceived HRD climate which will make to directly contribute to the organizations vision, accreditations and strategies. It will also make to analyze the impact of HRD practices on the employees' development.
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Human Resource Development climate studies is gaining wider acceptance in Indian organisations. It is well understood that growth of Industry is significant with the growth of manpower. Congenial work environment is the base for creation of favourable climate in any Industry for growth related issue. Measuring work culture accesses the strengths and weakness of employees in the Industry. The paper attempts to measure HRD Climate through OCTAPACE Culture, general climate and HRD Mechanism Implementation dimensions in Indian public sector power Industry.
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European Journal of Business and Management
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A substantial number of local and foreign investors are currently investing huge amount of capital in Ethiopia, among which MIDROC TG is one. Ethiopian companies can survive and sustain production of quality products and services to local and international markets so long as they invest in the development of their human resource capital. Although quite a number of studies are conducted in the area of human resource development and the climate associated with it, there are very little or no studies conducted here in Ethiopia. This study thus examines the HRDC prevalence in four selected MIRDOC TG companies in order to identify issues worth considering and those that need strategic intervention. The study aims to assess the degree of implementation of HRDC subsystems. Data were collected from 105 employees through a structured questionnaire. There are three major groups of variables that are investigated. These are general human resource development climate (GHRDC), Openness, Confrontation, Trust, Autonomy, Pro-activity, Authenticity, and Collaboration (OCTAPAC) and human resource development mechanism (HRDM) as the three subsystems of HRDC. The study revealed that there is significant difference within the MIDROC TG companies. The general human resource development climate prevailing in Modern Building is the highest amongst the four sister companies studied. The OCTAPAC culture prevailing in MBI is the highest among the four MIDROC TG companies and it can be concluded that MBI has better OCTAPAC culture with respect to openness and autonomy than the rest. In contrast the OCTAPAC culture prevalence in Addis Home Depot is low and needs management intervention. It can be inferred from the findings of this study that the implementation of HRDM is good in MIDROC TG. Among the four companies it can be deduced that implementation of HRDM in MBI is better than the rest. The results of the overall HRDC show better climate prevalence at MBI (3.81) and the least is observed at Addis Home depot (3.08).
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Drishtikon: A Management Journal
Human resource development and organizational commitment are some of the most discussed concepts among the researchers and Industrialists. The major purpose of the present study is to examine the psychometric properties of human resource development (HRD) climate scale and try to establish relationship between HRD climate and organizational commitment of employees working in auto component manufacturing companies. Data collected from 593 respondents and analyzed to check the relationship status between these two variables. Factor analysis was used to evaluate the psychometric properties of instrument and positive relationship was found between these HRD climate factors and organizational commitment. These findings presents the applicability and importance of HRD climate scale and its role in improving overall commitment level of auto component manufacturing companies' employees.
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