Human Resource Development Climate Research Articles

Human Resource Development Oriented Performance Appraisal System in Armed Police Force, Nepal

Human Resource Management (HRM) involves managing and developing the workforce, while Human Resource Development (HRD) optimizes performance, fosters growth, and aligns HR practices with employee needs. Performance Appraisal (PA) is vital for HRD, identifying strengths, development areas, fostering growth, and optimizing organizational performance. The research employed a descriptive design with a sequential explanatory method, gathering quantitative data from 74 and qualitative data from 25 respondentsout of 1741 officers in the Armed Police Force, Nepal (APF). Both descriptive and inferential statistics were used to examine the quantitative data as well as thematic analysis was executed for the qualitative analysis to study the performance appraisal system in the APF focusing on its alignment with HRD principles. The study reveals that the APF has an HRD climate and is oriented towards HRD principles in its performance appraisal system. However, significant improvements are needed to enhance the system's effectiveness and fairness. The study further highlights the importance of the monitoring on performance appraisal process and linking performance appraisal results with other HRD mechanisms for a comprehensive HRD-oriented PA system. The research suggests implementing training for appraisers, improving performance review frequency, and incorporating potential appraisal, adopting a more systematic and objective evaluation system to foster a fair and growth-oriented appraisal environment. These findings have significant applications for enhancing the PA system and promoting HRD within the organization since the study emphasized the importance of a strong monitoring system, regular feedback, and potential appraisal to foster an HRD-oriented appraisal process, ultimately promoting employee growth and organizational development.

Trust as a mediator of the relationship between human resource development climate and organisational citizenship behaviours

PurposeThe purpose of this research is to address the importance of human resource development (HRD) and its resultant climate in an organization. Specifically, the study examines the cause-effect relationship between HRD climate and organisational citizenship behaviour (OCB), as well as the role of organisational trust in this relationship. The study is underpinned by the social exchange theory.Design/methodology/approachThe study adopted the quantitative research approach and the cross-sectional survey design in data collection. Two hundred seventy-four employees were sampled from the food manufacturing sector, out of which 219 responded. Data was entered using SPSS v.23 and analysed with Pearson’s Product correlation, hierarchical regression analysis and independent t-test. The mediation effect was analysed using Process Macro v 3.5 for SPSS.FindingsResults indicate that HRD climate has a positive effect on OCB, hence, a predictor. Also, HRD climate was observed to be a predictor of organisational trust and that organisational trust mediates the cause and effect relationship between HRD climate and OCB. This study recommends that management continues to invest in the development of employees as it goes a long way to ensure the survival and growth of the organisation.Originality/valueTo the best of the authors’ knowledge, this study is the first of its kind to examine the interplay between HRD climate, trust and OCBs.

Perception of Library Professionals regarding HRD Climate: An Empirical Study

The present paper is an attempt to study the effect of gender and nature of job on perception of Human Resource Development (HRD) climate among professional library employees. The primary data was collected from professionals working in different agricultural university libraries (regular and deemed) of five northern Indian states. Descriptive survey design was adopted for this study. A sample of 96 male and female library professionals with different jobs constituted the sample for the present study. Mean, standard deviation, ‘t’ test and ANOVA were used to analyze the data. The analysis showed that gender has no impact on perception of HRD climate, both male and female were equally satisfied in the context of HRD climate while impact of nature of job was observed. Permanent employees were found more satisfied with HRD climate than respondents working part-time staff and on and ad-hoc basis. Designation of library professional also influences perception of HRD climate.

An Analysis on Human Resource Development Culture and Climate of Chemical Based Public Sector Enterprises in Kerala, India

The impact of Globalization creates a competitive horizon with new markets, new products, new mindsets, new competencies, and new ways of thinking about business. As an outcome of this, the market places become more complex, uncertain, competitive, and transformational. In this era, the major challenge faced by any organization is to maintain a peaceful as well positive culture and climate inside the organization. The human resource development climate of an organization plays a significant role in ensuring the competency, motivation, and development of its employees. Here the term climate denotes the quality of the internal environment. It influences morale and the attitudes of the individual toward his work and his environment. Culture refers to the deep structure of organizations, which is rooted in the values, beliefs, and assumptions held by organizational members. The study was aimed to analyze the Human Resource Development culture and climate of chemical-based public sector enterprises in Kerala. The results indicated that the Human Resource Development climate in an organization is average and the perception of employees regarding Human Resource Development culture and climate does not differs significantly based on age, job approval status, and qualification. But it differs significantly based on gender and experiences.

Superior Role of Human Resource Development Climate and Its Impact on Job Attitudes

According to the extant literature in the context of human resource management (HRM), the preeminent role of human resource development (HRD) climate on employees’ job attitudes is irrefutable. This study aims to determine the effect of HRD climate on job attitudes, including positive and negative ones. The proposed model consists of five latent variables which are HRD climate as an exogenous variable and work engagement, organizational commitment, organizational citizenship behaviors (OCBs), and counterproductive work behaviors (CWBs) as endogenous variables. The authors use a quantitative method involving questionnaire distribution among employees in different private banks located in Tehran (Capital city of Iran). Among distributed questionnaires, 384 were retrieved. To obtain the results, structural equation modeling (SEM) technique was applied. Findings supported the notion that HRD climate has a significant determination on job attitudes. Among them, determination of HRD climate on work engagement and organizational commitment is remarkable. Also, HRD climate had a positive role in increasing OCBs and reduction in negative job attitudes. The results will be practical for academics in the field of HRM. It is worthwhile mentioning that there will be managerial implications for the managers in the Iranian private banking industry and results provide initial insights for managers on how to increase the sense of organizational commitment and work engagement as defined task duties among employees within the Iranian private banking industry. Besides, the results will be pragmatic for managers for injecting and burgeoning the sense of citizenship behaviors and diminution of counterproductive work behaviors to increase profitability, revenue, return on investment (ROI), and productivity, also avoiding stagnation in the environmental workplace of the Iranian private banking industry.

PENGARUH OCCUPATIONAL SELF EFFICACY TERHADAP WORK ENGAGEMENT YANG DIMEDIASI OLEH HUMAN RESOURCE DEVELOPMENT CLIMATE DI PT OLYMPIC BANGUN PERSADA

The purpose of this research is to inspect the impact Occupational Self Efficacy on Work Engagement with the role of Human Resource Development Climate as mediating variable. This research was conducted at the Head Office of PT OLYMPIC BANGUN PERSADA involving several employee within the organization. The authors distribute questionnaires consisting of 15 questions about Occupational Self Efficacy, 15 questions about Work Engagement, 15 questions about Human Resources Development Climate to 100 respondents at PT OLYMPIC BANGUN PERSADA. The data were processed with SPSSv23 and macro Hayes v3. The findings showed significant relationship was found between all variables in the study. All the study hypotheses were supported. Human Resource Development Climate was found to partially mediate the relationship between Occupational Self-Efficacy and Work Engagement. The findings on respondents showed that Human Resource Development Climate has a role as complementary mediation.

Impact of human resource development climate dimensions and demographic variables on job satisfaction in public healthcare settings

The main objective of this research study was to explore the relationship between human resource development climate dimensions as well as demographic variables and job satisfaction, among health care professionals in public healthcare settings, in Saudi Arabia. A sample of 250 usable questionnaires was collected and it was utilized for the analysis. The results revealed that 69.2% of variation in job satisfaction was due to the HRD climate dimensions. It also indicated that both HRD Mechanisms and OCTAPAC culture reported the highest impact on job satisfaction and on the contrary, general climate exercised very low impact and did not have significant impact on job satisfaction among healthcare professionals. Results, for MANOVA tests, depicting demographic variables, have also been discussed.

Drivers of Human Resource Development Climate: OCTAPAC Culture- A Study on Selected Aviation Companies, Bangalore, India

The subject will rotate around the drivers of the Human Resource Development atmosphere through OCTAPAC culture meaning Openness, Confrontation, Trustiness, Autonomy, Proactivity, Authenticity, and Collaboration. It will center on the OCTAPAC culture within the governing body and how it prompts the development of the human asset and additionally prompt proficiency and efficiency in Aviation organizations in Bangalore. Moreover, a strong atmosphere generally is essential for human asset developing to be adequately actualized. Such steady atmospheres comprise not just direction and logical argument management's commitment but also great workforce approaches and positive posture towards advancement which is achievable by having an OCTAPAC culture. A good HRD mechanism such as rewards, career planning, acknowledgment and so forth are factors that bring about a positive working environment and culture in an organization and which also promotes effective communication and teamwork. Keywords: OCTAPAC culture, Human Resource Development mechanism, Aviation DOI : 10.7176/EJBM/11-32-04 Publication date: November 30 th 2019

Creating a “Nalanda” for the New Millennia

Higher education is all about people and management. The success of the higher educational institutions revolves largely around the quality of the research and the faculty. This emphasizes the need of a strong financial base to deliver a quality education to students. In the present scenario, which is characterized by intense information flow, dynamism, progress, growth, and continuous challenging environment, the higher educational institutions hold an important place. The present study focuses on exploring the relationship between human capital management and human resource development (HRD) climate. For the research purpose, two universities, University of Jammu and University of Kashmir, have been taken. The model derived by applying a confirmatory factor analysis in the present research study depicts a linkage between human capital management and HRD climate, and if applied in the institutions of higher education by customizing according to their needs and requirements, it would help in attaining the vision as perceived by Federation of Indian Chambers of Commerce and Industry for 2030 in attaining overall excellence in higher education sector in India. So, it is very important to develop research focused universities with community participation which could deliver high quality research output and research focused graduates and lead to creating a NALANDA for the new millennia.

Human Resource Development Climate and Employee Engagement in Developing Countries

The purpose of the paper is to identify the specific dimensions of Human Resource Development Climate (HRDC) that significantly affect Employee Engagement (EE). It places the importance of HRDC in enhancing EE within the public sector in a developing country and finds answer to the question on the dimension of HRDC that causes employees to be engaged. The paper uses a self-designed questionnaire, made up of Rao and Abraham (1990) HRD Climate survey and Utrecht Work Engagement Scale by Schaufeli et al., (2002) to gather data from 355 respondents and analysed using multiple regression. Based on the data analysed, results showed that HRDC has a positive and significant effect on employee engagement. Additionally, it was found that employees are highly engaged in situations where their organisation exhibits the HR Mechanism dimension of HRDC. The limitation is, it did not focus on the entire public sector but focused on civil servant. It is therefore recommended that further studies could be carried out with focus on other public sector organisations to confirm or refute the findings. This study adds to the limited literature on HRDC and EE in public sector organisations in a developing country. This finding brings to bear the major dimension of HRDC that managers should focus on to improve employee engagement in a developing country where there exist a high power distance culture.

A Study on Human Resource Development Climate Survey in Selected Public Sector Banks in Special Reference to Thiruvannamalai District

A Study on Human Resource Development Climate Survey in Selected Public Sector Banks in Special Reference to Thiruvannamalai District

Human Resource Development Climate in Higher Education Institutions in Ethiopia: Empirical Analysis on Selected Public Universities

Favorable Human Resource Development Climate (HRDC) is an instrument for the development of human capital. Setting up an effective and quality education provision in Higher Education Institutions (HEIs) depends on the prevailing HRDC. Unfortunately, most government, non-government institutions particularly HEIs in Ethiopia as learning institutions, have not so far given considerable attention to the development of the HRDC prevailing in their own institutions. As a result, there are little or limited studies conducted in Ethiopia. This study is intended to study the prevailing HRDC in three selected public universities and draw lessons for further strategic intervention in the institutions and the rest of public universities. The results obtained signify that the overall HRDC in the three public universities is found to be average. There, however, exists a significant difference among the three public universities where the overall HRDC of Ethiopian Civil Service University is better than the University of Gondar and Adama Science and Technology University, respectively. The study identified items that favor favorable HRDC and deserve due attention for strategic intervention. Keywords: Human Resource Development, Human Resource Development Climate, Public Universities

Item-wise ANOVA analysis of human resource development climate in Indian information technology organizations

Human resource development climate is an integral part of organizational climate. The present paper examines ANOVA analysis of human resource development climate of different information technology organizations in India. The study is based on survey of in 13 selected information technology organisations such as Tata Consultancy Services, Wipro Technologies, Infosys Technologies Ltd., Hindustan Computer Ltd. (HCL), Dell International, Birlasoft, Pyramid Consulting Inc., Quark Inc., Semi-Conductor Laboratory (SCL Ltd.), Alcatel-Lucent Technologies, Attra, Kanbay International and Omnia Technologies from Delhi, Bangalore, Pune, Chandigarh and Mohali respectively. The results from ANOVA analysis proves that human resource development climate in information technology sector varies from organization to organization.  &nbsp

Item-wise ANOVA analysis of human resource development climate in Indian information technology organizations

Item-wise ANOVA analysis of human resource development climate in Indian information technology organizations

FACTORS AFFECTING JOB INVOLVEMENT IN TELECOM SECTOR: A RESEARCH AGENDA

It is very much essential for employees to be highly involved to stay well motivated and committed as they are considered to be the most important asset for any organization which serves as key to quality and productivity improvements. The current research study is an attempt to develop a conceptual framework of Job Involvement (JI) as a dependent variable and Work Motivation, Employee Personality, Training, Job Characteristics & Human Resource Development (HRD) Climate altogether as Independent Variables influencing JI especially for organizations operating in Telecom sector.

The role of employee’s mindfulness and human resource development climate towards public leadership behavior-analyzing the moderating impact of emotional

Present study examined the relationship between Human Resource Development (HRD) climate, mindfulness and public leadership behavior and how emotional capital increases the role of Human Resource Development Climate (HRDC) and mindfulness in public leadership behavior. Data were gathered from 252 respondents of 18 public universities of Islamabad and Rawalpindi. Random sampling technique was used. To analyze the collected data, correlation and regression test were used. Findings of the study give clear picture of Public Leadership Behavior (PLB) in public universities of Pakistan. Study results proved that HRDC, mindfulness and PLB have the positive relationship which would further get enhanced by the role of emotional capital. For future researchers, this study also provides valuable findings and recommendations.

Work Engagement in India and Thailand: A Comparative Analysis

The study investigated the role of human resource development climate (HRDC) and self-efficacy as predictors of work engagement amongst IT-sector employees of India and Thailand. In addition, it also made an attempt to unfurl the mechanism underlying the proposed relationship by proposing and testing a model with self-efficacy as an intervening variable. Work engagement levels among IT-sector employees in Thailand were found be slightly higher than those among the employees in India. Both HRDC and self-efficacy were found to be significant predictors of work engagement. The results for self-efficacy as a mediator and a moderator of the proposed relationship between HRDC and work engagement are reported and discussed. Article building on the theoretical framework of the job-demands resources model, the social cognitive theory and the conservation of resources (COR) theory produces cross-national knowledge about work engagement and predictors.

A Study on Relationship between Human Resource Development Climate and Organizational performance in Hotel Industry: With specific reference to Meerut City

In last four decades, one of the most important factors of consideration in front of any organization is the sustainable level of employee satisfaction. In earlier time, the role of retention was not popular for corporate houses as they were focusing on new employees and the rate of attrition was also high with departments but with changing market scenario and dynamic competitive environment, retention of employees become need of hour for the corporate houses. The role of Human Resource Department has witnessed huge transformation (in passage of time) with smooth shift from recruitment and selection procedures to implementation of HR Development practices and correct structuring of employees with accurate conciseness for overall progress of the corporate house and streamlined business returns with smooth internal functioning. A large number of organizations are exercising the developmental practices in their internal management activities to increase the overall internal functioning and concerned output level. The paper is designed to understand the relationship between effective Human Resource Development practices and organizational growth in terms of its performance.

Learning and development practices in international context: conceptual introspection towards bringing the best work place strategies

Purpose In today’s competitive environment, long-term viability and sustainability of a firm requires a combination of both specialized and knowledge-based resources. Earlier research findings have surfaced the fact that by leveraging knowledge, successful multinational companies in the Western world are able to create a position for capitalizing on market imperfections in the field of human resource development and correspondingly achieving higher returns on their investments. Therefore, the purpose of the paper is to examine the approaches of successful multinational enterprises (MNEs) from newer industrialized and developing economies, especially in the perspective of learning and development initiatives. Design/methodology/approach The focus of this study is to introspect on the causal that influences toward fostering a better human resource development climate in the international context. Findings The proposition explores a road map to strategize organizational policies and practices as to how best to serve its expatriate internal customers. Originality/value The findings of this study has confirmed the link between cross-cultural training and expatriate adjustment and performance, but still the scope lies in future research to carry out the specific context or conditions influencing the effectiveness of cross-cultural training programs by using quantitative statistical findings of country-wide successful MNE analysis in the learning and development domain and subsequently proposing the benchmarking practices for impersonation by the developing nations.

Human Resource Development Climate of Selected Commercial Banks in Ethiopia

Human resource development climate is a manifestation of overall tone of the organization with respect to employee training, education and development. The objective of the study is to show the status of human resource development climate of selected commercial banks in Ethiopia. An analytical survey research approach was employed to assess the HRD climate of the banks. Employees and managers at head quarters of the selected commercial banks were considered as a sample of the study. Out of 600 employees at head quarters 150 were made to respond to the questionnaire based on the availability sampling techniques. The sampling technique was chosen since the employees are homogenous in terms of awareness regarding the issue of the study. The respondents were requested to fill a questionnaire that was developed by Rao and Abraham (1986). Accordingly, top management commitments, HRD mechanisms and OCTAPAC culture of the Banks were assessed. The findings of the study shows that an average management support, an average HRD mechanisms effort and an average OCTAPAC culture are prevailing within the case banks. Therefore, it can be concluded that the banks are not in a position of exercising conducive HRD climate. In other respect the changes in banking industry is turbulent and which ultimately calls for continuous human resource development. Hence, it was suggested that the managing body of the commercial banks need to support the learning & potential development of employees by introducing changes in HRD policies and practices which ultimately creates conducive HRD climate.