CHAPTER-III

RESEARCH DESIGN

3.1

Review of Literature

3.2

Statement of the Problem

3.3

Objectives of the Research

3.4

Scope of the Study

3.5

Methodology

3.6

Method of Analysis

3.7

Sample Size

3.8

Period of Study

3.9

Statistical Tools Used

3.10

Significance of the Study

3.11

Limitations of the Study

3.12

Chapter Scheme

CHAPTER-III
RESEARCH DESIGN

INTRODUCTION:
Human Resource is considered to be very crucial in the organisations.
Sound and healthy organisations at present started realising the Human
Resource as the most important of all assets based on the emerging values of
humanisation. Development is considered to be the soul of the Human
Resource Management functions, which reflects on the establishments of the
organisations. Human Resource Development, in a growing economy like India
is the need of the time and undoubtedly, transport sector is the most effective
instrument for Indias economic development.

So developing Human

Resources for this sector has become essential to achieve the national
objectives. In spite of the rapid technological reformations, Human Resources
remain the backbone of the organisational structure of Indian Railways-which
undertake the crucial responsibility of transforming its operational system into
the modern one that suits to the present requirements.
Since, there are a few studies in this area and recognising the pivotal
position of Indian Railways in developing the nations socio-economic
structure, it was felt necessary to undertake the study of Human Resource
Development in South Central Railway. The rapid movement of products,
people, information and ideas around the world focus on local needs and
management of the paradox of global economies of scale. It requires a global
mindset and a local commitment. Thinking globally but acting locally. To
accomplish this ambitious agenda, organisations have to fundamentally

81

redefine themselves. Organisations have to build global capabilities such as the

ability to seamlessly move talent, ideas and information around the world to
create products and services with optimum pace with quality above par. They
have to build an employee infrastructure for hiring, maintaining, training and
developing, that takes a global perspective which is made possible through the
Human Resource development activities.
HRD efforts have to be initiated organisation wise, wherein everybody
will have to take self-responsibility for growth and optimization of
performance. HRD is a process which undertakes to promote the intellectual,
moral, psychological cultural, social and economical development of the
person so that he contributes his best to the community and the nation. As it is
said, Hands that serve are better than the lips that pray. Hence, human resource
should be properly used.
3.1 REVIEW OF LITERATURE
Several studies have been undertaken on Human Resource Development
the most prominent among them are discussed below:
Bhatt, Dixit and Mehta (1988)1 Reveals that, the Human Resource
Development practices refers to improvement of organisational development
process through employee training not only maintains shop floor disciplines but
also maintains positive industrial relation climate by changing the attitude of
the employee.
Achdeva and Arora (1988)2In their study reveals that Human Resource
Development helps in organisation building by continuously making studies
accountabilities, compensation, forecasting, appraisal system, re-organisation,
1

Bhatt I.T Dixit S.A and Meheta S.N Behavioural Training as a Tool for Development of Non
Supervisory Employees of Petrofil Alternative and Strategies of HRD, Rawat Publications Jaipur
1988 pp 334-341.
2
Achdeva Anil and A.R Arora Improving Employee Relation Climate HRD Shows the way
Alternative and Strategies of HRD, Rawat publications, Jaipur 1988 pp 84-125.

82

communication, training and development union management reaction,

working condition etc.
Khanna S. (1989)3 Says that Human Resource Development through
group discussion, participation in common tasks, mutual discussion, common
agreement on group goals, identification of individual goal with that of group
goal aims to bring changes in attitudes of employees. This facilitates change in
the culture of the organisation.
Chandrashekhar (1989)4. In his study stressed Human Resource
Development in organisational restructuring, he has expressed that the HRD
through organisational development helps in organisational restructuring and
changing organisational culture for enhancing organisational effectiveness.
Anil Gupta (1989)5In his study stressed that Human Resource
Development initiatives promote commitment of employees to organisational
objectives through fair treatment, information sharing and trust building.
Raghavan (1989)6 In his study at Maruti Udyog introduced that
Integrated Human Resource Development System is really effective in
improving organisational effectiveness and achieving employee satisfaction. It
further highlights that a well-designed, suitable and unbiased performance
appraisal system can go a long-way in maintaining the moral and motivation of
people at high level.
Sujata Managaraj (1991)7: In her book entitled Human Resource
Development Practices which is based on field data has made certain useful
3

Khanna S Bringing about Attitudinal Change in Organisation: An Indian Experience

Organisational Effectiveness IJTD-Vol 23(6) Jan-May, 1993 pp 4
4
Chandrashekhar S Organisational Development: An Experience, In Recent Experience HRD
Oxford and IBH Publishing New Delhi 1989. Pp 25-26
5
Anil Gupta.Turnaround and Transitions in Manufacturing Procter and Gamble India Ltd - Towards
Organisational Effectiveness through HRD IJTD- 1989. Pp 393-401
6
Raghavan S HRD in Maruti : Recent Experience in HRD Mc-Grow Hill Publishing House New
Delhi-1989. Pp 201-247.
7
Sujata Managaraj HRD Practices Himalaya Publishing House, New Delhi 1991.pp, 25-26

83

recommendations for formulating new policies and planning for human

resource development. The study presented by the author, confined itself to the
human resource practices in steel industries in India. Sincere attempt has been
make to made-through analysis of the various sub-systems of HRD. Such as
HRP, training and development, performance appraisal, career planning and
development reward management, and empowerment through participation on
the basis of observations made to Roukela (India) steel plant, one of the
integrated steel plants of steel authority of India limited (SAIL).
Naidu B.S.K. (1991)8Under taken a study on Human Resource, proves
to develop a catalyst in generating right type of attitude, a high degree of
motivation, a sense of duty, deduction commitment, foresight, responsibility,
team work spirit, objectivity and pride in belonging and contributing to
maximum value added.
Bose and Natarajan (1991)9Under taken a study on Colget Pamalive
highlights that HRD through training can build a firm foundation of mutual
trust and interdependence which helps in bringing change in organisational
culture, conducive for better industrial relations and increased productivity.
Kathleen Guinn (1992)10.

His study reveals that Performance

Appraisal should not be a once-a-year event. For best result it should be a year
round series of event. The terminology performance appraisal should be
replaced to give performance appraisal a total human resource development
orientation by performance management consisting of three parts-performance
planning, performance managing, and performance appraisal.

Naidu BSK Human Resources Development in Hydrosector IJTD Vol 21 (5-6) Sept-Dece 1991,
pp 29-30.
9
Bhose and Natrajan P.K Labour Management Co-Operation for Productivity in Management of
Change Thought HRD HRD Network, XLRI Jamsedpur 1991.542-246.
10
Kathleen Guinn Dont Just Appraise Performance Manage it, HRM: New Perspective, MDI
Gurgaon. 1992 pp 55-57.

84

D.P. Sinha (1997)11In his study stressed that Human Resource

Development is a system approach to employment management. He said that
HRD as a concept is responsible for developing various systems which deal
with people, their problems, organisational dynamics etc. It has various sub
systems and each one is to work together with an integrated approach.
Singh I.S (1997)12: Opines that the Human Resource Development
emerged as a result of increasing knowledge of organisational, psychology,
sociology, social work, and organisational change and developments.
Sidhanta T.N. (1998)13: In his article on Human Resource
Development: Indian Industry, one third of Indias labour potential is not
being used at all. The study further points out that most of the working people
in India are employed at enterprises todays standards and labour productivity
remains low. The major observation that the proportion of specialist in India is
close to 1.5% of the total employed against 5 to 8% in developed countries.
B.B Tandon (1998)14 In an article Human Resource Development:
Issues Before Us explains the utility of human resource as a catalyst for
several development of Indian economy, in

several ways especially in the

present context where the nation is on the threshold of the tenth five year plan
and every effort is made to connect the abundant population into productive
human resource.
Sharma and Rajeev (1998)15: In their study of Management Training
in India, observed that in recent years may developing and developed
countries have focused attention on the training of their managers, based on a
11

Sinha D.P HRD : The Indian Challenges- Tata Mc Grow Hill Publlishing Company, New Delhi
1991. Pp 16-17
12
Singh I.S HRD for Workers Oxford and IBH Publishing Company pvt Ltd, New Delhi 1997.
13
Sidhanth T.N HRD : Indian Context Journal of Economic Perspectives 4(3) sum-merpp 3, 1998.
14
. Tandon B.B. Human Resource Development: Issues Before Us Deep and Deep Publications,
1999. pp 6-15
15
Sharma and Rajeev Management Training in India International Journal of Manppower, Vol 13, pp
41-54

85

questionnaire survey evaluates for the first time, the extent of management
training in India and skills emphasis, also reassesses other dimensions such as
training methods, training policies and assessment methods, the findings
suggest that the extent of management training in India is very less and there
are structural differenced between organisations that provide training to their
managers and those which do not.
Amba-Rao (2000)16 Observed that Functioning of Indian Managers
and their Perception towards the Process of Performance Appraisal. Most of the
firms conduct the routine annual performance appraisal process, but the
objectivity and evaluation parameter varies for public sector organisations, the
process is more of a formality given its rules and adherence to legislations, the
focus is more on understanding venues for developmental perspectives than
evaluation for assessing value and worth of an individual.
Moitra M.K. (2001)17Has worked on Restructuring in Public Sector
Trends;Problems and Prospects trusted on Indian public sector. Public sector in
India has come under the security of expert committees for reasons similar to
that elsewhere. The return on capital employed has been below acceptable
levels. The organisations have often being plagued with problems of excess
manpower poor project management, lack of continuous technological upgradation and engaging in non-commercial activities.
Rondeau and Wager (2001)18Examined the relationship between HRM
Practices in Workplace climate and Perceptions of Organisational Performance,
in a large sample of Canadian nursing homes and found that nursing homes,
which had implemented more progressive HRM practices and reported a
16

Amba-Rao, S.C. (1994a). US HRM principles: cross-country comparisons and two case applications
in India. The International Journal of Human Resource Management, 5(3), 755-778.
17
Moitra M.K. Restructuring in Public Sector Trends Problem and Prospects http//www.ihrim.org
2001
18
Rondeau Kent V. & Wager Terry H.(2001), Impact of human resource management practices on
nursing home performance, Health service management research, Vol. 14.,No.3,pp 192-202.
http://www.iimahd.ernet.in/publications/data/2005-09- 02ramesh.pdf Assessed on 6/05/2009)

86

workplace climate that strongly valued employee participation, empowerment

and accountability tended to be perceived to generally perform better on a
number of valued organisational outcomes.
Hashim, Junaidah (2001)19In his paper Training Evaluation: Clients
role, addresses the issues of training evaluation practices in general, and
examines the training evaluation in Malaysia through a case study. Training
evaluation is a systematic process of collecting and analyzing information for
and about a training programme, which can be used for planning and guiding
decision-making as well as assessing the relevance, effectiveness and the
impact of various training components. The article concludes that the
government, client and economic situations have influenced the evaluation
practice in a positive direction.
Dr.M.A.Ogunu (2002)20In his study Evaluation of Management
Training andDevelopment Programme of Guinness Nigeria PLC, has tried to
evaluate the management-training programme of Guinness Nigeria PLC, with a
view to determine its effectiveness.
Sonakamble R. (2002)21: In his article entitled Personnel Problems in
Industries has emphasized on the policies and practices in cement industry in
Karnataka (India). This study is an investigation in to the personnel policies
and practices in cement industries.
Lawler & Mohrman, (2003)22Argued that HR as a strategic partner:
What does it take to make it happen?, Human Resource Planningwith the
growth of information technology, much of the administrative aspects of
19

Hashim, Junaidah, Training Evaluation: Clients role, Journal of European IndustrialTraining, Vol.
25 Issue 7, 2001, pp374-379.
20
Dr.M.A.Ogunu, Evaluation of Management Training and Development Programme of Guinness
Nigeria PLC, Indian Journal for Training & Development, Vol XXXII No1, 2002, pp 23 28.
21
SonaKmable R Personnel Problems in Industies Classic Publications New Delhi 2002
22
Lawler, E. E. & Mohrman, S. A. (2003). HR as a strategic partner: What does it take to make it
happen? Human Resource Planning, 26, 15-29.

87

human resource management can be accomplished through technology

solutions hosted by the company or outsourced. As technology frees up HR
from some of its routine tasks, there is a greater opportunity for HR
professionals to become a strategic partner
Bober, Christopher F. Bartlett, Kenneth R. (2004)23: This study
examined the Use of Training Program Evaluation in Corporate Universities.
Specifically, the study attempted to determine and known determine which
organisational members use evaluation data, and for what purposes, and
identify the factors that are related to the use of evaluation results.

The

findings indicate that factors identified as being influential to evaluation

utilization related to implementation dominated over factors related to uses for
decision / policy setting.
Chandrakumara and Sparrow (2004)24 In their article Work
Orientation as an Element of National Culture and Its Impact on HRM Policy
Practice Design Choices Found that culture has crucial importance in
organisations preferences in developing appropriate structure and methods for
HR practices affectivity. Industry/Sector Characteristics: Organisations can be
classified into manufacturing and service organisations for the purpose of
analyzing the HRM practices. The idea behind this classification is the fact that
different production processes necessitates different HR practices.
Tsaura and Lin (2004)25Empirically explored the relationship among
Human Resource Management Practices; Service Behavior and Service Quality
in the Tourist Hotels. The results indicated that HRM practices had partially a

23

Bober, Christopher F. Bartlett, Kenneth R. Use of Training Program Evaluation in Corporate

Universities Human resource development quarterly.- Malden, Mass Wiley, ISSN 1044-8004, ZDBID 10890816. - Vol. 15.2004, 4, p.p. 363-384
24
Chandrakumara,A. and Sparrow,P.(2004), Work Orientation as an Element of National Culture and
Its Impact on HRM Policy Practice Design Choices, International Journal of Manpower,Vol.25,
No.6,pp.564-589.
25
Tsaur S.H., Lin Y.C. (2004), Promoting service quality in tourist hotels: the role of HRM practices
and service behavior Tourism Management 25 (2004) 471481.

88

direct effect on customer perceptions of service quality and an indirect effect

through employees service behavior. This means that service behavior only
partially mediates the relationship between human resource management
practices and service quality.
Aniruddha Bannerje (2004)

26

In his research Employee Training:

Strategic approach tobetter ROI, has stated that the employee training
represents a significant expenditure for most organisations; yet, for the
majority, it fails to achieve the best possible results, because, training is viewed
tactically rather than strategically. Training that makes people feel warm and
good is not necessarily effective training. Training can, however, provide
extraordinary improvements in the organisation. The key to getting the best
returns on investment from training is to view it strategically rather than
tactically.
Maheshwari (2005)27Conducted a study to find out the commitment of
health officials and its implications for HR practices in Maharashtra. The study
suggests that the district health officials do not share a strong emotional bond
with their department. The state needs to reform its Human Resource
Management practices effectively strengthen the functioning of the health
system. The study also suggests that investing in development of multiple
strategies for the growth and career development of health professionals is
required.
R.K. Sahu (2005)28Is the Founder Director of Human Resource
Development Centre, New Delhi, in his text book Training for Development;
all you need to know states about the training or retraining in Indian
26

Aniruddha Bannerje, Employee Training: Strategic approach to better ROI, Training

&Management, Vol III issue 2, 2004, pp 56 59.
27
Maheshwari S, Bhat R and Saha S., (2005), Human Resource practices and commitment of senior
officials in health system: Reflections from a progressive state in developing economy, Research and
Publications, Indian Institute of Ahmadabad, W.P.No. 2005-09-02.
28
Sahu R.K (2005): Training for Development, all you need to know: Excel Books, New Delhi 110
002.

89

Companies. He pointed that in a large number of companies the training

culture is totally missing.

Training is no doubt costly but has greater

importance that has to be paid to the pay back.

Smeenk (2006)29Examined the factors which affect Organisational
Commitment among Dutch University Employees in two faculties with
different academic identities (separatist versus hegemonies,). The analysis of
data reveals that in the separatist faculty decentralization, compensation,
training/development, positional tenure and career mobility have significant
effects. Age, organisational tenure, level of autonomy, working hours, social
involvement and personal importance significantly affects the employees
organisational commitment in the hegemonies or dominance faculty.
Participation, social interactions and job level are factors that are important in
both faculties.
Wang, Greg G, Wilcox, Diane (2006)30In their article Training
Evaluation: Knowing more than is Practiced, examines the training
programmes evaluation which is divided into two categories - the formative
and the summative evaluation. Formative evaluation is intended to provide
information for the improvement of programme design and development while
summative evaluation is centered on training outcomes to identify training
benefits in the form of learning and enhance on-the-job performance.
Hassan (2006)31Measured, employees perception of HRD practices, to
explore whether ISO certification leads to any improvement in HRD climate

29

Smeenk S.G.A., Eisinga R.N., Teelken J.C. and Doorewaard J.A.C.M. (2006), The effects of HRM
practices and antecedents on organisational commitment amonguniversity employees, International
Journal
of
Human
Resource
Management,
Vol.17,No.12,,pp.20352054
http://ics.uda.ub.rug.nl/FILES/root/ Articles/2006/SmeenkSGA-effects/36-EisingaRN-Effects-2006.pdf
(Assessed on 6/5/2009)
30
Wang, Greg G.; Wilcox, Diane, Training Evaluation: Knowing More than is Practiced, Advances
in Developing Human Resources, Vol. 8 Issue 4, 2006, pp528 539.
31
Hassan A., Hashim J. and Ismail A. Z (2006) Human resource development practices as
determinant of HRD climate and quality orientation, Journal of European Industrial
Training,Vol.30,No.1,pp 4-18

90

and examined the role of HRD practices on employees developmental climate

and quality orientation in the organisation. They found that ISO certified
companies obtained higher level of HRD variables as compared to others.
Organisations with better learning, training and development systems, reward
and recognition, and information systems promoted a favorable HRD climate.
Quality orientation was predicted by career planning, performance guidance
and development, role efficacy and reward and recognition system.
Chand and Katou (2007)32Conducted a study to investigate whether
some specific characteristics of hotels affect organisational performance in the
hotel industry in India; and to investigate whether some HRM systems affect
organisational performance .They found that hotel performance is positively
associated with hotel category and type of hotel and hotel performance is
positively related to the HRM systems of recruitment and selection, manpower
planning ,job design ,training and development ,quality circle, and pay system.
Rao S.A. (2007)33 Illustrates on the effectiveness of Performance
Appraisal Systems across Indian Industrial Sector

with reference to ten

manufacturing companies viz Bhiwani Textiles, Staple Fibres, Chemical

Industries, Grasim Cements, Jayashree Textiles, Birla NGK Insulators, Indian
Aluminium Industries Ltd., Essel Mining Industries, Hi-tech Carbon Industries
and Management Services Cell. His findings reveals that for all organisations
studied, the entire process of performance planning including individual goal
setting, linkage to organisational effectiveness and communication by superior
is not treated as a potentially serious exercise, resulting in role ambiguity and
lack of efforts.

32

Chand M.and Katou A.(2007) The Impact of HRM practices on organisational performance in the
Indian hotel Industry,Employee Relations,Vol.29, No.6, pp 576-594.
33
Rao, A. S. (2007). Effectiveness of performance management systems: an empirical study in Indian
companies. The International Journal of Human Resource Management, 18(10), 1812-1840.

91

Petrescu and Simmons (2008)34Examined the relationship between

HRM practices and Workers overall Job Satisfaction and their Satisfaction with
Pay.
Chew and Chan (2008)35 Examined the impact of HR practices on
permanent employees organisational commitment and their intention to stay
and found that organisational commitment was positively affected by personorganisation fit, remuneration, recognition, and an opportunity to undertake
challenging employment assignments. The intention to stay was significantly
related to person-organisation fit, remuneration recognition, training and career
development. Further, they found that training and career development was not
significantly

related

to

organisational

commitment

and

challenging

assignments was not significantly related to intention to stay.

Gopalan S. (2009)36details a brief case of Birla Cellulosic, Kharach
(Aditya Birla Group Company) on the process of Training and Development.
The organisation has a training need identification process called Your
development is my Concern, wherein employees fill a structured form
detailing

identified

training

needs

after

due

discussion

with

his

supervisor/mentor. This study highlights a major lacuna in the Training and

Development process across Indian manufacturing organisations; that of
linking the Training and Development process to business results objectively.
Vanhala and Ahteela (2011)37In their study found that employee trust
in the whole organisation is connected to perceptions of the fairness and

34

Petrescu Alina Ileana & Simmons Rob (2008), Human resource management practices and workers
job satisfaction, International Journal of Manpower, Vol.29,No.7,pp.651-667.
35
Chew Janet & Chan Christopher C.A (2008), Human Resource Practices, Organisational
Commitment an Intention to Stay, International Journal of Manpower,Vol.29,No.6,pp.503-522.
36
Gopalan, S. (2009).Training and Development at Birla Cellulosic. In: G. Jegadeesan (Ed.), Industrial
sector in India (HR Issues and Practices). Hyderabad, ICFAI University Press, 142-147.
37
Vanhala M and Ahteela R., (2011), The effect of HRM practices on impersonal organisational
trust, Management Research Review,Vol. 34 No. 8,,pp. 869-888

92

functioning of HRM practices. Such practices can therefore be used in order to

build the impersonal dimension of Organisational trust.
Nayaab H H, Hamid M, Naseer F, Iqbal M (2011)38It has been found
that HRM practices contribute to the enhanced banks performance. Further, the
result indicated that HR practices like training, employee participation in
decision making was found significantly related with banks performance.
Bamel, U. K., Rangnekar, S. and Rastogi, R. (2011)39 This study
contributes to understanding the managerial effectiveness perception of
executives in Indian organisations by assessing and validating the related
constructs, that have been developed and standardised outside India.
Employing a Western scale, a diverse sample was collected from executives of
organisations functioning in India
Benjamin Akinyemi (2011)40This study assesses the nature of
developmental environment in two leading Rwanda based telecommunication
and insurance companies. It also attempts to understand the differences
between the Telecommunication industry and the Insurance industry with
respect to their prevailing Developmental Climate along the three dimensions
of HRDC. According to the findings, the prevailing HRDC within both
organisations is congenial. However, results show that the developmental
climate in the telecommunications company is more favorable than that of the
insurance company.

38

Nayyab H H, Hamid M , Naseer F, Iqbal M., (2011), The Impact of HRM practices on the
Organisational performance :The study of banking sector in Okara, Punjab Paki stan),
Interdisciplinary Journal Of Contemporary Research In Business, Vol. 3, NO. 3,pp. 661-672.
39
Bamel, U. K., Rangnekar, S. & Rastogi, R. Managerial Effectiveness in Indian Organisations:
Reexamining an Instrument in an Indian Context, Research and Practice in Human Resource
Management, (2011). 19(1), 69-78.
40
Benjamin Akinyemi (2011) An Assessment of Human Resource Development Climate inRwanda
Private Sector OrganisationsInternational Bulletin of Business Administration , ISSN: 1451-243X
Issue 12 (2011)

93

Dr.Manisha Seth and Dr. Deepa Sethi (2011)41In their article reviles
Human Resource Outsourcing: Analysis Based On Literature Review focuses
on different types of HR outsourcing and the factors which need to be
considered before a company goes for outsourcing of Human resource
Functions.
Dr.Muhammad Tariq Khan Dr. Naseer Ahmed Khan Khalid
Mahmood (2012)42In their paper entitled An Organisational Concept of
Human Resource Development How Human Resource Management Scholars
View HRD. HRD is an important topic of present time. It is considered by
management professionals, as sub discipline of HRM, but many researchers
have, broadened the scope and integrated the concept of HRD by looking it
from socio economic angle and giving it other dimension such as physical,
intellectual, psychological, social, political, moral and spiritual development.
Sanaya Khanna (2013)43In his study Human Resource Challenges
and Opportunities in Indian Railways Service sector in India which consists of
a wide variety of services such as electricity and water supply, road, rail and air
transport, hospitals, police, postal department, call centers etc., is a real
challenge for HRD. Indian Railways is the backbone of service sector and one
of the biggest employers in India. The network of IR is very vast, spread all
over India. Due to this widespread network, it brings in its fold people from
different origins and of different workforce profile working together under one
roof. This necessitates the prevalence of different HR practices in order to deal
with them effectively so that their full potential may be explored.

41

Dr. Manisha Seth and Dr. Deepa Sethi Human Resource Outsourcing: Analysis Based On Literature
Review, International Journal of Innovation, Management and Technology, Vol. 2, No. 2, April 2011,
pp 127-129.
42
Muhammad Tariq Khan Dr. Naseer Ahmed Khan Khalid Mahmood (2012), An Organisational
Concept of Human Resource Development How Human Resource Management Scholars View
HRD.Universal Journal of Management and Social Sciences, Vol. 2, No.5; May 2012.
43
Sanaya KhannaHuman Resource Challenges and Opportunities in Indian RailwaysIndian Journal
Of Research, Advance Access publication 18 July. 2013, pp 07-12

94

3.2 STATEMENT OF THE PROBLEM

It is evident from the above review of literature that the study on HRD
in South Central Railway Secunderabad has not undertaken, so far on an
extensive scale.

Therefore, the present study on Human Resource

Development in Services Sector: (A Case Study of South Central Railway), is

undertaken to fill the existing gap. Since the HRD, is a multi-faceted subject, it
demands a close study of the inter-related sub-systems. Human resource
development is essential for service organisations growth and development. It
ensures organisations effectiveness.
3.3 OBJECTIVES OF THE RESEARCH:
The following objectives have set to carry out the present study
1) To study the Human Resource Development in South Central
Railway.
2) To review the Human Resource Development policy and
practices prevailing in South Central Railway.
3) To evaluate the Human Resource Development strategies adopted
by the South Central Railway.
4) To study the tools and techniques adopted for providing training
5) To study the HRD Culture and Climate in SCR
6) To know the methods adopted for the performance appraisal of
employees in South Central Railway.
7) To know employees expectations for a new welfare facilities and
QWL.
8) To summarize the findings and make suitable suggestions in the
light of the findings of the study.

3.4 SCOPE OF THE STUDY

The scope of this study does not permit inclusion of all the railway
zones. Since, the time and resources available to undertake the study of HRD

95

are limited; the scope of the study does not permit inclusion of all zones of
Indian Railways. Therefore, the study is confined to the South Central Railway
only. The main focus of research is on critical variables of HRD fabric viz
HRD Practices; HRD Culture and Climate; Training and Development;
Performance Appraisal; Career Planning; Motivation; Employee Welfare and
Quality of Work Life prevailing in SCR.
3.5 METHODOLOGY:
This is an exploratory and analytical case study. The methods adopted to
collect research data are:
1. Personal interview with the help of interview schedule.
2. Introspection
3. The study has made use of both primary and secondary source of data.
The primary source includes data collected through structure interview
schedule; personal observation and formal discussion with the
employees of SCR. The secondary sources of data include reports
published by SCR. General Managers Annual Reports, Indian Railways
Annual Reports, Year Books, Magazines, Pamphlets and other
publications by zonal office of the SCR. The data is also extracted from
the various section officers of SCR.
3.6 METHOD OF ANALYSIS:
Since the research has leaned so heavily upon personal interview, the
question of the reliability of evidence as a basis for forming opinions and
drawing conclusions is crucial. The researcher was acutely aware of this
problem. The only way to rely upon her own judgment as to the qualifications
and knowledge of the individuals with whom she talked, as to the perspective
from which their view point under consideration and as to the reasonableness
of their observation and criticisms, by continued cross checking of the
information gathered from one interview against that gained from another and
by checking interview material against that derived from various other sources
96

described, the researcher established to her own satisfaction the adequacy of

the evidence gathered as a basis for forming the opinions presented in this
study.
3.7 SAMPLE SIZE:
In view of the need for the study and intensity of the problem it was felt
that the study should be at least zonal level. Under this research work, a
comprehensive questionnaire was issued to 400 employees belonging to
different levels, with the object of eliciting their opinion in respect of various
HRD subsystems prevailing in SCR and to seek their suggestions to strengthen
the HRD activities in SCR.
Sample size in SCR
Divisions

Supervisory

Clerical

Managerial

Total

1. Secunderabad

58

35

10

103

2. Hyderabad

31

23

59

3. Vijayawada

41

30

79

4. Guntur

31

19

55

5. Guntakal

32

18

57

6. Nanded

25

17

47

Total

218

142

40

400

(Source: Field Investigation)

The sample of 400 employees representing over 0.45% of the total

employees at different stages of the hierarchy were selected on random basis.

3.8 PERIOD OF STUDY:

The present study covers a period of one decade from 2002-2003 to
2012-2013.

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3.9 STATISTICAL TOOLS USED:

The data collected through field investigation has been edited, coded,
classified, tabulated, analysed and interpreted by applying statistical tools, such
as percentage, Chi-square test. The description of data is shown in terms of
number and percentage. The level of significance was fixed at 5 percent, less
than 5 percent was considered to be significant. Wherever necessary,
diagrammatic presentation has been made.

Statistical Analysis:
The Chi-Square test was applied to examine the difference between the
organisation and different variable.

Oi Ei 2
Ei

Oi = Observed frequencies
Ei = Expected frequency
.
.

Degree of freedom = (r-1) (c-1)

3.10 SIGNIFICANCE OF THE STUDY:

A very few studies have been made on Human Resource Development
in Services Sector. Therefore, an attempt is made to study HRD in South
Central Railway as a case study.
Economical, technological and social trends have created actual problem
and challenges for business and industry and consequently focused on HRD as
a key element in coping with these problems. The importance of HRD as a
catalytic agent of growth has been increasingly recognized which makes
necessary organisational effort to help the managers in adapting to the
emerging change of the environment. The need for HRD is all the more great in
service oriented institutions like transportation. The need for HRD in the

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transport sector has continuously grown because of an effective role they play
in socio-economic development.
In

this

research,

the

researcher

tried

to

give

appropriate

recommendations for the application of HRD policies and practices to the

progress and growth of South Central Railway employees. Also the researcher
tried to show the practical and scientific solutions for improving the abilities,
knowledge and skill of the employees of South Central Railway. SCR, henceforth, will be able to plan on the application of HRD mechanisms according to
its needs and potentialities of its strengths. The emphasis of this study is on the
application of HRD principles and practices to SCR Human Resource
Development.
3.11 LIMITATIONS OF THE STUDY:
Since time and cost constraints do not permit an individual to take all
zones of Indian Railways. The present study is confined to only South Central
Railway.
Time was the main limitation responsible for restricting the scope of the
study.
During the survey, the researcher encountered number of problems for
collecting data from individuals. The primary data has some limitations.
In many cases the respondents were too busy to respond to the
questionnaire.
Some of the employees were bit biased and reluctant to give extra
information.
Many of the respondents were hesitant to give their opinion in respect of
their experience in the work place.
Findings, Suggestions and Conclusions are based on opinions of the
respondents.

99

Nevertheless, every effort has been made to collect information as much

as possible to make objective assessment of the study.
3.12 CHAPTER SCHEME:
The study is divided into Five Chapters

Chapter-1: Discusses Introduction, Historical Background of Indian Railways

and Profile of South Central Railway.
Chapter-2: Gives an overview of HRD; which includes Introduction,
Characteristics of HRD, Scope of HRD, Objectives of HRD, Benefits of the
HRD, Evolution of the Concept of HRD, HRD Matrix, HRD Process, HRD
Outcomes, Organisational Effectiveness, HRD Mechanisms, Performance
Appraisal, Potential Appraisal, Career Planning, Training and Employee
Development, Organisational Development, Rewards, Employee Welfare and
Quality of Work Life.
Chapter-3: Discusses the Design of the Study, which includes Introduction,
Review of Literature, Statement of the Problem, Objectives of the Research,
Methodology, Sampling, Tools and Techniques of the data Collection, Period
of the Study, Scope and Limitations of the Study and Format of Presentation.
Chapter-4: Discusses HRD Practices in SCR which includes
4.1

HRD Climate in SCR which includes:

4.2

Training and Development System

4.3

Performance Appraisal System and Employee Motivation

Practices in SCR

4.4

Employee Welfare Measures and Quality of Work Life in SCR.

Chapter-5: Gives the Summary of the Research Findings, Schemes of

Recommendations and Future Directions of Research.

100