Human Resource Development & its impact on organizational effectiveness

synopsis

For the degree of PhD in Business Administration

Under the guidance of:
DR. SASMIT PATRA Assistant Professor JSBS

Research Scholar:
A.N.K. BARA 11PHDM108

INTRODUCTION

INTRODUCTION

HRD is a process by which the employees of an organization are helped in a continuous and planned way to acquire capabilities required to perform various functions associated with their present or expected future roles ,develop their general capabilities as individuals and discover their own potentials, develop an organizational culture in which superior sub ordinate relationship, teamwork and collaboration among subunits are strong and contribute to professional well being

NEED FOR THE STUDY

Implementing a strategy

Implementing a new policy

Effecting organizational change Changing an organizations culture Meeting change in the external environment Solving particular problem

SCOPE OF THE STUDY

The scope of HRM is very wide: 1. Personnel aspect 2. Welfare aspect 3. Industrial relations aspect

JUSTIFICATION OF STUDY
human resources may set strategies & develop policies, standards, systems & processes that implement these strategies in a whole range of area.
1. Recruitment & selection 2. Employee record keeping & confidentiality

3. Organization design &development

4. Performance, conduct & behavior management 5. Industrial & employee relation

6. Human resources analysis & work force personal data management

7. Compensation & employee benefit management 8. Training &development (learning management)

9.Employee management & moral-building

HYPOTHESIS

Null Hypothesis (H0) - Human Resource Development practices can be positively impact on organizational effectiveness.

Alternative Hypothesis (Ha) - Human Resource Development practices do not be positively impact on organizational effectiveness.

REVIEW OF LITERATURE

REVIEW OF LITERATURE

Richard J. Torraco (December 2008) the influence of HRD research and practice in organizations and society will continue to grow. Lila Lenoria Carden and Toby Marshall Egan (September 2008) As human resource development (HRD) efforts increase in scope, complexity and link to increasing numbers of key stakeholders, so do demands for careful and systematic execution of HRD implementation. Jia Wang, Holly M. Hutchins, and Thomas N. Garavan (March 2009) Crisis management has been a largely overlooked territory in human resource development (HRD) despite the increasingly recognized impact of organizational crises on the individual and organizational performance

 William M. Rivera and Gary E. Alex (December 2008) Greater commercialization of agricultural systems and increasing trade liberalization dictate the need for better capacity on the part of the agriculture workforce in the 21st century.

Alan Clardy (December 2008) The resource-based theory of organizational performance emphasizes the sustained competitive advantages gained from production capabilities that are rare and hard to imitate.
Brian A. Altman and Mesut Akdere (December 2008) A construct and model of performance inhibiting workplace dynamics is introduced to conceptualize the adverse consequences on performance and quality of certain interpersonal interactions in the workplace and behavioral instructions leading to double binds.

 Ji Hoon Song and Thomas J. Chermack (December 2008) The purpose of this article is to examine the link between individual learning processes and continuous organizational knowledge formation through an integrated literature review of these perspectives from both academic and practical viewpoints.
Donald Vredenburgh and Rita Shea-Van Fossen (March 2010) The human species possesses psychological attributes derived from evolutionary natural selection. Melissa Peretz and Peter McGraw (March 2011) This research charts the evolution of human resource development (HRD) in Australian organizations over a critical 13-year period and analyses the effect of the company size, industry sector and ownership pattern on HRD practices.

 Thomas N. Garavan David McGuire and David ODonnell (December 2004) Levels of analysis perform an important function in framing research and practice in human resource development (HRD).
Claretha Hughes (March 2010) This article proposes a people as technology (PT) conceptual model that introduces five key values providing connections of human resource development and technology development: location, use, maintenance, modification, and time. Susan A. Lynham and Peter W. Cunningham (February 2006) The problem and the solution. Synthesizing findings from five selected case studies reflective of high-transitioning countries in the developing world, this article proposes a number of comparative discoveries about the necessary role and nature of national human resource development in this context.

 Kenneth E. Paprock (February 2006) The problem and the solution. At present, there is no publication that brings together the experience of rapidly changing countries and their attempts at national human resource development. Wendy S. Becker, Jerry A. Carbo II, and Ian M. Langella (June 2010) This article integrates concepts of social responsibility and supply chain management with human resource development. Holly M. Hutchins and Jia Wang (June 2008) The problem and the solution. From the post-9/11 effect on financial and transportation industries to the corporate fraud scandals involving Enron and Tyco, organizational crises are a pervasive threat to organizational performance and sustainability. The purpose of this article is to explore the role of HRD in organizational crisis management.

RESEARCH METHODOLGY

AREA OF STUDY
Area of study will be Public Sector in Jhansi (U.P.) that is BHEL, Jhansi to maximize the utilization of human resources for the achievement of individual & organizational roles, to develop the sense of team spirit, team work, & inter-team collaborations, to develop the constructive mind & overall personality of the employees, to develop the organizational health, culture,& effectiveness

RESEARCH DESIGN
Descriptive research: Descriptive research studies are those studies which are concerned with describing the characteristic of a particular individual or a group. The design in such studies must be rigid and not flexible and must focus attention on the following:

Formulating the objective of the study

Designing the method of data collection Selecting the sample Collecting the data Processing and analysis of data Reporting the findings

DATA TYPE

Primary data: Primary data are those which are collected a fresh and for the first time and thus happen to be original in character.

Secondary data: Secondary data means data that are already available.

RESEARCH TOOL

A questionnaire is a series of questions asked to individuals to obtain statistically useful information about a given topic. When properly constructed and responsibly administered, questionnaires become a vital instrument by which statements can be made about specific groups or people or entire populations.

SAMPLE SIZE

Determination of sample size : we are taking a sample size of 200

Number of employees in BHEL, Jhansi (U.P)

2000

SAMPLING TECHNIQUE

Probability Sampling Simple Random Sampling Stratified Random Sampling

STATISTICAL TOOLS

MEAN MEDIAN MODE

STANDARD DEVIATION
STANDARD ERROR DEGREES OF FREEDOM CHI-SQUARE TEST

DATA TO BE COLLECTED

Both the Primary and Secondary data collection method were used in the project
HRD Plan

Job Classification System

Job Description Mission Performance Evaluation Recruitment

REFERENCE

Swanson, Richard A., Elwood F. Holton III (second edition 2009). "Foundations of Human Resource Development" Berrett-Koehler Publishers, Inc. Kothari C.R. (second edition 1990). "Research Methodology Methods & Techniques" New Age International (P) Limited, New Delhi.

Tiwari T.D. and Thakkar A. (second edition 2005). "New Dimensions on Human Resource Development" Wisdom Publications, New Delhi.
Frauke Kreuter, Stanley Presser, and Roger Tourangeau. "Social Desirability Bias in CATI, IVR, and Web Surveys: The Effects of Mode and Question Sensitivity". Public Opin Q (2008) 72(5): 847-865 first published online January 26, 2009 doi:10.1093/poq/nfn063 Allyson L. Holbrook, Melanie C. Green and Jon A. Krosnick. "Telephone versus Faceto-Face Interviewing of National Probability Samples with Long Questionnaires: Comparisons of Respondent Satisficing and Social Desirability Response Bias". Public Opin Q (2003) 67 (1): 79-125. doi: 10.1086/346010. Richard J. Torraco The Future of Human Resource Development Review December 2008 vol. 7 no. 4371-373, doi: 10.1177/1534484308324984, Published by SAGE.