By:Dr. S Mufeed Ahmad

Department Of Management Studies

The University of Kashmir

HRD CLIMATE IN HIGHER EDUCATION

A TOOL FOR PERSONALITY DEVELOPMENT

Don't compare yourself with any

one in this world.

If you compare, you are insulting

yourself.

No one will manufacture a

lock without a key.

Similarly God won't give problems without

solutions.

Life laughs at you

when you are

unhappy...

Life smiles at you when you are happy...Life salutes you when you make others happy...

Every successful person has a painful story.

Every painful story has a successful ending.

Accept the pain and get ready for success.

Easy is to judge the mistakes of others.Difficult is to recognize our own mistakes.

It is easier to protect your feet with slippers than to cover the earth

with carpet.

No one can go back and change a bad beginning;

But anyone can start now and create a successful ending.

If a problem can be solved, no

need to worry about it.

If a problem cannot be solved what is the use of worrying?

If you miss an

opportunity don't fill the

eyes with tears.

 It will hide another better opportunity in front of you

"Changing the Face" can change nothing.But "Facing the Change" can change everything.

Don't complain about others;Change yourself if you want peace.

Mistakes are painful when they happen.

But year's later collection of mistakes is called experience, which leads to success.

Be bold when you looseand be calm when you win.

Heated gold becomes ornament.  Beaten copper becomes wires.  

Depleted stone becomes statue.  So the more pain you get in life you

become more valuable.Best Regards from Goldie Motwani

The Human Resource Cycle

SELECTION APPRAISALPERFORMANCE

REWARD

DEVELOPMENT

HRD

HRD is the modern day buzz word.Various people understand it variously. Most don’t understand it at all. To the latter class, HRD is a distant idea, something that only managers and organisations should be worried about. But few realise that HRD is as basic as a mother teaching her toddler to brush.

Conditions to achieve objectives of a“Programme of an Organisation”

1. The goals or objectives should be clearly stated and preferably in observable and measurable terms.

2. The activities or tasks required to be performed for achieving the goals should be exhaustively identified and listed and to be known to each person or employee who is expected to perform these activities

3. Each person or employee should have the capabilities or competencies required to perform these activities. If he/she does not have them, he/she should be helped to acquire these competencies.

4. Periodically the list of activities, their appropriateness to achieve the goals, and competencies needed and existing in the employees should be identified &w competencies (KASH) should be developed on continuous basis.

Human Resource Development in the Organisational Context (OC)

HRD in the OC is process in which the employees of an organisation are continuously helped in a planned way to:

1.Acquire or sharpen their capabilities required to perform various obligations, tasks and functions associated with and related to their present or future expected roles;

2.Develop their capabilities as individuals so that they may be able to discover their potentialities and exploit them to full for their own and/or organisational development purposes; and

3.To develop an organisational culture where superior subordinate relationships, teamwork and collaboration among different sub-units are strong and contribute to the pride of the employees.

Objectives of the StudyThe study has been undertaken with the following specific

objectives:• (i) to examine the existing HRD climate in the Indian

universities;• (ii) to measure the satisfaction level of teaching and

non teaching staff of the universities towards existing human resource development practices.

• (iii) to compare HRD climate existing in different Indian universities;

• (iv) to analyze the perception of university employees towards different dimensions of the HRD climate in Indian universities; and

• (v) to suggest measures for improving the HRD climate in the Indian universities.

Sample features

The following nine sample Indian universities have been selected for studying the HRD climate

• Jawaharlal Nehru University, Delhi, (JNU)• Panjab University, Chandigarh. (PUC.)• Punjabi University, Patiala, (PUP.).• Aligarh Muslim University, Aligarh, (AMU)• Jamia Hamdard, New Delhi.(JH)• Jamia Millia Islamia New Delhi,(JMI)• University of Delhi, Delhi, (DU)• University of Jammu, Jammu Tawi ,(JU)• University of Kashmir, Srinagar. (KU)

S. No. Name of University

TotalTeaching staff

Total Non-teaching

staff*

Teaching staff

(sample)

Non-teaching

staff(Sample)

Total

1 Jawaharlal Nehru University, Delhi, (JNU)

400 28 55 11 66

2 Panjab University, Chandigarh. (PUC) 632 38 69 11 80

3 Punjabi University, Patiala, (PUP)

380 25 63 13 76

4 AligarhMuslimUniversity,Aligarh,(AMU)

1130 44 67 8 75

5 Jamia Hamdard, New Delhi.(JH) 158 22 44 6 50

6 Jamia Millia Islamia New Delhi, (JMI)

290 20 36 3 39

7 University of Delhi, Delhi, (DU) 665 33 44 10 54

8 The University of Jammu, Jammu Tawi,(JU)

262 30 54 8 62

9 The University of Kashmir, Srinagar. (KU)

260? 22 41 6 47

Grand Total (Sample)473 76 549

Exhibit I: Total Strength of Manpower and the Sample Selection

* indicates non-teaching staff from V.C up to the post of Assistant Registrar.

** Data noted down from the concerned officers.

Identification ofResearch

objectivesNeed for

Research

Identification of past

ResearchIdentification of Variables Perception

RelatedVariables

Follow up

AnalysisAnd

Interpretation

Perception of relatedand unrelated

Variables

Perce

ptio

n

tow

ard

sd

ep

en

den

t va

riab

les

Collection of

Data

Identification ofSecondary Data

Storing and

Data Analysis Pilot Study

Collectionof

data

QuestionnaireAdministration

Selection ofTools for

Collection ofPrimary Data

Sample Selectionprocedure

Perce

ptio

n

tow

ard

sin

dep

en

den

t va

riab

les

Achievement of Objectives

Exhibit 2: Research Approach & Methodology

Item No. Statements Mean Score Std. Dev.% Mean Score Rank

1 The University Administration goes out of its way to make sure that its employees enjoy their work.

2.57 1.05 39.25 1.0

2 The University Administration believes that the human resources are an extremely important resource and they have to be treated more humanly.

3.11 1.07 52.75 28.0

3 Development of subordinates is seen as an important part of their job by the authorities here.

3.03 1.11 50.75 21.0

4 The personnel policies in this University facilitate employee development.

3.07 1.06 51.75 24.0

5 The University Administration is willing to invest a considerable part of their time and other resources to ensure the development of the employees.

2.88 1.04 47.00 5.0

6 Senior Officials/HOD’s in the University take active interest in their juniors and help them learn their job.

3.01 1.08 50.25 17.0

7 Employees lacking confidence in doing their job are helped to acquire competence rather than being left unattended.

2.89 1.07 47.25 6.0

8 Officials/ HOD’s in the University believe that employee behaviour can be changed & the people can be developed at any stage of their life.

3.00 1.08 50.00 15.0

9 Employees in the University are helpful to each other. 3.27 1.02 56.75 36.0

10 Employees in the University are very informal and do not hesitate to discuss personal problems with their officers/ HOD’s.

2.97 1.08 49.25 13.5

11 The psychological climate in the University is very conducive for the employee interested in developing himself by acquiring new knowledge and skills.

3.25 1.09 56.25 35.0

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

3.11 1.03 52.75 28.0

Table 3: Employee Perception towards existing HRD Climate in Universities (N=549)

13 The University Administration makes efforts to identify and utilize potential of the employees.

3.90 1.07 72.50 38.0

14 Promotion decisions are based on the suitability of the promotee rater than on favoritism.

3.12 1.14 53.00 30.0

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

2.74 1.16 43.50 3.0

16 When an employee does good work, his officer/ HOD takes special care to appreciate it.

2.90 1.04 47.50 8.0

17 Performance appraisal reports in this University are based on objective assessment & on adequ-ate information & not on favoritism

3.11 1.11 52.75 28.0

18 Employees in the University do not have any fixed mental impressions about each other.

3.01 1.05 50.25 17.0

19 Employees are encouraged to experiment new methods and try out creative ideas.

2.92 1.12 48.00 10.0

20 When any employee makes a mistake, his officer/HOD treats him with understanding and help him to learn from such mistakes rather than punishing him or discouraging him.

3.15 1.08 53.75 32.0

21 Weaknesses of the employees are communicated to them in a non-threatening way.

3.08 1.10 52.00 25.0

22 When behaviour feed back is given to the employees, they take it seriously and use it for development.

2.97 1.04 49.25 13.5

23 Employees in the University take pains to find out their strengths and weaknesses from their officers/ HOD’s & their colleagues.

2.68 1.03 42.00 2.0

24 When employees are sponsored for training, they take it seriously and try to learn from the programme they attend.

3.40 1.01 60.00 37.0

25 Employees returning from training Programmes are given opportuni-ties to try out what they have learnt.

3.04 1.10 51.00 22.0

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

3.02 1.10 50.50 19.5

27 Employees trust each other in this University. 3.09 1.08 52.25 26.0

28 Employees are not afraid to discuss or express their feelings with their superiors.

3.02 1.05 50.50 19.5

29 Employees are not afraid to discuss or express their feelings with their subordinates.

3.06 1.04 51.50 23.0

30 Employees are encouraged to take initiative and do things on their own without having to wait for instructions from their superiors.

2.90 1.08 47.50 8.0

31 Delegation of authority to encourage juniors to develop handling higher responsibilities is quite common in this University.

2.85 1.07 46.25 4.0

32 When seniors delegate authority to their juniors, the juniors use it as an opportunity for development.

3.24 1.04 56.00 34.0

33 Team spirit is of high order in this University. 3.01 1.12 50.25 17.0

34 When problems arise, people discuss these problems openly and try to solve them rather keep accusing each other behind the back.

2.90 1.08 47.50 8.0

35 Career opportunities are pointed out to juniors by senior officers/ HOD’s in the University.

2.96 1.10 49.00 12.0

36 The University’s future plans are made known to the administrators/ HOD’s to help them develop their juniors and prepare them for future.

3.15 1.11 53.75 32.0

37 The University, ensures employees welfare to such an extent that the employees can save a lot of their mental energy for work purposes.

2.95 1.07 48.75 11.0

38 Job rotation in this University facilitates employee development.

3.15 1.13 53.75 32.0

Total 3.01 0.65 50.25

Note: a) Mean score 1.00 signifies not at all present, 2.00 rarely present, 3.00 sometimes present, 4 mostly present and 5 always present ( Ideal condition)b) Rank 1 assigned to lowest mean score value and rank 38 assigned to highest mean score value.c) Higher mean score indicates more favourable perception of university staff towards the overall HRD climate in the Indian Universities and the lower mean scores

indicate the vice-versa.

Table : 5: HRD climate in Indian Universities

UniversitiesGeneral

climateOCTAPACE culture HRD Mechanisms Overall HRD climate

M %M M %M M %M M %M Rank

JNU 3.20 55.00 3.29 57.25 3.16 54.00 3.21 55.25 1

PUC 3.02 50.50 3.04 51.00 3.03 50.75 3.02 50.50 6

PUP 3.07

51.75 2.92 48.00 3.01 51.50 3.00 50.00 7

AMU 2.86 46.50 2.91 47.75 2.85 46.25 2.87 46.75 8*

DU 3.16

54.00 3.20 55.00 3.17 54.25 3.17 54.25 2

JMI 3.03 50.15 3.14 53.50 3.00 50.00 3.06 51.50 5

JH 3.05

51.25 3.13 53.25 3.07 51.75 3.09 52.25 4

JU 3.19 54.75 3.01 50.25 3.12 53.00 3.11 52.75 3

KU 2.49

37.25 2.57 39.25 2.55 38.75 2.55 38.75 9*

* Poor HRD climate

BehaviouralTraining

Performance Appraisal Management system

Feedback and Counseling Training and

Development

Employee Participation

Career Planning and Development

Quality of Work Life

OD Techniques

Grievances Mechanism

Job Enrichment

HRD MECHANISMS

MINISTERIAL STAFF

OFFICERS and TEACHERS

HRD DEPARTMENT

Job Rotation Job Enlargement Reward Mechanism

HRD Mechanisms for Managers and Non-Managers

An easier look at HRD systems / instruments in some Indian organisations

S.NoName of the Org

Year of

starting HRD

Initiating Emphasis Indicators of Success

1. IIMA 1971

Self assessment, bottom up appraisal, Behavioural training, Who am I Exercises

Overall improvement in HRD climate, Surpassing of Academic excellence and contributions

2. SBI 1972

Performance Appraisal, Counselling, potential appraisal, job rotation

Involvement of Top Management and high HRD climate

3.Philips

Ltd1972

Role Analysis exercise, Potential appraisal and development

Helped to identify STAR and problem child employees and ways for development.

4. TISCO 1972

Hot Stove Rule for Discipline, Grievance Mechanism, open Appraisal System

Recognition of bottom up appraisal and culture of Trust. (Contd……….)

An easier look at HRD systems / instruments in some Indian organisations

5 IDM 1973Performance Appraisal, Training

and developmentContinued Top Management

Support

6. L&T 1975Team Development, Self Assessment, Feedback, Performance Appraisal

Continued Top Management Support

7. LIC 1980Performance Appraisal, Problem Solving and meeting challenges.

HRD is at a very high level.

8. BHEL 1981 Problem Solving, Creativity.Several suggestions implemented.

9. Voltas 1982Counselling, Problem Solving, Creativity Exerises

Several suggestions implemented, overtime &absenteeism controlled.

10. SAIL 1985Performance Appraisal, Training, Job Rotation, Potential appraisal

All personnel decisions being taken using dat generated from HRD

Multiple Appraisal Assessment (360º Appraisal)

SELF APPRAISAL

PEERSAPPRAISAL

HEAD

EMPLOYEE OR

FACULTY MEMBER

DEANOR

HEADS BOSS

Bottom upAPPRAISAL

Behavioural Training as Tool for Development – Petrofils Experience

• The Training Programme– Module I: Increased shop floor effectiveness –

The TA Model– Module II: Creativity in the industrial set-up.– Module III: Productivity techniques and team

building

Behavioural Training as Tool for Development – Petrofils Experience

• Improvements achieved:– At place of work

• Improved behaviour with colleagues and boss• Feeling of (This is our work rather than not my work)• Reduced tendency of hiding own mistakes and highlighting• other mistakes• Avoid deliberate confrontation, increased interest in• suggestion scheme etc.

– At Home• More interest in family affairs.• Increased awareness of needs of wife & children etc.

Four (4) aspects of the“Human Personality”

KNOWN TO SELF

NOT KNOWN TO SELF

KNOWN TO ACQUAINTANCES (Known to others)

PUBLIC PERSONALITY(FREE AREA/ARENA)

BLIND SPOTS(Blind Area)

NOT KNOWN TO ACQUAINTANCES (Not Known to others)

PRIVATE PERSONALITY (Hidden Area/Closed)

UNKNOWN PERSONALITY(Dark Area)

THE JOHARI WINDOW

KNOWN TO SELF

UNKNOWN TO SELF

Known to others

AREA OF FREE ACTIVITY

BLIND SPOT

Unknown to others

FAÇADE(MASK)

UNKNOWN

How to Appraise PotentialHow do Philips, Glaxo and Cadbury evaluate and reward managerial potential besides performance.

PROBLEM CHILDREN

STARS

PLANNED SEPARATION

SOLID CITIZENS

LOW

LOW

HIGH

HIGH

POTENTIAL

PERFORMANCE

A THE PHILIPS MODEL

(THE BENCHMARKS)

The Following feelings of training policy should imbibe in the personnel:

InvolvedWantedHeardPart of wholeAppreciatedTeam-mate not subordinate

I AmOrganisations should groom employee’s feelings• I need / needed training

• I was / am asked

• I was / am heard

• I was / am given

• I learnt / learn

• I was / am appreciated

Outcome of T & D programme on value for value based system

THINK &

THANK