HRD aims to provide the opportunities and resources to the individuals for fullest expression of their potential and focuses on the creation of values and culture which will conducive to the individual’s growth in the organizational context. The success of any Organisation is mainly determined by the skills, knowledge, ability, competency, motivation and moral of the employees. HRD is more personnel oriented rather than technological-oriented and believes that participation and communication would bring out greater commitment, efficiency and growth of the individuals in the organization. The employees who possessed the qualities as cited supra are the greatest assets of any organization. Bestowing an adequate opportunities and providing the right type of the congenial atmosphere in the organization, individuals can be exhibit full contribution to their potentials so as to achieve the goals of the organization effectively and efficiently and thereby ensuring the optimum utilization of the human resources. In order to achieve this, a ‘hale and hearty’. HRD climate is very much required. HRD climate helps the employees to acquire the required competencies which would enable them to execute their present and future expected roles and assists in developing their capabilities for better organizational performance. A congenial HRD climate in turn influences the culture prevalent in the organization, since climate is an outcome of the culture. Thus HRD climate works for the creation of an enabling organization and seeks to develop and manage human resources towards greater sharing of personal, social and economic values. Thus the success of HRD in an organization depends to a larger extent on the existence of a favorable and optimum level of HRD climate 1.
The term ‘climate’ is used to designate the quality of the co-operation, the development which conducive in turn the quality of the individual, the extent of member’s dedication or commitment to the organizational purpose and the efficiency with which that purposes becomes translated into results. Climate is an atmosphere in which the individual’s help, judge, reward, constrain and find out about each other. It influences the morale and attitudes of the individual toward his work and working environment.
HRD Climate and Organisational Climate
HRD climate is an integral part of the organizational climate. It can be defined as perceptions that the employee can have on the developmental environment of an organization. This developmental climate will have the following characteristics (Rao and Abraham, 1986):
- A tendency at all levels starting from the top management to the lowest level to treat the people as the most important resource.
- A perception that developing the competencies in the employees is the job of every manager/supervisor.
- Faith in the capability of the employees to change and acquire the new competencies at every stage of life.
- A tendency to be open in communications and discussions rather than being secretive (fairly free expression of feeling)
- Encouraging the risk-taking and experimentation.
- Making efforts to help the employees to recognize their strengths and weakness through feedback.
- A general climate of trust.
- A tendency on the part of the employees to be generally helpful and collaborate with each other.
- To build and maintain the Team Spirit.
- Tendency to discourage the stereotypes and favoritism
- Supportive personal polices.
- Supportive HRD practices including performance appraisal, training, reward management, potential development, job rotation and career planning etc.
Organizations will differ in the extent to which they have about these tendencies. Some organizations may have some of these tendencies, some others may have only few of these and few may have most of these. It is possible to work out the profile of an organization on the basis of these tendencies.
Ability, by and large sans any scepticism HRD climate contributes to the organization’s overall health and self-renewing capabilities, which in turn increase the enabling capabilities of the individual, dyads, team and the entire organization.
Need for HRD climate in the Organisation
Top to Bottom effort
Organization is considered to be complete organization after including top authority to bottom line of workers. And whenever we talk about development at organizational level, effort is needed from top level to bottom level. Top authority should not be think in their mind that their task is only to take decisions but they should also emphasized on proper implementation of decision by adopting various controlling techniques. Bottom level workers should have loyal mind-set towards their organization. Bottom level workers have to work with dedication. They should have realization that organization is their own organization2.
Motivator role of Manager and Supervisor
In order to prepare Human Resource Development Climate, Manager and Supervisor’s responsibilities are more or we can say that they are the key players. Manager and Supervisors have to help the employees to develop the competencies in the employees. To help the employees at lower level, they need to update properly and they need to share their expertise and experience with employees.
Faith upon employees
In the process of developing the HRD Climate, the employer should have faith on its employee’s capabilities. Which means whatever the amount is invested that should be based on development of the employees. Like-wise the Top management should also be trust the employees that after making huge effort to develop the employees, who in turn shall work for the well being of the organization and for human beings also.
Free expression of feelings
Whatever the Top management feels about the employees, they have to express the employees and whatever the employees think about the top management, they must be expressed. In other words we can say that there should not be anything to be hidden in the process of communication. Beyond any scepticism that clear cut communication process will certainly help to establish the HRD climate in the organization.
Feedback should also be taken regularly to know the drawbacks in the system. This will help to gain the confidence in the employees mind. Employee will trust on the management and they can express their opinion freely which will conducive for HRD Climate. Feedback will help to remove the weakness prevailed both in the employer and employees.
Helpful Nature of employees
Besides the above, the Nature of the employees should also be helpful for the management and for their colleagues. They should be always ready to help the consumers too.
Supportive Personnel Management
Personnel policies of the organization should motivate the employees to contribute more from their part. Top management’s philosophy should be clear towards the Human Resource and its well being to encourage the employees.
Encouraging and risk taking experimentation
Employees should be motivated by giving them authority to take decision. Though this concept is risky but gradually it will bring expertise in the employees to handle similar situation in future. It will also help to develop confidence in the employees mind. Organisation can utilize and develop the employees more by assigning risky task.
Discouraging Stereotypes and favoritism
Management need to avoid those practices which lead to favoritism. Management and Managers need to give equal importance. Those people who are performing well, they need to be appreciated and those who are not performing good, they need to be guided. Any kind of partial behaviour should be avoided. There must be feeling of belongingness among the employees and also willingness to work as a team.
For citing this article use:
- Rao, C. N. (2017). A study on impact of training and motivational programs on organizational climate.
- T.V.Rao (1985). “Integrated Human Resource Development System” in Goodstein D.Leonard and Pdeiffer J.William eds. The 1985 Annual Developing Human Resources. San Diego, C.A : University Associates. 227.
- M.B.Athreya (1988), “Integrated HRD System-Intervention Strategies”, in T.V.Rao, K.K.Verma, K.Khandelwal Anil, & E.Abraham (Eds). Alternative Approaches and Strategies of Human Resources Development Jaipur: Rawal: 378.