Human Resource Development (HRD), can be defined as a set of systematic and planned activities designed by an organization to provide its

members with the opportunities to learn necessary skills to meet current and future job demand. HRD is about the development of people within organizations. Other types of resources that organizations have at their disposal are physical resources (materials, facilities, equipment) and financial resources (cash, stock, bonds). The term human resources is normally used for the employees of an organization but it may also refer, for example, to the citizens of a country. The importance of HRD is often underlined in theory but overlooked in practice as it is difficult to measure the value of human resources using standard measures. One way to determine the importance of human resources is to calculate the cost to replace a valuable employee by recruiting, hiring, training and orienting a new employee. Development of people is a process that enhances people's knowledge, skills and competencies, and helps improve their behavior within the organization for both personal and professional use. This viewpoint is focused on the individual (individual development). At the same time, the aim of developing people within an organization is ultimately to benefit the organization, by fostering better organizational efficiency, improved competitiveness and increased profitability. Human Resource Development includes such opportunities as: 1. Employee training, 2. Employee career development, 3. Performance management and development, 4. Coaching, 4. Mentoring, 5. Succession planning, 6. Key employee identification, and 7. Organization development.

The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.

About Reliance Retail Ltd.

Reliance Retail Ltd. is a subsidiary company of Reliance Industries. Founded in 2006 and based in Mumbai, it is the largest retailer in India in terms of revenue. Its retail outlets offer foods, groceries, apparel and footwear, lifestyle and home improvement products, electronic goods, and farm implements and inputs. The companys outlets also provide vegetables, fruits and flowers. It focuses on consumer goods, consumer durables, travel services, energy, entertainment and leisure, and health and well-being products, as well as on educational products and services. It has a total of 1,466 stores in India with an area of approx. 9 million square feet.

Company profile
Type Founded Headquarters Subsidiary 2006 Reliance Industries Limited, Nariman Point, Mumbai, India Number of locations Area served Key people India Mukesh Ambani (Chairman and MD) Rob Cissell (CEO) Shawn Gray (COO) Revenue Parent 10800 crore(US$1.7 billion) Reliance Industries Limited 1466 retail stores(as of Mar 2013)

Divisions Website

Reliance Fresh, Reliance Digital www.ril.com

(Table 2: Reliance Retail Ltd. Profile)

Vision
With a vision to generate inclusive growth and prosperity for farmers, vendor partners, small shopkeepers and consumers, Reliance Retail Limited (RRL), a subsidiary of RIL, was set up to lead Reliance Groups foray into organized retail. Since its inception in 2006, Reliance Retail Limited (RRL) has grown into an organization that caters to millions of customers, thousands of farmers and vendors. Based on its core growth strategy of backward integration, RRL has made rapid progress towards building an entire value chain starting from the farmers to the end consumers. Reliance Retail continued to expand presence of its value and specialty formats. During the year, Reliance Retail opened 90 new stores spanning across 'value' and 'specialty' segments. In-store initiatives, wider product choice and value merchandising enabled the business to achieve robust growth during this period. Its presence in the optics business is in partnership with Grand Vision. 51 new stores were added during FY-11 taking the total presence to 100 stores across key markets in the country. The retail chain offers single brand optical products including Vision Express frames, lenses, contact lenses, sunglasses, solutions and accessories. For the very first time, consumers in India got the opportunity to experience Hamleys, which is considered to be the world's most wonderful toy shop. The brand was launched in India with opening up of 2 stores during the year. iStore by Reliance Digital is a one-stop-shop for all Apple products and services. There are 17 such stores currently operational.

Reliance Brands also announced exclusive licensing arrangement with two leading international brands:

Steve Madden, a leading designer, wholesaler and retailer of fashion-forward footwear and accessories for women, men and children.

Quiksilver, a leading outdoor sports lifestyle company to launch their core brands 'Quiksilver' and 'Roxy.

Across India, the Reliance Retail serves over 2.5 million customers every week. Its loyalty programme, Reliance One, has the patronage of more than 6.75 million customers.

Company Mission

Create value for all stakeholders Grow through innovation Lead in good governance practices Use sustainability to drive product development and Enhance operational efficiencies Ensure energy security of the nation Foster rural prosperity

Founders & current Board of Directors

Founder Shri Dhirubhai Ambani

Dhirubhai H. Ambani Founder Chairman Reliance Group December 28, 1932 - July 6, 2002 Dhirubhai Ambani founded Reliance as a textile company and led its evolution as a global leader in the materials and energy value chain businesses. He is credited to have brought about the equity cult in India in the late seventies and is regarded as an icon for enterprise in India. He epitomized the spirit 'dare to dream and learn to excel'. The Reliance Group is a living testimony to his indomitable will, single-minded dedication and an unrelenting commitment to his goals.

Board of directors
1.Shri Mukesh D. Ambani - Chairman & Managing Director 2.Shri Nikhil R. Meswani - Executive Director 3.Shri Hital R. Meswani - Executive Director 4.Shri PMS Prasad - Executive Director 5.Shri P.K.Kapil - Executive Director 6.Shri Ramniklal H. Ambani

7.Shri Mansingh L. Bhakta 8.Shri Yogendra P. Trivedi 9. Dr. D. V. Kapur 10.Shri M. P. Modi 11.Prof. Ashok Misra 12.Prof. Dipak C Jain 13.Dr. Raghunath Anant Mashelkar

Commitment
Reliance believes that any business conduct can be ethical only when it rests on the nine core values of Honesty, Integrity, Respect, Fairness, Purposefulness, Trust, Responsibility, Citizenship and Caring. The essence of these commitments is that each employee conducts the company's business with integrity, in compliance with applicable laws, and in a manner that excludes considerations of personal advantage. We do not lose sight of these values under any circumstances, regardless of the goals we have to achieve. To us, the means are as important as the ends. For Reliance Growth is care for good health Reliance's occupational health centers carry out pre-employment and periodic medical checkups as well as other routine preventive services. Specialized tests like biological monitoring, health risk assessment studies and audits for exposure to various materials are also performed. Health education and awareness form an integral part of the health care program at Reliance.

Growth is care for safety We believe that the safety of each employee is the responsibility of the individual as well as of the whole community of employees. Growth is care for the environment Reliance believes that a clean environment in and around the workplace fosters health and prosperity for the individual, the group and the larger community to which they belong. Environmental protection is an integral part of the planning, design, construction, operation and maintenance of all our projects. Growth is betting on their people Reliance builds with care a workplace that proactively fosters professional as well as personal growth. There is freedom to explore and learn; and there are opportunities that inspire initiative and intrinsic motivation. We believe that people must dream to achieve, that these dreams will drive the company's excellence in all its businesses. Reliance thinks, behaves, lives and thrives with a global mindset, encouraging every employee to reach his / her full potential by availing opportunities that arise across the group.

Growth is thinking beyond business As corporate citizens, we invest in social infrastructure, believing strongly that our business strength fuels our social contributions. To this end, Reliance encourages, funds and develops numerous education, health, human capital and infrastructure initiatives. These initiatives are undertaken through partnerships with non-governmental organizations, corporates and trusts.

2.8 Subsidiaries & Associates

Reliance Retail Reliance is gearing up to revolutionize the retailing industry in India. Towards this end, Reliance is aggressively working on introducing a pan-India network of retail outlets in multiple formats. A world class shopping environment, state of art technology, a seamless supply chain infrastructure, a host of unique value-added services and above all, unmatched customer experience, is what this initiative is all about. The retail initiative of Reliance will be without a parallel in size and spread and make India proud. Ensuring better returns to Indian farmers and manufacturers and greater value for the Indian consumer, both in quality and quantity, will be an integral feature of this project. By creating value at all levels, we will actively endeavor to contribute to India's growth. The project will boast of a seamless supply chain infrastructure, unprecedented even by world standards. Through multiple formats and a wide range of categories, Reliance is aiming to touch almost every Indian customer and supplier.

Subsidiaries of Reliance Retail limited are: 1. Reliance Fresh Limited 2. Retail Concepts & Services (India) Limited 3. Reliance Retail Insurance Broking Limited 4. Reliance Dairy Foods Limited 5. RESQ Limited 6. Reliance digital Retail Limited 7. Reliance digital Retail Limited 8. Reliance Hypermart Limited 9. Reliance Retail Finance Limited

10. Reliance Retail Travel & Forex Services Limited 11. Reliance Trends Limited 12. Reliance Wellness Limited 13. Reliance Brands Limited 14. Reliance Footprint Limited 15. Reliance F&B Services Limited 16. Strategic Manpower Solutions Limited 17. Reliance Gems and Jewels Limited 18. Reliance Integrated Agri Solutions Limited 19. Reliance Universal Ventures Limited 20. Reliance Lifestyle Holdings Limited 21. Reliance Autozone Limited 22. Delight Proteins Limited 23. Reliance Supply Chain Solutions Limited 24. Reliance Leisures Limited 25. Reliance Home Store Limited 26. Reliance Agri Products Distribution Limited 27. Reliance Food Processing Solutions Limited 28. Reliance Trade Services Centre Limited 29. Reliance Digital Media Limited 30. Reliance Loyalty & Analytics Limited

31. Reliance Retail Securities and Broking Company Limited 32. Reliance Vantage Retail Limited 33. Reliance Infrastructure Management Services Limited 34. Reliance People Serve Limited 35. Reliance Personal Electronics Limited 36. Reliance One Enterprises Limited 37. Reliance-Grand Optical Private Limited 38. Reliance Review Cinema Limited 39. Reliance Replay Gaming Limited 40. Reliance Nutritional Food Processors Limited 41. Reliance Petro Marketing Limited 42. LPG Infrastructure (India) Limited 43. Reliance Office Solutions Private Limited 44. Reliance Home Products Limited 45. Reliance Style Fashion India Limited 46. Reliance Styles India Limited

2.9 Functional units of the company

There are many functions in Reliance Retail ltd like, 1. Operational function Every company has operations in their company as it is the main function for any company. Which content all the activity like productions maintenances and many more like follow a. Human resource b. Information technology c. Finance or commercial d. Marketing e. Quality management f. Logistics

2. Category

In this department people will be segregated as per their needs and they will work in a respective department. For example- in reliance footprint there are many departments like a. MEN

b. WOMEN c. KIDS d. SPORTS e. SAFETY SHOES

Annual turnover of the company

It had a turnover of Rs. 3,71,119 crore in the financial year 2012-13. Approx. 56 per cent of this revenue came from its value and other segment that operates grocery chains Reliance Fresh, Reliance Super and Reliance Hyper. Reliance Retail has announced revenues of Rs. 3,474 crore for the first quarter of 2013, showing 53% jump from 2012. The company also reported operating profit of Rs. 70 crore for the same quarter.

Competitive advantage
Research & Development (R&D), Proprietary Technology Development, and Continuous Innovation drive RILs agenda for achieving growth and profitability, besides ensuring sustainability and helping the company take a leap in rural transformation. The Reliance Technology Group (RTG), RIL Groups integrated, central technology organization, helps create superior value by harnessing internal R&D skills and competencies and by innovating in emerging technology domains related to RILs various businesses. Besides participating in various collaborative projects in India and overseas, the RTG does research and development

work in cutting-edge technologies, such as fuel cells, carbon fibers, bio-fuels, and gasification of several types of feedstock, etc. The RTG also creates business value and competitive advantage for RIL by selecting, buying and customizing the right technology - at the right cost and at the right time - and is geared to meet the current and future needs of the company through some of the following initiatives: Identification of the technology needs of various businesses of the RIL Group and top-level coordination to ensure seamless technology integration across all businesses and manufacturing facilities Ensuring economies of scale and optimization of selected technologies through a high performance work culture, and on a real-time basis Maximizing value from current assets and creating new growth opportunities through a processcentric approach

Retail
Reliance Footprint received the Retailer of the Year Award in the Non Apparel and Footwear category at Asia Retail Congress 2010. Reliance TimeOut received the Retailer of the Year Award in the Leisure Category at Asia Retail Congress 2010. Vision Express was bestowed the 'Award 2010' for its contribution by the Netherlands India Chamber of Commerce and Trade in 2010. Reliance Trends received the 'Retail Marketing Campaign of the Year Award' at the Asia Retail Congress 2010. Reliance Trends received the 'Impactful Retail Design and Visual Merchandising of the Year Award' at the Asia Retail Congress 2010.

Objectives Of the study:

1. To analyze the training & development needs. 2. To help in developing the capacity to compete in the global economy. 3. To attract, develop, reward and retain a diverse and talented work force. 4. To motivate employees and improve their performance level.

5. To identify the performance gaps between the employees.

Research Methodology:
The research methodology is done through survey method.

The primary data is collected through sample questionnaires which are to be filled by the employees. Thorough analysis is done to decide whether the employees require 1. Internal training methods or 2. On the job training methods

Scope of the study :

HRD is broader and it consists of several sub-systems such as training and development, employee appraisal, counseling, rewards and welfare, quality of work life, etc. these are the areas within its scope.

Abstract
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 socioeconomic angle and giving it other dimension such as physical intellectual, psychological, social, political, moral and spiritual development. However HRM professional view it, in organizational context. And from HRM scholars viewpoint HRD in narrow concept consists of activities of training, education and skill building though all these terms themselves have meanings broader and deeper than their usual perceptions and in broader concept besides these activities also comprise activities like empowerment, awareness raising, team building, community mobilization and development, organization development, entrepreneurship development, sensitization and conscientisation, human resources planning and policies.

Introduction
Human Resource Development (HRD) is an important and very attention receiving discipline of present time. It is a relatively young academic discipline but an old and well-established field of practice (Swanson and Holton, n.d). Researchers have developed new theories and conceptual frameworks that address a broad range of phenomena of interest to the HRD profession (Torraco 2004). A key area of inquiry has been to try and figure out the current boundaries of HRD (Metcalfe and Rees, 2005) but defining HRD has not been so straightforward, and the writers and researchers are continuously debating the issue, and there seems to be no consensus, despite of the fact that numerous efforts have been made to define HRD (Haslinda 2009). According to Rao (1995) the scope of HRD is extended, at one side, to developing competencies of human resource by enhancing knowledge, building skill, changing attitude and teaching values, and at other side, creation of conditions through public policy, programs and other interventions to help people to apply these competencies for their own and others benefits and making things happen.

Defining HRD
HRD is considered by scholars of Business Administration as a sub discipline of Human Resource Management (HRM), concerned with developing productive skills by imparting training. HRM scholars, Werner and DeSimone (2006 p.5) defined Human Resource Development (HRD) as: A set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands. Haslinda-a (2009) expressed referring many studies that numerous attempts to define human resource development (HRD) by academics, researchers and practitioners have led to confusion in the literature, illustrating the elusive nature of this concept. The process of defining HRD is made still more difficult by the evolving nature of HRD; for example, the term HRD started out as simply training, and then evolved into training and development (T&D), and then into HRD. Confusion also arises over the purpose, the location and the intended beneficiary of HRD. This is further complicated by attempts to define HRD from an international or global perspective. The emerging field of national HRD (NHRD) have also been explored and debated and has had notable influence on the definition of HRD. Haslinda-a (2009) further narrated that a disagreement arises, with some authors arguing that it is not possible or feasible to provide a single definition of this concept. In reviewing the literature surrounding the meaning and understanding of HRD, a number of dimensions can be seen to be influencing the evolving and complicated nature of HRD. Haslinda-a reported, that Harbison and Myers offered the first definition of HRD in 1964. This definition is very broad in perspective, as it elaborates HRD in relation to culture, the economy and social and political contexts rather than individuals and organizations. They defined HRD as: HRD is the process of increasing the knowledge, the skills, and the capacities of all the people, in a society. In economic terms, it could be described as the accumulation of human capital and its effective investment in the development of an economy. In political terms, HRD prepares people for adult participation in the political process, particularly as citizens in a democracy. From the social and cultural points of view, the development of human resources helps to people lead fuller and richer lives, less bound to tradition. In short, the processes of

HRD unlock the door to modernization. According to Khan and Khan (2011) this definition, too much broadens and integrate the concept of HRD and makes it Integrated HRD. Haslinda-b (2009) also quoted definitions for HRD, proposed by other researchers and writers (i.e. Nadler & Nadler, 1970 and Werner & DeSimone, 2006). These definitions varied from the perspectives of an individual researcher or theorists to definitions of HRD by country. In Universal Journal of Management and Social Sciences Vol. 2, No.5; May 2012 38 addition, theorists have even tried to define HRD from a global and international perspective. Definitions from organizational point of view are listed below. A series of organized activities conducted within a specified time and designed to produce behavioral change (by Nadler and Nadler 1970) A set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands (Werner and DeSimone 2006) (Swanson and Holton, n.d) has also quoted definitions of HRD offered by some authors (McLagan; Gilley & England and Smith) as: HRD is the integrated use of training and development, career development and organizational development to improve individual and organizational effectiveness (McLagan). HRD is organized learning activities arranged within an organization to improve performance and personal growth for the purpose of improving the job, the individual, and the organization (Gilley and England), HRD is the process of determining the optimum methods of developing and improving the human resources of an organization and the systematic improvement of the performance of employees through training, education and development and leadership for the mutual attainment of organizational and personal goals (Smith) Byrne, (1999) is of the opinion that HRD is a function in an organization that provides opportunities for an individual worker to improve current and future job performance, while simultaneously best utilizing human capital in order to improve the efficiency of the organization itself. Ideally, well-developed and well-implemented HRD systems are integral to the companys strategic plan and benefit both the employee and the company.

Dimensions of HRD in Historical Perspective

Werner and DeSimone (2006) described HRD as a function of HRM. (Swanson and Holton n.d) asserted that it is easy to logically connect the origins of HRD to the history of humankind and the training required to survive or advance. While HRD is a relatively new term, trainingthe largest component of HRDcan be tracked back through the evolution of the human race. Metcalfe and Rees (2005) also expressed by quoting many studies that HRD is relatively a new field of academic study and there is no homogeneity in HRD intellectual inquiry and proliferation of global HRD. Research suggests that we should, at least, be starting to scratch the surface of the many socio-cultural variations that shape HRD philosophies and practices. According to Haslinda-b (2009) the origin of HRD was suggested to have started, in the USA during the advent of the Industrial Revolution, in 1800s. But some writers argued that the roots of HRD emerged in 1913 when Ford Motor started training its workers to produce mass production in the assembly line. Haslinda and Hiok (2009) by referring many studies narrated that researchers believe that the debates are complicated by the beliefs and understanding of individual stakeholders and HRD practitioners. Haslinda and Hiok are of the opinion that theorizing and modeling HRD worldwide is a complex task and varies between countries. Although somewhat debatable, several studies in both developed and developing countries have been undertaken to develop a descriptive framework of HRD practices. These studies found that the nature and extent of HRD varies from one country to another and is influenced by the economic, political, cultural, labor market and educational systems of each individual country. In an attempt to explain human resource development, numerous authors have debated the theoretical concepts of HRD, yet a distinctive conceptual and theoretical identity has not been established. Haslinda-a (2009) squeezing from many researches has concluded that most countries such as Russia, Germany and Korea equate HRD with training and development (T&D) and the main focus is on activities related to training. USA scholars have charted the intellectual history and origin of HRD within human development (psychology and education) and human capital (economics and management). In the United Kingdom scholars have highlighted the importance of culture, leadership and organizational learning as components of HRD processes. The terrain of HRD inquiry has thus perhaps always been multidisciplinary.

Jaishi (n.d) expressed that HRD has gained increasing application as a goal, and as a process in the developmental field. As a goal it is equated with the development of human capacity and up-lift of human aspirations. In terms of process, HRD involves activities related to education, training, empowerment, awareness raising, skills enhancement, team building, community mobilization and development, organization development, entrepreneurship development, sensitization and conscientisation, human resources planning and policies. In the Indian conceptof HRD (expressed in The National Concept of HRD), education and culture constitute the core of the strategy, however, it is not education in the narrow sense of schooling, but a broad concept encompassing health, nutrition, employment, science & technology, equality and special attention to weaker groups, education being used as an instrument of peoples development and access to opportunities and facilities in all these areas.

Organizational Concepts of HRD

Livingstone and Raykov (2005) quoting some studies analyzed that with the current expansion of the global economy and the fast-changing evolution of technology and innovation, organizations are facing an ongoing need for employee learning and development. As knowledge increasingly becomes a key factor for productivity, it has also become a currency for competitive success. Understanding factors that contribute to organizational learning and the transfer of knowledge to the workplace environment are essential to human resource development (HRD). The culture and environment of an organization can influence the types and numbers of learning-related events and employee job satisfaction as well as employee motivation to transmit newly acquired knowledge to the workplace context. (i) Organizational Narrow Concepts of HRD Fisher (2005) declared HRD as one of the more moral management functions, which is intended to help people to learn and develop. David Weir a professor of Intercultural Management in France is of the view that HRD uses training and development to identify, assure, and help to develop the key competencies that enable individuals to perform current or future jobs with planned individual learning accomplished through training, on-the-job learning, coaching or other means. HRD uses organization development as a focus for assuring healthy inter- and intra-unit relationships and

helping groups to initiate and manage change by facilitating individuals and groups to effectively impact on organization as a system. Haslinda-b (2009) Located the HRD by its functions and expressed that the function of HRD is to provide learning, education and training to the human resources selected and recruited. (ii) Organizational Broader Concepts of HRD Gulcin (2006) is of the opinion that HRD encompasses the broad set of activities that improve the performance of the individual and teams. Schmidt and Kunzmann (2006) revealed in holistic view on human resource development that HRD must be understood in a broad sense, incorporating formal training, self-directed learning, informal and collaborative learning activities. Egan, et al (2004) expressed with reference to (Kuchinke, 1996) that HRD has extended beyond a narrow concentration on training to include organizational and systems-level issues that influence the development of broad skill sets, abilities, and knowledge associated with learning in technical, social, and interpersonal areas. Metcalfe & Rees (2005) expressed by extracting from many studies that management and organizational writers have noted, the field of HRD has expanded beyond training and development to include a strong connection to corporate strategy, individual responsibility for learning, extension into team learning, incorporation of career development, an emphasis on internal consultancy, organizational learning and knowledge management and the nurturing of the intellectual capital of an enterprise. Swanson and Holton (n.d) expressed that HRD is a process of developing and unleashing expertise for the purpose of improving individual, team, work process, and organizational system performance. HRD efforts typically take place under the additional banners of training and development and organization development as well as numerous other titles. Two major realms of practice take place within HRD. One is organization development (OD); the other is training and development (T&D). OD focuses at the organization level and connects with individuals, while T&D focuses on individuals and connects with the organization. According to Schmidt and Kunzmann (2006) HRD must be understood in a broad sense, incorporating formal training, self-directed learning, informal and collaborative learning activities. The ontology should avoid an overly bias towards one of these forms, although it is clear that formal training is much better understood than informal and collaborative learning

activities, which is still subject of major research activities. Kumar (2005) expressed that HRD is not only training for operational skills but also includes behavioral skills as it ultimately aims to create an enabling culture wherein the capabilities are acquired, sharpened and used.

Purpose, Benefits and Importance of HRD

Haslinda-a (2009) expressed that behind the theoretical debates concerning the nature of HRD, there is a set argument pertaining to purpose of HRD. The purposes of HRD are said to influence the nature and extent of HRD activities being implemented. The purposes of HRD are centered on learning and performance perspectives, both benefiting the individual and the interests of shareholders. In a wider perspective, the purposes center on economic benefits, social benefits and the ethics of HRD. These points indirectly suggest that a reconciliation of the purposes of HRD centrally focus on training, development and learning within organizations for individual development to achieve business strategies and for the development of organizational competence. Yussof and Kasim (2003) revealed that the role of HRD is crucial, in promoting and sustaining growth and, HRD, in particular education and training, contributes significantly to economic development in terms of increased worker productivity and income. The economy becomes more productive, innovative and competitive through the existence of more skilled human capability. Swanson and Holton (n.d) asserted that organizations have been created by humankind and can soar or crumble, and HRD is intricately connected to the fate of any organization. Human capability. Swanson and Holton (n.d) asserted that organizations have been created by humankind and can soar or crumble, and HRD is intricately connected to the fate of any organization. Human expertise is developed and maximized through HRD processes and should be applied for the mutual long-term and/or short-term benefits of the sponsoring organization and the individuals involved According to Rao, (1995) human resource development holds the key for economic development by enabling people to become more productive, because economic development depends upon level of industrial activity of production, which onward depends upon the

productivity of human resource. And Yussof and Kasim (2003) asserted that the quality of human resources will determine the success or failure of any development effort, especially concerning industrialization, adopting technical change and global market response. Viewed from this perspective, HRD therefore requires special attention to complement changes in the economic profile of the proposed growth regions. As per Indian concept (expressed in The National Concept of HRD) of development, it is not just about factories dams and roads, development is basically about people, the goal is the people's material, cultural and spiritual fulfillment. So Jaishi (n.d) opined that the emerging concept of HRD puts people at the center of development, because development is not only by people, it is also for people. Thus human development, instead of stressing on the formation of human capital for development, emphasizes on enlarging peoples choices in order to improve their quality of life.

1. Was the job description properly communicated to you at the time of recruitment?

Particulars Strongly Agree Agree Agree nor Disagree Disagree Strongly Disagree Total

Respondents 9 34 4 3 50

Percentage 18 68 8 6 100

Analysis:
From the above table out of 50 members, 9 members (i,e.,18%) responded as Strongly Agree, 34 members (i,e.,68%) responded as Agree, 4 members responded (i,e.,8 %) as Agree nor Disagree, 3 members(i,e.,6%) responded as Disagree and no member responded as Strongly Disagree.

Column Chart

70 60 50 40 30 20 10 0 Strongly Agree Agree Agree nor Disagree Disagree Strongly Disagree Respondents Percentage

Inference:
From the above chart it shows that the employees agree that the job description was properly communicated to them during their joining.

2. Do you know what is expected of you at work?

Particulars Yes No Total

Respondents 45 5 50

Percentage 90 10 100

Analysis:
From the above table 45 members (i.e., 90%) responded as Yes. And 5 members (i.e., 10%) responded as No.

Column Chart

90 80 70 60 50 40 30 20 10 0 Yes No Respondents Percentage

Inference:
From the above chart most of the employees are aware of what is expected out of them at work.

3. Rate the following steps of Recruitment process as per your experience. (1) Timing

Particulars V. Good Good Average Poor V. Poor Total

Respondents 16 19 10 5

Percentage 32 38 20 10

50

100

Analysis:
From the above table out of 50 members, 16 members (i,e.,32%) rated as V. Good, 19 members (i,e.,38%) rated as Good, 10 members (i,e.,8 %) rated as Average, 5 members(i,e.,10%) responded as Poor and no member responded as V. Poor.

Column Chart:

40 35 30 25 20 15 10 5 0 V. Good Good Average Poor V.Poor Respondents Percentage

Inference:
From the above chart most of the employees rated the timing of recruitment process as Good.

(2) Interviewing Process

Particulars V. Good Good Average Poor V. Poor Total 50 100 Respondents 14 26 6 4 Percentage 28 52 12 8

Analysis:
From the above table out of 50 members, 14 members (i,e.,28%) responded as V. Good, 26 members (i,e.,52%) responded as Good, 6 members (i,e.,12 %) as Average, 4 members(i,e.,8%) responded as Poor and no member responded as V. Poor.

Column Chart:

60 50 40 30 20 10 0 V. Good Good Average Poor V.Poor Respondents Percentage

Inference:
From the above chart most of the employees rated the interviewing process of recruitment as Good.

Column Chart:

60 50 40 30 20 10 0 V. Good Good Average Poor V.Poor Respondents Percentage

Inference:
From the above chart most of the employees rated the interviewing process of recruitment as Good.

(3) Joining Process:

Particulars V. Good Good Average Poor V. Poor Total 50 100 Respondents 13 24 7 6 Percentage 26 48 14 12

Analysis:
From the above table out of 50 members, 13 members (i,e.,26%) responded as V. Good, 24 members (i,e.,48%) responded as Good, 7 members (i,e.,14 %) as Average, 6 members(i,e.,12%) responded as Poor and no member responded as V. Poor.

Column Chart:

50 45 40 35 30 25 20 15 10 5 0 V. Good Good Average Poor V.Poor Respondents Percentage

Inference:
From the above chart most of the employees rated the joining process of recruitment as Good.

(4) Induction
Particulars V. Good Good Average Poor V. Poor Total 50 100 Respondents 14 26 7 3 Percentage 28 52 14 6

Analysis:
From the above table out of 50 members, 14 members (i,e.,28%) responded as V. Good, 26 members (i,e.,52%) responded as Good, 7 members (i,e.,14 %) as Average, 3 members(i,e.,6%) responded as Poor and no member responded as V. Poor.

Column Chart:

60 50 40 30 20 10 0 V. Good Good Average Poor V.Poor Respondents Percentage

Inference:
From the above chart most of the employees rated the induction process of recruitment as Good.

(5) Orientation to the Department

Particulars V. Good Good Average Poor V. Poor Total

Respondents 8 32 8 2

Percentage 16 64 16 4

50

100

Analysis:
From the above table out of 50 members, 8 members (i,e.,16%) responded as V. Good, 32 members (i,e.,64%) responded as Good, 8 members (i,e.,16%) as Average, 2 members(i,e.,4%) responded as Poor and no member responded as V. Poor.

Column Chart:

70 60 50 40 30 20 10 0 V. Good Good Average Poor V.Poor Respondents Percentage

Inference:
From the above chart most of the employees rated the orientation process of recruitment as Good.

4. The process of capturing and managing attendance and leaves is effective?

Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total

Respondents 13 33 4

Percentage 26 66 16

50

100

Analysis:
From the above table out of 50 members, 13 members (i,e.,26%) responded as Highly Effective, 33 members (i,e.,66%) responded as Effective, 4 members (i,e.,8%) responded as Neutral, and no member responded as Ineffective and Highly Ineffective.

Column Chart:

70 60 50 40 30 20 10 0 Respondents Percentage

Inference:
From the above chart it is known that the process of capturing and managing the attendance and leaves is effective.

5. How do you rate the communication on salary structure (fixed pay, flexible pay, variable pay, deductions etc)? Particulars Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 5 30 10 2 3 50 Percentage 10 60 20 4 6 100

Analysis:
From the above table out of 50 members, 5 members (i,e.,18%) responded as Highly Satisfied, 30 members (i,e.,60%) responded as Satisfied, 10 members (i,e.,8 %) responded as Neutral, 2 members(i,e.,4%) responded as Dissatisfied and 3 members (i,e.,6 %) responded as Highly Dissatisfied.

Column Chart:

60 50 40 30 20 10 0 Respondents Percentage

Inference:
From the above chart it is known that most of the employees are satisfied with the communication on salary structure.

6. Do you agree that communication on investments and tax planning are informative and timely?

Particulars Strongly Agree Agree Agree nor Disagree Disagree Strongly Disagree Total

Respondents 10 30 8 2

Percentage 20 60 16 4

50

100

Analysis:
From the above table out of 50 members, 10 members (i,e.,20%) responded as Strongly Agree, 30 members (i,e.,60%) responded as Agree, 8 members (i,e.,16 %) responded as Agree nor Disagree, 2 members(i,e.,4%) responded as Disagree and no member responded as Strongly Disagree.

Column Chart:

60 50 40 30 20 10 0 Strongly Agree Agree Agree nor Disagree Disagree Strongly Disagree Respondents Percentage

Inference:
From the above chart it is known that most of the employees agree that the communication on investments and tax planning are informative and timely.

7. Is the reimbursement process followed effective?

Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total

Respondents 11 20 15 4

Percentage 22 40 30 8

50

100

Analysis:
From the above table out of 50 members, 11 members (i,e.,22%) responded as Highly Effective, 20 members (i,e.,40%) responded as Effective, 15 members (i,e.,30%) responded as Neutral, and 4 members (i,e.,8%) responded as Ineffective and no member responded as Highly Ineffective.

Column Chart:

40 35 30 25 20 15 10 5 0 Respondents Percentage

Inference:
From the above chart it is known that most of the employees feel that the reimbursement process followed is effective.

8. How do you rate the response time on your HR query resolution?

Particulars Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Respondents 10 33 5 2

Percentage 20 66 10 4

50

100

Analysis:
From the above table out of 50 members, 10 members (i,e.,20%) responded as Highly Satisfied, 33 members (i,e.,66%) responded as Satisfied, 5 members (i,e.,10%) responded as Neutral, 2 members(i,e.,4%) responded as Dissatisfied and no member responded as Highly Dissatisfied.

Column Chart:

70 60 50 40 30 20 10 0 Respondents Percentage

Inference:
From the above table it is known that most of the employees are satisfied on the response time of their HR query.

9. Is the process of communicating circulars and announcements effective?

Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total

Respondents 5 30 10 5

Percentage 10 60 20 10

50

100

Analysis:
From the above table out of 50 members, 5 members (i,e.,10%) responded as Highly Effective, 30 members (i,e.,60%) responded as Effective, 10 members (i,e.,20%) responded as Neutral, and 5 members (i,e.,10%) responded as Ineffective and no member responded as Highly Ineffective.

Column Chart:

60 50 40 30 20 10 0 Respondents Percentage

Inference:
From the above chart it is known that the process of communicating circulars and announcements is effective.

10. Is there someone at work who encourages your development?

Particulars Always Sometimes Never Total

Respondents 15 30 5 50

Percentage 30 60 10 100

Analysis:
From the above table out of 50 members, 15 members (i,e.,30%) responded as Always, 30 members (i,e.,60%) responded as Sometimes, and 5 members (i,e.,10%) responded as Never.

Column Chart:

60 50 40 Respondents 30 20 10 0 Always Sometimes Never Percentage

Inference:
From the above chart it is known that most of the employees development at work is encouraged sometimes.

11. At work does your opinion seems to count?

Particulars Always Sometimes Never Total

Respondents 19 27 4 50

Percentage 38 54 8 100

Analysis:
From the above table out of 50 members, 19 members (i,e.,38%) responded as Always, 27 members (i,e.,54%) responded as Sometimes, and 4 members (i,e.,8%) responded as Never.

Column Chart:

60 50 40 Respondents 30 20 10 0 Always Sometimes Never Percentage

Inference:
From the above chart it is known that most of the employees opinion seems to count sometimes at work.

12. Have you received recognition or praise for good work?

Particulars Yes No Total

Respondents 41 9 50

Percentage 82 18 100

Analysis:
From the above table out of 50 members, 41 members (i,e.,82%) responded as Yes, 9 members (i,e.,18%) responded as No.

Column Chart:

90 80 70 60 50 40 30 20 10 0 Yes No Respondents Percentage

Inference:
From the above chart it is known that most of the employees have received recognition for their good work.

13. Rate the effectiveness of information flow regarding the PMS process

Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total

Respondents 7 18 23 3

Percentage 14 36 46 6

50

100

Analysis:
From the above table out of 50 members, 7 members (i,e.,14%) responded as Highly Effective, 18 members (i,e.,36%) responded as Effective, 23 members (i,e.,46%) responded as Neutral, and 3 members (i,e.,6%) responded as Ineffective and no member responded as Highly Ineffective.

Column chart:

50 45 40 35 30 25 20 15 10 5 0

Respondents Percentage

Inference:
From the above chart it is known that most of the employees rated the flow of information regarding the PMS process as neutral.

14. Rate the effectiveness of criteria and result of PMS process?

Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total

Respondents 6 26 14 4

Percentage 12 52 28 8

50

100

Analysis:
From the above table out of 50 members, 6 members (i,e.,12%) responded as Highly Effective, 26 members (i,e.,52%) responded as Effective, 14 members (i,e.,28%) responded as Neutral, and 4 members (i,e.,8%) responded as Ineffective and no member responded as Highly Ineffective.

Column Chart:

60 50 40 30 20 10 0 Respondents Percentage

Inference:
From the above chart it is known that most of the employees rated the criteria and result of the PMS process as effective..

15. How do you rate your employee engagement programs in the organization?

Particulars Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Respondents 4 32 6 8

Percentage 8 64 12 16

50

100

Analysis:
From the above table out of 50 members, 4 members (i,e.,8%) responded as Highly Satisfied, 32 members (i,e.,64%) responded as Satisfied, 6 members (i,e.,12%) responded as Neutral, 8 members (i,e.,16%) responded as Dissatisfied and no member responded as Highly Dissatisfied.

Column chart:

70 60 50 40 30 20 10 0 Respondents Percentage

Inference:
From the above chart it is known that most of the employees are satisfied with the employee engagement programs in the organization.

16. How do you rate your career growth in your organization?

Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total

Respondents 4 18 14 10 4 50

Percentage 8 36 28 20 8 100

Analysis:
From the above table out of 50 members, 4 members (i,e.,8%) responded as Highly Effective, 18 members (i,e.,36%) responded as Effective, 14 members (i,e.,28%) responded as Neutral, and 10 members (i,e.,20%) responded as Ineffective and 4 members (i,e.,8%) responded as Highly Ineffective.

Column Chart:

40 35 30 25 20 15 10 5 0 Respondents Percentage

Inference:
From the above chart it is known that most of employees rated the career growth in the organization as effective.

17. How effective are the training and development programs?

Particulars Highly Effective Effective Neutral Ineffective Highly Ineffective Total

Respondents 7 20 16 7

Percentage 14 40 32 14

50

100

Analysis:
From the above table out of 50 members, 7 members (i,e.,14%) responded as Highly Effective, 20 members (i,e.,40%) responded as Effective, 16 members (i,e.,32%) responded as Neutral, and 7 members (i,e.,14%) responded as Ineffective and no member responded as Highly Ineffective.

Column Chart:

40 35 30 25 20 15 10 5 0 Respondents Percentage

Inference:
From the above chart it is known that the training and development programs are effectively done in the organization.

18. Do you get sufficient training when you are given/promoted for a higher responsibility?

Particulars Yes No Total

Respondents 32 18 50

Percentage 64 36 100

Analysis:
From the above table out of 50 members, 32 members (i,e.,64%) responded as Yes, 18 members (i,e.,36%) responded as No.

Column Chart:

70 60 50 40 30 20 10 0 Respondents Percentage Yes No

Inference:
From the above chart it is known that the employees get sufficient training when they get promoted for higher responsibility.

Summary Of Findings
From the survey 68% of employees agree that job description was properly communicated to them at the time of joining. 90% of the employees know what is expected out of them at their work. 38% of employees rated the timing of recruitment process as good, and 32% of employees rated as very good. 52% of employees rated the interviewing process of recruitment of as Good, 28% of them as V. Good, 12% of them as Average and 8% of them as Poor. 48% of employees rated the joining process of recruitment of as Good, 26% of them as V. Good, 14% of them as Average and 12% of them as Poor. 52% of employees rated the induction process of recruitment of as Good, 28% of them as V. Good, 14% of them as Average and 6% of them as Poor. 64% of employees rated the induction process of recruitment of as Good, 16% of them as V. Good, 16% of them as Average and 4% of them as Poor. 66% of employees rated the process of capturing and managing the attendance as Effective, 26% of them as Highly effective, 8% of them as Neutral. 60% of the employees rated the communication on salary structure as Satisfied, 18% as Highly Satisfied , 8% as Neutral and 4% as Dissatisfied. 60% of the employees responded that communication on investments and tax planning are informative and timely, 20% as Strongly agree, 8% as Neutral and 4% Disagreed. 66% of the employees rated the response of the HR query resolution as Satisfied, 20% as Highly Satisfied, 10% as Neutral and 4% as Dissatisfied. 60% of employees rated the process of communicating circulars and announcements as Effective, 10% of them as Highly effective, 20% of them as Neutral and 10% as Ineffective. 60% of the employees rated that there is someone at work to encourage them Sometimes, 30% as Always and 10% as Never. 54% of the employees rated that their opinion seems to count at work Sometimes, 38% as Always and 4% as Never.

82% of the employees said that they have received recognition for their work, 18% have said as No. 36% of employees rated the effectiveness of information flow for the process of PMS as Effective, 14% of them as Highly effective, 46% of them as Neutral, and 6% as Ineffective.

52% of employees rated the effectiveness of criteria and result of PMS process as Effective, 12% of them as Highly effective, 28% of them as Neutral, and 8% as Ineffective.

64% of the employees rated the employee engagement programs in the organization as Satisfied, 8% as Highly Satisfied, 12% as Neutral and 16% as Dissatisfied. 36% of employees rated the career growth in the organization as Effective, 8% of them as Highly effective, 28% of them as Neutral, 20% as Ineffective and 8% as Highly Ineffective.

40% of employees rated the effectiveness of Training and Development program as Effective, 14% of them as Highly effective, 32% of them as Neutral, and 14% as Ineffective.

64% employees agreed that they get sufficient training when they are given/promoted for a higher responsibility while 36% disagreed.