Vol III Issue VI Dec 2013

ISSN No :2231-5063

Impact Factor : 1. 9508(UIF)

ORIGINAL ARTICLE

Monthly Multidisciplinary
Research Journal

Golden Research
Thoughts
Chief Editor
Dr.Tukaram Narayan Shinde

Associate Editor
Dr.Rajani Dalvi

Publisher
Mrs.Laxmi Ashok Yakkaldevi

Honorary
Mr.Ashok Yakkaldevi

IMPACT FACTOR : 1. 9508(UIF)

Welcome to ISRJ
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ISSN No.2230-7850
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Pratap Vyamktrao Naikwade
ASP College Devrukh,Ratnagiri,MS India Ex - VC. Solapur University, Solapur
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Salve R. N.
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Praful Patel College of Education, Gondia
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Vikram University, Ujjain

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Director, B.C.U.D. Solapur University,
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Director Managment Institute, Solapur
Umesh Rajderkar
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YCMOU, Nashik
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Head Education Dept. Mumbai University,
Mumbai

Alka Darshan Shrivastava

G. P. Patankar
S. D. M. Degree College, Honavar, Karnataka Shaskiya Snatkottar Mahavidyalaya, Dhar
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Rahul Shriram Sudke

Devi Ahilya Vishwavidyalaya, Indore

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Satish Kumar Kalhotra

Golden Research Thoughts

Volume-3, Issue-6, Dec-2013
ISSN 2231-5063

GRT

Available online at www.aygrt.isrj.net

Human Resource Development: A

Literature Review

Pushkar Dubey 1, Sudhir Kumar Sharma2 and N.Surenthiran 3

1

Lecturer in Management, Padmashree Kruthartha Acharya College of Engineering(PKACE), Bargarh, Odisha

2
Professor of Commerce, Government P.G.Arts and Commerce College, Chhattisgarh
3
Manager (HR), NTPC Ltd. Sipat, Bilaspur, Chhattisgarh

Abstract: Human Resource is the most imperative factor in the process of production. Therefore, their growth
and development finds essential position for sustaining long term objective of organisations. Human Resource
Development is concern with development of employee competencies, so as to make them more functional and
productive. The work examines previous literatures through secondary sources on HRD factors in different
Organisations.
Key words: Organisation, Human Resource Development.
INTRODUCTION:
The 5 M's in Production are Men, Material,
Machine, Mission and Money. Of all these factors People or
Human resource is the vital and most essential factor in the
process of production. It is the central resource of an
organization and all other factors of production revolve
around the same. The success of an organization depends on
the quality of manpower it possesses. May it be any area of
work, department or organization as a whole, the growth lies
in the effort and commitment of people who work within. All
the other factors remain dead or unutilized in the absence of
'Human' factor in the organization. Therefore human
resource is considered to be the most important and
significant factor for the production of utility goods and
services needed by the society. The beauties of the human
brain have made to fulfill the endless wants of individual in a
society. Hence, management of 'Human factor' for an
organization is the key issue. In 1969 Len Nadler firstly
introduced the concept of Human Resource Development at
American Society for Training and Development in United
States of America. The Concept was popularized in India in
late 70's. In 1975 Larsen and Turbo introduced the concept of
Human resource Development. Soon it was followed by
State bank of India. In present time Human Resource
Development is gaining acquaintance in most of the Indian
Organization. Human Resource Development was
generalized in India by eminent Professors T.V. Rao and
Management Consultant Udai Pareek.
OBJECTIVE OF STUDY
The present study aims in reviewing the available
literature in context to Human Resource Development in
different organisations.
METHODOLOGY
Present study is based on use of secondary data
from published sources. Source includes articles published

in journals, magazines, books, doctorial thesis etc.

REVIEW OF LITERATURE
Considerable literatures are available on the study
of Human resource Development. A review of the available
literature is conducted to identify the development made in
the field. The following pages will say about the literature
available on the topic. Chandrasekhar1 (1979) in his paper
stated the importance of Organizational development
process for the growth of LTCG. During the first phase of OD
intervention attempts were made to remove role ambiguity
among senior level staffs resulting in role clarity,
improvement in interpersonal relations and reduction in
conflicts. In the second phase key issues of the company
were taken up by the task force headed with a line manager.
Issues were analyzed and recommendations were made to
the management who then formalized the process of
implementation. In the third phase employee perception on
organizational excellence were identified. Rao and
Abraham2 (1985) with the help of 1614 respondents
identified the developmental climate prevalent in 41
different organisations in India. Overall HRD climate score
was found to be at average level (54% with mean value of
3.16). Rao and Abraham3 (1985) conducted a work on HRD
practices in Indian Industries-A Trend Report. Data were
collected from 53 organizations with the help of summer
trainees, personal visit of the author and data bank set up by
centre for HRD at XLRI, Jamshedpur. The data collected on
HRD Practices were presented under six broad sectionsHRD philosophy, Performance Appraisal, Potential
appraisal, training, OD and employee counselling. The study
was compared with 1981 survey of HRD Practices where the
numbers of organizations taken were less than ten. The
survey showed a positive trend on the use of dimensions like
open appraisal systems, improvement in training systems,
broad incorporation of OD activities and employee

Pushkar Dubey 1, Sudhir Kumar Sharma2 and N.Surenthiran 3 , Human Resource Development: A Literature Review Golden
Research Thoughts Vol-3, Issue-6 (Dec 2013): Online & Print

Human Resource Development: A Literature Review

counselling by large number of companies. The areas which

were lying conventional are payment system, administration
and promotional decision. The author established HRD
becoming a key aspect of work and life in several
organizations and recommended qualitative improvement in
building high-quality atmosphere for HRD execution.Rao4
(1987) outlined the key steps to broaden the HRD process in
Indian enterprises. HRD functions can be strengthened by
assessment of HRD needs. Implementation of HRD
functions like increased production, diversifications;
situational adjustments are the possible roadmaps for
building strengths. Plan preparations, implementation of
choice subsystem, assessment of organisational culture,
preparation of HRD structure, involvement of top
management and lime managers, hiring external consultants
for building internal resources paves the way for targeted
outcomes of the organisation.
Three different HRD approaches practiced in
Indian organisations were identified by Iswar Dayal5 (1989).
First approach is man centred which believed in
development of people. Second approach is reciprocal
approach which regarded people as most important asset for
improving organisational performance. Third approach is
selective approach which included succession planning
which attempted to identify promising persons for
organisations future roles.Sambarmurthy6 (1997)
highlighted the role of HRD process in the growth of the
company. Sundaram Fasteners Ltd. Organizational structure
with clear roles and responsibilities of the employees is
guided by periodic review to cope with dynamic
environment. Manpower planning is based on clear
assessment of requirements, existing employee potential,
key roles, job rotation, training and development etc. Job
description in the organization in addition to job
responsibility paves the way for recruitment, career plan,
potential appraisal, training requirements etc. All this
process in Sundaram Fasteners have contributed to optimize
human resource and could built bright future for the growth
of the company.Shirodkar7 (1997) highlighted the gap in
RHL in early 1980's. This was due to the application of
western model which contradicted Indian philosophy
resulting in the loss of values and dedication among the
workers at large. The Company in 1981 under the new
leadership of Mr. Gurucharan Das reviewed the
organizational culture and tried to bring in about a change.
He aimed in building a good culture by inculcating team
work, organizational structure with shared interdependence,
decision making, employee participation at all level of
management, leadership quality, introduction of new
technologies etc. The cultural changes were aimed at people
excellence culture. Conclusively, RHL through Human
resource development practice have been able to double the
sales turnover and increase the profit four times in six years.
A total of six planned activities as a framework of
development in Indian oil corporation Ltd was identified by
Kapoor8 (1997). Activities intended for development
included- Formulation of HR strategies (1983-84), Action
research project at selected locations (1984-85), Extensions
or set up of HRD departments with role analysis (1985-86),
Implementation of subsystems (1986-87), HRD for

Impact Factor : 1.9508(UIF)

collectives (1986-87) and HRD consolidation and
Innovation (1987-88-present). This six phases outlined by
the author illustrates the success story of the Industry. Silva9
(1997) identified the need of HRD for competitiveness and
socio-economic development from employers view point in
Asian-pacific region. The author highlighted the priorities in
HRD as an investment in three key areas- education and
training, use of human resource and providing incentives.
This can maintain the human resource requirements in terms
of globalisation.Rao10 (1998) identified the need of HRD
audit for forecasting future needs of Indian industries. HRD
audit is used as diagnostic tool for organization, and practice
of methods like individual and group interview, workshop,
observation, analysis of secondary data, reports, records,
manuals etc. provides insight for practice of HRD audit.
HRD audit can serve the role of business improvement. It can
provide benefits in areas like formulation of strategic and
long term business plan, role clarity of HRD department and
line managers, identification of strengths and weakness in
management practices, better recruitment policies and
development of potential staffs, creation of learning
organization, redesign of HRD system, cost effective
training methods, increased focus on HR and human
competencies, accountable appraisal systems and quality
improvement through total quality management
process.Rao11 (1999) presented a model to explain the
linkage between HRD instruments, process, outcomes and
organisational effectiveness. The author conceptualised the
importance of HRD strategy, style, structure, systems,
competencies and OCTAPACE culture in building world
class organisation. Pareek and Rao12 (2003) presented HRD
experience of 14 organisations (7 public and 7 private) using
the framework of HRD linkage with organisational
effectiveness. The prominent companies included under
study were L&T, Crompton Greaves Ltd., Sundaram
Fasteners Ltd.,Voltas Ltd.,BHEL Bhopal, Bank of Baroda,
SBI, Indian oil corporation, SAIL and others. New HRD
instruments were required in the organisation to support
structural and strategic changes, to respond to increasing
problems and to promote good HRD system. The authors
conceptualised the role of innovation in HRD subsystem in
the organisation which included practising of models like
performance analysis and development system to develop
performance review. Messenger to Messenger programme
for organisational communication and development.
Priorities for action which aims in development of team
spirit and Instrumental feedback to promote reward
system. Rao13 (2004) explained the features, evolution,
beliefs of HRD. HRD functions were described both at micro
and micro level. HRD model in the form of 'New people's
management' was identified with an aim of achieving career
growth, personal rewards, employee training, personal
development and other human resource issue. Rao14 (2003)
described the present HRD process at a cross road. The
author clearly presented status of HRD profession, global
models and Indian HRD, vision and challenges for future
HRD. Indian corporation have a long journey to make in
implementing HRD models. Agrawal15 (2005)examined the
acquaintance of bank employees towards practices and
measures in HRD in 20 states of India covering both private

Human Resource Development: A Literature Review

and public sector undertakings. HRD practices were broadly

viewed by the bank employees for the achievement of
individual and organisational goals. HRD philosophy,
practices and measures were positively and actively
perceived by the bank employees with no genuine difference
between public and private sector. Level of satisfaction
towards HRD mechanisms was found better among the
private sector bank employees in comparison to public sector
employees. Singh16 (2005) focused on implementation of
management practices, theories and concepts from managers
view point in Indian organisations. Traditional managerial
philosophy widely prevailed in Indian private sector
organisations while public sector organisations showed an
unclear picture. The author suggested that combination of
committed people and a munificent organisation can act as a
guiding factor to enlighten the future way to the Indian
organisations. O' Donnell et al.17 (2006) challenged five
interrelated assumptions in HRD literature. Five
assumptions include, firstly HRD involvement in utilisation
of employees to drive for performance. Secondly, employees
are the co-contributors and recipients of HRD benefits.
Thirdly, difference between HRD and HRM. Fourthly,
relationship between HRD and unitarism and finally,
relationship between HRD and Organisational learning
culture. Study further argued that organisational HRD, by
nature subsists in pressure between capital and labour factor.
HRD practitioners are yet to update to combat such pressure.
A study of organisational culture within academy of HRD
from 1994 to 2005 was made by Plakhotnik and Rocco18
(2006). Diverse views were found on organisational culture
and its contribution to HRD practices. The authors found
organisational culture was not a primary research interest
within AHRD during this period. Dominant and extended
climate study was performed by Srivastav19 (2006) in public
sector Industry. Dependency and affiliation were found to be
dominant climate and backup climate respectively.
Relationship was strong among six climate motives whereas
extension climate was weakest in the Industry. Battu20
(2007) studied the profile of Agrigold Private Ltd. HRD
Climate survey was made by the help of questionnaire
designed by Dr. T.V.Rao The mean score of general climate,
OCTAPACE Culture and HRD mechanism and
implementation were found to be 3.39, 3.31, and 3.49
respectively. The overall mean score of HRD Climate was
found to be 3.39. This indicated the fact that HRD Climate
prevalent in Agrigold farming is just below the desirable
level.
Key role of HRD practices in hotel sector was
studied by Swain and George21 (2007). The hypothesis
testing resulted in a positive relationship between
professional training and organizational effectiveness.
Professional training did not help the employees to find
personal growth in the form of promotion. Moreover
employees do not perceive the relation between level of
professional training and perception of the benefit they seek
from it. Lombardozzi22 (2007) recommended HRD experts
to exercise five essentials to upgrade or enhance employee
capabilities. The five factors identified by the author for
professional and organisational growth were exercise of
mindful competence, enquire for evidence and theoretical

Impact Factor : 1.9508(UIF)

bases for suggested solutions, Research in advance for
company's strategic issues, collaboration with investigators
to gain knowledge on strategic issues and staying updated in
existing field. Rao et al.23 (2007) in their briefly highlighted
the structure of HRD functions in 12 organisations in India.
The result indicated that HRD functions in these
organisations were not well structured. Potential appraisal
and career planning and development were the least
developed and used subsystem. Rao24 (2007) in his book
entitled made a theoretical presentation on need, concepts,
characteristics, scope of HRD. HRD process framework
viewed HRP, recruitment and selection process as a strong
base for Human resource efficiency. Development of skills,
knowledge, abilities, beliefs etc. through techniques like
potential appraisal, career planning, training, change, team
work, rewards etc. resulted in desired HRD outcomes.
Kayani25 (2008) in her thesis entitled Challenges of HRD
practices to pace with globalisation studied the perceptual
differences of HRD climate among teachers in Islamabad
and Rawalpindi region, Pakistan. Significant relations were
established among variables like HRD climate, effectiveness
of performance appraisal, induction in service education and
training needs. The researcher further determined the impact
of gender, age, organisational difference, service stature on
the variables taken for the study.
A research framework for knowledge enterprise
was developed by Jia26 (2008). Performance of human
resource development was regarded as an urgent issue. The
ultimate objective to improve performance of individuals,
team and the organization. The research framework
constituted enterprise strategy which was at the center for
development of individual, team and overall organizational
competencies. It was well supported by four theories i.e.
theory of human capital, theory of knowledge, theory of team
roles and theory of organizational learning. All these factors
drive organization in attainment of ultimate goal.
Srimannarayana27 (2008) in his work assessed the HRD
Climate prevalent in Indian organization. The data were
collected from 1905 employees from 42 different
organizations in India. The type of organizations under the
study includes manufacturing (18), service (13) and
Information technology (11). A questionnaire containing 38
items grouped into three categories (General climate,
OCTAPAC culture and HRD mechanism) developed by
Professor T.V.Rao was administered for data collection. It
was found that more favourable climate was found in
manufacturing sector than to service sector and lastly the IT
sector. The overall percentage score of HRD climate was
calculated to be 59.61%. The paper concluded with remarks
that moderate climate was widespread in Indian
organisation. Saxena and Shah28 (2008) explored the
relationship among organisational culture and learned
helplessness behaviour for R&D professionals of
pharmaceutical industry in India. Behaviour was the sole
cause of depression resulting in helplessness. The result of
learned helplessness can be predicted by organisational
culture profile variable. The study discovered negative
relationship between culture variables and learned
helplessness behaviour, however culture played an
important role in creating or removing learned helplessness

Human Resource Development: A Literature Review

behaviour. Haslinda29 (2009) studied the importance of

HRD structure for the effective implementation of strategic
HRD practice in manufacturing firms in Malaysia. The result
implicated that large firms were consciously linked with
development of high HRD structure, on contrary small and
medium firms concentrated on training and development to
focus on output rather than structure and strategy.
Srivastav30(2009) in his article on Heterogeneity of
Organisational climate attempted to measure the
employees' perceptual differences on six climate motives in
public sector Industry in India. Dependency was found to be
the dominant climate motive across all groups whereas
affiliation was the supportive climate across groups in
different organisations. Haslinda31 (2009) in his article
presented a brief understanding on new ideas, concepts and
philosophies of HRM and HRD. HRM was traditionally
originated from personnel management and is presently used
as human capital management. Similarly HRD is being
understood as training. The author clearly demarcated
between HRM and HRD and emphasised on their developing
terms with respect to globalisation and internationalisation.
Haslinda32 (2009) in his work examined the result of HRD
interventions in manufacturing firms in Malaysia. The
author concluded that HRD interventions were not tactically
planned for achievement of organisational goals rather they
were only meant for development of individual, team and
work process. Moreover, HRD activities were incomplete
and superficial in approach. Saxena and Tiwari33 (2009)
studied the HRD climate in three public sector banks in
Ahmadabad. The climate prevalent in these organisations
was found to be average in nature. Srimannarayana34 (2009)
in his article attempted to identify the prevalent HRD climate
in manufacturing organisation. A 38 item questionnaire was
grouped into three categories. Mean and percentage score of
general climate, OCTAPAC culture and HRD mechanism
were found to be 3.48(61.89%), 3.51(62.85%) and
3.49(62.22%) respectively. The overall mean score of HRD
climate was 3.49(62.32%) which indicated that a moderate
HRD climate was prevalent in manufacturing organisation in
India.
Study of socio-economic conditions of employees
and their level of attitude on HRD climate in public and
private sector banks in Coimbatore was made by
Namasivayam35(2010). Socio-economic dimensions like
age, gender, designation, income showed perceived
differences where as education factor showed no significant
difference on HRD climate, in both public and private banks.
Bandgar36 (2010) attempted to measure the HRD climate in
Industrial cooperative. The sub-units under study constituted
sugar, milk, textile, spinning units of cooperative industry in
Kolhapur district. The HRD mechanism in the form of
induction training and training and development existed in
all the organisations. Employees were satisfied with
developmental policies, and the overall HRD climate in
cooperatives was found good. Researcher suggested
measures to improve HRD climate in cooperatives under
study.Antoniu37 (2010) highlighted career planning process
as an essential component for development of human
resource. Organizational crises in the form of merger, layoff
etc. forces restructuring in organizational strategies. In the

Impact Factor : 1.9508(UIF)

situation of crises, employees need to demonstrate their
skills and competencies that prove indispensible to the actual
or potential employers.Rao38 (2010) in his working paper
identified eight essential characters in OD activity or
experience. The paper outlined advantages of using
traditional OD approaches in various HRD interventions by
examining case studies of ten different organisations. The
author concluded that OD supplements HRD and can give
return on HRD interventions. Kulshreshtha39(2010)
explored various issues related to HRD practices in public
and private sector banks in India. Employee perception on
HRD practices was found to be better in private banking in
comparison to public sector undertakings. Positive relations
were established between HRD practices and managerial
effectiveness in both sectors. Comparative analysis of
OCTAPACE culture in two of manufacturing organisations
in NCR was made by Lather et al.40 (2010). Employee
perception were similar with respect to scores obtained on
cultural dimensions for both organisations under study,
however mean scores obtained for organisation A was better
than organisation B.
Execution of planned HR helps organisation in
achieving sustainable culture (Liebowitz41, 2010).
Successful implementation of HR dimensions like
recruitment, selection, orientation, Training and
development, performance management, compensation,
empowerment, job security, succession planning, mentoring,
innovations and collaboration can significantly contribute
towards improvement in sustainable culture, leading to
financial and community success of organisations. Rijal42
(2010) conceptualised a model to measure the impact of
transformational leadership and organisational culture on
learning organisations. The study was carried out in
pharmaceutical sector in India and Nepal. Although there
were adequate support to prove positive relationship
between transformational leaders having positive impact on
development of learning organisations, however finding of
the study revealed that organisational culture in both the
countries was not conductive to learning, moreover both
countries lack in practice of transformational leadership
characteristics.
A general description of HRD needs in Indian
organisations was clearly presented by Tripathy43 (2010).
The book highlighted the needs, characteristics, philosophy,
objectives, policies and practices, subsystems, strategy and
plans, responsibilities, functions etc. of HRD in Indian
context (Chhabra44). The author investigated the present
status of HRD in large, medium and small Industries
including service sector. Effective design of corporate
policy, promotion of HRD, Identification of HR needs and
action plans, efficient leadership, promotion of
developmental climate and organisational networking were
some of the methods suggested to make HRD effective in
Indian organisation. Sharma and Aditi45 (2010)
conceptualised OCTAPACE culture and leadership style in
textile Industry in Northern India. The outcome revealed
significant association between cultural values and
charismatic leadership style. Dependable organisational
climate prevailed in the Industry having characteristics like
accountability, collaboration, decentralised leadership,

Human Resource Development: A Literature Review

alignment and adaptability.

An effort to contrast the HRD climate in Software
and Manufacturing organizations in Indian context was
made by Saraswathi46 (2010). The type of organisation has a
significant impact in the prevailing culture in the Indian
organisations. The result indicated the fact that a good HRD
Climate prevailed both in software and manufacturing
organisation. In comparative terms the climate was found to
better in software organisations than that of manufacturing
organisations. Radhika47 (2011) examined the impact of HR
practices on human resource development at Singareni coal
mine in Andhra Pradesh. The result highlighted need,
priorities, extent and importance of training cycle for
development of human resource. Kumpikaite and Sakalas48
(2011) presented a model on HRD system evaluation based
on qualitative criteria from previous literatures. The author
evaluated the model from two sides, first for the evaluation
purpose and second was for subjective opinion of
employees. Chaudhary et al.49(2011) studied the impact of
HRD climate on employee engagement in private and public
sector manufacturing and service firms in India. The
outcome revealed that general climate dimension of HRD
climate was the most important forecaster of employee
engagement followed by HRD mechanism
dimension.Syal50 (2011) in her work accessed the climate
dimension across DSCL. The author found the organisation
to be flexible in change process, innovative in taking HR
initiative, dynamic, motivated and qualified management
teams and competitive in resource utilisation . The
employees in the organisation were highly satisfied with
good organisational culture. Direct relationship was
established between job satisfaction and organisational
climate. Link was found between organisational climate and
job performance.Ravichandran51 (2011) proposed a model
based structure and behaviour. The model outlined the
relationship between organisational climate, HRD climate
and job satisfaction. The paper also highlighted the linkage
between HR system and practices and job satisfaction.
Satisfaction in job resulted in individual and organisational
outcomes.Choudhury52 (2011) discussed the change
process in organisational climate. The author pointed out that
employees behaviour in the organisation is a strong
determinant of organisational climate. Therefore positive
employee attitude can bring favourable climate resulting in
organisational growth. Solkhe and Chaudhary53 (2011)
attempted to analyze the relationship between HRD climate
dimensions and job satisfaction in selected public sector
undertaking in north India. They found positive correlation
between general climate, HRD mechanism, OCTAPAC
culture and job satisfaction. Analysis concluded that job
satisfaction factor was very much influenced by general
climate, HRD mechanisms and OCTAPAC culture
dimensions in general. Akinyemi54 (2011) in his article
studied HRD climate in Rwanda based telecom and
insurance companies. Favourable HRD climate was
prevalent in both sector, however existing climate was found
to be poor in case of insurance companies in comparison to
that of telecommunication companies. Bais55 (2011) studied
the HRD climate in Life Insurance Corporation of India,
Raichur division, Karnataka. The study revealed that

Impact Factor : 1.9508(UIF)

organisational culture in LIC was conductive for employees'
development. Further dimensions like management
development, employee benefit, top management initiatives,
employee commitment, support, encouragement and
relationship were found to be poor in terms of employee
opinion in the organisation.
A conceptual base for HRD practitioners to build
and develop human potential during emergency was
provided by Manole et al.56 (2011). Organisational internal
elements in the form of strategy, structure, culture and
leadership have imperative role in management of crises at
organisational level. Lawrence and Avantika57 (2012)
highlighted the need of HRD practices in Business schools in
India. The author presented nine instruments or ways for
development of human resource skills. This tool includedevelopment of favourable work environment through
OCTAPACE culture, training and development practices,
performance appraisal of 360 degree measures, conductive
programmes like seminars, conferences and workshops,
development of competency and motivation, guidance in the
form of counselling, enhancing leadership qualities and
development of industry- institute interface. Kashyap et
al.58 (2012) in their article compared the OCTAPACE
culture of four different IT organisations in Mohali region.
Employees' perception was found to be almost similar in all
the organisations under study. Sekar et al.59 (2012)
examined the impact of HRD climate on satisfaction and
motivation among manual workers. The author discovered
an average climate was prevalent in the organisations, the
result indicated positive relationship between HRD climate
and role motivation for most of the variables under study.
Abraham60 (2012) in his conference paper compared the
OCTAPACE culture of ten different Indian organisations.
The author identified that only few organisations have the
values of developmental culture ranging from moderate to
high level. Chaudhary et al.61 (2012) in their conference
paper studied the HRD climate prevalent in selected business
organisation in India. The conclusion resulted in good
overall HRD climate (percentage score of 68%). Employees
in private organisations had better perception on HRD
climate in comparison to public sector. The authors
suggested measures to improve various aspects pertaining to
HRD in organisation.
HRD practices on performance of public sectors
account personals in Nigeria was examined by Ebimobowel
et al.62 (2012). Authors found that factors like training,
performance appraisal, career planning, reward and welfare
were positively related to productivity in the organisations.
Jaykumar and Ramchandran63 (2012) examined the climate,
competencies and relativity of HRD in public sector NCL
organisation. HRD climate prevalent in the organisation was
found to be good which helps in improving employee
competencies. Positive relationship was established between
HRD climate and competencies which leads to higher
organisational performance.
HRD climate prevalent in private sector
telecommunication Industry in India was surveyed by Khan
and Tarab64 (2012). Survey was carried out in three different
cities in state of Uttar Pradesh with the help of 100
respondents of Reliance telecommunication Ltd. The mean

Human Resource Development: A Literature Review

score of general climate, OCTAPAC culture and HRD

mechanism were found to be 3.66, 3.58 and 3.68 respectively
on a five point scale. The overall score of 3.59 for employee
development indicated the fact that the developmental
climate prevalent in the Industry was moderate and further
needed to improve. The work also proves that there were
constructive relationship involving the climate of the
organization and the development of employees.Mohanty et
al.65 (2012) studied the HRD climate and its impact on job
performance in private insurance companies of Odisha. Data
collected from 250 respondents revealed that average HRD
climate and job performance was prevalent in the sector.
There existed a positive relationship between HRD climate
and Job performance. However, HRD mechanism needed
more attention with reference to factors like rewards,
feedback counseling, and focus on learning. In context to
general climate, dimensions like employee development and
psychological climate needed further improvement. The
authors further suggested improvements in the dimensions
like team spirit, trust, employee compensation and career
development to improve the OCTAPAC culture prevalent in
the sector.11
Interrelationship between HRD Climate and career
planning in public sector banks in India with the help of 201
respondents was derived by Kilam and Kumari66 (2012).
Authors found that Career Planning & Development was
apparent to be important HRD Sub System. Well-established
private banking Sector in India and the foreign banks had
better Career Planning & HRD System as compared to that in
Indian Public Sector Banks. There is ample of need for
revival and policy formulation for better Human resource
and career planning initiatives in the public sector banks in
India.Srinu et al.67 (2012) examined the employees
response on various dimensions of training and development
programmes of NTPC Ltd., Ramagundam. They identified
that training and development programme in the
organisation was well guided by planned exercises of
sufficient durations, employees' encouragement for
participation, purposeful for gaining information and
identification of hidden talents, narrowing gap between
employees and management. The overall training and
development programmes of the organisation was effective
and added value to the job of the employees.
Subrahmanian68 (2012) studied the organisational culture
prevalent in Adrenalin System Ltd. The conclusion revealed
strong relation among OCTAPACE dimensions. Few
dimensions like authenticity, autonomy and experimentation
showed a lower note in comparison to the overall
organisational culture, which in turn was on a higher note.
Dash and Mohapatra69 (2012) attempted to identify the
Human resource development climate prevalent in Rourkela
steel plant in the state of Odisha. With the help of 38 item
questionnaire designed by T.V.Rao data were collected from
644 employees on HRD culture. The mean score obtained on
general climate was found to be 2.66(66.40%), HRD
mechanism 2.60(65.10%), HRD culture 2.66 %( 66.44%).
The author developed a moderate climate structure in the
organisation and suggested measures to improve the same.
Rita70 (2012) in her doctorial thesis entitled A study of
HRD practices in LIC and their impact on employee

Impact Factor : 1.9508(UIF)

productivity studied the HRD practices in north-zone Life
Insurance companies in India. The researcher found that
HRD mechanism in LIC was average, with low level of
employee satisfaction. Performance appraisal dimension
was positively associated with training, so as training and
HRD climate. Employee counselling, compensation or
reward system significantly contributed to productivity. The
outcome of study revealed interdependence of HRD
practices on perceived employees' productivity. Raja71
(2012) identified the forms of HRD practices in
manufacturing and service organisations. Perception of
managers towards existing HRD practices was found to be
higher than that of staffs and operational level workers. The
work highlighted on the essential dimensions like reward
system, motivating employees, career development
schemes, appraisal system etc. can effect in building talented
and competent workforce. The author emphasized in
creation of generation by developing pool of human resource
for future. The overall HRD practices in public sector
organisation was showed bright in nature. Khan et al.72
(2012) in their work outlined a brief literature review on
HRD and presented an organisational model covering all
dimensions of HRD. The work described HRD both in
narrow and broad sense. The narrower sense HRD in
organisational perspective includes functions on learning,
education, training and development to human resource, HR
planning, organising, leading and controlling. HRD from
broad or integrated view point includes socio-economic
perspective covering dimensions like development of HR
from physical, emotional, intellectual, political and spiritual
point of view. Both views outlined by the author has its own
significance for development of human resource. Gupta and
Malhotra73 (2012) attempted to identify the HRD climate
prevalent in different IT organisations. The study was carried
out in 13 different IT organisation including TCS, Wipro
technologies, Infosys technologies, HCL, DELL
International. Climate survey included 10 different
dimensions in the areas pertaining to induction, training, and
job design, working conditions, performance appraisal,
compensation, career development and incentives. The
conclusion revealed that most of the employees highly
appreciated the prevalent system of HRD practices, policies
and climate in different organisations. Facilities availed by
the employees in the form of working conditions, friendly
atmosphere, infrastructural facilities, sanitation, training
benefits, perks and incentives, refreshment facilities were
well up to the mark. The authors remarked HRD as an
integral component of IT organisations.
A model based on relationship between
organisational culture and outcome with diverse human
resource was presented by Idowu74 (2012). Author found
that in highly diverse organisation, results are always
associated with both positive and negative outcomes.
Building fair, equitable, supportive, hostile and oppositional
culture can bridge gaps in diverse group and can contribute
for specific organisational outcomes. Mane75 (2012) studied
the HRD climate in selected private sector milk processing
organisation in Pune region. The author found that HRD
practices in the form of selection, career planning, training
and quality circles were at poor level. Dimensions like HRP,

Human Resource Development: A Literature Review

placement, work life, employee counselling, team

management, job evaluation, wages and salary, employee
benefits, rewards and grievances were at satisfactory level.
Recruitment dimension was found to be excellent. Study
concluded that HRD climate prevalent in these organisations
were found to be at moderate level. Renapurkar76 (2012) in
her project examined the role of HRD practices on
employees' development at NGRI, Hyderabad. The data
were collected from 100 respondent scientists across various
departments in different functional areas. The findings
revealed that employees in the organisation felt proud to
work. The study proved that resource availability in the
organisation at work was high, performance was adequate,
team spirit was high, career development was progressive,
performance assessment measures were fair, facilities
provided to the employees were good, delegation of
authority for participative decision making was conductive
in the research organisation. Favourable and conductive
climate for employees' development was widely prevalent in
the organisation. Sirica et al.77 (2012) identified various
organisational approaches in job satisfaction of employees.
The data were obtained from 824 Slovenian employees from
manufacturing and service sector under public, private and
mixed enterprise. The cluster analysis performed in the study
identified four cluster solutions to the problem. The
discussion in the study revealed that training, career
management, performance and reward system were strongly
and positively linked to employees' job satisfaction. Patel78
(2012) explored the theoretical and conceptual framework of
HRD policies, practices and strategies in various public and
private tourist units of Gujarat. 33% employees responded
for average HRD practices whereas, only 13% employees
favoured good HRD practices in their organisation. The
overall view of HRD in the tourism sector was found to be
average.Sinha and Arora79 (2012) accessed excellence
oriented culture using 15 dimensions in HEEP. Eight factors
which were found to be moderate in percentage mean
includes structure(66.47%), job performance and appraisal
(66.27%), planning (66.89%), conflict tolerance (65%),
development of individuals (70.18%), leadership (71.40%),
socialisation of new entrants (74.69%) and independent
cooperation (73.85%). Strong dimensions in the
organisations were communication (75.65%), innovation
(77.98%), environment (80.77%), systems (80.05%), result
orientation (81.69%), commitment (84.26%) and humanistic
approach (77.47%). The organisational culture was found to
be strong (76.18%), with higher perception from the nonexecutive category of employees.Mukherjee80 (2013)
examined the effectiveness of OD programme on the
breeding firm. With the help of 142 respondent employees
the OCTAPACE dimension was surveyed before and after
the application of OD intervention. The total mean score of
OCTAPACE culture before and after OD intervention was
found to be 124.44 and 138.96 respectively, indicating that
cultural dimension became stronger and inter-relations and
dependability among variables became stronger and positive
after the application of OD intervention programme. Nika
and Sofi81 (2013) examined eight dimensions of
OCTAPACE culture in tourism Industry in J&K state.
Correlations among eight dimensions indicated that, scores

Impact Factor : 1.9508(UIF)

of openness, confrontation, autonomy and experimentation
were low and were needful for revival.Vats82 (2013) studied
the relationship between organisational cultures dimension
and employees satisfaction in banks. There was strong
correlation among the dimensions of OCTAPACE culture,
thus employees gave importance to all the factors of
organizational culture. Strong relationship was also obtained
between employee's satisfactions with the dimensions of
Organisational culture.Wani83 (2013) examined the nature
of HRD Climate and OCTAPACE Culture existing in
Cadbury India Ltd., Thane Plant in Maharashtra. Data were
collected from 210 workers and 15 managers of the
organisation under study. The mean score of general HRD
climate, mechanism, cultural dimensions and OCTAPACE
culture were compared between respondent workers and
managers. A sound HRD climate was prevalent in the
organisation. Dimensions like top managements attitude,
potential appraisal, competency building, openness and
confrontation required needful improvements.Sasirekha and
Ashok84 (2013) presented an understanding on HRD
climate in government Cement Company. The study
revealed that employees were not fully satisfied with existing
HRD climate. The mean score obtained on almost all the
dimensions of survey were found to be poor and there were
ample of work to be done in this area to improve the
prevailing HRD climate.Renu85 (2013) studied the
dependence of organisational environment on employee
effectiveness in banking industry. The study was undertaken
in tricity i.e. Chandigarh, panchkula and Mohali. There were
high belief on the part of employees on dimensions of
OCTAPACE culture which identified strong relationship
between organisational culture and employee
effectiveness.Gulhane86 (2013) in his article studied the HR
practices in Shree Baidyanath Ayurved Bhavan Pvt. Ltd.,
Nagpur. He concluded that a fair performance management
resulted in improved efficiency of staffs but do not bring
about total quality management in HRM. The HRD climate
needed improvement for employee and organisational
development in the organisation. Effect of HR practices in
employee retention in Indian industries was studied by
Bhardwaj87 (2013). Organisational structure, culture,
recruitment policy, employee payments and benefits,
welfare schemes, career development programmes etc. are
the strategic tool which drives the employees. Therefore
effective design of training, compensation and reward
sharing programmes can result in reduced employee
turnover. Sofi et al.88 (2013) explored the level of
achievement of OCTAPACE culture in government college
of Kashmir. The study revealed that dimensions like
openness, confrontation, autonomy and experimentation
were of poor standard, which affected the morale of faculty
members. Amarjothi and Azhakarraja89 (2013) outlined the
significance of human resource development in changing
scenario. Factors like developmental state of private and
public sector, opening of new global market, social
innovation, participation, new environmental challenges,
demographic changes and equity among people are the major
contributor to human resource development in the world.
Selvam90 (2013) highlighted the emerging role of human
resource in transformation of State bank of India. Human

Human Resource Development: A Literature Review

resource in terms of 7's framework i.e. strategy, style, skill,

staff, system, structure and shared values contributed
towards the change process in SBI, Chennai. Mittal and
Verma91 (2013) studied the perception of employees on
human resource development climate in SBI, Bhopal. With
the help of 100 respondent employees data were obtained on
dimensions of OCTAPACE culture, general climate and
HRD mechanism implementation. The conclusion resulted
in favourable attitude of employees towards HRD policies
and practices of the organisation. Subrahmanian and
Renganathan92 (2013) studied the organisational culture
prevalent in equipment manufacturing company at Chennai.
Sample size for the study constituted 206 employees from
five different departments. The outcome of study revealed
that openness and trust environment was widely prevalent in
the organisation, however employee communication and
proaction culture were needed further development.
The authors further observed that all automobile
companies were devoted to develop organisational culture
by effective implementation of OCTAPACE culture in their
organisations. Abbas93 (2013) in his article examined the
relationship between Business process re-engineering
activities and HRD. The author provided a business process
outlook to HRD process and presented a complicated model
to understand the overall business process of different
activities. Tharmalingam and Manimegali94 (2013) studied
the role and effectiveness of performance appraisal system in
HRD in State Bank of India. The study revealed positive
association between effort and work. Dimensions like
performance appraisal, reward and employee satisfaction
also demonstrated a positive link. Employee satisfaction in
the organisation leads to higher motivation which in turn
enhances knowledge resulting in high performance.
Senthilrajan95 (2013) in his article presented a
psychological understanding of work environment from
employees' point of view. The OCTAPACE culture in Autocomponent Industry was found to be good except few areas
where employees' expectation did not match with
organisational culture.
CONCLUSION
Change process is inevitable in present market
competition. Many organisations adopt this process to face
competition successfully. Change process is also required in
HR structure, system and philosophy to make it more
efficient and productive. Before making any changes it is
essential for the practitioners to have a clear understanding
on the matter. This paper will guide the researchers and
practitioners in formulating new vision and will open a new
way towards development of Human resources.
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Human Resource Development: A Literature Review

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Pushkar Dubey,
Lecturer in Management , Padmashree Kruthartha
Acharya College of Engineering (PKACE), Bargarh,
Odisha,

Sudhir Kumar Sharma

Professor & Head (Department of Commerce)
Government P.G. Arts and Commerce College,
Bilaspur, Chhattisgarh

N. Surenthiran
Manager (HR), NTPC Ltd., Sipat, Bilaspur
(Chattishgarh)

11

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