Académique Documents
Professionnel Documents
Culture Documents
RESEARCH DESIGN
3.1
Review of Literature
3.2
3.3
3.4
3.5
Methodology
3.6
Method of Analysis
3.7
Sample Size
3.8
Period of Study
3.9
3.10
3.11
3.12
Chapter Scheme
CHAPTER-III
RESEARCH DESIGN
INTRODUCTION:
Human Resource is considered to be very crucial in the organisations.
Sound and healthy organisations at present started realising the Human
Resource as the most important of all assets based on the emerging values of
humanisation. Development is considered to be the soul of the Human
Resource Management functions, which reflects on the establishments of the
organisations. Human Resource Development, in a growing economy like India
is the need of the time and undoubtedly, transport sector is the most effective
instrument for Indias economic development.
So developing Human
Resources for this sector has become essential to achieve the national
objectives. In spite of the rapid technological reformations, Human Resources
remain the backbone of the organisational structure of Indian Railways-which
undertake the crucial responsibility of transforming its operational system into
the modern one that suits to the present requirements.
Since, there are a few studies in this area and recognising the pivotal
position of Indian Railways in developing the nations socio-economic
structure, it was felt necessary to undertake the study of Human Resource
Development in South Central Railway. The rapid movement of products,
people, information and ideas around the world focus on local needs and
management of the paradox of global economies of scale. It requires a global
mindset and a local commitment. Thinking globally but acting locally. To
accomplish this ambitious agenda, organisations have to fundamentally
81
Bhatt I.T Dixit S.A and Meheta S.N Behavioural Training as a Tool for Development of Non
Supervisory Employees of Petrofil Alternative and Strategies of HRD, Rawat Publications Jaipur
1988 pp 334-341.
2
Achdeva Anil and A.R Arora Improving Employee Relation Climate HRD Shows the way
Alternative and Strategies of HRD, Rawat publications, Jaipur 1988 pp 84-125.
82
83
Appraisal should not be a once-a-year event. For best result it should be a year
round series of event. The terminology performance appraisal should be
replaced to give performance appraisal a total human resource development
orientation by performance management consisting of three parts-performance
planning, performance managing, and performance appraisal.
Naidu BSK Human Resources Development in Hydrosector IJTD Vol 21 (5-6) Sept-Dece 1991,
pp 29-30.
9
Bhose and Natrajan P.K Labour Management Co-Operation for Productivity in Management of
Change Thought HRD HRD Network, XLRI Jamsedpur 1991.542-246.
10
Kathleen Guinn Dont Just Appraise Performance Manage it, HRM: New Perspective, MDI
Gurgaon. 1992 pp 55-57.
84
present context where the nation is on the threshold of the tenth five year plan
and every effort is made to connect the abundant population into productive
human resource.
Sharma and Rajeev (1998)15: In their study of Management Training
in India, observed that in recent years may developing and developed
countries have focused attention on the training of their managers, based on a
11
Sinha D.P HRD : The Indian Challenges- Tata Mc Grow Hill Publlishing Company, New Delhi
1991. Pp 16-17
12
Singh I.S HRD for Workers Oxford and IBH Publishing Company pvt Ltd, New Delhi 1997.
13
Sidhanth T.N HRD : Indian Context Journal of Economic Perspectives 4(3) sum-merpp 3, 1998.
14
. Tandon B.B. Human Resource Development: Issues Before Us Deep and Deep Publications,
1999. pp 6-15
15
Sharma and Rajeev Management Training in India International Journal of Manppower, Vol 13, pp
41-54
85
questionnaire survey evaluates for the first time, the extent of management
training in India and skills emphasis, also reassesses other dimensions such as
training methods, training policies and assessment methods, the findings
suggest that the extent of management training in India is very less and there
are structural differenced between organisations that provide training to their
managers and those which do not.
Amba-Rao (2000)16 Observed that Functioning of Indian Managers
and their Perception towards the Process of Performance Appraisal. Most of the
firms conduct the routine annual performance appraisal process, but the
objectivity and evaluation parameter varies for public sector organisations, the
process is more of a formality given its rules and adherence to legislations, the
focus is more on understanding venues for developmental perspectives than
evaluation for assessing value and worth of an individual.
Moitra M.K. (2001)17Has worked on Restructuring in Public Sector
Trends;Problems and Prospects trusted on Indian public sector. Public sector in
India has come under the security of expert committees for reasons similar to
that elsewhere. The return on capital employed has been below acceptable
levels. The organisations have often being plagued with problems of excess
manpower poor project management, lack of continuous technological upgradation and engaging in non-commercial activities.
Rondeau and Wager (2001)18Examined the relationship between HRM
Practices in Workplace climate and Perceptions of Organisational Performance,
in a large sample of Canadian nursing homes and found that nursing homes,
which had implemented more progressive HRM practices and reported a
16
Amba-Rao, S.C. (1994a). US HRM principles: cross-country comparisons and two case applications
in India. The International Journal of Human Resource Management, 5(3), 755-778.
17
Moitra M.K. Restructuring in Public Sector Trends Problem and Prospects http//www.ihrim.org
2001
18
Rondeau Kent V. & Wager Terry H.(2001), Impact of human resource management practices on
nursing home performance, Health service management research, Vol. 14.,No.3,pp 192-202.
http://www.iimahd.ernet.in/publications/data/2005-09- 02ramesh.pdf Assessed on 6/05/2009)
86
Hashim, Junaidah, Training Evaluation: Clients role, Journal of European IndustrialTraining, Vol.
25 Issue 7, 2001, pp374-379.
20
Dr.M.A.Ogunu, Evaluation of Management Training and Development Programme of Guinness
Nigeria PLC, Indian Journal for Training & Development, Vol XXXII No1, 2002, pp 23 28.
21
SonaKmable R Personnel Problems in Industies Classic Publications New Delhi 2002
22
Lawler, E. E. & Mohrman, S. A. (2003). HR as a strategic partner: What does it take to make it
happen? Human Resource Planning, 26, 15-29.
87
The
23
88
26
Strategic approach tobetter ROI, has stated that the employee training
represents a significant expenditure for most organisations; yet, for the
majority, it fails to achieve the best possible results, because, training is viewed
tactically rather than strategically. Training that makes people feel warm and
good is not necessarily effective training. Training can, however, provide
extraordinary improvements in the organisation. The key to getting the best
returns on investment from training is to view it strategically rather than
tactically.
Maheshwari (2005)27Conducted a study to find out the commitment of
health officials and its implications for HR practices in Maharashtra. The study
suggests that the district health officials do not share a strong emotional bond
with their department. The state needs to reform its Human Resource
Management practices effectively strengthen the functioning of the health
system. The study also suggests that investing in development of multiple
strategies for the growth and career development of health professionals is
required.
R.K. Sahu (2005)28Is the Founder Director of Human Resource
Development Centre, New Delhi, in his text book Training for Development;
all you need to know states about the training or retraining in Indian
26
89
29
Smeenk S.G.A., Eisinga R.N., Teelken J.C. and Doorewaard J.A.C.M. (2006), The effects of HRM
practices and antecedents on organisational commitment amonguniversity employees, International
Journal
of
Human
Resource
Management,
Vol.17,No.12,,pp.20352054
http://ics.uda.ub.rug.nl/FILES/root/ Articles/2006/SmeenkSGA-effects/36-EisingaRN-Effects-2006.pdf
(Assessed on 6/5/2009)
30
Wang, Greg G.; Wilcox, Diane, Training Evaluation: Knowing More than is Practiced, Advances
in Developing Human Resources, Vol. 8 Issue 4, 2006, pp528 539.
31
Hassan A., Hashim J. and Ismail A. Z (2006) Human resource development practices as
determinant of HRD climate and quality orientation, Journal of European Industrial
Training,Vol.30,No.1,pp 4-18
90
32
Chand M.and Katou A.(2007) The Impact of HRM practices on organisational performance in the
Indian hotel Industry,Employee Relations,Vol.29, No.6, pp 576-594.
33
Rao, A. S. (2007). Effectiveness of performance management systems: an empirical study in Indian
companies. The International Journal of Human Resource Management, 18(10), 1812-1840.
91
related
to
organisational
commitment
and
challenging
identified
training
needs
after
due
discussion
with
his
34
Petrescu Alina Ileana & Simmons Rob (2008), Human resource management practices and workers
job satisfaction, International Journal of Manpower, Vol.29,No.7,pp.651-667.
35
Chew Janet & Chan Christopher C.A (2008), Human Resource Practices, Organisational
Commitment an Intention to Stay, International Journal of Manpower,Vol.29,No.6,pp.503-522.
36
Gopalan, S. (2009).Training and Development at Birla Cellulosic. In: G. Jegadeesan (Ed.), Industrial
sector in India (HR Issues and Practices). Hyderabad, ICFAI University Press, 142-147.
37
Vanhala M and Ahteela R., (2011), The effect of HRM practices on impersonal organisational
trust, Management Research Review,Vol. 34 No. 8,,pp. 869-888
92
38
Nayyab H H, Hamid M , Naseer F, Iqbal M., (2011), The Impact of HRM practices on the
Organisational performance :The study of banking sector in Okara, Punjab Paki stan),
Interdisciplinary Journal Of Contemporary Research In Business, Vol. 3, NO. 3,pp. 661-672.
39
Bamel, U. K., Rangnekar, S. & Rastogi, R. Managerial Effectiveness in Indian Organisations:
Reexamining an Instrument in an Indian Context, Research and Practice in Human Resource
Management, (2011). 19(1), 69-78.
40
Benjamin Akinyemi (2011) An Assessment of Human Resource Development Climate inRwanda
Private Sector OrganisationsInternational Bulletin of Business Administration , ISSN: 1451-243X
Issue 12 (2011)
93
Dr.Manisha Seth and Dr. Deepa Sethi (2011)41In their article reviles
Human Resource Outsourcing: Analysis Based On Literature Review focuses
on different types of HR outsourcing and the factors which need to be
considered before a company goes for outsourcing of Human resource
Functions.
Dr.Muhammad Tariq Khan Dr. Naseer Ahmed Khan Khalid
Mahmood (2012)42In their paper entitled An Organisational Concept of
Human Resource Development How Human Resource Management Scholars
View HRD. 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 socio economic angle and giving it other dimension such as physical,
intellectual, psychological, social, political, moral and spiritual development.
Sanaya Khanna (2013)43In his study Human Resource Challenges
and Opportunities in Indian Railways Service sector in India which consists of
a wide variety of services such as electricity and water supply, road, rail and air
transport, hospitals, police, postal department, call centers etc., is a real
challenge for HRD. Indian Railways is the backbone of service sector and one
of the biggest employers in India. The network of IR is very vast, spread all
over India. Due to this widespread network, it brings in its fold people from
different origins and of different workforce profile working together under one
roof. This necessitates the prevalence of different HR practices in order to deal
with them effectively so that their full potential may be explored.
41
Dr. Manisha Seth and Dr. Deepa Sethi Human Resource Outsourcing: Analysis Based On Literature
Review, International Journal of Innovation, Management and Technology, Vol. 2, No. 2, April 2011,
pp 127-129.
42
Muhammad Tariq Khan Dr. Naseer Ahmed Khan Khalid Mahmood (2012), An Organisational
Concept of Human Resource Development How Human Resource Management Scholars View
HRD.Universal Journal of Management and Social Sciences, Vol. 2, No.5; May 2012.
43
Sanaya KhannaHuman Resource Challenges and Opportunities in Indian RailwaysIndian Journal
Of Research, Advance Access publication 18 July. 2013, pp 07-12
94
95
are limited; the scope of the study does not permit inclusion of all zones of
Indian Railways. Therefore, the study is confined to the South Central Railway
only. The main focus of research is on critical variables of HRD fabric viz
HRD Practices; HRD Culture and Climate; Training and Development;
Performance Appraisal; Career Planning; Motivation; Employee Welfare and
Quality of Work Life prevailing in SCR.
3.5 METHODOLOGY:
This is an exploratory and analytical case study. The methods adopted to
collect research data are:
1. Personal interview with the help of interview schedule.
2. Introspection
3. The study has made use of both primary and secondary source of data.
The primary source includes data collected through structure interview
schedule; personal observation and formal discussion with the
employees of SCR. The secondary sources of data include reports
published by SCR. General Managers Annual Reports, Indian Railways
Annual Reports, Year Books, Magazines, Pamphlets and other
publications by zonal office of the SCR. The data is also extracted from
the various section officers of SCR.
3.6 METHOD OF ANALYSIS:
Since the research has leaned so heavily upon personal interview, the
question of the reliability of evidence as a basis for forming opinions and
drawing conclusions is crucial. The researcher was acutely aware of this
problem. The only way to rely upon her own judgment as to the qualifications
and knowledge of the individuals with whom she talked, as to the perspective
from which their view point under consideration and as to the reasonableness
of their observation and criticisms, by continued cross checking of the
information gathered from one interview against that gained from another and
by checking interview material against that derived from various other sources
96
Supervisory
Clerical
Managerial
Total
1. Secunderabad
58
35
10
103
2. Hyderabad
31
23
59
3. Vijayawada
41
30
79
4. Guntur
31
19
55
5. Guntakal
32
18
57
6. Nanded
25
17
47
Total
218
142
40
400
97
Statistical Analysis:
The Chi-Square test was applied to examine the difference between the
organisation and different variable.
Oi Ei 2
Ei
Oi = Observed frequencies
Ei = Expected frequency
.
.
98
transport sector has continuously grown because of an effective role they play
in socio-economic development.
In
this
research,
the
researcher
tried
to
give
appropriate
99
4.2
4.3
4.4
100