A Human Resource Management Blog

This is my blog on human resource management. Strategic human resource management

is now a very important field in management studies. Please read the blog in from
beginning.

Saturday, February 23, 2008

Attitude and organizational success

Attitude and human resource management

HRM is a management function that helps organization to recruit, select, train, develop
and manage its members. HRM refers to a set of programs, functions, and activities
designed and carried out in order to optimize both employee as well as organizational
effectiveness. Attitude is one among the above areas which contributes to the
organizational success. All attitudes are not discussed here. Only work related attitudes
and its contribution to the success of the organization are considered. Attitude and
organizational success are highly related. The ingredients of work related attitude and
organizational success, the relation between them and other relevant details are discussed
in this chapter.

3.2. Definition of attitude

The definition of attitude is “Attitudes are learned predispositions towards aspects of our
environment. They may be positively or negatively directed towards certain people,
service or institutions.”

3.3. Types of work related attitudes

Individual possess hundreds of attitude. But there are mainly three work related attitudes.
They are Job satisfaction, Job involvement, and organizational commitment.
3.3.1. Job satisfaction
It refers to one’s feeling towards ones job. Individual having satisfaction will possess
positive attitude towards the job. Dissatisfied people will have negative attitude.
3.3.2. Job involvement
It refers to the degree with which an individual identifies psychologically with his or her
job and perceives his or her perceived performance level important to self worth. It refers
one’s attachment with the job. High degree of job involvement results in fewer absences
and lower resignation rates.
3.3.3. Organizational commitment
It is understood as one’s identification with his organization, its goals and feels proud of
being its employee. Absenteeism and turnover are low when employees have
organizational commitment.
3.4. Meaning of organizational success.
It means attainment of ultimate objectives and winning the war not every battle.
Organizations fail because of lack of desire, dedication, direction and discipline. All
balloons do not go up in the air. Some go up as they are filled with special gas. Others do
not, because it is filled with ordinary air or has nothing inside. The same principle applies
organizations. It is what is inside the organization that counts. That is attitude. People can
be the biggest asset or the biggest liability. The success of an individual, organization or
country depends on the quality of their people. If people had their better attitudes, they
would be better team players and it would cut down waste, improve loyalty and in
general make their company a great place to work. Human beings can change their
attitudes of mind. Changing the attitudes of people is not a magic.
Just like a great building stands on a strong foundation, so does success. That is attitude.
A study reveals that for a man's success, for example getting a job, the contribution goes
to attitude which accounts for 85% whereas facts & figures accounts for the balance 15%.
Three factors namely environment, experience & education determine an employees
attitude. In a positive environment, a marginal performer's output goes up. In a negative
environment a good performer's output goes down. In a corrupt environment, an honest
person has a tough time whereas in an honest environment, the corrupt one has a tough
time. The person with a positive personality is caring, confident, patient and humble. He
is a fruit of all seasons.
3.5. Effect of positive attitude in an Organization.
The following are the benefits of the positive attitude of the employees which contributes
to the success of the organization. These can be treated as attributes of success of an
organization
Increases productivity
Solves problems
Fosters teamwork
Improves quality
Makes congenial atmosphere
Breeds loyalty
Increases profits
Fosters better relationships with employer, employee & customers
Helps a person to become a contributing member
Makes for a pleasing personality
Posted by Prathish P D at 12:58 PM 2 Comments
Links: attiture, decision, hrm, Human Resource Management

Monday, February 18, 2008

Cooperative organizations in Kerala

2.1 A brief history of cooperatives.

The cooperative movement began in Europe in the 19th century, primarily in England
and France. The industrial revolution and the increasing mechanization of the economy
transformed society and threatened the livelihoods of many workers. Robert Owen
(1771–1858) is considered the father of the cooperative movement. Owen believed in
putting his workers in a good environment with access to education for themselves and
their children. These ideas were put into effect successfully in the cotton mills of New
Lanark, Scotland. It was here that the first co-operative store was opened. Spurred on by
the success of this, he had the idea of forming "villages of co-operation" where workers
would drag themselves out of poverty by growing their own food, making their own
clothes and ultimately becoming self-governing

2.2 Cooperative societies in Kerala

The people of Kerala have continued to confirm their faith in the cooperative movement
bringing it to the forefront of Indian States in terms of the average membership in
primary cooperatives; average deposits and average credit availed from these societies.
Data from the Reserve Bank of India (RBI) for 2005 showed that Kerala had a total of
1.11 crore members in its 1,628 primary cooperative agriculture credit societies. There
are a total of 1, 08,603 primary cooperative societies in the country. In Kerala, the
number of people employed in primary cooperative societies is 18,968. The total volume
of deposits in the primary cooperative agriculture credit societies in the country is a little
over Rs. 20000 crore and Kerala, accounting for an average deposit of Rs. 5 crore per
society, is on top of the Indian states. The national average for deposits in the primary
cooperative societies is Rs.20 lakh.
Co-operative institutions provide a self-reliant and self-regulated institutional
framework for the social and economic development of the society. The strong
finances of the primary co-operative banks, adherence to democratic principles, and
uniqueness of co-operative ventures initiated and the success of co-operative enterprises
such as the Kerala Dinesh Beedi, Indian coffee house and Rubco led to entry of
cooperative movement into each and every sector of life in Kerala. Now cooperatives
have presence in the field of education, hospitals, medical colleges, water theme parks
etc. Attempts at revitalizing and strengthening of the co-operatives have seen the State
Government pump in substantial funds in ventures such as agro-processing, upliftment of
women and the weaker sections of the community, promotion of self-help groups and
establishment of fair price networks such as the Neethi Stores.
The State Government passed the Kerala Co-operative Societies (Amendment) Act, 1999,
which came into force from January 1, 2000. The Act has provided for a number of
schemes such as providing membership to local body institutions, deposit guarantee to
primary agricultural credit societies, consortium lending, a co-operative development and
welfare fund, an independent election commission, an independent audit wing, a
vigilance wing and a co-operative examination board. Institute of cooperative
management, Poojappura, Thiruvanandapuram, is giving in-service training to employees
in the latest developments. There is one district cooperative bank each in every revenue
districts of Kerala.

2.3 The Thrissur District Cooperative Bank Ltd

The Thrissur District Co-operative bank ltd. No.60 was registered as the Cochin Central
Cooperative Bank Ltd, on 29/06/1918. It started functioning on 19/11/1918 as the apex
bank of the erstwhile Cochin state with 39 affiliated societies and a paid up capital of
Rs.2,795/-.The first board of directors of the bank was constituted on 15/07/1918 under
the leadership of Manakkulam kunjunni raja. Shri. Kunjunni raja was the first president
and sri. V.K.Varkey was the first secretary. In 1954, when cochin and Travancore States
were amalgamated, the then Travancore Central Co-operative Bank was granted the
status of Apex Bank and the Cochin Central Co-operative Bank was affiliated as District
Co-operative Bank. Subsequently a branch was opened at Ernakulam on 1st December
1954.Later, in 1961 the area of operation of the Bank was restricted to Thrissur Revenue
District and the Bank was renamed as Thrissur District CO-operative Bank. This was
done after the re-organisation of Co-operative Banks on the basis of Revenue District.
Till 1978, the bank extended finance only through Primary Co-operatives and in 1978,
and then it started direct finance to individuals. Now the bank functions with its
registered office at Thrissur and extends its operation to the whole Revenue District
through 48 branches. Their head quarter is situated in the newly constructed “Sahakarana
Sathabdhi Mandiram”, at Kovilakathumpadam, near North bus stand of Thrissur town. It
is governed by an elected director board. The general manager of the bank is a
professionally qualified person. The present President is Sri.T.U.Udayan and Sri. M.
Ramanunny is the Chief Executive (General manager).There are three deputy general
managers under the GM. The employees of the bank are recruited by a recruitment board
constituted by state government for this purpose.
Posted by Prathish P D at 7:33 PM 0 Comments
Links: case studies, cooperative organizations in kerala, hrm, kerala

Saturday, February 16, 2008

Human Resources Development

1.6 Methodology of the study

There are a number of possible methods for measuring employees’ work related attitudes,
such as conducting focus groups, interviewing employees, or carrying out employee
surveys. Of these methods, the most accurate measure is a well-constructed employee
attitude survey. A cooperative organization is selected for the purpose of the study.
Sample of fifty employees is selected from the head office, an urban branch and a rural
branch of ‘The Thrissur district cooperative bank Ltd, Thrissur’ on random basis from
among the Branch managers, accountants and the clerks. A questionnaire is distributed to
the sample population. The results are analyzed using MS Excel. The findings,
conclusions and suggestions are included in a separate chapter.
1.7 Limitations of the study
This study is conducted in an apex district level financial Institution of Kerala. The study
is in cooperative sector. The Sample contains managers, accountants and clerks (middle
level staff) only. The sample size is fifty only. As the size of the sample is small and it is
conducted in a limited span of time the generalization is difficult. As the HR conditions
of Kerala cooperative sector is unique the generalizations of the findings to other areas is
also difficult.
1.8 Summary
The employees’ attitude is studied to find its relation with the success of the organization.
The study is conducted in ‘The Thrissur district cooperative bank Ltd, Thrissur’. A
sample survey is conducted for the study. Fifty samples are selected at random from two
branches and the head office of the organization. The questionnaire is prepared in such a
way that the analysis of the questions from areas of different attitudes can measure the
attributes of success belongs to the following list. The list of benefits which contributes to
success are: Increases productivity, solves problems, fosters teamwork, improves quality,
makes congenial atmosphere, breeds loyalty, increases profits, fosters better relationships
with employer, employee & customers, helps a person to become a contributing member
and makes for a pleasing personality. From different questions of the questionnaire,
scores are generated to quantify these attributes. The Microsoft excel software is used to
analyze the results. The attributes of success measured in the study shows that ‘the
attitude which helps to become employees contributing members is the attribute which
has the highest percentage score in the organization and ‘Breeds loyalty’ is the lowest
percentage score .All the success attributes are scored above 76% and the average of all
the scores is 81%. This is a very high level of success rating. Here the work related
attitude of the employees is on a highly positive level and it has contributed to the success
of the organization.The details of findings of the study are included in the fifth chapter.
Posted by Prathish P D at 9:07 PM 1 Comments
Links: hrm, Human Resource Management, human resources

Friday, February 15, 2008

A case study on human resource management
1.2 The Title of the study
The title of the study is “Employees’ attitudes and its effect on the organizational success,
a case study with respect to The Thrissur District Cooperative Bank Ltd”.

1.3 The statement of the problem

The employees’ attitude and behavior will highly influence the success of the
organization. This study tries to find out the bottle necks in the employees’ attitude which
may influence the achievement of the goals of the organization. The study is conducted in
The Thrissur District Cooperative Bank Ltd. Some suggestions to remove barriers related
to employees’ attitude are also included.

1.4 Objectives of the study

The following are the objectives of the study
To find the level of attitudes of the employees in a cooperative organization
To find the bottle necks in the employees attitude in achieving the organizational success
To find the effect of the attitudes on the organizational success
To create awareness among employees about the areas of work related attitude where
they are generally weak.
To give suitable suggestions and recommendations to the management based on the
findings of the study

1.5 Scope and significance of the study.

This study is conducted in cooperative banking sector. Very few studies are conducted in
human resource management of cooperative sector. The findings of this study can be
utilized to create positive attitude among the employees of The Thrissur district
cooperative bank Ltd and similar institutions. The attitudinal training based on the
findings of this study will contribute to the organizational success. The nature of
cooperatives in Kerala is unique. The employees can work for political parties and many
of them are district level leaders also. These leaders can indirectly control the managing
committee as the committee members come below their rank in the respective party
setup. Hence the human resource management is unique in such type of institutions and
so the results of this attitude related study is helpful to this type of organization for the
organizational success.
Posted by Prathish P D at 12:42 AM 1 Comments
Links: case studies, hrm, Human Resource Management, human resources, study

Thursday, February 14, 2008

Human Resource Management - General

Human resource management now occupies a prime position of all disciplines of

management. Companies are now trying to increase their competencies by investing in
their human capital by way of the state of the art methods. The attitudes and behaviors of
the human capital are highly related to the success of the organization. Kerala is a leading
supplier of the human capital to all nooks and corner of the world. Earlier studies shown
that the attitude of Kerala people become more positive when they go outside the state.
The situation inside Kerala is now changing as a result of our economic growth and better
living conditions. Hence a study about employees’ attitude is very significant in Kerala.
More over cooperative sector stands in between the public and the private sector and the
employees will also have some ownership feeling. Hence a cooperative organization is
selected for the study.
Employee surveys are an ideal way to understand the feelings of the employees.
They help to feel the pulse of the employees, which can determine the cause of several
problems like high absenteeism, organizational conflict, disputes, and high employee
dissatisfaction. The outcome of the surveys would help to determine the steps that have to
be undertaken to reduce the incidence of such issues, as well as to improve the morale of
the employee and productivity.
Posted by Prathish P D at 11:29 PM 0 Comments
Links: hrm, Human Resource Management, human resources
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Blog Archive
• Feb 14 (1)
• Feb 15 (1)
• Feb 16 (1)
• Feb 18 (1)
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Labels
• attitude (1)
• attiture (2)
• case studies (2)
• cooperative organizations in kerala (1)
• decision (1)
• hrm (5)
• Human Resource Management (4)
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• kerala (1)
• organisational sucess (1)
• study (1)

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