HRD Practices in Indian Organizations and Their Impact on ‘Productivity’ of Human Resources: An Empirical Study

Ravindra Jain and R. Premkumar

Management and Labour Studies, 2011, vol. 36, issue 1, 5-30

Abstract: In the wake of globalization, liberalization and privatization on economic front, organizations are expected to make objective assessment of existing status of their HRD system and processes in order to evolve need based pragmatic HRD Agenda for the future. In this context the present study gives a concrete base and direction as it provides the empirical evidence as regards to current status of HRD Sub-systems & facilitators in relation to HR productivity with reference to Indian Private Sector and Public Sector Organizations. Almost all the selected sub-systems of HRD (except Employee Communication and Employees' Empowerment) have been found to be moderately effective. Concerns of the various stakeholders for HRD cause and practices of selected management styles have also been found at moderate level to facilitate HRD process. HR Productivity has also been found to be confined only to moderate level. The selected HRD sub-systems, concerns of various stakeholders for HRD cause and the selected management styles have been found to have significant impact on HR effectiveness. Such findings of the study indicate that in order to improve the level of HR effectiveness, there exists a dire need of continuous improvement in design and implementation of HRD subsystems (particularly Employee Communication and Employee Empowerment), also in level of concerns of various stakeholders, as well as in practice of the management styles. Research on earlier researches and case studies need to be taken up as it will give right direction in order to formulate action strategies for the future.

Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:sae:manlab:v:36:y:2011:i:1:p:5-30

DOI: 10.1177/0258042X1103600101

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