2 zijmr vol2 issue5 may 2012

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International Journal of Multidisciplinary Research

Vol.2 Issue 5, May 2012, ISSN 2231 5780

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AN EMPIRICAL STUDY ON HRD CLIMATE AND ITS IMPACT ON

JOB PERFORMANCE IN PRIVATE INSURANCE COMPANIES IN

ODISHA

DR.BIRAJIT MOHANTY*; MS. SUSMITAPARIJA**; MR. GHANSYAMSAHU***

*Assistant Professor,

Amity Business School,

Bhubaneswar - 7501013,

Odisha, India.

**Senior Lecturer,

Centre for IT Education,


Odisha, India.

***Research Associate,

Amity Business School,


Odisha, India.

ABSTRACT

The Insurance sector today is a growing and evolving one. Being a service industry it, is

highly dependent on the competencies of the employees. Therefore it is relevant to study the

impact of HRD climate on the job performance of the employees working in the insurance

companies. A congenial HRD climate is essential for sharpening competencies as well as

motivating employees to perform exceptionally. For the purpose of the study a 38-item

questionnaire on HRD climate, developed by T.V.Rao and E.Abraham was adopted for

seeking the responses from the sample. A comparative analysis between the three components

of HRD climate, i.e the General climate, HRD mechanism and the OCTAPAC culture was

conducted using statistical measures like mean score, standard deviation and co-variance.

The effect of HRD climate on HRD outcomes was established. The Job performance was

studied using seven variables in a five point rating scale .An Alpha Cronbach‟s reliability test

was conducted, which showed high internal consistency based on average inter-item

correlation.It was found that the HRD mechanism was more conducive than the General

climate and OCTAPAC culture.The findings also proved that four important HRD outcomes

like motivation of employee commitment responsiveness and job satisfaction were high in the

prevailing HRD climate.To study the impact of HRD climate on job performance, a

regression analysis was performed.It was concluded that HRD climate was good in the private

insurance sector in Odisha and has a positive influence on job performance of the employees

of private insurance companies in Odisha.However the impact of HRD climate on job

performance can further be strengthened by augmenting the attention of management on

employee development and having more effective reward management system and a better

psychological climate.

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KEYWORDS: General climate, HRD mechanism, OCTAPAC culture, HRD climate, HRD

outcomes, Job performance.

___________________________________________________________________________

INTRODUCTION

Human resourceis undoubtedly the most challenging and dynamic capital in an

organization.They are the contributors to the intellectual capital, social capital and emotional

capital of an organization; there by being the most important instruments behind every

success or failureIn an age of bottleneck competition, where the customer has many choices to

make from available products and services, it is imperative to develop a competent and

retainable manpower base. It becomes further indisputable, in an era where knowledge,

information and competencies change fast and becomes obsolete at a faster rate. Therefore,

human resource development is an indispensable responsibility of the management.Human

Resource development in an organizational context, is a process by which the employees of

an organization are helped in a continuous planned way to : a)acquire or sharpen capabilities

required to perform various functions associated with their present or future roles;(b) develop

their general capabilities as individuals and discover and exploit their own inner potentials for

their own and/or organizational development processes; and (c) develop an organizational

culture in which supervisor-subordinate relationships, team workand collaboration among sub

units are strong and contribute towards professional well being ,motivation and pride of

employees(T.V.Rao,1985).It is logical to assume that the relationship between the HRD,

social capital and emotional capital and organizational productivity is highly

integrated(K.Brooks and F.M.Nafukho,2006). Organizational Climate refers to the

"perceptions that organization‟s members shareregarding the fundamental elements of their

organizations" (West et al., 1998).A developmental climate is necessary for effective HRD

initiatives and implementation of HRD strategies. An organization that has a better HRD

climate and processes is likely to be more effective that an organization which does not

have(T.V.Rao, 1992).HRD Climate constitutes of General Climate, HRD Mechanisms and

OCTAPAC Culture. General climate highlights the extent to which the management of an

organization has sincere intention, determined will and takes supportive actions for

developingits manpower. HRD Mechanism constitutes subsystems like performance

management, training and development, Potential appraisal, career planning and development,

reward management, quality of work life, self renewal mechanisms etc.The OCTAPAC

culture underlines an organizational culture having elements like open and frank

communication system, an environment of trust, opportunities to take decision and be

innovative, a proactive attitude towards development by the employees and line mangers, a

authentic approach towards developmental issues, and positive attitude for settling matters of

dispute and grievances forthrightly with positive interaction.Research studies have shown that

a conducive HRD Climate effects performance of the organization positively and enhances

organizational commitment as well as job involvement and performance..HRD Climate

affects individual performance in three ways a) by defining the stimuli that confronts the

individual,b)by placing constraints on the individual‟s freedom of choice and c) by providing

source of reward and punishment (B.Pattnayak, 1998).A congenial HRD Climate helps to

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boost employee morale and creates motivated and competent employees who are propelled by

Organizational commitment and sensitivity towards organizational needs.The role of the HR

department becomes pivotal in designing, developing and implementing effective policies,

strategies and procedures of HRD mechanisms which help in creating positive perceptions in

employees, there by enhancing organizational commitment. Studies have positively linked ten

dimensions of HRD climate,such as participation, succession planning, counseling, appraisal,

training, organizational development, human resource information system, career planning,

reward and welfare, job enrichment towardsenhancing organizational commitment

(Purang,2008).The various elements of a HRD Climate if exist to a good extent in an

organization would definitely help in augmenting job satisfaction of employees(Solkhe and

Choudhary,2011).It assists in creating a cordial and healthy relationship between various

dyads, teams and inter-teams, supported by transparent communication. Research studies

have proved that there exist a statistical co- relationship between specific elements in the

organizational climate and four performance measures such as

profitability,productivity,customer loyalty and employee retention

(B.Pattnayak,2003).Organizational climate has been found to be a determiner of an

organization‟s ability to sustain high performance. It provides levers to form an integrated

people's strategy that shifts performance and the necessary tools that enable employees to do

their jobs properly (Gonzalez, 1999). Studies linking climate and performance (Denison 1990;

West et al., 1998; Burke and Litwin, 1992 and Kangis and Williams, 2000) claim that when

employees perceive greater involvement in decision-making, information sharing and

management support as favourable, it results in greater corporate effectiveness. Well

motivated and committed work force,possessing high level of competency and experiencing

optimum level of job satisfaction, having a fulfilling relationship with supervisors and

subordinates, driven by organizational commitment could possibly perform their jobs better

and deliver proper standardized service to the internal and external customers effectively and

efficiently with minimization of errors and enhanced productivity.

OBJECTIVES

1. To determine the level of HRD climate among employees in selected private

Insurance companies.

2. To determine the relationship of HRD Climate and outcomes of a favourable HRD

climate.

3. To analyses the impact of HRD climate on job performance of the employee.

HYPOTHESIS

H0 : There is a significant relationship between HRD Climate and favourable

Outcomes of HRD.

H0 : There is no significant relationship between HRD outcomes and job

performance of the employees in the organization.

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REVIEW OF LITERATURE

A number of research studies have been conducted to determine the level of HRD climate in

an organization and the factors affecting it. Some of the reviewers are mentioned below:

Silkhe and Chaudhary(2010) analyzed and examined the relationship and impact of HRD

climate on job satisfaction as an organizational performance measure in selected public

sector organizations. The findings indicate that HRD climate has a definite impact on job

satisfaction which in turn leads to the increased organizational performance.

RiyazRainayee,(2000) in a study on HRD climate in commercial banks found that the

over all level of OCTAPAC values in the banks was perceived at a moderate level.

Sharma &Purang,(2000) in their study on “Value institutionalization and HRD climate: A

case study of Navaratna Public sector organization” found a positive relationship between

value institutionalization and HRD climate, meaning there by a better and more ethical

environment of the organization shall lead to a better HRD climate for the organization.

Jain,Singhal&Singh,(1997) conducted a study on HRD climate in two PSUs,i.e BHELand

NFL and concluded that the HRD climate is mainly a function of the effectiveness

variables including individual efficiency, organizational efficiency and productivity and

HRD variables including management policy on HRD, Organizational development , role

analysis and training.

Krishna &Rao,(1997) carried out an empirical study on organizational and HRD climate

in BHEL and found that HRD climate in the organization encouraged middle and senior

managers to experiment with new methods and try out creative methods.

Eisenberger,Fasolo and Davis-LaMasto,(1990) found that the increased performance and

positive work attitudes came from those employees who perceived that the HR Deptt. is

concerned about them.From a practical point of view,this suggests that job satisfaction can

be an important barometer of HRM effectiveness.

STUDY DESIGN

For the purpose of the study, the researcher selected the insurance companies on the basis of

purposive sampling and the respondents were selected on the basis of non probability random

sampling.A total of 250 managers at different levelswere chosen randomly from various

departments and functional areas of Organization keeping in view their total strength and

range of activities. Out of 250 questionnaires distributed, only 190 questionnaires were

received completed in all respects.Therefore, with 76% response rate, the researchers have

conducted this study.

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INSTRUMENTS USED

Anamiable HRD climate is extremely crucialto attend the business goals.Since climate

is an outcome of culture, this study attempts to compare the HRD climate inprivate Insurance

Sector. The present study is an attempt to assess the extent of HRD climate prevailing in five

private insurancecompanies (Max New York Life Insurance Co. Ltd., Birla Sun Life

Insurance Company Ltd. HDFC Standard Life Insurance Company Ltd., Tata AIG Life

Insurance Company Ltd., and Bajaj Allianz Life Insurance Company Limited). A 38- item

HRD climate questionnaire developed by Rao and Abraham (1990) was used and grouped

into three categories: 1) General climate; 2) OCTAPAC culture; and 3) HRD Mechanisms

(HRDM). Job Performance (JP) consisting of 7 items on a five point scale ranging from 5

(strongly agree) to 1 (strongly disagree) was used in the study.

ANALYSIS FRAMEWORK:

The mean score of each item theoretically range from 1.0 to 2.39 indicates poor HRD

climate and Scores range from2.40 to3.93 indicate an „average‟ HRD climate on that

dimension giving substantial scope for improvement. On the same dimension scores above

3.94to 5.0indicates very conducive HRD climate where most employees have positive

attitudes towards the HRD policies and practices on that dimension and thereby to the

organization itself. On job performance dimension, the study hasused North Carolina Rating

Scale indicating up to 1.5 asUnsatisfactoryPerformance, 1.5 to 2.9 asBelow

GoodPerformance, 3 to3.9 as Good Performance 4 to 4.5 as Very Good Performancewhere as

range from 4.6 to 5as outstandingperformance.

RELIABILITY

Alpha (Cronbach‟s) reliability of the two scales used is

HRD Climate : 0.92

Job Performance : 0.96

This indicates a very high internal consistency, based on average inter-item correlation.

FIG.1 CONCEPTUAL MODEL FOR THE STUDY

HRD Climate HRD Outcomes Job Performance

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STATISTICAL MEASURE

To analyze the results, various statistical measures such as Percentage, Mean, Standard

Deviation, Coefficient of Variance andCorrelation were performed through SPSS 19 and MS

Excel 2010.

ANALYSIS AND DISCUSSION

The analysis and discussions of this study are discussed under three broad sections. Section-

Idiscussed the level of HRD climate prevailing in private insurance sector.Section-IIexplored

the outcomes of a favourable HRD climate and Section-III analyzedhow HRD outcomes

contribute to the Job Performance and the impact of the HRD Climate on job performance of

the employees of private insurance sector in Odisha.

SECTION- I

HRD CLIMATE

TABLE 1COMPARATIVE ANALYSIS OF HRD CLIMATE

HRD

Dimension

s

Cod

e

Mean

Score Level

Frequenc

y

Percentag

e

AM

S SD CV

OCTAPAC X3

1-2.39 Poor 62 32.63

3.67 0.57 15.53 2.4-3.93 Average 92 48.42

3.94-5.0 Conducive 36 18.95

HRD

Mechanism X2

1-2.39 Poor 62 32.63

3.98 0.32 8.04 2.4-3.93 Average 80 42.11

3.94-5.0 Conducive 48 25.26

General

Climate X1

1-2.39 Poor 59 31.05

3.81 0.21 5.51 2.4-3.93 Average 94 49.47

3.94-5.0 Conducive 37 19.47

HRDC X 1-2.39 Poor 61 32.11

3.82 0.37 9.60 2.4-3.93 Average 89 46.67

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3.94-5.0 Conducive 40 21.23

AMS: Average Mean Score, SD: Standard Deviation, CV:Coefficient of Variance

The table mentioned above shows that mean score of HRD Climate (HRDC) is 3.82 which

indicate that average HRDC in insurance sector in Odisha. This corresponding score is

recorded as the majority (about 46 per cent) isin between 2.4 to 3.94. A further probe into the

data unveils that almost one third viewed HRDC as under poor categories. In the individual

HRD dimension,HRDMregistered highest mean score of 3.98. The average mean score with

regards the General Climate and OCTAPAC culture have been computed at 3.82 and 3.67

respectively.

It is also inferred from the table that pluralist of 25 per cent of the respondent viewed that

HRD mechanism is highly conducive as against below 25 per cent in General Mechanisms

and OCTAPAC culture. Thus, it is inferred that only HRD mechanism is only found as

conducive (AMS>3.93). BothGeneral climate and OCTAPAC culture in the Average

Categories through General Climatefound to be slightly better than OCTAPAC in average

mean score, standard deviation and coefficient of variance (CV). The results show a

significant and positive strength of relationship of General Climate, HRD Mechanism and

OCTAPAC Culture (r = 0.78, r = 0.72 and 0.67 respectively at p=0.001, p< 0.05) with over

all HRD Climate in private Insurance sector in Odisha(Refer Appendix I).

SECTION-II

HRD OUTCOMES

Afavourable HRD Climate is directly proportionate to the HRD Outcomes (HRDOs)in an

organization. It helps to increase the job satisfaction and better commitment of the employees

towards organization.Three important constituents ofHRDC, namely OCTAPAC, HRDM and

GC arecompared with respect to different HRDOs. The result is presented below in Table 2..

TABLE 2:CONTRIBUTION OF HRDC ON HRDOS

HRD Outcomes Code OCTAPAC HRDM GC HRDC Percentage

X3 X2 X1 X

Motivation Y8 3.52 4.22 4.16 3.97 79.33

Commitment Y7 4.23 4.09 3.15 3.82 76.47

Competency Y6 2.35 4.63 3.46 3.48 69.60

Retention Y5 3.59 2.14 4.25 3.33 66.53

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Job Satisfaction Y4 3.68 3.21 3.64 3.51 70.20

Co-op from Superior Y3 3.86 2.25 3.68 3.26 65.27

Co-op from Sub-ordinate Y2 3.26 3.21 2.89 3.12 62.40

Responsiveness Y1 4.12 3.26 3.59 3.66 73.13

HRDO Y 3.58 3.38 3.60 3.52 70.37

Percentage 71.53 67.53 72.05 70.37

An insight into the empirical evidence contained in above table revealed that a mean score of

3.52 has been registered in overall HRD Outcomes. The corresponding mean score represents

70 per cent of the HRDO. A further probe into specific outcomes data revealed thatfour

factors viz. Motivation and employee commitment, Responsiveness and Job satisfaction

found to be high (>70per cent) in the prevailing HRDC. The inter-HRDC components

revealed that OCTAPAC and GC found to be better as compared to HRDM. A cross section

analysis between HRDC and HRDO exhibited OCTAPACcontributing maximum to all

outcomes except Motivation and Competency, where as HRDM contributes maximum to

employee motivation, competency.Retention and Job satisfaction are the major upshot of

GC.The result inferred that though the HRDM is quite conducive but it has less contributing

factors to over all HRD outcomes in private insurance sector.

SECTION-III

JOB PERFORMANCE

An analysis of the data presented in above Table 3indicated that HRDO has less than 50 per

cent contribution to decide the Job Performance (JP) of the employee.Customer Satisfaction

(34 per cent), Innovation (35 per cent) and Communication (31 per cent)were found to be

constraining factors in job performance. Where as it was interesting to note that effectiveness

and efficiency are contributing maximum to HRDO.Thus it can be inferred that in spiteof

favourable HRD climate to create satisfactory HRD outcomes, Job performance is not much

encouraging in theprivate insurance sector, which is clearly evident from total average mean

score(2.41) and standard deviation(0.69).

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TABLE 3:CONTRIBUTION OF HRDOS ON JOB PERFORMANCE

Job Performance Code HRDO SD Percentage

Achieving the target Z7 2.56 0.76 51.20

Quality of service Z6 2.68 0.87 53.60

Effectiveness Z5 3.39 0.45 67.80

Efficiency Z4 3.26 0.57 65.20

Customer Satisfaction Z3 1.68 0.96 33.60

Innovation Z2 1.76 0.46 35.20

Communication Z1 1.56 0.75 31.20

Average Z 2.41 0.69 48.26

RELATIONSHIP BETWEEN HRD AND JOB PERFORMANCE

The results (Refer appendix I) showed a highly significant and positive strength of

relationship of HRDC and HRDO (r = 0.82, p =0.001, p< 0.05).A further probe into the data

exposed General Climate contributing much (r=0.78) ascompared to HRD mechanism

(r=0.72) and OCTAPAC (r=0.67). But all the sub-elements of HRDOhave significant

contribution to overall HRDO. But it is interesting to note that HRDO has little but positive

strength of relationship with job performance(r=0.375) of the employees in privateinsurance

sector in parameters like effectiveness, efficiency, customer satisfaction and quality of service

found significant relationship.

The results suggested that HRDO and job performance are positively correlated. Despite of

the low relationship between HRDO and performance among employee in this study, these

findings, however, is still logical to infer that organizational commitment, job satisfaction and

employee retention are significantly related to the performance of employeeof private

insurance sector in Odisha. Employees seemed to demonstrate higher performance to their

profession when encouraged with organizational commitment and retention.Empirically, this

result supported the study of Subramaniam (2000) who found a positive relationship between

commitment and job performance in Japanese multinational company in Malaysia. In their

classic study regarding measurement of organizational commitment, Mowday, et al.

(1979)identified a low and significant relationship between organizational commitment and

performance. These findings were also consistent with past studies that have been conducted

by Shaw, et al. (2003); Chen and Francesco, (2003); Yousef, (2000); and Suliman and Iles

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(2000).This proves that HRD climate is a contributing or influencing factor to increase the

level of job performance of the employees of private insurance sector in Odisha.

IMPACT OF HRD CLIMATE ON JOB PERFORMANCE

To study the impact of HRD Climate on job performance, regression analysis was performed

i.eto understanding the degree of association between the variables. F-value of 25.454 which

is significant at 5% level of significance proves that the regression model is valid(Appendix

II).The individual impact of HRD climate dimensions on satisfaction cannot be interpreted in

this analysis because of the existence of multi-collinearity and high inter-item correlation,

which may affect the results. However, it can be said be said that job performance is very

much influenced by General climate,HRD mechanism and OCTAPAC culture of the

organization in general. Therefore the null hypothesis that there exists no relationship between

HRD climate and the level of job performance by the managers in private insurance sector is

rejected.

CONCLUSION AND RECOMMENDATIONS

It can be concluded from this study that there exists a good/average HRD climate in the

private insurance sector in Odisha. Average mean score of 3.82 with a standard deviation of

0.37 and coefficient of variance of 9.6 based on the perception of the managers sought

through the scale constructed for measuring the HRD climate bears enough testimony for the

same. The managers in general shared a favorable attitude towards the HRD policies ad

practices, satisfied with the developmental policies of the top management and contented with

their work environment as a whole. On the other hand, the job performance of the employees

was also average, though much more is expected. Most importantly, the findings of this study

are in conformity with the existing literature and add to the gap in the existing literature,

which has been attempted through this study. Further it was also concluded that there is a

significant relationship between HRD climate and Job performance and any positive change

in HRD climate will bring about positive changes in job performance.However the findings of

this study indicate that there is still substantial scope for improvement in various aspects of

HRD as well as factors influencing Job performance. HRD mechanism component needs to

be given more attention by the top management of the private insurance companies with

respect to the variables like reward and appreciation and more importantly by providing

feedback in a cordial manner with focus on learning rather than treating mistakes and falling

short of targets by employees as suicidal and imposing punishment for the same. Secondly, in

case of general climate, the components like employee development aspects by both top

management and the seniors should be given more attention in order to improve job

performance of the employees.The general psychological climate in the selected insurance

companies should be improved and efforts should be made to make it conducive to the

development of employees.Thirdly, efforts should be made in developing trust factor amongst

the employees and employees should not be afraid of sharing their feelingsand discuss freely

with their seniors.Further efforts should be made to develop OCTAPAC culture by

developing team spirit, decent compensation packages and clear cut career development path

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for employees of private insurance companies. Although the study has made an attempt to

examine the potential impact of HRD climate on job performance by concentrating on single

variable, but there may be other variables which equally affect job performance of the

employees. Thus there is scope for further research in this area by taking samples from all

sections of employment and examining the result with limited controlled multiple variables.

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HRD Climate

Job Performance

Outcomes of HRD

OCTAPAC

HRC Mechanism

General Climate

Commitment

Competency

Motivation

Job Satisfaction

Retention

Co-Operation from Superior

Co-Operation from Sub-ordinate

Responsiveness

Effectiveness Efficiency Customer Satisfaction

Innovation Quality

Achieving the target Communication

0.72

0.78

0.67

0.61

0.83

0.72

0.57

0.82

0.59

0.64

0.51

0.375*

0.34*

0.59 0.26*

0.19*

0.59

0.73

0.87

0.82

* Not significant at 0 .05 level

APPENDIX-I

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APPENDIX-II

RESULTS OF REGRESSION MODEL ON HRDC ON JP

a. Predictors: (Constant), HRDC

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Model Summary

Model R R

Square

Adjusted

R

Std.

Error of

the

estimate

Change Statistics

R

Square

Change

F

Change

df 1 df 2 Sig. F

change

1 0.375a 0.141 0.140 0.0767 0.141 25.454 1 188 .000

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Vol .2,Issue.2

2 zijmr vol2 issue5 may 2012

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