18_EIJMMS_VOL1_ISSUE3.pdf - zenith international journal ...

EXCEL International Journal of Multidisciplinary Management Studies

Vol.1 Issue 3, December 2011, ISSN 2249 8834

Online available at http://zenithresearch.org.in/

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HUMAN RESOURCE DEVELOPMENT (HRD) IN INSURANCE SECTOR

(A STUDY WITH SPECIAL REFERENCE TO LIFE INSURANCE

CORPORATION OF (LIC) INDIA)

DR.SANTOSH SINGH BAIS*

*Assistant Professor and HOD,

Department of Commerce and Management,

Government First Grade College,

Chincholi -585307, Gulbarga, Karnataka, India.

ABSTRACT

The real strength of a country lies in the development of the human mind and body. McGregor

observed that, people posses of creativity, imagination, and ingenuity to solve the problems of

the organization. Quite often these potentials are not optimally utilized by management through

appropriate and systematic efforts. The growth and development of any country depends on its

people. Empirical studies have indicated that labour and capital were largely responsible for the

development of advanced countries. This was done by way of investment in education and

training of the labour forces2. The huge manpower available can be used creatively and

constructively for the growth of the economy3. Owing to the significance attached to the human

resources in the national context, Sir William Peltty in the seventeenth century attempted to

quantify the value of the human resource in monetary terms4. Peter Drucker, an international

expert on management, remarked that, economic results are not produced merely by economic

forces but they are essentially human achievements. Thus human beings are considered as the

most valuable resource.

KEYWORDS: Manpower, Training, performance, Resource, climate.

1.1 INTRODUCTION

No nation can become strong if it ignores the most precious resources i.e., people. It is clearly

said by the eminent economist Adam Curie that the development of the organization as well as

the nation lies in the development of their individuals. India is a large country and has vast

potential to become a strong nation with its huge natural and human resources. It is the third

largest body of scientific and technical manpower. Every human being has the ability and

potential to do remarkable things, if he is provided with an opportunity and congenial climate to

understand, develop and utilize his / her potential.

A country may possess abundant physical resources, but it cannot make rapid economic

and social advancement unless it happens to possess people who are enterprising and have

developed necessary skills and attitudes. Human resources in a developing country are an

important resource and needs to be fully utilized. Lord Mountbatten while leaving India said

“Independent India has to do a lot in utilizing human resources for its own benefit and

development”. His view stresses the imperative need of India to develop its human resources




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economically. The ideology that human resources are important for well being has struck a firm

root in the developed and developing world. It is moving towards the center stage of socio-

economic development. India too realized that human resources cannot be ignored if it wants to

increase its economic vitality. It is a vast land with widely different geographical, political,

cultural and climatic conditions. This all the more necessitates the need for the development of

personnel by adoptive systems.

Smt. Indira Gandhi in her last public speech at Bhubaneshwar on 29.10.1984 made a

special reference to the human resources when she said “our greatest wealth is our people. We

must enable individuals and families to realize their potential to the full”. The Late Prime

Minister Sri. Rajiv Gandhi rightly remarked, that “development is not just about factories, dams

and roads but is basically about people”. World Bank President, Lewis T. Preston has called for a

higher rate of investment in human resources to fight world poverty. In support of his point, he

cited the example of the East Asia which by investing more on human resources over the years

had attained a higher rate of rapid economic growth. The shift of emphasis on the possibility of

more economic development with reference to post independent India has obviously moved on

to emphasize on the human welfare which after all should follow any economic activity.

1.2 STATEMENT OF THE PROBLEM AND SCOPE OF THE STUDY

Today there is a cut throat competition in every industry more so in service industry like

insurance industry. It is being crowded with not only national players, but also with global

giants. Each player, at regular intervals, is coming out with innovative products and innovative

ideas to woo the investors. Insurance companies apart from ensuring security are also offering a

fair return to the policy holders, LIC, under such situation, has to make extra efforts to maintain

its leadership position in the insurance business.

Human factor plays an important role in every industry, more so in service industry like

insurance industry. Human beings are indispensable in insurance industry. Life Insurance

Corporation (LIC) of India is one of the biggest service organizations with huge manpower. Its

units are spread throughout the length and breadth of the country. The scope of HRD is broad

and hence, the main focus of present study is HRD climate, training and development and

performance appraisal system prevailing in the Life Insurance Corporation (LIC) of India. The

climate of any organization gains priority over other HRD sub systems. Training and HRD

compliment each other since the former is one of the effective tools of achieving the latter. In

view of its importance, modest attempt is made to study the training and development

extensively.

Performance appraisal system is one of the important factors which influence the

employee‟s morale. Empherical studies have revealed that employees who know what is

expected from there and how their performance is measured are normally thirty percent more

efficient than those employee who did not know what was expected from them and how they

were evaluated. Scientific performance system is very much essential for effecting promotions,

for identification of training needs and for sustaining the morale of the employees. Therefore

performance appraisal system in Raichur division is also chosen for the study.




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1.3 OBJECTIVES OF THE STUDY

The following are the objectives of the study.

1) To understand the existing HRD climate prevailing in the LIC of India.

2) To study the policy of training and development and its effectiveness.

3) To analyze the instruments used to appraise the performance of the employees and their

role in HRD.

1.4 METHODOLOGY

In tune with the objectives mentioned above a close study has been carried out by

selecting 35 per cent of the total population of 986 LIC, Raichur division. Data collection is

restricted to the Raichur division Karnataka.

1.5 SOURCE OF DATA

The present study is conducted with the help of both primary and secondary sources.

1.5.1 PRIMARY DATA

The study is mainly based on the primary data. The primary data were collected through a

questionnaire consisting both open and close ended questions on a five point scale. An indepth

discussions/interviews were held with clerical staff and officers before the development of

questionnaires.

1.5.2 SECONDARY DATA

The primary data has been supplemented by the secondary data. The secondary data are

drawn, classified and studied from the government publications, monthly bulletins annual reports

of LIC of India. Wherever necessary reference is made to different issues of journals namely,

HRD Times, Yogashema, Indian Journal of Training and Development, Indian Journal of Labour

Management etc.

1.6 SAMPLE

A sample size of 345 employees representing 35 per cent of the total employee force at

different stages of hierarchy was selected on random basis. To give a caution to indifferent

attitudes of respondents, 35 per cent stand by sample was also selected on random basis. District

wise details are presented in table 1.




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TABLE 1

SAMPLE SIZE

Districts Total employees Sample employees

Clerical Officers Total Clerical Officers Total

Raichur 297 112 409 87 26 113

Bellary 79 47 126 40 18 58

Gulbarga 157 66 223 40 18 58

Bidar 73 39 112 40 18 58

Koppal 79 37 116 40 18 58

Total 685 301 986 247 98 345

Source: Annual reports of LIC of India – 2006

1.7 TOOLS AND TECHNIQUES

Data collected form different sources were tabulated and classified in to defferent

chapters so as to make the study systematic and scientific. The data is tabulated and analysed

using different statistical tools such as simple percentages, factoring, correlation and ANOVA

wherever necessary.

2.1 HRD CLIMATE

Organization climate is a relatively an enduring quality of the internal environment

experienced by the employees, influences their behavior. It can be described as code of values

and a set of characteristics of the organizations. Hence organizations culture is derive from the

perceived aspects of internal environment of an organization. But, within the same organization,

there may be very different climates. This is due to the employees with different years of

experiences from different levels of organizational hierarchy may perceive internal environment

of an organization differently. The personal characteristic of the individuals such as values,

needs, attitudes and expectations determine the manner in which they are likely to perceive the

various aspects of the internal working environment of the organization.

2.2 NEED FOR HRD CLIMATE

Human beings are governed by all kinds of emotions, impulses, instincts, prejudices,

wishful thinking, hopes, fears, desires. A normal person carries within him set of expectations

involving perceptions, attitudes, feelings and behavoiur, which can be organized in various ways.

Further, human mind is just like a parachute, which starts functioning when it is open.




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Every employee has resourcefulness, a latent force, which acts under challenging

situations like a pot maker who gives shape spontaneously on his rotating wheel to the

rudimentary resource called mud. Thus the environment greatly influences not only the quality

of performance of an employee, but also the very formation of his attributes, behaviour and sense

of commitment.

2.3 IMPORTANCE OF HRD CLIMATE IN INSURANCE SECTOR

In the current scenario insurance sector has become a challenging field which is full of

exciting tasks for the employees. Organizational prosperity and progress depends upon the

climate it creates for the employees which encourages them to utilize their potential. Thus the

employees and their behaviour are critical determinants the successful function of insurance

sector. The need of the hour is to emphasis more on attitudinal changes than on developing

specialized skills and knowledge. Insurance sector is poised for severe competition even the best

of organization has to continually struggle to retain its top position. Successful implementation

of HRD policies would help to have an edge over competitors. To initiate a plan and implement

HRD process in insurance where the knowledgeable resources are very high, a supportive HRD

climate is all the more important and essential.

2.4 TRAINING AND DEVELOPMENT

The future of any organization largely depends upon the availability of the right type of

people at the right time. The trained people are in short supply professionally qualified

personnel are to be developed according their needs. Moreover, each organization has its own

culture and requires people who not only accept it but are also acceptable to it. So a well-planned

training programme for the employers is a must for developing the creative skills and orienting

them to the practical aspects of the administration. A Chinese proverb which highlights the

importance of developing men “If you wish to plan for a year, sow seeds, if you wish to plan for

ten years, plant trees, if you wish to plan for a life time, develop men”.

Any organization without human resources is incomplete and impossible. Human

resource plays a vital role in the successful functions of any organization. Thus, Training and

Development is an important aspect of organizational development. As the change become order

of the day, organizations are forced to function with new technologies and newer skills.

Consequently, there is a need for frequent changes in the attitudes, skills and knowledge content

of the workforce.

2.6 Performance Appraisal

Performance appraisal system is a powerful tool of Human Resource Development in

any organization and contribute significantly towards a better work culture. Yet it has been the

weakest link in most of the originations. Performance appraisal system is a systematic and

objective way judging the relative merit or performance of a employees. In simple words, it

refers to identification of key performance areas, target setting and assignment. Its focus is on

assessing the potentials and weaknesses of an employee. Development of a person based on

appraisal of his/her performance leads to improved job effectiveness. The appraised employee, if




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rated better in performance can expect higher responsibility, more rewarding assignment and

promotion.

2.7NEED AND IMPORTANCE

The performance appraisal is considered as a significant tool for any organization. It

helps in making decisions regarding, various performance measures, and links information

decisions making processes which provide a basis for judging the effectiveness of personnel sub-

divisions such as recruitment, selection, training and compensation.

DATA ANALYSIS AND INTERPRETATION

Factor analysis helps to identify the underlying factors that define the HRD practices of

LIC. It is useful in yielding easily understandable factors that convey the essential information

contained in the original set of variables. Factor analysis is used in the present study. The

“principal component analysis” and varimax rotation is employed for the purpose of extraction

and rotation of factors respectively. Factor analysis is done for each element of HR separately. A

total of 9 factors emerged from the factor analysis.

3.1 KMO AND BARTLETT’S TEST OF SAMPLING ADEQUACY

The Kaiser – Meyer – Olkin measure of sampling adequacy was used assess the appropriateness

of factor analysis. The results are shown in table.2

KMO measure of sampling adequacy 0.793

Bartlett‟s test of sphericity Approx. chi-square 2780.328

Sig. 0.000

Source: Field Investigation

The KMO value is 0.773 and this is considered to be adequate to proceed with factor analysis of

the data. This indicates that there is a high presence of correlation amongst the variables. The

Bartlett‟s test of sphericity is 2780.328, which is high value, and it is significant at 0.01 levels.

So factor analysis would provide statistically reliable information.

FACTOR 1 - TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE

DEVELOPMENT

Factor 1 account for 19.954% of the variance. The factor is made up of 6 variables that

had highest loadings. These variables relate to top management initiatives.

FACTOR 2 – EMPLOYEE COMMITMENT TOWARDS LIC

Factor 2 accounts for 19.509% of the variance. The factor is made of 3 variables that

relate to Employee commitment towards LIC.




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FACTOR 3- EMPLOYEE SUPPORT AND ENCOURAGEMENT

This factor consists of 6-varaibles of high factors loading. Factor 1 account for 8.881% of

the variance.

FACTOR 4- EMPLOYEE RELATIONSHIPS AND UNDERSTANDING

Factor 4 accounts for 7.292% of the variance. Employee relationships and understanding

makes up this factor.

FACTOR 5: OFFICERS ROLE TOWARDS EMPLOYEE DEVELOPMENT

Factor 5 accounts for 6.610% of the variance. This factor consists of 6 variables that are

related to Officers role towards employee development.

FACTOR 6- HUMAN RESOURCE DEVELOPMENT CLIMATE

Factor 2 accounts for 6.385% of the variance. This factor includes 12 variables that relate

to HRD climate.

TABLE - 4

DESCRIPTIVE STATISTICS TOP MANAGEMENT INITIATIVES IN HUMAN

RESOURCE DEVELOPMENT

Top management initiatives in human resource development

N Mean

Std.

Deviation

The authorities of the LIC go out of the way to make sure that

employees enjoy their work 330 3.72 .96003

The top authorities believe that human resource is an extremely

important resource an that they have to be treated more humanly 330 3.83 1.01172

The top management is more respective to the suggestions of the

employees for better work culture 323 3.41 1.16005

The management holds a formal/informal meeting to provide

information of the strengths and weaknesses 326 3.52 1.11808

The top management views the employees as an important

resource and pays much attention for their development. 315 3.52 1.13010

The attitude of the higher authorities is that of guiding rather than

fact-finding. 326 3.60 1.22602





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3.3 ANALYZING THE FACTORS

3.3.1. TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE DEVELOPMENT

Table 3 and 4 give the results for top management initiatives in HRD along with the

mean scores. The employees feel that the top authorities believe that human resource is an

extremely important resource and that they have to be treated with human. The mean score of

3.83 is high compared to other statements. The employees also feel that the authorities of the LIC

go out of the way to make sure that employees enjoy their work this statement is rated second

with a mean score of 3.71. The lowest rating for the statement top managements receptiveness to

the suggestions of the employees for better work culture is matter of concern for top

management. This statement has got mean score of only 3.41. The employees feel that the

management 2 hold hard a formal/informal meeting to provide information of the strengths and

weaknesses and also top management should view the employees as an important resource and

pays much attention for their development. These statements are equally given a score of 3.52.

The employees also feel that the attitude of the higher authorities is that of guiding rather than

fact-finding with a high mean score of 3.60.

TABLE - 6

DESCRIPTIVE STATISTICS FOR EMPLOYEE COMMITMENT

EMPLOYEE COMMITMENT N Mean Std.

Deviation

The employees are conscious of the ever-changing needs of

the organization. 327 3.48 1.08234

To achieve corporation objectives the employees exercises

self-direction and control. 328 3.44 1.06881

The employees involve themselves in work and are ready

to share responsibilities in the LIC 328 3.40 1.05448

Employees in the LIC take pains to find out their strengths

and weaknesses from their supervising officers or

colleagues.

327 3.41 .94043


3.3.2. EMPLOYEE COMMITMENT

The above table- 5 and 6 shows the opinions of employees towards employee

commitment statements are low suggesting a low level of commitment among employees.

Amongst all the factors the employees slightly agree that the employees are conscious of the

ever-changing needs of the organization. The score for these statements is 3.48. The employees

also feel that to achieve corporation objectives the employees exercises self-direction and

control. The score for this statement is 3.44. The other two statements Employees in the LIC take




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pains to find out their strengths and weaknesses from their supervising officers or colleagues and

the employees involve themselves in work and are ready to share responsibilities in the LIC have

got very low, mean score of 3.41 and 3.40 respectively, which show a lack of commitment

among employees.

TABLE - 8

DESCRIPTIVE STATISTICS FOR EMPLOYEE SUPPORT AND ENCOURAGEMENT

Employee support and encouragement N Mean Std.

Deviation

The psychological climate in LIC is very conducive for any

employee interested in developing himself by acquiring new

knowledge and skills.

329 3.40 .97693

Employees are encouraged to experiment with new methods and

tryout creative ideas 326 3.37 .95449

When employees are sponsored for training they take it

seriously and try to learn from the training programmes 326 3.34 .93953

Employees returning from training programmes are given

opportunities to try out what they have learnt. 323 3.40 .93463

Employees are encouraged to take initiatives on their own and

do things on their own without having to wait for instructions

from their superiors.

324 3.29 1.00575

Employees lacking competence in doing their jobs are helped to

acquire competence rather then being left unattended. 320 3.39 .95410

Source: FieldInvestigation

3.3.3. EMPLOYEE SUPPORT AND ENCOURAGEMENT

The opinions of employees towards employee support and encouragement are low suggesting a

low level of encouragement among employees (table 7 and 8). Amongst all the factors the

employees feel they are not encouraged to take initiatives on their own and do things on their

own. With a score of only 3.29 this is lowest ranked statement. All other statements are also

rated poorly with scores of 3.40 and below which is matter of immediate concern for LIC.




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TABLE - 10

DESCRIPTIVE STATISTICS FOR EMPLOYEE RELATIONSHIPS AND

UNDERSTANDING

Employee relationships and understanding

N Mean Std.

Deviation

Employees are helpful to each other 323 3.40 .95110

Employees in the LIC are very informal and do not hesitate to

discuss their personal problems with their supervisors. 323 3.35 .94486

Seniors guide their juniors and prepare them for the future

responsibilities /roles they are likely to take them up. 321 3.31 .97343

Employees in LIC do not have any fixed mental impressions

about each other 323 3.41 1.04832

Employees trust each other in LIC 323 3.43 .93424

Employees are not afraid to express or discuss their feelings with

their supervisors. 319 3.44 .94907


3.3.4. EMPLOYEE RELATIONSHIPS AND UNDERSTANDING

The opinions of employees towards employee relationships and understanding statements

are low suggesting a low level of understanding among the employees (Table 9 and 10).

Amongst all the factors the employees slightly agree that Employees are not afraid to express or

discuss their feelings with their supervisors and Employees trust each other in LIC. The scores

for these statements are 3.44 and 3.43 respectively. Some of the employees feel that Employees

in LIC do not have any fixed mental impressions about each other and are helpful to each other.

The scores for this statement is 3.41 and 3.40 respectively. The employees response towards

there seniors is also not good as they feel Seniors do not guide their juniors and prepare them for

the future responsibilities /roles they are likely to take them up. This is low ranked statement

with a score of only 3.31.




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TABLE - 12

DESCRIPTIVE STATISTICS FOR OFFICER’S ROLE TOWARDS EMPLOYEE

DEVELOPMENT

Officer’s role towards employee development N Mean Std.

Deviation

Development of the subordinate is seen as an important part

of their job by the officers 319 3.50 .99328

Officers in the LIC believe that employee behavior can be

changed and people can be developed at any stage of their

life.

327 3.54 .95800

Senior officers in the LIC take active interest in their juniors

and help them learn their work. 323 3.49 1.04953

When an employee does an good work his supervising

officers take special care to appreciate it 328 3.55 .99435

When any employees makes a mistake his supervisors treat

it with understanding and help them to learn from such

mistakes rather than punishing or discouraging them.

328 3.52 1.03145

Senior officers in the LIC point out career opportunities to

juniors. 327 3.50 .95568


3.3.5. OFFICER’S ROLE TOWARDS EMPLOYEE DEVELOPMENT

There was a high consensus among the respondent‟s ratings as regards to officer‟s role

towards employee development (Table 11 and 12). The entire statements have high mean score

value of more than 3.50. Most importantly the employees feel that when an employee does a

good work his supervising officers take special care to appreciate it and officers in the LIC

believe that employee behavior can be changed and people can be developed at any stage of their

life.




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TABLE - 14

DESCRIPTIVE STATISTICS FOR OFFICER’S ROLE TOWARDS EMPLOYEE

DEVELOPMENT

The personal policies in the LIC facilitates employee

development 322 3.60 .95265

Performance appraisal reports in the LIC are based on objective

assessment and adequate information and not on favoritism 326 3.49 1.02202

When behavior feedback is given to employees they take it

seriously and use it for development 325 3.29 1.01745

The LIC ensures employee‟s welfare to such an extent that the

employees can save a lot of their mental energy for work

purpose.

330 3.32 .97448

Promotion decisions are based on the suitability of the promote

rather than on favoritism 326 3.41 1.01790

There are mechanisms in the LIC to reward any good work done

or any contribution made by employees 312 3.30 1.10200

Job rotation in the LIC facilitates development of the employees 325 3.41 1.01314

The organizational climate in the LIC is very conducive for

development of the employees in acquiring knowledge and skill 323 3.58 .88944

Delegation of authority to encourage juniors to develop skills of

handling higher responsibilities is quite common in the LIC 309 3.38 1.07616

When problems arise employees discuss those problems openly

and try to solve them rather than keep accusing each others 324 3.32 1.14434

Team spirit is of high order in the organization 318 3.45 .93443

The LIC future plans are made known to the administrative staff

to help them develop their juniors and prepare them future. 321 3.42 .99697


3.3.6. ORGANIZATION CULTURE

The opinions of employees towards organization culture statements are mixed with

scores as high as 3.6 to as low as 3.28 (table 13 and 14).




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Amongst all the factors the employees agree that the personal policies in the LIC

facilitates employee development and the organizational climate in the LIC is very conducive for

development of the employees in acquiring knowledge and skill. The scores for these statements

are 3.60 and 3.58 respectively. The employee‟s response towards training programmes is not

good. The employees do not feel that they are sponsored for training programmes on the basis of

genuine training needs. The employees also feel that when behavior feedback is given to them

they don‟t take it seriously and use it for development. These two statements have mean scores

of 3.28 and 3.29 respectively.

TABLE - 15

DESCRIPTIVE STATISTICS FOR TRAINING AND DEVELOPMENT OBJECTIVES

Training and development objectives N Mean Std.

Deviation

The objectives of the programme are in line with actual work

situation 327 3.57 1.05426

The executives of the LIC associate with the participants either

for inaugural or valedictory function 328 3.63 1.03291

The branch managers are involved in identifying the training

needs of the employees 327 3.67 1.05183

The objectives of the programmes are briefed by the branch

manager to the officials before they proceed for the training 323 3.67 .99046

Training progarmmes inculcate creativity and innovation in the

mind of participants 326 3.65 .99820

During the course of the programme much emphasis has been

given to skills aspect 323 3.70 .98980

During the course of the programme much emphasis has been

given to attitude aspect 327 3.60 1.05426

Employees sponsored for training programmes on the basis of

genuine training needs 328 3.63 1.03291


3.3.7. TRAINING AND DEVELOPMENT OBJECTIVES

There was a high consensus among the respondent‟s ratings as regards to training and

development objectives (table 15 and 16).




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The entire statements have high mean score value of ranging from 3.57 to 3.70. Most

importantly the employees strongly feel that during the course of the programme much emphasis

has been given to skills aspect. The employees also appreciated that the branch managers are

involved in identifying the training needs of the employees and the branch manager to the

officials briefs the objectives of the programmes before they proceed for the training.

TABLE 17

DESCRIPTIVE STATISTICS FOR TRAINING AND DEVELOPMENT OBJECTIVES

Training and development objectives N Mean Std.

Deviation

The faculty have rich potential and are drawn from operational

areas 323 3.39 .95003

The important and relevant periodicals and magazines are

provided for reference at training center 323 3.30 .96502

The tolerance of the trainer to the trainee‟s aspirations. 317 3.45 .94533

Updated reading material is supplied during the training

programmes. 323 3.32 .99713


3.3.8. EFFECTIVENESS OF TRAINING PROGRAMME

But the employee‟s response towards the effectiveness of the training programmes which

concentrated on the actual delivery and faculty involved is very poor which goes to show their

dissatisfaction in some of the areas of the training programmes (table 17 and 18).

Dissatisfaction is seen for the periodicals and magazines provided for reference at

training centers and reading material supplied during the training programmes with low

agreement scores of 3.30 and 3.32 respectively.




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TABLE - 19

DESCRIPTIVE STATISTICS FOR PERFORMANCE APPRAISAL

Performance appraisal N Mean Std.

Deviation

The system provides an opportunity to differentiate the

superior performance from moderate to low performance 328 3.20 1.27921

The system helps in developing better understanding between the

appraise and the appraiser through open communication, mutuality and

trust

323 3.23 1.16005

The system provides an opportunity to the employees to

improve from low performance to high performance 331 3.08 1.29406

The reporting appraising officer takes interest assessing the

strengths and weaknesses of the employee. 326 2.93 1.11808

The system has built in mechanism to correct the personal bias

of the reporting officer 321 3.27 1.32648

The terminology used in the system is easily understandable to

the appraise and the appraiser 315 3.29 1.13010

The reporting appraising officer has the requisite skill and

knowledge to report/ access the actual performance of the

employee

330 3.32 1.28178

The performance is assessed only after having an informal

decision with the appraise 326 3.08 1.22602

The system motivates the employees towards accomplishing

the organizational goals 326 3.21 1.11808

The system provides an opportunity for superiors to assist the

employees for their development 321 3.08 1.32648

The work system helps in improving better work force culture 315 2.93 1.13010

The rating given by the higher authorities reflects the true

performance of the employees 330 3.23 1.28178

The utility of system in identifying the training and placement

needs. 326 3.08 1.22602




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3.3.9. PERFORMANCE APPRAISAL

The opinions of employees towards performance appraisal are very poor showing a high

level of dissatisfaction towards PMS in the organization (table 19 and 20). The scores are as low

as 2.93. All the statements are rated poorly and hence a proper appraisal system should be in

place to satisfy the employees.

TABLE.21

DESCRIPTIVE STATISTICS FOR THE FACTORS

factors N Mean Std.

Deviation

Top management initiatives in human resource development 6 3.6000 .15245

Employee commitment 4 3.4325 .03594

Employee support and encouragement 6 3.3650 .04324

Employee relationships and understanding 6 3.3900 .05020

Officers role towards employee development 6 3.5167 .02422

Organization culture 12 3.4142 .10291

Training and development objectives 8 3.6400 .04175

Effectiveness of Training programme 4 3.3650 .06856

Performance appraisal 13 3.1485 .12851


The above table No. 21 shows that there is a high level of acceptance for training and

development objectives of the organization, with a high-consolidated mean score of 3.64. Top

management initiatives and Officer‟s role towards employee development are also ranked high

with mean scores of 3.60 and 3.51 Employee commitment and organization culture are almost

ranked equally with mean scores of 3.43 and 3.41.Employee relationships and understanding,

Employee support and encouragement, and Effectiveness of Training programme are next ranked

factors. Performance appraisal is at the bottom with a mean score of only 3.05.




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FINDINGS AND SUGGESTIONS

FINDINGS

4.1.1 TRAINING AND DEVELOPMENT

Training in an organization setting is a basic and strong mechanism of HRD, contributing

to an employee‟s occupational and personal development through skill building. Based on the

theoretical presentation and the analysis of the data, it is concluded that training as an HRD

practice in LIC, was inadequate and is not conducive for personal development or career

advancement of nearly half of the officers level and clerical level respondents. It suffered from

certain weakness, such as; (mean score value of ranging from 3.57 to 3.70).

Do not meet the present day requirements

Hardly improves knowledge, skills and performance on job

Rare on the job training

No focus on e-training

Obviously, training as an HRD practice in LIC has to be innovative to meet trainees‟

expectations and to effectively deploy trained manpower.

4.1.2. PERFORMANCE APPRAISAL

Performance appraisal is a process by which job performance of employees and their

potential for development are evaluated. The appraisal results provide the database for numerous

HRD and OD activities. Based on the theoretical presentation and field data analysis, it may be

concluded that in LIC performance appraisal, as an HRD process, is filled with

Irregular performance appraisal

Superiors favoritism, prejudices and biases

Non scientific appraisal process

Poor diagnosis of strength, and weakness,

Vague performance standards

Neglected electronic media in appraisal.

And hence dose not serve any meaningful purpose, more than two fifth of the employees at

officer level and one third at clerical level were unhappy with performance appraisal

advancement the mean scores was as low as 2.93. Hence, it needs to be remodeled along

scientific lines to serve its purpose.




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4.1.3 MANAGEMENT DEVELOPMENT

Based on the theoretical presentation and analysis of the empirical data, it is concluded

that, the management development process in LIC as an HRD practice, is not effective and is not

deliverity expected results. It suffers from for growth and development of manger.

Poor addition in performance of management groups.

Non-scientific MDP process

Rare use of on the job and off the job techniques

Neglected computerized MDP programme

Obviously, management development in LIC, needs to be thoroughly reviewed to meet the

global challenges.

4.1.4. EMPLOYEE BENEFITS

Employee benefits/welfare is an HRD practice that enhances quality of employees‟ life.

If properly administered, it increases employees‟ motivation and their sense of involvement in

the organizational work. If mismatched, it induces atrophy becomes the root cause for employee

alienation. Majority of the employees were not happy with LIC‟s welfare measures because of

lack of remunerative health and retirement benefits, and poor non-statutory welfare measures.

4.1.5 TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE DEVELOPMENT

The employees feel that the top authorities believe that human resource is an extremely

important resource and that they have to be treated with human. The mean score of 3.83 is high

compared to other statements. The employees also feel that the authorities of the LIC go out of

the way to make sure that employees enjoy their work, this statement is rated second with a mean

score of 3.71. The lowest rating for the statement „top managements receptiveness to the

suggestions of the employees for better work culture‟ is matter of concern for top management.

This statement has got mean score of only 3.41. The employees feel that the management should

hold a formal/informal meeting to provide information of the strengths and weaknesses and also

top management should view the employees as an important resource and pays much attention

for their development. These statements are equally given a score of 3.52. The employees also

feel that the attitude of the higher authorities is that of guiding rather than fact-finding with a

high mean score of 3.60.

4.1.6 EMPLOYEE COMMITMENT

The opinions of employees towards „employee commitment statement‟ are low

suggesting a low level of commitment among employees. The employees slightly agree that the

employees are conscious of the ever-changing needs of the organization. The score for this

statement is 3.48. The employees also feel that to achieve corporation objectives the employees

exercises self-direction and control. The score for this statement is 3.44. The other two

statements Employees in the LIC take pains to find out their strengths and weaknesses from their




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supervising officers or colleagues and the employees involve themselves in work and are ready

to share responsibilities in the LIC have got very low, mean score of 3.41 and 3.40 respectively,

which show a lack of commitment among employees.

4.1.7 EMPLOYEE SUPPORT AND ENCOURAGEMENT

The opinions of employees towards employee support and encouragement are low

suggesting a low level of encouragement among employees. The employees feel they are not

encouraged to take initiatives on their own and do things on their own. With a score of only 3.29

this is lowest ranked statement.

4.1.8 EMPLOYEE RELATIONSHIPS AND UNDERSTANDING

The opinion of employees towards employees‟ relationships and understanding

statements are suggesting a low level of understanding among the employees. In LIC, employees

are not afraid to express or discuss their feelings with their supervisors and employees trust each

other. The mean scores for these statements in 3.44 and 3.43 respectively.

4.1.9 OFFICER’S ROLE TOWARDS EMPLOYEE DEVELOPMENT

The study concluded that most importantly the employees feel that when an employees

did a good work his supervising officers take special care to appreciate it and officers in the LIC

believe that employee behaviour can be changed and people can be developed at any stage of

their life. The mean score value is 3.50.

4.1.10 ORGANIZATION CULTURE

The opinions of employees towards organization culture statements are mixed with

scores as high as 3.6 to as low as 3.28.The employees agree that the personal policies in the LIC

facilitates employee development and the organizational climate in the LIC is very conducive for

development of the employees in acquiring knowledge and skill. The scores for these statements

are 3.60 and 3.58 respectively.

4.2.1 SUGGESTIONS

In this section on attempt is being made to suggest some policy measures in the light of

the above findings of the present study to improve the functioning of Human Resource

Development Practices in Discussion Corporation of LIC in India.

Organizations objectives must be informed to the staff at different levels clearly and

periodically through formal and informal means to improve the relationship between the

superiors and the subordinates. The superiors should freely and frequently interact with the

subordinates. This fosters a sense of belongingness in the minds of the employees, greater

autonomy shall be given to the employees. It helps in developing self-confidence and ensures

involvement amongst the employees resulting in better service to the customers.

The personnel polices regarding placement, promotion, training and development have to

be implemented in a flexible manner. The employees who have to be posted outside the state




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must be intimated a year advance, their preference for posting must also be taken into account.

The promotion policy must be fair and objective. Frequent changes in the policies are not

advisable and when once the policy has been drawn, it must be in force at least for 3 to 5 years.

Every year, the LIC of India has to declare the vacancies in different categories. To

encourage the junior employees, a certain percentage of the vacancies are to be filled through

fast tract promotions. It develops competitive spirit among the employees at all levels.

In both the levels of employees in the LIC of India “best employee” award may be

instituted at divisional levels, in recognition of the best performance to encourage the others.

The management should create good climate in the organization by conducting formal

type of discussions. This helps employees to discuss with their superior without any hesitation.

The management of LIC of India should ready to accept important suggestions of

employees if made in time. This results in better work culture and employees feel that they a

voice in the decision making process of the organization.

The management of L.I.C of India should predict the future challenges and plan the

strategy to meet them. This helps the clerical level employees to know their role and

responsibility to meet the future challenges.

The L.I.C should adopt inbuilt career planning to minimizes the frustration among the

employees. This helps employees to develop their career according to changing scenario and it

will empower them in their working places.

The training policy should provide necessary guidelines for identifying the training needs

on systematic and scientific lines, this ensures proper nominations of employees to the identified

training programmes. It improves the training system and also enhances the effectiveness of the

training center.

The feedback must be given to the employee at the earliest possible time, so that the

employee can grow in his strengths, get over his weaknesses, utilize the opportunities and

minimize the threats that undermine their growth. In LIC of India the majority of the employees

have expressed that their rating has not been communicated within a year of submission of the

appraisal form.

In both levels, if the new key performance area called “concern for developing the

subordinates” is introduced in the appraisal system, the employees realize the need for

developing the sub-ordinates as part and parcel of their duty.

There is a need to update training related information and attain better coordination

between personnel and HRD departments in the areas of transfers, promotions, placements etc.,

for attaining effectiveness in the training function of the LIC.

The staff training college should upgrade itself with regard to both infrastructural

facilities, faculty selection, training needs for matching training plans of the organization with

career plans and also for building a climate of learning at Staff Training College.




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It is in the very nature of the human being to resist change. Therefore, the management

should inculcate change in an effective manner, this can be ensured by training employees

properly. It should invite resource persons, specialist in human resource from well known

institutes and universities.

It is recommended that employees get back after the training programme on their job.

Follow up of training programme in the present job, regular feedbacks and evaluation of

productivity should be done to check whether the training programme has been successfully

conducted.

REFERENCES

Agarwal, H. “Human Resource in Public Sector undertakings (A Case Study of LIC),

Himalya Publishing, New Delhi, 1998.

Aurora Rajinder S. and Vazirani Nitin G. "Management And Human Resource

Armstrong, Michael, “A Handbook of Personnel Management Practices”, London:

Kogan Page Ltd., 1981.

Arya, P.P. and Tandon, B.B., “Human Resource Development”, Deep and Deep

Publications, New Delhi, 1991.

Billimoria, R.P. and Singh, N.K. “Human Resource Development” (New Delhi) Vikas

Publishing House Private Ltd., 1985.

Bannerji, K., “Evaluation of Training – A study of Supervisory Development”, IJTD,

Vol. X, No. 1, 1981.

Bansal, M.P., “HRD in Public Sector undertaking in India – An overview”, Indian

Journal of Public Enterprise, Vol. 5, No. 9, 1997.

Blumfield and Warren, “Attitude change as a criterion”, Training and Development

Journal, Vol. IX, No. 3, Dec. 1975.

Baldev Sharma: “HRD Climate in organizations”, Himalaya Publishing Co. Pvt. Ltd.,

New Delhi, 1994.

Dharmavir, “Human Resource Development – A co-operation value”, The co-operator,

Vol. XXXI No. 10, April, 1994.

Dharmendra Kumar, Development of Human Resources A Historical Perspective of

Training in LIC – Yogakshema, Vol. No. 43, Feb. 1999.

Douglas, Mc Gregor, “An uneasy look at performance Appraisal”, (Harvard Review,

May – June, 1957).

Dangwal, R.C. “Human Resource Development” vikas publication New Dehli.




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Gupta C.B. "Human Resource Management", New Delhi: Third Edition, Sultan Chand &

Sons, 1998.

Goyal, “Developing of HRD”, Indian Journal of Commerce, Vol. XL, No. 3, Jul – Dec.

1987.

Gupta, A. S., “Executive Development in India: A futuristic Practice”, Journal of

Management, Vol. XI, No. 4, 1977.

Hamblin, A.C., “Evaluation and Control of Training”, McGraw Hill Publishing

Company, New Delhi, 1974.

Ishwar Dayal, “HRD in Indian Organization” Oxford and IBH, Publishing Co., Pvt. Ltd.,

New Delhi, 1989.

Jones Rob, “A caution signal for HRD”, Training and Development Journal Vol., 35, No.

4, April, 1981.

Jagdish Prakash Rao, N., “Administration of Public Enterprises in India”, Himalaya

Publishing House, Bombay, 1991.

Rae P. Subba, "Essentials of Human Resource Management and Industrial Relations:

Text Cases and Games", Delhi: Himalaya, second revised and enlarged edition, 2003.

Rao, T.V., “Human Resource Development” Oxford and IBM Publishing Co. Pvt. Ltd.,

New Delhi, 1991.




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TABLE – 3

TOP MANAGEMENT INITIATIVES IN HUMAN RESOURCE DEVELOPMENT

Statement

No

response

Strongly

agree Agree

Neither

agree nor

disagree

Disagree Strongly

disagree WA

F % F % F % F % F % F %

The authorities of the LIC go out of the way to make

sure that employees enjoy their work 10 2.9 62 18.0 156 45.2 84 24.3 28 8.1 5 1.4 3.72

The top authorities believe that human resource is an

extremely important resource an that they have to be

treated more humanly

13 3.8 80 23.2 150 43.5 74 21.4 23 6.7 5 1.4 3.83

The top management is more respective to the

suggestions of the employees for better work culture 14 4.1 40 11.6 125 36.2 109 31.6 46 13.3 11 3.2 3.41

The management holds a formal/informal meeting to

provide information of the strengths and weaknesses 13 3.8 53 15.4 130 37.7 100 29.0 36 10.4 13 3.8 3.52

The top management views the employees as an

important resource and pays much attention for their

development.

13 3.8 52 15.1 133 38.6 93 27.0 42 12.2 12 3.5 3.52

The attitude of the higher authorities is that of guiding

rather than fact-finding. 15 4.3 62 18.0 128 37.1 94 27.2 37 10.7 9 2.6 3.60

Source: Field Investigation F- Frequency, % - Percentage, Wa - Weighted Average




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TABLE – 5

EMPLOYEE COMMITMENT

Statement

No response Strongly

agree Agree

Neither

agree nor

disagree

Disagree Strongly

disagree WA

F % F % F % F % F % F %

The employees are conscious of the

ever-changing needs of the

organization.

19 5.50 52 15.10 116 33.60 107 31.00 38 11.00 13 3.80 3.48

To achieve corporation objectives the

employees exercises self-direction

and control.

17 4.90 50 14.50 123 35.70 88 25.50 55 15.90 12 3.50

3.44

The employees involve themselves

in work and are ready to share

responsibilities in the LIC

17 4.90 45 13.00 114 33.00 113 32.80 39 11.30 17 4.90 3.40

Employees in the LIC take pains to

find out their strengths and

weaknesses from their supervising

officers or colleagues.

20 5.80 46 13.30 115 33.00 105 30.70 46 13.30 13 3.80 3.41





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TABLE – 7

EMPLOYEE SUPPORT AND ENCOURAGEMENT

Statement


agree Agree

Neither

agree nor

disagree

Disagree Strongly

disagree WA

F % F % F % F % F % F %

The psychological climate in LIC is

very conducive for any employee

interested in developing himself by

acquiring new knowledge and skills.

16 4.60 38 11.00 124 35.90 110 31.90 46 13.30 11 3.20 3.40

Employees are encouraged to

experiment with new methods and

tryout creative ideas

19 5.50 37 10.70 114 33.00 114 33.00 55 15.90 6 1.70 3.37

When employees are sponsored for

training they take it seriously and try

to learn from the training

programmes

19 5.50 31 9.00 116 33.60 119 34.50 52 15.10 8 2.30 3.34

Employees returning from training

programmes are given opportunities

to try out what they have learnt.

22 6.40 34 9.90 120 34.80 117 33.90 44 12.80 8 2.30 3.40

Employees are encouraged to take

initiatives on their own and do

things on their own without having

to wait for instructions from their

superiors.

21 6.10 35 10.10 103 29.90 123 35.70 47 13.60 16 4.60 3.29

Employees lacking competence in

doing their jobs are helped to

acquire competence rather then

being left unattended.

25 7.20 37 10.70 114 33.00 115 33.30 46 13.30 8 2.30 3.39





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TABLE - 9

EMPLOYEE RELATIONSHIPS AND UNDERSTANDING

Statement

No

response

Strongly

agree Agree

Neither

agree nor

disagree

Disagree Strongly

disagree WA

F % F % F % F % F % F %

Employees are helpful to each other 22 6.40 40 11.60 106 30.70 128 37.10 40 11.60 9 2.60 3.40

Employees in the LIC are very

informal and do not hesitate to discuss

their personal problems with their

supervisors.

22 6.40 37 10.70 102 29.60 128 37.10 49 14.20 7 2.00 3.35

Seniors guide their juniors and prepare

them for the future responsibilities

/roles they are likely to take them up.

24 7.00 38 11.00 89 25.80 145 42.00 34 9.90 15 4.30 3.31

EMPLOYEES IN LIC DO NOT

HAVE ANY FIXED MENTAL

IMPRESSIONS ABOUT EACH

OTHER

22 6.40 43 12.5 122 35.40 99 28.70 41 11.90 18 5.20 3.41

Employees trust each other in LIC 22 6.40 34 9.90 126 36.50 118 34.20 34 9.90 11 3.20 3.43

Employees are not afraid to express or

discuss their feelings with their

supervisors.

26 7.50 37 10.70 120 34.80 119 34.50 31 9.00 12 3.50 3.44

Source: Field Investigation .F- Frequency, % - Percentage, WA - Weighted Average




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TABLE – 11

OFFICER’S ROLE TOWARDS EMPLOYEE DEVELOPMENT

Statement


agree Agree

Neither

agree nor

disagree

Disagree Strongly

disagree WA

F % F % F % F % F % F %

Development of the subordinate is

seen as an important part of their job

by the officers

26 7.50 47 13.60 124 35.90 98 28.40 40 11.60 10 2.90 3.50

Officers in the LIC believe that

employee behavior can be changed

and people can be developed at any

stage of their life.

18 5.20 50 14.50 129 37.40 103 29.90 38 11.00 7 2.00 3.54

Senior officers in the LIC take

active interest in their juniors and

help them learn their work.

21 6.40 54 15.70 117 33.90 99 28.70 38 11.00 15 4.30 3.49

When an employee does an good

work his supervising officers take

special care to appreciate it

17 4.90 57 16.50 121 35.10 102 29.60 40 11.60 8 2.30 3.55

When any employees makes a

mistake his supervisors treat it with

understanding and help them to

learn from such mistakes rather than

punishing or discouraging them.

17 4.90 62 18.00 105 30.40 114 33.00 35 10.10 12 3.50 3.52

Senior officers in the LIC point out

career opportunities to juniors. 18 5.20 42 12.20 131 38.00 114 33.00 27 7.80 13 3.80 3.50




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TABLE – 13

HUMAN RESOURCE DEVELOPMENT CLIMATE

Statement

No

response

Strongly

agree Agree

Neither

agree nor

disagree

Disagree Strongly

disagree WA

F % F % F % F % F % F %

The personal policies in the LIC facilitates

employee development 23 6.70 52 15.10 138 40.00 89 25.80 37 10.70 6 1.70

3.60

Performance appraisal reports in the LIC are based

on objective assessment and adequate information

and not on favoritism

19 5.50 51 14.80 123 35.70 100 29.00 39 11.30 13 3.80

3.49

When behavior feedback is given to employees

they take it seriously and use it for development 22 6.4 35 10.1 100 29.0 127 36.8 47 13.6 14 4.1

3.29

The LIC ensures employee‟s welfare to such an

extent that the employees can save a lot of their

mental energy for work purpose.

16 4.6 34 9.9 116 33.6 120 34.8 39 11.3 20 5.8 3.32

Promotion decisions are based on the suitability of

the promote rather than on favoritism 19 5.5 42 12.2 121 35.1 106 30.7 42 12.2 15 4.3 3.41

There are mechanisms in the LIC to reward any

good work done or any contribution made by

employees

33 9.6 44 12.8 94 27.2 110 31.9 40 11.6 24 7.0 3.30

Job rotation in the LIC facilitates development of

the employees 20 5.8 45 13.0 112 32.5 112 32.5 43 12.5 13 3.8 3.41

The organizational climate in the LIC is very

conducive for development of the employees in

acquiring knowledge and skill

22 6.4 43 12.5 140 40.6 107 31.0 27 7.8 6 1.7 3.58

Delegation of authority to encourage juniors to

develop skills of handling higher responsibilities is

quite common in the LIC

36 10.4 46 13.3 105 30.4 94 27.2 48 13.9 16 4.6 3.38




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TABLE – 16

TRAINING AND DEVELOPMENT OBJECTIVES

Statement

No

response

Strongly

agree Agree

Neither

agree nor

disagree

Disagree Strongly

disagree WA

F % F % F % F % F % F %

The objectives of the programme are in

line with actual work situation 18 5.20 71 20.60 103 29.90 103 29.90 40 11.6 10 2.90 3.57

The executives of the LIC associate with

the participants either for inaugural or

valedictory function

17 4.90 68 19.70 127 36.80 85 24.60 38 11.00 10 2.90 3.63

THE BRANCH MANAGERS ARE

INVOLVED IN IDENTIFYING

THE TRAINING NEEDS OF THE

EMPLOYEES

18 5.20 72 20.90 131 38.00 82 23.80 27 7.80 15 4.30 3.67

The objectives of the programmes are

briefed by the branch manager to the

officials before they proceed for the

training

22 6.40 74 21.40 110 31.90 101 29.30 33 9.60 5 1.40 3.67

Training progarmmes inculcate

creativity and innovation in the mind of 19 5.50 66 19.10 131 38.00 88 25.50 32 9.30 9 2.60 3.65

When problems arise employees discuss those

problems openly and try to solve them rather than

keep accusing each others

21 6.1 51 14.8 103 29.9 95 27.5 50 14.5 25 7.2 3.32

Team spirit is of high order in the organization 27 7.8 35 10.1 128 37.1 111 32.2 34 9.9 10 2.9 3.45

The LIC future plans are made known to the

administrative staff to help them develop their

juniors and prepare them future.

24 7.0 41 11.9 118 34.2 109 31.6 40 11.6 13 3.8 3.42




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participants

During the course of the programme

much emphasis has been given to skills

aspect

22 6.40 69 20.00 136 39.40 79 22.90 31 9.00 8 2.30 3.70

During the course of the programme

much emphasis has been given to

attitude aspect

23 6.70 52 15.10 138 40.00 89 25.80 37 10.70 6 1.70 3.60

Employees sponsored for training

programmes on the basis of genuine

training needs

17 4.90 68 19.70 127 36.80 85 24.60 38 11.00 10 2.90 3.63


TABLE – 18

EFFECTIVENESS OF TRAINING PROGRAMME

Statement

No

response

Strongly

agree Agree

Neither

agree nor

disagree

Disagree Strongly

disagree WA

F % F % F % F % F % F %

The faculty have rich potential and are

drawn from operational areas 22 6.4 34 9.9 119 34.5 119 34.5 40 11.6 11 3.2 3.39

The important and relevant periodicals

and magazines are provided for reference

at training center

22 6.4 30 8.7 112 32.5 117 33.9 53 15.4 11 3.2 3.30

The tolerance of the trainer to the

trainee‟s aspirations. 28 8.1 38 11.0 120 34.8 115 33.3 34 9.9 10 2.9 3.45

Updated reading material is supplied

during the training programmes. 22 6.4 38 11.0 105 30.4 111 32.2 60 17.4 9 2.6 3.32





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TABLE- 20

PERFORMANCE APPRAISAL

PERFORMANCE

APPRAISAL

No

response

Strongly

agree Agree

Neither

agree nor

disagree

Disagree Strongly

disagree WA

F % F % F % F % F % F %

The system provides an opportunity to

differentiate the superior performance

from moderate to low performance

22 6.40 43 12.80 87 25.20 118 33.90 39 11.30 36 10.40 3.20

The system helps in developing better

understanding between the appraise and

the appraiser through open

communication, mutuality and trust

19 5.50 47 13.90 86 24.60 109 31.60 63 18.30 21 6.10 3.23

The system provides an opportunity to the

employees to improve from low

performance to high performance

30 8.70 38 11.00 75 21.70 101 29.30 76 22.00 25 7.20 3.08

THE REPORTING APPRAISING

OFFICER TAKES INTEREST

ASSESSING THE STRENGTHS

AND WEAKNESSES OF THE

EMPLOYEE.

19 5.50 40 11.60 71 20.60 85 24.60 87 25.20 43 12.50 2.93

The system has built in mechanism to

correct the personal bias of the reporting

officer

20 5.80 61 17.70 84 24.30 90 26.10 62 18.00 28 8.10 3.27

PERFORMANCE APPRAISAL

No

response

Strongly

agree Agree

Neither

agree nor

disagree

Disagree Strongly

disagree WA

F % F % F % F % F % F %




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The terminology used in the system is easily

understandable to the appraise and the

appraiser

22 6.4 35 10.1 100 29.0 127 36.8 47 13.6 14 4.1 3.29

The reporting appraising officer has the

requisite skill and knowledge to report/

access the actual performance of the

employee

16 4.6 34 9.9 116 33.6 120 34.8 39 11.3 20 5.8 3.32

The performance is assessed only after

having an informal decision with the

appraise

17 4.90 48 13.90 87 25.20 85 24.60 58 16.80 50 14.50 3.08

The system motivates the employees

towards accomplishing the organizational

goals

14 4.10 62 18.00 90 26.10 76 22.00 61 17.70 42 12.20 3.21

The system provides an opportunity for

superiors to assist the employees for their

development

24 7.00 58 16.80 79 22.90 56 16.20 86 24.90 42 12.20 3.08

The work system helps in improving

better work force culture 15 4.30 43 12.50 79 22.90 73 21.20 83 24.10 52 15.10 2.93

The rating given by the higher authorities

reflects the true performance of the

employees

19 5.50 47 13.90 86 24.60 109 31.60 63 18.30 21 6.10 3.23

The utility of system in identifying the

training and placement needs. 24 7.00 58 16.80 79 22.90 56 16.20 86 24.90 42 12.20 3.08


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