An analysis of the Human Resource Development Climate prevailing in Kerala Agricultural University
By: Senthilkumar R.
Contributor(s): Rajakamal P J (Guide).
Material type:
BookPublisher: Mannuthy Department of Extension, College of Veterinary and Animal Sciences 1999DDC classification: 636.007 Online resources: Click here to access online Dissertation note: MVSc Abstract: The HRD climate prevailing in the Kerala Agricultural University and as
perceived by its scientists was studied. In all, 262 scientists from main, regional and
remote stations constituted the sample.
The HRD climate studied was in terms of 12 major constituent
dimensions, viz., management philosophy, training, career planning and
development, manpower planning and forecasting, performance appraisal
communication, team work, transfer, promotion, rewards and organizational culture.
It was seen that organizational culture had been identified as the relatively most
dominant dimension of HRD climate followed in that order by teamwork, transfer,
management philosophy, communication, career planning and development,
placement, rewards, performance appraisal, promotion, training, and manpower
planning and forecasting. Manpower planning and forecasting being the weakest
dimension need immediate intervention.
Besides looking into the strength of various dimensions and components
the issue of HRD climate was examined from the angle of the number of scientists
perceiving it as favourable, moderately favourable and unfavourable. Considering
only the percentage of scientists who perceived the various dimensions to be
favourable, the latter were ordered. Accordingly, it was seen that comparatively the
highest percentage of scientists perceived the dimension transfer to be favourable
followed in that order by teamwork, placement, communication, organizational
culture, career planning and development, rewards, manpower planning and
forecasting, management philosophy, training, promotion and performance
appraisal. Since the percentage of scientists perceiving the HRD dimension,
performance appraisal to be favourable was the least, immediate reformative
measures are warranted.
It was also seen that there was a differential perception of the HRD
climate between certain groups. For instance, men and women scientists perceived
the HRD climate differently. The scientists of regional and remote stations
perceived the HRD climate differently from those of main stations. Similarly, the
perception of HRD climate differed between professors and associate professors and
between associate professors and assistant professors (S.G). A more comprehensive
study on the nature and cause of such perceptual differences is very essential. This
shall be an objective of future research.
| Item type | Current location | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|
Theses
|
KAU Central Library, Thrissur Theses | 636.007 SEN/AN (Browse shelf) | Available | 171630 |
MVSc
The HRD climate prevailing in the Kerala Agricultural University and as
perceived by its scientists was studied. In all, 262 scientists from main, regional and
remote stations constituted the sample.
The HRD climate studied was in terms of 12 major constituent
dimensions, viz., management philosophy, training, career planning and
development, manpower planning and forecasting, performance appraisal
communication, team work, transfer, promotion, rewards and organizational culture.
It was seen that organizational culture had been identified as the relatively most
dominant dimension of HRD climate followed in that order by teamwork, transfer,
management philosophy, communication, career planning and development,
placement, rewards, performance appraisal, promotion, training, and manpower
planning and forecasting. Manpower planning and forecasting being the weakest
dimension need immediate intervention.
Besides looking into the strength of various dimensions and components
the issue of HRD climate was examined from the angle of the number of scientists
perceiving it as favourable, moderately favourable and unfavourable. Considering
only the percentage of scientists who perceived the various dimensions to be
favourable, the latter were ordered. Accordingly, it was seen that comparatively the
highest percentage of scientists perceived the dimension transfer to be favourable
followed in that order by teamwork, placement, communication, organizational
culture, career planning and development, rewards, manpower planning and
forecasting, management philosophy, training, promotion and performance
appraisal. Since the percentage of scientists perceiving the HRD dimension,
performance appraisal to be favourable was the least, immediate reformative
measures are warranted.
It was also seen that there was a differential perception of the HRD
climate between certain groups. For instance, men and women scientists perceived
the HRD climate differently. The scientists of regional and remote stations
perceived the HRD climate differently from those of main stations. Similarly, the
perception of HRD climate differed between professors and associate professors and
between associate professors and assistant professors (S.G). A more comprehensive
study on the nature and cause of such perceptual differences is very essential. This
shall be an objective of future research.
There are no comments for this item.