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1. A STUDY ON HRD IN NLC LTD, NEYVELI
Synopsis of the thesis submitted in partial fulfilment of the requirements
for the award of the degree of Doctor of Philosophy in Commerce
By
R. SURESH
Under the guidance of
Dr. S.M. CHOCKALINGAM
Professor of Commerce
Directorate of Distance Education
Annamalai University
DEPARTMENT OF COMMERCE
ANNAMALAI UNIVERSITY
ANNAMALAINAGAR - 608 002.
OCTOBER 2004

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INTRODUCTION
The success of any organisation is decided by the team of its
human resource, their calibre and attitude to succeed and perform. The
quality and quantity of human resource are both a cause and
consequence of the economic development of a nation. It would not be an
exaggeration if we call human resources the back -bone of economy. No
longer human resources is just one of the resources in industry and
business. Of all other resources, the human resource is the most
significant self-propulant and the only active factor of production. All
other factors like money, materials and machinery etc., remain inactive
unless there are competent human resource to utilise them for producing
goods and service by way of developing, utilising, commanding and
controlling. In the past human resource was treated as a commodity
exchanged for wages. It was considered as cogs in the machine. It is
hired and fired at will. Large scale unemployment and availability of
human resource in plenty in developing nations made employers devote
less attention to human resource. Today there is a linkage between
human resource and performance of the organisation in terms of
productivity and production. Every organisation will grow and derive in
the present day environment with the help of its Human Resource
Development (HRD).

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STATEMENT OF PROBLEM
As we have moved in the twenty first century, the world is
becoming global market place for all the companies. The post
liberalization economic scenario has brought new challenges of corporate
restructuring for the Indian companies. The impact of these changes is
experienced by all sectors of the industries across the century. It is more
evident in public sector like NLC Ltd,. In the changing society human
resource development is a process, which is a must for maintaining a
valuable and knowledgeable work force in order to achieve competitive
advantage. Ogunu (2002) suggested that capital (or) other economic
factors like land, labour and entrepreneur are not much important than
the managerial talents. Line and HRD managers are the key stones is
any progress of the industry. So an organization should train their
managers and enrich them in changing technical skills and knowledge
from time to time to emphasis this idea. Hence the researcher has
selected this area of study.
REVIEW OF LITERATURE
Giannationio and Hurley (2002) have presented a study on
executives insights into HR practices. Over 1100 human resource (HR)
executives responded to a survey concerning their perceptions of the HR
issues their companies are facing, the role of HR in their organizations,

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the skills HR employees should possess, and the substantive HR
knowledge that graduates of HR programs should be able to
demonstrate. Results suggest the most important issue facing HR
executives today is managing change. Executives felt that it has been
extremely important for HR professionals to be able to create a
recruitment program in today’s labour market. The result of this research
provides several implications for the design and the delivery of HR
educational programs.
Human resource development climate facilitates the employees in
acquiring capabilities required to perform various functions associated
within their present or future expected roles and developing their
capabilities for organisational development have been suggested by
Sharad Kumar and Sabita Patnaik (2002). The performance of the roles
depends upon the individual perception regarding the effectiveness of
performing the role (role efficacy) and various organisational factors.
Better HRD climate and higher role efficacy leads in developing a
positive attitude towards work which further leads to a better job
satisfaction. The management is interested in understanding the factors,
which affect the functioning of the organisation. Sharad Kumar and
Sabita Patnaik made an attempt to analyse and determine the
relationship between HRD climate, job satisfaction, attitude towards

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work and role efficacy of teachers of Jawahar Navodaya Vidyalayas
(JNVs). The questionnaires relating to HRD climate, attitude towards
work, job satisfaction and role efficacy has been administered to them.
The findings indicate that in all cases, the relationship is positive and
some cases, it is high which shows that HRD climate has a definite
impact on job satisfaction, attitude towards work and role efficacy which
in turn gives impetus to the overall functioning of the institution.
Punia (2002) has conducted a survey on Training needs
identification in Indian organisations. The questionnaire contains various
groups of statements as job satisfaction, Organisational climate,
Empowerment, work planning, leadership & Team building,
communicating and effectiveness of existing training programmes. The
objectives of this study are to determine the training need for individuals,
for staff, for supervisors, for executives for group and organisational. As
per the results of the study through the nature of training needs of
employees is almost similar yet the content required and the way of
disseminating may vary as per the cadres of the employees. Moreover the
training needs of staff are more of technical nature and those of
supervisors and executives are behavioural ones.
Panchalan (2003) has aimed to evaluate effectiveness of executive
training programmes of NLC Limited, a public sector undertaking, seven

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major factors such as objectives and relevance; Programme contents,
method of presentation, Instructional materials, facilities, Trainer as a
facilitator of learning and transfer of learning, are adopted for evaluating
15 executive training programmes by contacting 15 respondents from
each training programme. Random sampling technique was adopted for
selection of programmes and respondents. The results of the study
showed that the training programmes of the respondents organisation
are effective.
OBJECTIVES OF THE STUDY
HRD practices, HRD climate, HRD competencies and HRD training
effectiveness are the core determinants of HRD. Experts like T.V Rao and
E. Abraham have evolved these four instruments for HRD. These HRD
instruments subjected to an intensive analysis with reference to line
managers and HRD managers of NLC. Therefore these HRD instruments
constitute the central theme of the study. Accordingly the following
objectives are framed.
1) To study the existing HRD -practices in NLC
2) To study the HRD -climate prevailing in NLC
3) To study the HRD competencies of line and HRD - managers in NLC.
4) To study the HRD - training effectiveness in NLC
5) To summarise the findings of the study with suggestions.

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HYPOTHESES
The following hypotheses were formulated for the present research:
1. Respondents differ in their opinion about Human Resources
Development Practice on the basis of their demographic variables.
2. Respondents differ in their opinion about Human Resources
Development Climate on the basis of their demographic variables.
3. Respondents do not differ in their opinion about Human Resources
Development Competency on the basis of their demographic
variables.
4. Respondents do not differ in their opinion about human resources
development effectiveness on the basis of their demographic
variables.
5. Line and HRD Managers do not differ in their perception about
overall human resources development on the basis of their
demographic variables.
6. Respondents do not differ in their opinion about the overall HRD
activities in the public sector on the basis of gender.
7. Respondents do not differ in their opinion about the overall HRD
activities in the public sector on the basis of age.
8. Respondents do not differ in their opinion about the overall HRD
activities in the public sector on the basis of marital status.

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9. Respondents do not differ in their opinion about the overall HRD
activities in the public sector on the basis of educational
qualifications.
10. Respondents do not differ in their opinion about the overall HRD
activities in the public sector on the basis of designation.
11. Respondents do not differ in their opinion about the overall HRD
activities in the public sector on the basis of income.
12. Respondents do not differ in their opinion about the overall HRD
activities in the public sector on the basis of experience.
13. Respondents do not differ in their opinion about the overall HRD
activities in the public sector on the basis of number of training
programs attended.
14. There is a relationship between HRD practice and HRD climate
among the respondents.
15. There is a relationship between HRD practice and HRD competency
among the respondents.
16. There is a relationship between HRD practice and HRD training
effectiveness among the respondents.
17. There is a relationship between HRD climate and HRD competency
among the respondents.
18. There is a relationship between HRD climate and HRD training
effectiveness among the respondents.

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19. There is a relationship between HRD competency and HRD training
effectiveness among the respondents.
RATIONALE OF THE STUDY
The quality of the human resource in an organization is considered
the most important factor that determines the success of the
organisation. It is true that an expenditure on education, training and
development of human resource is not primarily consumption but an
investment which increases productivity and productive capacity of
labour when HRD is effective, its consequences produce many special
advantages for the organisation, managers (Line & HRD), and its
employees it is obivious from this statement that for an organization to
perform efficiently, the human resource must be developed as to be able
to perform their tasks effectively.
METHODOLOGY
Sampling
This is an empirical study using primary data collected from a
random sample of 400 line and HRD managers working in a public
sector organisation (NLC Limited) in Tamilnadu.

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Measures
HRD Practice, HRD Climate, HRD Competencies and HRD training
effectiveness questionnaires and Personal Data Sheet were used to
collect data from the sample respondents.
Frame work of analysis
Statistical measures such as Mean, SD, SEM, t-tests, Analysis of
Variance, Chi-square test, Inter Correlations, Factor Analysis and
Stepwise Multiple Regressions were used to interpret the obtained data.
DELIMITATION
A random sample of 400 line and HRD managers of one
organization has been studied, using questionnaires, for only four
variables.
LIMITATION
The mangers included into the sample were not so free and frank
in furnishing their information for fear of the management despite
assurance of confidentiality and academic utility of the data.
FINDINGS
In the present study it is found that, among the eight variables,
under the age variable the 50 years and above category managers have
secured highest (mean = 574.5) where as the below 40 years age category

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managers have secured the least (mean = 511). The gender, marital
status, designation and training variables have influenced the overall
HRD activities to some extent in the NLC Ltd Neyveli. Where as the
variables such as experience, age, educational qualification and income
have influenced the overall HRD activities to a greater extent in the NLC
Ltd Neyveli.
The common factors among eight variables included in this study.
Principal component factoring method with variance rotation has been
used for factor extraction. A two factors solution has been derived using
a score test. These two factors are described as “HRD factors”. This
model has a strong statistical support and the Kaiser-Maya-Olkin (KMO)
test of sampling adequacy concurs that the sample taken to process the
factor analysis is statistically sufficient (KMO value = 0.97523)
CHAPTER SCHEME
The first chapter deals with the objectives and hypotheses of the
study.
Review of literature is the subject matter of the second chapter.
Research tools, data collection, data processing and selected
aspects of methodology are the contents of third chapter.
The fourth chapter deals with the theoretical background on
human resource development.

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Inferential analysis of HRD in NLC is discussed in the fifth chapter.
The sixth chapter covers the quantitative analysis of HRD in NLC.
Summary of findings and the conclusion of the research study are
given in the last chapter.
CONCLUSION
Liberalisation, Privatisation and Globalisation (LPG) is a great
challenge to many of the Indian organisations. We can improve efficient
organisation into excellent organisation only through Human Resource
Development. The excellent organisation can do wonders in the
competitive market. The recent researches have been shown that
widespread layoffs, re-structuring and re-organisations resulting from
competitive pressure leave many employees disillusioned, feeling less job
security, displaying less organisational loyalty and placing less faith in
their employer promises and commitments to them. It is the sole
responsibility of the organisation to build commitment among employees.
The committed employees will develop the climate in their organisation.
The present study shows, HRD- practice is good NLC. It shows positive
correlation with HRD climate, HRD- competencies and HRD- training
effectiveness.