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EXCEL International Journal of Multidisciplinary Management StudiesVol.1 Issue 3, December 2011, ISSN 2249 8834 Online available athttp://zenithresearch.org.in/

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 socioeconomic

development. India too realized that human resources cannot be ignored if it wants to increase itseconomic 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 humanresources 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 insuranceindustry. 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
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1.3 OBJECTIVES OF THE STUDY

The following are the objectives of the study.

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

4.1.10To study the policy of training and development and its effectiveness.

4.1.11To analyze the instruments used to appraise the performance of the employees and their

role in HRD.

4.1.12METHODOLOGY

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.

4.1.13SOURCE OF DATA

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

4.1.14PRIMARY 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.

4 1 15SECONDARY DATA


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1.7 TOOLS AND TECHNIQUES

Data collected form different sources were tabulated and classified in to defferent chapters so asto 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.

4.1.16HRD 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 ofinternal 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.

4.1.17NEED 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 thevery formation of his attributes, behaviour and sense of commitment.

4.1.18IMPORTANCE 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 emphasismore 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.

4.1.19TRAINING 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


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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 subdivisions 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

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


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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


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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 cultureis 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 - 63.3.2. 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

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 belowwhich is matter of immediate concern for LIC.

O


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EXCEL International Journal of Multidisciplinary Management StudiesVol.1 Issue 3, December 2011, ISSN 2249 8834Online available athttp://zenithresearch.org.in/

TABLE - 10

DESCRIPTIVE STATISTICS FOR EMPLOYEE RELATIONSHIPS ANDUNDERSTANDING

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 mentalimpressions 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 EMPLOYEEDEVELOPMENT

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 theirlife.


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TABLE - 14

DESCRIPTIVE STATISTICS FOR OFFICER'S ROLE TOWARDS EMPLOYEEDEVELOPMENT

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 3.58respectively. 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

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 thetraining needs of the employees and the branch manager to the officials briefs the objectives of the

programmes before they proceed for the training.

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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InternationalJournal ofMultidisciplinary ManagementStudies Vol.1Issue 3,December 2011,ISSN 2249 8834Online availableathttp://zenithresearch.org.in/

TABLE - 19
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Source: Field Investigation

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

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 theofficers 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


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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.

4.1.20TOP 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


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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 alack of commitment among employees.

4.1.22EMPLOYEE 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.

4.1.23EMPLOYEE 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.

4.1.24OFFICER'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


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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 whenonce 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.


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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), HimalyaPublishing, 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.

l fi ld d i d h i i i i d l


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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 PublishingCompany, 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 PublishingHouse, Bombay, 1991.

> Rae P. Subba, "Essentials of Human Resource Management and Industrial Relations: Text Casesand 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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EXCEL International Journal of Multidisciplinary Management StudiesVol.1 Issue 3, December 2011, ISSN 2249 8834

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

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TABLE - 25

TABLE - 5

EMPLOYEE COMMITMENT


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ON


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TABLE - 27


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TABLE - 28

EMPLOYEE RELATIONSHIPS AND UNDERSTANDING


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TABLE - 29


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TABLE - 30


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Vol.1 Issue 3,December 2011,

ISSN 2249 8834Online available at


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ISSN 2249 8834Online available at


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TABLE- 33

PERFORMANCE APPRAISAL

PERFORMANCEAPPRAISAL

No

response

Strongly

agree

AgreeNeither agree

nor disagree

DisagreeStrongly

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 DisagreeStrongly

disagree

WA

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


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