In today's competitive world, human Resource
Development (HRD) has become a business necessity. Earlier,
the emphasis was more on HRD as a philosophy, as a value,
and culture of a corporation. In the post-Liberalization,
Privatization and Globalization (LPG) era, the focus of
HRD has shifted to establishing direct links with business
strategies. If the corporation does not survive, there
is little it can do to take care of its employees. HRD
system's, relevance and synergy have become more important
than before. Good HRD practices can influence financial
and other performance indicators by generating employee
satisfaction, which in turn can influence customer satisfaction.
An optimum level of `development climate' (HRD climate)
is essential for facilitating HRD in an organization.
As HRD climate is an integral part of
the overall organizational climate, let us first discuss
what organizational climate is. The phrase `organizational
climate' refers to the beliefs and attitudes held by individuals
about their organization. Climate is a relatively enduring
quality of an organization that (1) is experienced by employees,
and (2) influences their behavior. All the components of
an organization, i.e., structure, systems, leader behavior,
and psychological needs of employees, interact with one
another and create what can be called organizational climate.
Hellriegel and Slocum (1974) defined organizational climate as "a set of attributes which can be perceived about a particular organization and/or its subsystems, and that may be induced from the way that organization and/or its subsystems deal with their members and environment." |
