Human Resource Management and Marketing Personnel
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ABSTRACT HRD believes that individuals in an organization have unlimited potential for growth and development and that their potential can be developed and multiplied through appropriate and systematic efforts. Given the opportunities and by providing the right type of climate in an organization, individuals can be helped to give full contribution to their potentials, to achieve the goals of the organization, and thereby ensuring optimization of human resources. Therefore, to initiate HRD practices, a firm philosophy with humane and value based approach has to be established. This will result in the establishment of HRD culture in the organization, which further strengthens practices. Organizational culture includes ethics, values, beliefs, attitudes, norms, ethos, climate, environment, and culture. It can be characterized as consisting of openness (0), collaboration(C), trust (T), authenticity (A), proaction(P), autonomy(A) confrontation(C) & Experimentation (E). And it is abbreviated as OCTAPACE. This paper goes on to present the major findings based on descriptive research design undertaken with the help of structured questionnaires to study the OCTAPACE Culture for marketing professionals in IT Industry. Data is based on the responses from five top management personnel & 25 marketing personnel from the sample of five IT organizations in the year 2003. This paper employs certain statistical tools for assessing whether the hypotheses that had been formed are valid or not. The results show that the sample organizations differ significantly in their OCTAPACE Culture & are having varying level of OCTAPACE culture.
Electronic copy available at: http://ssrn.com/abstract=1140621
Introduction & Brief Review Human Resource Development may be defined as a continuous process to ensure the development of employee competencies, dynamism, motivation and effectiveness in systematic and planned way. It has been defined as essentially consisting of three Cs:
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ABSTRACT HRD believes that individuals in an organization have unlimited potential for growth and development and that their potential can be developed and multiplied through appropriate and systematic efforts. Given the opportunities and by providing the right type of climate in an organization, individuals can be helped to give full contribution to their potentials, to achieve the goals of the organization, and thereby ensuring optimization of human resources. Therefore, to initiate HRD practices, a firm philosophy with humane and value based approach has to be established. This will result in the establishment of HRD culture in the organization, which further strengthens practices. Organizational culture includes ethics, values, beliefs, attitudes, norms, ethos, climate, environment, and culture. It can be characterized as consisting of openness (0), collaboration(C), trust (T), authenticity (A), proaction(P), autonomy(A) confrontation(C) & Experimentation (E). And it is abbreviated as OCTAPACE. This paper goes on to present the major findings based on descriptive research design undertaken with the help of structured questionnaires to study the OCTAPACE Culture for marketing professionals in IT Industry. Data is based on the responses from five top management personnel & 25 marketing personnel from the sample of five IT organizations in the year 2003. This paper employs certain statistical tools for assessing whether the hypotheses that had been formed are valid or not. The results show that the sample organizations differ significantly in their OCTAPACE Culture & are having varying level of OCTAPACE culture.
Electronic copy available at: http://ssrn.com/abstract=1140621
Introduction & Brief Review Human Resource Development may be defined as a continuous process to ensure the development of employee competencies, dynamism, motivation and effectiveness in systematic and planned way. It has been defined as essentially consisting of three Cs:
References: Abraham S.J., E. and Rao T.V., Human Resource Development : Practices in Indian Industries – A Trend Report, In: Readings in Human Resource Development, Rao, T.V.,(edr), Oxford & IBH Publishing Co. Pvt. Limited, New Delhi, 1991, P 262 – 268. Manohar Reddy, C., Kumar, C.N., and Kaa Jacob ;Divakar, J., HRD Issues in the Indian Information Technology Industry Mathew, In: Managing Transition - The HRD Response, Pareek, Udai et. al. (eds), Tata McGraw-Hill Publishing Company Limited, New Delhi, 1992, P 69 – 82. Pareek, Udai, and Agarwal, Ashok, The Role of HRD in the Service Sector, In: HRD in the New Economic Environment , Tao, T.V., Silvelra, D.M., Srivastava, C.M. and Vidyasagar, Rajesh, (edr), McGraw-Hill Publishing Company Limited, New Delhi, 1994, P 174 – 189. Rao, TV, Strategies for Human Resource in Public Enterprises, In: Management of Human Resources in Public Enterprises, Ravishankar and Mishra RK, Vision Books Private Ltd, New Delhi, 1985. Jain, Neelam, Human Resource Development : A Conceptual Framework, In: Studies in Human Resource Development, Underestanding HRD Basic Concepts,Bhatia, B.S. Verma, H.L. and Garg, M.C., (eds), Deed & Deep Publications, New Delhi, 1996, P 72 – 76. Joseph, A.O., In: HRD Philosophies and Concepts: The Indian Perspective, Rao, T.V., et. al. (eds), National HRD Network and the Academy of Human Resource Development, Ahmedabad, 1994, P 40. Pareek, Udai, and Agarwal, Ashok, The Role of HRD in the Service Sector, In: HRD in the New Economic Environment , Tao, T.V., Silvelra, D.M., Srivastava, C.M. and Vidyasagar, Rajesh, (edr), McGraw-Hill Publishing Company Limited, New Delhi, 1994, P 174 – 189. Wakhlu, Arun, In: HRD Philosophies and Concepts: The Indian Perspective, Rao, T.V., et. al. (eds), National HRD Network and the Academy of Human Resource Development, Ahmedabad, 1994, P 76 – 77. ANNEXURE OCTAPACE PROFILE Name:_____________________________JobTitle: ____________________________ Organization: ________________________Date:_____________________________ This instrument will help you to look at some values and beliefs of your organization. Below are statements that indicate some organizational values. If these are values of top management, they generally will be shared in an organization. Read each statement and indicate in the blank to the left of the statement how much spirit contained in the statement is valued in your organization. Please be candid in answering. Instructions: Use the following key for your responses: 4 = Very highly valued in the organization 3 = Valued in the organisation 2 = Given rather low value in the organization 1= Not valued in the organization ________1. Free interaction among employees, each respecting the feelings, competence, and judgment of others. ________2. Facing problems, not shying away from them. ________3. Offering moral support and help to employees and colleagues in crisis. ________4. Congruity between feelings and expressed behavior. ________5. Preventive action on most matters. ________6. Employees’ taking independent action relating to their jobs. ________7. Teamwork and team spirit. ________8. Employees ' trying out innovative ways of solving problems. ________9. Genuine sharing of information, feelings, and thoughts in meetings. ________10.Going deeper rather than doing surface-level analysis of interpersonal problems. ________11. Interpersonal contact and support among employees. _______12 Tactfulness, cleverness, and even a little manipulation to get things done. _______13 Superior’s encouraging their subordinates to think about their development and take action in that direction. _______14. Close supervision and direction of employees regarding action _______15. Accepting and appreciating help offered by others. _______16. Encouraging employees to take a fresh look at how things are done. _______17. Free discussion and communication between superiors and subordinates. _______18. Facing cha1lenges inherent in the work situation. ________19. Confiding in superiors without fear that they will misuse the trust. ________20. "Owning" mistakes made. ________21. Considering both positive and negative aspects before taking action. ________22. Obeying and checking with superiors rather than acting on one ' own. s ________23. Performing immediate tasks rather than being concerned about larger organizational goals. _________24. Making genuine attempts to change behaviour on the basis of feedback received. ________ 25. Effective managers suppress their feelings. ________ ________ ________ 26.Pass the buck tactfully when there is a problem. 27. Trust begets trust. 28 Telling a polite lie is preferable to telling the unpleasant truth. __________29. Prevention is better than cure. _________ 30. Freedom for employees breeds lack of discipline. _________31. Emphasis on teamwork dilutes individual accountability. _________32. Thinking and doing new things tones up organizational vitality. _________33. Free and candid communication between various level helps in solving problems. __________34.Surfacing problems is not enough; we should find the solutions. _________ 35. When the situation is urgent and has to be dealt with, you have to fend for yourself. __________36. People are what they seem to be. __________37. A stitch in time saves nine. __________38. A good way to motivate employees is to give them autonomy to plan their work. _________39. Employee involvement in developing the organization ' mission and s goals contributes to productivity. __________40. In today ' competitive situation, consolidation and stability are more s important than experimentation. Source : Pareek Udai (1994), "Studying Organisational: The OCTAPACE Profile". In J.WilliamPfeiffer 's.The 1994 AnnualDeveloping Human Resources (153-166)publis. by Pfeiffer & Co.