Research Paper

1. 1
WORK CULTURE AND HUMAN RESOURCE
DEVELOPMENT
Prof. Dr. Deepak P. Raverkar
Associate Prof. & HOD of Commerce,
Dr. C. D. Deshmukh Commerce College,
Roha- Raigad. Maharashtra – (India)
Mobile No. 9822835979 (dpraverkar@gmail.com)
ABSTRACT
Good work culture is one that is conducive for high levels of organizational
performance, the indices of which are productivity, profits and growth. Strong work culture
and maintaining higher satisfaction level in work force determine not only performance of the
organization but also affect the growth and development of the employees.
“HRD is the process in which the human factor is regarded a productive resource at
the first instance and efforts are undertaken to explore and develop their potential through a
well-planned education, training and recognition with the main object of quality life to
everyone.”
In the micro sense, Human resource is concerned with a single production unit and
defined as the aggregate of production capabilities of employees as reflected in their inherent
and acquired knowledge, skill, creative abilities and talents, including their aptitude and
attitude to work. Thus, the available manpower with business organization can be considered
as Human Resource only when they are skillful, creative, and talented and possess inherent
capability and positive attitude towards work system or mechanism.
The researcher has analyzed three important aspects which are the positive result of
synergic work culture and employee satisfaction. That are; 1) Building Leadership and
Management Capability, 2) Creating Productive Workplace Culture, and 3) Innovation and
the Use of Technology.
Key words: Work culture, Human resource development, Building Leadership,
Productive workplace culture, Innovation and use of technology.
INTRODUCTION
The positive or synergetic work culture provides productive work place culture and
gives maximum satisfaction to the employees. A satisfied, happy and hardworking employee
has a positive attitude and he cooperates to the every endeavor of an enterprise. Work force
of any industry is the biggest asset for any organization and is responsible to a large extent
for its productivity and profitability. Efficient human resource management and maintaining
higher satisfaction level in work force determine not only performance of the organization
but also affect the growth and development of the employees.
HRD is the process in which the human factor is regarded a productive resource at the
first instance and efforts are undertaken to explore and develop their potential through a well-
planned education, training and recognition with the main object of quality life to everyone.

2. 2
STATEMENT OF THE PROBLEM
Roha is one of the Taluka place in the Raigad district. In 1973, the State Government
has established Maharashtra Industrial Development Corporation in Dhatav-Roha. Many
small and medium scale industries have started industrial units and running successfully over
the last forty years. The total number of workers in this MIDC is near about 3000. For this
project, 404 respondents from different age groups, experience, education and income levels
have selected. Here the researcher has analyzed three important aspects of HRD which are
the positive result of synergic work culture and employee satisfaction. That are;
1) Building Leadership and Management Capability,
2) Creating Productive Workplace Culture, and
3) Innovation and the Use of Technology.
Hence, the present study examines the human resource development which play
important role in positive attitude and productivity of industrial workers with special
reference to Roha industrial area.
OBJECTIVES OF THE STUDY
This study is undertaken specially with the following objectives.
a) To study the various factors of human resource development.
b) To examine the attitude towards overall factors of human resource development
among workers in selected industries in Roha.
c) To examine the role of work culture in the development of human resource.
LITERATURE REVIEW
Organizational work culture can either be good or bad, in the sense that good work
culture is one that is conducive for high levels of organizational performance, the indices of
which are productivity, profits and growth. According to Likert (1961) the best performance
climate involves openness, trust, sharing two way communication and participative
leadership. This list is not complete since work culture pertains to an organization therefore;
order and discipline are prime requisites for organizational success.
Prof. Len Nadler defines Human Resource Development as “an organized learning
experience within a given period of time with the objective of producing possibility of
performance of change”.
In the micro sense, Human resource is concerned with a single production unit and
defined as the aggregate of production capabilities of employees as reflected in their inherent
and acquired knowledge, skill, creative abilities and talents, including their aptitude and
attitude to work. Thus, the available manpower with business organization can be considered
as Human Resource only when they are skillful, creative, and talented and possess inherent
capability and positive attitude towards work system or mechanism.
METHODOLOGY ADOPTED
One tool was meant to obtain the information regarding overall human resource
development aspects on building leadership and management capabilities, creating productive
work culture and use of technology including three statements on each of the aspect using 5
points Likert scale ranging from 5) Always 4) Sometimes 3) Hardly Ever 2) Not at all and 1)
Don’t know. The questions and the responses thereon are explained in the result and
discussion.

3. 3
STATISTICAL TOOLS FOR ANALYSIS
The frequencies, mean and standard deviation, are the tools used for analysis.
RESULTS AND DISCUSSION
1) BUILDING LEADERSHIP AND MANAGEMENT CAPABILITIES
Building Leadership and Management capabilities among the workers develops
synergic work culture and their relationships that facilitate to strong culture and high
performance is the centrality of leadership role. The individuals in a group bring with them
their individual levels of skills, education and training, as well as their personal traits and
acquired social values.
The researcher has measured the variable of building leadership and management
capabilities at five scale options with the help of three questions on following aspects
mentioned with their frequencies.
Table 1
Encouragement for Leadership at Work Place
Frequency Percent Valid Percent Cumulative Percent
Valid
Always 171 42.3 42.3 42.3
Sometimes 96 23.8 23.8 66.1
Hardly Ever 122 30.2 30.2 96.3
Never 10 2.5 2.5 98.8
Don't Know 5 1.2 1.2 100.0
Total 404 100.0 100.0
Table 2
Investment in Training and Development Programme for the Workers.
Frequency Percent Valid Percent Cumulative Percent
Valid
Always 179 44.3 44.3 44.3
Sometimes 82 20.3 20.3 64.6
Hardly Ever 106 26.2 26.2 90.8
Never 19 4.7 4.7 95.5
Don't Know 18 4.5 4.5 100.0
Total 404 100.0 100.0

4. 4
Table 3
Workplace support for Innovative Thinking and New Ideas.
Frequency Percent Valid Percent Cumulative
Percent
Valid
Always 161 39.9 39.9 39.9
Sometimes 113 28.0 28.0 67.8
Hardly Ever 112 27.7 27.7 95.5
Never 11 2.7 2.7 98.3
Don't Know 7 1.7 1.7 100.0
Total 404 100.0 100.0
.
Graph 1
Building Leadership and Management Capabilities
An analysis from the graph 1 shows that there are the mixed responses about the
encouragement of leadership at the workplace at every level of the organization. About 42%
of respondents felt their organization encourages leadership at every level. However, 30% of
respondents felt that this is done hardly and 24% said this is taking place sometimes/not
regularly. This indicates that there is need to introduce leadership building programs for
workers at all levels.
42.3
44.3
39.9
23.8
20.3
28
30.2
26.2 27.7
2.5
4.7
2.71.2
4.5
1.7
0
5
10
15
20
25
30
35
40
45
50
Encouragement to Leadership Investment in Training &
Development
Support to Innovative Ideas
Building Leadership and Management
Capabilities
Always Sometimes Hardly ever Not at all Don't know

5. 5
An analysis from the above graph indicates that a substantial proportion 44 percent of
respondents felt that their organization made investment on development and training
programs for its workers. This shows that the training and the capacity building for workers is
the priority for the management. However, nearly one- fourth of the respondents also felt that
there is no any investment in development and training for its workers. Therefore, the
management has to make an investment for providing training to workers regularly which
make them up-to date and improves efficiency.
An analysis from the above graph indicates mix feeling about having their innovative
thinks and many uses of innovative ideas in the production process. About 40 percent felt that
there is always support for their ideas whereas about 28 percent opined that there is hardly
any support and remaining 25 percent said it happens sometime. At workers level about the
suggestion and innovative thinking 40 percent positive responses should be considered worth
as most of the workers may not have courage and some may not have a high level mental
capacity for new ideas. The organization should encourage the workers for innovative ideas
and proper environment should be given for exposure to the workers. An initiative of
management will be helpful for developing the innovative culture among the workers with
help of participation and involvement in the various activities of the organization.
Table 4
Mean and Standard Deviation of Building Leadership and Management Capabilities
N Minimum Maximum Mean Std. Deviation
Building Leadership and
Management Capabilities
404 1.67 5.00 4.0008 .75088
2) PRODUCTIVE WORKPLACE CULTURE
Productive Work Culture is a combination of various attributes. Gillis. Broome &
Selznick (1968) indicated three areas of culture i.e. Shared values, Beliefs and Behavioral
Norms. It means the shared things make the workplace productive and foster synergic work
culture. Therefore, the researcher has collected the responses on four different questions
which indicate the level of shared values, ideas and organizational support for these things.
The aspects covered under this dimension are given below with their frequencies table:-
Table 5
Workplace Treat Each Other Well and Value Others’ Ideas.
Frequency Percent Valid Percent Cumulative
recent
Valid
Always 253 62.6 62.6 62.6
Sometimes 90 22.3 22.3 84.9
Hardly Ever 57 14.1 14.1 99.0
Never 3 .7 .7 99.8
Don't Know 1 .2 .2 100.0
Total 404 100.0 100.0

6. 6
Table 6
Sharing of Same Goals and Value other’s Ideas by Workers
Frequency Percent Valid Percent Cumulative
Valid
Always 200 49.5 49.5 49.5
Sometimes 106 26.2 26.2 75.7
Hardly Ever 80 19.8 19.8 95.5
Never 9 2.2 2.2 97.8
Don't Know 9 2.2 2.2 100.0
Total 404 100.0 100.0
Table 7
Feeling about Reward from Organization for Good Ideas
Frequency Percent Valid Percent Cumulative
Valid
Always 175 43.3 43.3 43.3
Sometimes 105 26.0 26.0 69.3
Hardly Ever 78 19.3 19.3 88.6
Never 40 9.9 9.9 98.5
Don't Know 6 1.5 1.5 100.0
Total 404 100.0 100.0
Table 8
Feeling about Feedback on Work Environment from Workers
Frequency Percent Valid Percent Cumulative
Valid
Always 200 49.5 49.5 49.5
Sometimes 101 25.0 25.0 74.5
Hardly Ever 83 20.5 20.5 95.0
Never 7 1.7 1.7 96.8
Don't Know 13 3.2 3.2 100.0
Total 404 100.0 100.0

7. 7
Graph 2
Feeling about Creating Productive Workplace Culture
An analysis from the above Graph No. 2 revealed that 62.6 percent respondents
indicate positive feeling about the respect each other at the workplace. Therefore, it is
important to note that almost two-third respondents felt that their workplace treat them well
and value each other’s ideas to work as a team. This shows that the industries have developed
a team culture which is an important element in achieving sustainable and quality products.
From the above Table 6 and Graph 2 it found that 49.5 percent have positive feeling
about the same goals and values shared by the staff. It means nearly 50% of the respondents
opined that the employees share same goals and values. However, one fourth of respondents
are either disagrees with this or do not have idea about it.
An analysis from Table 7 and Graph 2 indicate that rewarding employees for
participating in events and suggesting ideas is always there for about 43% employees and
23% opined that it happened sometimes. Reward to the workers for any event is always
encouraging to them as it gives recognition for the good work done and develops synergic
work culture in the organization.
The above Table 8 and Graph 2 reveals that 49.5 percent workers replied that
organization collects the feedback about work environment always and 25 percent
sometimes. Therefore, about 50% respondents have opined that the management gathers
feedback and ideas for improving it. About 25% felt it is only sometimes.
62.6
49.5
43.3
49.5
22.3
26.2 26 25
14.1
19.8 19.3 20.5
0.7 2.2
9.9
1.70.2 2.2 1.5 3.2
0
10
20
30
40
50
60
70
Workplace Treat each
other Well
Sharing of Goals &
Values
Organiztional Reward
for Good Ideas
Feedback From
Workers about work
environment
Productive WorkplaceCulture
Always Sometimes Hardly ever Never Don't know

8. 8
Table 9
Mean and Standard Deviation of Creating Productive Workplace Culture
N Minimum Maximum Mean Std.
Deviation
Creating Productive Workplace
Culture
404 1.00 5.00 4.2011 .65750
3) INNOVATIONS AND THE USE OF TECHNOLOGY
Another dimension taken for study is Innovation and the Use of Technology to
improve the synergic work culture. In the arena of globalization the importance of innovation
and up-to-date technology can’t be neglected. Therefore, the researcher has collected the
responses from the workers on the following aspects through three questions shown below
along with their frequencies:-
Table 10
Responses of workers about Investment in Research
Frequency Percent Valid Percent Cumulative
Percent
Valid
Always 204 50.5 50.5 50.5
Sometimes 82 20.3 20.3 70.8
Hardly Ever 71 17.6 17.6 88.4
Never 9 2.2 2.2 90.6
Don't Know 38 9.4 9.4 100.0
Total 404 100.0 100.0
Table 11
Workers Involvement in Decision Making About New Technology.
Frequency Percent Valid Percent Cumulative
Percent
Valid
Always 90 22.3 22.3 22.3
Sometimes 106 26.2 26.2 48.5
Hardly Ever 125 30.9 30.9 79.5
Never 68 16.8 16.8 96.3
Don't Know 15 3.7 3.7 100.0
Total 404 100.0 100.0

9. 9
Table 12
Training To Workers When New Technology Is Introduced.
Frequency Percent Valid Percent Cumulative
Valid
Always 220 54.5 54.5 54.5
Sometimes 84 20.8 20.8 75.2
Hardly Ever 69 17.1 17.1 92.3
Never 24 5.9 5.9 98.3
Don't Know 7 1.7 1.7 100.0
Total 404 100.0 100.0
Graph 3
Feelings of workers about Innovation and New technology
An analysis from Table 10 and the Graph 3 indicates significant proportion (50.5%)
of respondents revealed that their organization invest on research and development of new
ideas, products and services. It means that organization provides latest machines and
equipment which helps for improving the productive work culture.
An analysis from Table 11 and Graph 3 shows that only 22.3 percent workers opined
always, 26.2 sometimes and nearly 31percent hardly ever suggestion seeking about that
technology is useful to introduce on to the organization. As far as the decision on new
technology is concerned, the workers may not know about the developments and therefore
the participation shown is satisfactory.
50.5
22.3
54.5
20.3
26.2
20.8
17.6
30.9
17.1
2.2
16.8
5.9
9.4
3.7
1.7
0
10
20
30
40
50
60
Investment in Research and
Development
Participation in Decision
about New Technology
Training to Workers When
New Tech.introduced
Innovation and New technology
Always Sometimes Hardly ever Not at all Don't know

10. 10
An analysis from the above Table 12 and Graph 3 revealed that, 54.5 percent workers
receives trainings always and 20.8 percent sometimes wherever new technology introduced
into the organization. This indicates that there is need to undertake frequent training
programme for all the workers concerned. According to Harris, “Training of any kind should
have as its objective the redirection or improvement of behavior so the performance of the
trainee becomes more useful and productive for himself and for the organization of which he
is a part”
An analysis of Innovation and the Use of Technology indicates mix feeling of
respondents. The following Table 5.14 is exhibited to show mean and standard deviation of
this dimension.
Table 13
Mean and Standard Deviation of Innovation and Use of Technology
N Minimum Maximum Mean Std. Deviation
Innovation and the Use of
Technology
404 1.00 5.00 3.8903 .84098
Source: Statistical Analysis from Primary Data.
CONCLUSIONS
As far as the isolate analysis is concerned, it shows mixed feeling from the
workers about leadership, training programme and innovative thinking. But if we analyzed
and observed the mean of ‘Building Leadership and Management capabilities’ it is 4.0008
which indicates satisfactory level. Mendonca and Kanungo (1990) pointed out the typical
aspects of the Indian way of management wherein decision process was centralized,
allowing less scope for employees to be updated about different aspects of management.
Therefore, in the light of the various factors such as education level of workers, Roha being
a semi-urban area and dominating style of superiors, the encouragement for leadership and
innovative ideas is remarkable.
An analysis from Table 9 about creating productive workplace culture shows mixed
feeling in the above four questions but if we observed a mean of this dimension, it is 4.2011
which shows a satisfactory level of sharing ideas, goals and value. It indicates the workers
have positive team spirit which contributes towards a productive workplace culture.
From the above Table 13 it is revealed that the mean of the Innovation and Use of
Technology dimension is 3.8903 which look satisfactory. It means that the industries are
taking an adequate care of research and developments and making their workers trained
when they are introducing new technology.
In brief, it is conclude that, the satisfied, happy and hardworking employee of Roha
industrial area has a positive attitude and they cooperate to the every endeavor of an
enterprise for their development. Work force of these industries is the biggest asset for
organization and is responsible to a large extent for its productivity and profitability.
------------------------------

11. 11
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