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Abstract
A congenial HRD climate is extremely important for the successful working and ultimate achievement of the business goals. In the Indian context, type of organization influences the culture prevalent in the organization. In recent times, Indian Telecom sector is one of the fastest growing sectors across the globe particularly by its unparalleled growth in mobile telephony. Since climate is an outcome of culture, this study attempts to assess the climate that prevails in the public and the private sectors of Indian telecom industry and to compare their results. A case study of BSNL and Reliance Communication has been undertaken with a total sample size of 200 employees, out of which 100 belongs to BSNL and 100 belongs to Reliance respectively. A 38-item HRD climate survey questionnaire grouped into three categories: General climate; OCTAPAC culture; and HRD mechanisms, has been administered and t-test has been applied to test the significance of HRD climate existence. The findings indicate significant difference in the HRD Climate prevailing in both the sectors.
Keywords: Autonomy, Organization, Climate, Culture, Job Satisfaction, Telecom.
Introduction
An organization's success is determined as much by the skills and motivation of its members as by almost any other factor. While this has always been true, recent changes focus attention on ways human resources development activities can be used to ensure organizations have what it takes to successfully meet the challenges (Desimone et. al. 2002). HRD climate is characterized by the tendencies such as treating employees as the most important resources, perceiving that developing employees is the job of every manager, believing in the capability of employees, communicating openly, encouraging risk taking and experimentation, making efforts to help employees recognize their strengths and weaknesses, creating a general climate of trust, collaboration and autonomy, supportive personnel policies, and supportive HRD practices. It is being realized that an organization can have competitive advantage by leveraging its human resources. This can be achieved through sound HRD practices. HRD is all about building three Cs-Competencies, Commitment and Culture. All the three are needed to make an organization function well. An optimum level of `development climate' is essential for facilitating HRD in an organization (Rao & Abraham 1986). When a critical mass internalized these values, there emerges a conducive climate...