Abstract_presentation_12_sep_13_2007 Final to Be Mailed Return With Comments Pl

7/27/2019 Abstract_presentation_12_sep_13_2007 Final to Be Mailed Return With Comments Pl

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Neeraj SharmaSupervisor- Prof. Neelu Rohmetra

( DoR- April,2009)


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The research study has been reported along sixchapters as follows:CHAPTER I: IntroductionCHAPTER II: Review of LiteratureCHAPTER III : Profile of UniversitiesCHAPTER IV: Research Design and MethodologyCHAPTER V: Human Capital Management using

HRD Scorecard: Findings, Interpretation and

Comparative Analysis across UniversitiesCHAPTER VI: Summary, Conclusions andSuggestions.


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Chapter I focuses on the conceptual issues in HumanCapital Management and the Balanced Scorecard. It

also develops a linkage between Human Capital

Management and Balanced Scorecard. The Chapter

further discusses Human Capital Management in

Higher Education Sector.


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This Chapter presents a Review of Studies/ Literature in thearea of Human Capital management, Balanced Scorecard

and the relevant studies in the Higher Education Sector.

The relevant studies in Indian context have also been

reviewed. Select researches which were studied in depthinclude: Ostroff, C. (1995), Parsons, J. G.(1997), Prifrel,

R(1985), Pfeffer, J. (1998), Pfeffer, J. (1994), Fitz-Enz,

J.(1999), Finn, R. (2003), Ferris, G. R., Hochwarter, W. A.,

Buckley, M. R., Harrell-Cook, G., & Frink, D. D. (1999).Schuler, R.S. and S. E. Jackson (1987) (1999), Kaplan, R.S.,Norton, David P (1992,1993,1996,2004,2003,2001).


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King, R (1995),. Becker, B. and Gerhart, B. (1996), Kesler and J.A. Law, (1997), Kessler(1995), Conner and Ulrich (1996),Becker, B. E. & Huselid, M. A.(1998), Pareek, Udai and Rao,T.V.(1988) (1997), Galbraith, J. (1992), Rao, T. V. and Periera D.F. (1986), Sparrow, P. & Hiltrop, J. M. (1994, Ulrich, D.O.,Brockbank, J.W., & Yeung, A., Lake, D. (1995), Ulrich,D.O.,Yeung, A., Brockbank, W. & Lake, D., (1994), Russell, J.;Treborg, J. & Powers, M. (1985), Snell (1992),Delker SueGentryBeverly(2003).The Literature has been reviewed on Human CapitalManagement , Balanced Scorecard, Measurement of Human

Capital Management using HR Scorecard and its application inthe Higher Education Sector.20 Books, nearly 170 research papers and articles have beenreviewed for the research study.


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This chapter sketches the organization profile ofJammu University and University of Kashmir focusing

on organizational structure, employee strength, variouscourses offered and offsite campuses in detail.


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The chapter on Research Design and Methodologydeals with the purpose of study and the research design.

This chapter explains the research methodology utilizedfor the execution of the present study. The methodology

has been evolved in such a manner to facilitate the datacollection process and relevant employment of dataanalysis methods.

The chapter has been divided into a number of sections

beginning foremost with rationale and scope of thestudy, objectives and hypotheses formulated for thestudy, survey instrument design, sampling design etc.


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This chapter presents the results of the gathered data

which has been subjected to analytical procedures

through the application of various statistical tools.

The chapter maps the demographic profile of the

respondents, carries out a systematic analysis of the

objectives and tests the hypothesis framed for the study.


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This Chapter discusses in detail the Summary,Conclusions and Suggestions.

In this chapter an attempt has been made to present an

overall assessment in the form of summary of the

findings and conclusions. Limitations and future

implications of the research have also been presented in

this chapter.

The expected contribution of the present research shallprovide meaningful insights to the higher education

sector and the society at large in future.


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The thesis also presents all the supporting information,including scorecard and the questionnaires in the form

of annexures.

The references have been provided at the end of each

chapter and a comprehensive bibliography has been

presented towards the end of the thesis which includes

list of selected readings and the publications.


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Human resource, in this information age, is anincreasingly broadening term that refers to managing

"human capital", the people of an organization and is

now more than ever in the spotlight of many

organizations' agenda.

Human Capital Management can be regarded as the

umbrella term of three separate management disciplines

i.e., Human Asset Management, Human CultureManagement and Human Potential Management(Marrewick, Timmers, 2002).


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T. V. Rao (1999) proposed a model, popularly knownas the HRD Score Card to grade the organizations with

respect to their organizational maturity and for making

assessment of the human capital identifying human

capital elements and the underlying values, which help

to integrate their human capital strategies with their

strategic and programmatic planning.


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HRD Scorecard proposes a four dimensionalassessment criteria which includes the following:

(i)the extent of maturity of the organization in terms of

its HRD systems;

(ii)HRD structure and competencies (of HRD managers,

line managers, the top management and the workmen

and their representatives);

(iii) HRD styles, culture and values ;(iv) business linkages of HRD and its strategies.


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This framework can act as an instrument for analyzingthe human capital by looking at the current state of

human resources and help in creating knowledge

managers. This framework can act as an instrument for

analyzing the human capital by looking at the current

state of human resources and accordingly create

knowledge managers.


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The HRD Score Card is based on the BalancedScorecard Model.( Kaplan and Norton, 1996).The

Balanced Score Card requires the use of sets of

measure to evaluate how well the organization is doing

with each of its objectives..

HR Scorecard describes two important things:

Manage HR as a strategic asset and

Demonstrate HRs contribution to the firms financialsuccess.


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The most valuable asset of a 20th century company was

its production equipment. The most valuable asset of

21st century institution will be its knowledge workers

and their productivity. (Peter Drucker,1999)Emergence of higher education institutions, therefore, holds

an important place in the present glocal environment,

characterized by rapid change, intense information flows and

increasing competition.


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Universities being skill development centers of thesociety and the grooming place where manpower

required for the future growth of the society is

developed, have contributed extensively towards the

remarkable progress that our country has achieved all

through years in different sectors.


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To meet out these enormously complex and everchanging developmental needs, properfunctioning of the Universities depend upon howeffectively the available manpower is utilized.

On the one hand, Universities are increasinglybeing required to teach ever increasing numberof students in increasing numbers ofspecializations and disciplines, and, on the other,

they are being asked to pay more attention toquality of teaching and educational programs

( Uma Shanker, Dutta,2007)


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This card helps to explain which systems are good,which competencies are good or weak ( HR Staff,

etc.) , what impact is missing. The Scorecard helps to

focus on Human Capital function and its impact in the

context oforganisations current and future goals.


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The scope of present research study is extended to theHigher Education Sector.

For the purpose of this study, two Higher Education

Institutions have been identified, namely, the

University of Jammu and the University of Kashmir in

the state of Jammu and Kashmir, India.


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University of Jammu is recognized as one of thepremier institutions of the country, the University of

Jammu, accredited as 'A' grade University by National

Assessment and Accreditation Council (NAAC), came

into existence in 1969 vide Kashmir and Jammu

Universities Act 1969 following bifurcation of the

erstwhile University of Jammu and Kashmir by an

Ordinance promulgated by the Governor on September

5, 1969 and subsequently adopted as an Act of the State

Legislature.


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University of Jammu is primarily a research, teaching,affiliating and examining body involved in promotion

of arts, science and other branches of learning.

Apart from its main campus in Jammu, the University

has 11 other campuses, out of which 7 campuses

located at Kathua, Bhaderwah, Poonch, Udhampur,

Ramnagar, Kishtwar and Reasi have been made

functional.


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Teaching-learning and research are carried out by 11faculties comprising around 34 departments, 13 centers

and around 167 affiliated colleges, awarding degrees in

around 40 programmes both at the postgraduate and

undergraduate level.

The University has a total manpower strength of around

1350 permanent employees comprising teaching as

well as non-teaching staff.


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University of Kashmir is also A' grade accreditedUniversity by National Assessment and AccreditationCouncil (NAAC), an independent organisation of theUniversity Grants Commission (UGC).University of Kashmir has now come a long way and has

developed into a multi-faculty University, impartinginstruction in various subjects in the Faculty of Arts,Languages, Natural Sciences, Social Sciences, Education,Commerce, Law, Medicine, Dental Surgery, Engineering,Music and Fine Arts and Non-formal Education, all manned

by academics with considerable teaching and researchexperience, some of whom occupy places of eminence inthe academic world.


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The University is spread over three campuses. Whilethe main campus is located at Hazratbal, Srinagar, the

North Campus at Delina, Baramulla, and the SouthCampus is situated at Fatehgarh, Anantnag.

The University has at present 09 faculties, 35 post -graduate Departments, 17 Research and other centres,04 Post-graduate Centers, 40 Govt. affiliated Colleges,06 Constituent Colleges, 07 Oriental Learning Colleges

and around 74 Affiliated Colleges offering professionaldegree courses.


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University of Kashmir has also acquired around 75acres of land at Kargil and around 100 acres at Leh for

establishing its two Satellite Campuses there. It has a

total manpower strength of around 1700 permanent

employees comprising teaching as well as non-

teaching staff.


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Primary data was collected from the employees of theselect organizations from Jammu and Kashmir

respectively. The Questionnaires were distributed

among 670 respondents from both the Universities, out

of which only 520 completely filled questionnaires

were included in the study yielding a response rate of

80%. The universe comprises 1350 permanent

employees from University of Jammu and 1700permanent employees from Kashmir University.


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The sample size was selected based upon the level ofprecision, standard deviation and standard error of the mean(Malhotra, Dash, 2010; Gupta, S.P.2008) excluding ClassIV employees.

The sample size is nearly 30% of the total population understudy which is considered an apt size for social sciences.Representative sample from each cadre i.e. faculty, officersand non teaching staff is taken.

The sample thus constitutes of 520 employees, 273

employees from the Kashmir University and 247 employeesfrom the Jammu University. Further, the sample size asstated by Balaure, (2000), can be calculated by the formula:


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n=t2 x p x (1-p)e2

The sample size, thus can be calculated as n- sample

size, t- degree of confidence (1.96 Tabulated Value at5% level of significance)e- error limit at 5%. Since it is

difficult to estimate p value it is taken as 0.5

so, n= 1.962 x 0.5(1-.5) = 384

0.052


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The respondents for the study were selected fromJammu and Kashmir Universities. Out of 520respondents, 47.50% were from Jammu Universitywhile 52.50% were from Kashmir University.

70.96% of the respondents were male while 29.03% ofthe respondents were female. 44.98% of the malerespondents were from Jammu University and 55.01%of male respondents were from Kashmir University.

53.64% of the female respondents were from JammuUniversity and 46.35% of the female respondents werefrom Kashmir University.


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The teaching employees constitute 28.8% and the nonteaching employees constitute 71.2% of the sample.

The respondents below graduation were 15%, 50% ofthe respondents were graduates and 35% of the

respondents were above graduates.About 16.3% of the respondents were having workexperience of less than 5 years, 30.8% of therespondents were having work experience of 5-10 years

and nearly 26.9% and 26% of the respondents werehaving work experience of 10-15 years and more than15 years respectively.


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6.7% of the respondents gross salary is less thanRs.10,000 , 9.8% of the respondents gross salary lies

between Rs.10,000-20,000, 13.3% respondents gross

salary lies between Rs.20,000-30,000 and 30.8% of the

respondents gross salary lies between Rs.30,000-

40,000 and 39.4% of the respondents gross salary lies

above Rs. 40,000.


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Factor No. of Respondents Percentage

Organization KU 273 52.50%

JU 247 47.50%

Gender

Male 369 JU KU 71% JU KU

166 203 44.98% 55.02

%

Female 151 81 70 29% 53.64% 46.36

%

Class Teaching 150 72 78 28.5% 48% 52%

Non Teaching 370 175 195 70.3% 47.29% 52.70

%

Education

Below Graduation 78 44 34 15% 56.41% 43.58

%

Graduation 261 117 144 50.19% 44.82% 55.17

%

Above Graduation 181 95 86 34.80% 52.48% 47.51

%


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Work ExperienceLess than 5 85 45 40 16.34% 52.94% 47.05%

5-10 160 87 73 30.76% 54.37% 45.62%

10-15 139 68 71 26.73% 48.92% 51.07%

More than 15 136 47 89 26.15% 34.55% 65.44%

Monetary BenefitsLess Than 10,000 35 16 19 6.73% 45.71% 54.28%

10,000 -20,000 51 24 27 9.80% 47.05% 52.94%

20,000-30,000 69 34 35 13.26% 49.27% 50.72%

30,000-40,000 160 77 83 30.76% 48.12% 51.87%

More than 40,000 205 96 109 39.42% 46.82% 53.17%


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The present study catered to the following objectives: To study and evaluate the Human Capital Management

Systems in Universities under study.

To identify and highlight the strengths and weaknesses of the

existing Human Capital Management Systems by using HRDScorecard Model.

To undertake a comparative analysis along Human Capital

Management Systems between the organizations under study

on the basis of research findings.

To suggest a HRD Score Card Model for the organizations

understudy


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HRD Audit Questionnaire designed by Rao, T. V.(2008) was administered on thesample selected on convenience basis to collect data for Human CapitalManagement. The scores were analysed accordingly.

The HRD Audit Questionnaire covers the dimensions of Human CapitalManagement which includes items grouped into factors as follows:

(A)Career System including

A1. Manpower Planning and Recruitment,

A2

. Potential Appraisal and Promotions,

A3. Career Planning and Development. ,

(B) Work Planning including

B1 Role Analysis,

B2 Contextual Analysis,

B3. Performance Appraisal Systems,

(C) Development System withC1 Learning Systems/ training Questionnaire,

C2 Performance Guidance and Development,

C3 Other Mechanisms,

C4 Worker Development,

(D)S lf R l S i l di


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(D)Self Renewal Systems includingD1 Role Efficacy,D2 Organisational Development andD3 Action Oriented Research,(E) HRD includingE1 Quality Orientation,E2 Rewards and Recognition,E3 Information,

E4 Communication andE5 Empowerment(F) HRD Function and(G) Competency Mapping, 360 degree Feedback and

Assessment and Development Centres.

The structured questionnaire also incorporates the open endedprovision for seeking insight into the Suggestions ,Strengths and the Weaknessesparameters.


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To collect data for the dependent variable HRD Climatethe structured 38 item HRD Climate Questionnaire ( Raoand Abraham,1986) has been used.The Questionnaire is grouped into three categoriesincluding General HRD Climate, OCTAPAC, HRD

Mechanisms.The General HRD Climate deals with the importance givento HRD in general by Top management and line managers.The OCTAPAC items deal with the extent to whichOpenness, Confrontation, Trust, Autonomy, Pro-activity,

Authenticity and Collaboration.The items dealing with HRD Mechanisms measure theextent to which HRD Mechanisms are implemented.


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The reliability for both the questionnaires have beenascertained by applying Cronbach alpha and the results

show a very high reliability.

The instruments have been designed on a 5 point

Likert scale ranging from strongly disagree to strongly

agree., where 1 stands for not at all true, 2 stands for

not true, most of the times, 3 stand for somewhat true 4

stands for mostly true and 5 stands for mostly true.


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S.

No.

Dimension Alpha(Before

pre testing)

Alpha(After

pre testing)

1. Human Capital

Management

0.789 0.880

2. HRD Climate 0.791 0.896

Table : Reliability Coefficient of Human Capital Management and HRD Climate

Construct


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In order to achieve the objectives laid down for the study,the data of different aspects were collected from bothprimary and secondary sources. The data from secondarysources was gathered from both published and unpublishedsources.

The published data was gathered from journals, magazines,reviews, periodicals, and books. The data collected fromsecondary sources were mainly accessed through internet.An odd number of research papers were reviewed forcollecting the secondary data. The list of research papers

which were reviewed has been provided at the end of theeach chapter and also the references of all the researchpapers reviewed has been provided at the end of thesis.


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Descriptive Statistics-

The mean values as well as the standard deviations offactors and their items were studied. On a 5 point Likertscale ranging from strongly disagree to strongly agree with

a neutral value of 3, the mean value of Human CapitalManagement construct, the first factorCareerSystem wasfound to be 3.63 with a standard deviation 0.248 andvariance 0.062. For second factor i.e., WorkPlanning the

mean value was 2.57 with a standard deviation 0.33 andvariance 0.116 and the mean value for the third factor, i.e.,DevelopmentSystem was 2.56 with a standard deviationof 0.312 and variance 0.098.


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The fourth factor SelfRenewal System has a mean valueof 2.782 with a standard deviation 0.460 and variance0.212. The fifth factorHRD has a mean value of 2.49 witha standard deviation 0.332 and variance 0.111. The sixthfactor HRD Function has a mean value of 2.63 with astandard deviation 0.336 and variance 0.113. The seventhfactor Competency mapping, 360 degree feedback andAssessment and Development Centres has a mean value of1.08 with standard deviation 0.107 and variance 0.012.

The mean values for Jammu University and KashmirUniversity across Human Capital Management dimensionsand HRD Climate were also studied.


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Descriptive Statistics-The mean value for the first factor for HRD Climate

Construct, General HRD Climate was 2.82 with a

standard deviation of 0.22 and variance 0.05 . The

second factor OCTAPAC has obtained a mean score

of 2.52 with a standard deviation of 0.259 and variance

of 0.067. The third factor HRD Mechanism has a

mean value of 2.71 with a standard deviation of 0.353

and variance 0.125.


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The first hypothesis raised by the study was thatBalanced Scorecard serves as an instrument for

Human Capital Management. To verify the

hypothesis, the review of literature was undertaken and

the data was analysed for the two Universities by usingthe structured Questionnaire ( Rao,2008) on HRD

Audit.


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RegressionThe following regression equations were derived based on the regression output:

Y = + X

Where,Y= Human Capital Management (Dependent Vari able) X= HRD Cl imate (I ndependent Vari able),

HCM = + 1GHRD C (1)

HCM = + 1GHRD C + 2OCTAPAC HRD (2)HCM = + 1GHRD C + 2OCTAPAC HRD + 3HRD M (3)

The equations thus formed are:

HCM = 0.016 + 0.096 GHRD C (1)

HCM = 0.016 + 0.096 GHRD C + 0.821OCTAPAC HRD (2)

HCM = 0.016 + 0.096 GHRD C + 0.821OCTAPAC HRD + 0.079 HRD M (3)

Where,

= 0.016

1= 0.096, 2 = 0.821, 3= 0.079


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Regression Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .731a .535 .534 .17549

2 .956b .914 .914 .07538

3 .957c .916 .916 .07461

a. Predictors: (Constant), hrd1

b. Predictors: (Constant), hrd1, hrd2

c. Predictors: (Constant), hrd1, hrd2, hrd3


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Regression ModelThe Table shows the Model Summary. It is depicted that inModel 1, R2 = 0.535 means that 53.5 percent of the totalvariation in the dependent variable is explained by independentvariable.

With the inclusion ofOCTAPAC HRD Climate in Model 2, R

2

= 0.914 which means that 91.4 percent of the total variation inthe dependent variable is explained by independent variables.Similarly with the inclusion ofHRDMechanisms in the Model3, R2 = .0.916 which means that 91.6 percent of the totalvariation in the dependent variable is explained by the

independent variables.The second output generated was regarding regressioncoefficients. The t values of the variables in the model arestatistically significant as their sig. values lie below 0.05.


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Hypothesis that there is a significant relationshipbetween Human Capital Management and HRD

Climate in the organizations, stands accepted on the

basis of correlation analysis. Further the stepwise

regression analysis showed that there is a significantimpact of HRD Climate on Human Capital

Management


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The third hypothesis raised by the study was that No variation exists across the Universities with respect

to Human Capital Management.

To verify the hypothesis, independent sample t-Test was

applied. Hypothesis was tested at 0.05 level of

significance.


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Independent Samples Test

Levene's Test

for Equality of

Variances t-test for Equality of Means

F

Sig.

T

df

Sig. (2-

tailed)

Mean

Difference

Std. Error

Difference

95% Confidence

Interval of the

Difference

Lower

Upper

HCM 3.771 .053 90.07 518 .000 .498 .0055 .487 .509

89.35 485.77 .000 .498 .0055 .487 .509

HRD 0.261 .610 49.15 518 .000 .437 .0089 .419 .454

49.24 515.89 .000 .437 .0088 .419 .454


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The comparative analysis of the mean scores for

Human Capital Management across the twoUniversities shows that Kashmir University has scoredhigher mean values for all the seven factors of HumanCapital Management.

Similarly, for HRD Climate the comparison of themean scores across the two Universities along the threefactors of HRD Climate shows that again KashmirUniversity has scored a higher value of mean scores for

all the factors.Further, ANOVA is applied Similarly, the scores of Fvalues and P values have been compared for the factorsof HRD Climates.


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To fit the suitable model for the Higher EducationSector Confirmatory Factor Analysis has been applied.

The CMIN/DF is 1.934 after extraction of first factor of

HRD Climate Construct and sixth and seventh factors

of Human Capital Management Construct.

The RMR is 0.001, GFI is 0.986 and AGFI is 0.970 and

RMSEA is 0.04. This shows the fit model for the

universities.


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The Overall HRD Systems Maturity on the HRDscorecard for both the Universities lies at a low grade .

This shows that no work has been done till date on the

development of HRD as a separate department in the

Universities, although the employees recognize theneed for the same. There is lack of in house training

facilities and the Performance Management System is

not at all developed.


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There is lack of developing a linkage between theperformance and rewards. There is lack of Careerplanning and succession planning and no system forpotential appraisal exists in both the Universities.

Jammu University has scored a low score incommunication as compared to Kashmir University .This can be done by communication of jobresponsibility and the key result areas to the employees.This in turn requires integration of the individual

performances with the organizational goals byincreasing the involvement of the employees.


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Fourthly, with the increasing diversification ofknowledge at the higher education level, reward system

become a necessity and this need to be linked with the

performance management system. Finally, the

integrative approach can never be attained unless apositive work culture or a collaborative culture, with

openness transparency proactiveness and

experimentation is developed.


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In addition, the future research direction might be tofurther refine and improve the psychometric properties

of the facets of HR mechanisms. This might be

improved by developing additional items to the scale

measuring the constructs of HRD Climate and HumanCapital Management. Further, the current study

presents future research directions regarding the nature

and number of organizations to be selected for

conducting an inquiry.


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In social science researches, initiatives confront

multiple limitations during the course of conducting

field surveys.A number of limitations faced is as under:

Absence of specialized personnel which could provide

the necessary information about the organization.

Employees were reluctant to provide comprehensiveinformation while collecting the data.

Given the paucity of the resources particularly financial

and time, the study was restricted to Jammu & Kashmir

state only.


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Convenient selection of the sample for the study wasbased on the accessibility of organizations for data

collection.

Findings of this study need further validation and

inquiry because of being exploratory in nature.However, the findings have provided a foundation and

measurement base for future studies related to Human

Capital Management.


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THANK YOUSuggestions Please

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Abstract_presentation_12_sep_13_2007 Final to Be Mailed Return With Comments Pl