CHAPTER V

AN HRD CLIMATE STUDYRESULTS OF THE SURVEY CONDUCTED IN MADRAS CITY

V. 1, Introduction

With a view to measuring the extent to which HRD climate is present in

the Police system of Tamil Nadu, it has become necessary to make a study

of the HRD climate of Madras City police. The study, however, involves not

only the Madras c ~ t y police Inspectors, but also other Inspectors of Police,

not belonging to Madras City police, and belonging to the Tamil Nadu police, and

living in Madras City. They were also included in the studies so as to see that

the samples represent respondents from darious wings of the Tamil Nadcl

Police. This study has been undertaken to get Comprehensive knowledge about

the HRD climate in Madras City Police.

In this chapter the descriptive results of the background profile of the

respondents are presented. Further, the chapter also analyses the data

collected on the HRD environment in the Police System in the City of

Madras. The Chapter is mainly organised into three parts; Part I presents

detailed description of a few characteristics of the salnple respondents. The

Second part of the chapter gives the discussion on the HRD climate. This

information helps in assessing the differerices in the theoretical propositions

and the practical application and utilisation of the concepts of HRD. It further

helps in designing the methodologies for improvirig and enhancing the HRD

climate in Police Department in the city of Madras. Part Ill summarises the

results and the discussiorls that are presented in the above-mentioned parts

of the chapter.

Profile of the Sample

The characteristics of the sample surveyed are presented and analysed

in this part. The study has surveyed seven major dimensions of the

respondents, namely design' ' ion (department), age, caste, religion,

education, career path and training.

Description o f the Respondents

The result and the designations (departments) of the responents are

exhibited in Table 5.1. It can be observed from the table that the study has

s ~ ~ e y e d 15 lnspectors of Police from Armed Police Forces, 16 l n ~ p e ~ t 0 r ~

from Special wings of the Police like Prohibition Wing, Women Police and

Railway Police, 6 lnspectors from Training Wing, 14 lnspectors from

communications and computers wings, 19 lnspectors from Elite Police like

Criminal Investigation Department, Intelligence, Special Security Group and and

a majority of 54 lnspectors from local police constituting Law and order, Crime

and traffic.

Designation (Department)

Table 5.1

Table Showing the Designation (Department) of the Respondents

The achieved sample is basically random in nature and was influenced

by the accessibility, availability and willingness of the Inspectors of Police

from various departments mentioned above. Further, the achieved size of

the sample from each of the groups is mostly proportional to the total number

of lnspectors of the respective wings. The reults on the dimensions have

also been presented in figure 5.1

S.No.

1.

2.

3.

4.

5.

6.

No.of Responents

19

14

54

6

16

15

124

Department

Elite Police

Communication

Local Police

Training

Special wings

Armed Police

Total

Percentage

15%

11%

44 %

5%

13%

12%

100

Table 5.2

Table showing the percentage of respondents according to Age Group

The Age structure of the respondents who have provided data for the

purpose of the study is exhibited in Table 5.2. The data has been furth,

presented as figure 5.2 .

It is observed that 19% of the respondents are in the age group of 25 to

40 years, 21 % of the respondents are in the age group sf 50 to 58 years and

a good majority of 60% of total respondents are in the age group of 40 to 50

years. This increases the validity of the results of the study as the Inspectors

in the mentioned age group will be extremely judicious in their actions and

decisions which will have fundamental knowledge and intelligence developed

over a period of their sewice. The other two groups i.e., between 25 and 40

and 50 to 58 years will have highly skewed opinions about the climate and

the working conditions.

Percentage

NIL

19%

60%

21 %

100%

1

No.of Respond

NIL

23

75

26

124

S.No.

1.

2.

3.

4.

Age Group

Below 25 Years

25 - 40 Years

40 - 50 Years

50 - 58 Years

Total

Caste

Table 5.3

Table sho*.ving the percentage of respondents according to caste groups

The results wlth respect to the caste of the respondents are presented

In Table 5.3. The Table clearly shows that a very large majority of the

respondents are from backward classes. Further, it is highly noticeable that

the number of Fonvard Caste lnspectors is only 12%, forming a negligible

group of lnspectors in the City of Madras. The abcve discussion can also be

perceived from figure 5.3

S.No

I

2.

3.

4.

5.

Caste(Community)

ST (Schedule Tribe)

SC (Schedule Caste)

MBC (Most Backward

Community

BC (Backward

community)

Forward

Total

No.of Respondents

2

13

20

75

15

124

Percentage

2%

10%

16%

60%

12%

100%

Rel igion

Table 5.4

Table showing the percentage of respondents according to religion

It can be clearly observed from Table 5.4 that 79% of the respondents

belong to Hindu religion. Only 6% and 15% of Muslims and Christians

respectively are surveyed in the study. The basic reason for their limited

participation in the study could be either due to restricted number of Muslim

and Christian Inspectors in the departmerit or that the Inspectors from these

two communities are not willing to participate in the study. Figures 5.4

presents the data on the religion of the sample units of the study.

S.No.

1.

2.

3.

4.

Religion

Hindus

Muslims

Christians

Others

Total

No.of Respondents

97

8

19

NIL

124

Percentage

79%

6 O h

15%

NIL

100%

Education

Table 5.5

Table showing the percentage of Respondents According to Education,

The results on the educational qualifications of the respondents are

presented in table 5.5. The respondents are classified into 5 major groups with

various levels of education. It can be observed from the table that 28

respondents constituting 23% of the total sample are educated irpto S.S.L.C.

Another 14 respondents consituting 11% of the total sample have studied

undergraduation or prduniversity programmes. Similarly, only 18 respondent-

wnstituding 15% of the total sample have studied higher levels educational Post

Graduate courses. But a very good majority of 53 respondents constituting 42%

of the sample are graduates. Further, only 11 respondents constituting 9% of

the sample have done one or more professional programmes like B.Ed, B.L,

P.G. Diploma in Crin~inology and Forensic Science.

S.No

1.

2.

3.

4.

5.

Education

SSLC

Under Graduate

Graduate

P.G.

Others

Total

No.of Respondents

28

14

53

18

11

1 24

Percentage

23%

11%

42%

15%

90/b

100%

Career Path (Promotions)

Table 5.6

Table showing the percentage of Respondent to career path

5.6 presents the data of the results of the career path of the lnspectors in

S.No

0.

1.

2.

3.

4.

the department. A very large majority of 108 respondents constituting 87% of

the sample have experienced only one promotion during the service they have

had in the department. Further, it is obviously visible from the fable that only 2

lnspectors have got two promotions only 8 lnspectors were given three

promotions and another 6 inspect^ s were promoted four times in their service.

This shows that the Police Department has very poor promotional system in

their department which might result in frustration and loss of hopes about their

career growth. Further, we have cross-tabulated the data of career paths and

age in Table 5.7.

Career path (Promotion)

No Promotion

Only one Promotions

Two Promotion

Three Promotion

Four Promotion

No.of Respondents

0

108

2

8

6

1 24

Percentage

0

87%

2%

6%

5%

100%

Age and Career Bath

Table 6.9

Tables sho,.ving Number of respondents according to Age and

carrer path

It is clearly visible from the table that majority of the Inspectors could not

get a promotion ever: till to end of fifty years of their age. Further, it can be

observed that inspectors obtaining three or four Promotions are mostly on the

age group of 50 t~ 58. It can be concluded from this that an Inspector has to be

very patient for a very long time spanning over a few years to get a promotion.

Thus it can be said that the promotion schemes in the police department are

routine in nature and are not encouraging and not acting as incentive to the

working Inspectors.

S.No

1.

2.

3.

4. , 5.

Four Promotions

No.of Promotion

No Promotion

One Promotion

Two Promotions

Three Promotions

Below 25 Yrs Year

0

0

25-40

year

0

22

40-50 year

0

72

50-58 year

0

14

Training

Table 5.8

Table showing the percentage of respondertts according to Training

Received

The results of the training obtained by the respondents are presented in

Table 5.8. It can be observed that only one Inspector from to entire sample of

124 Inspectors/surveyed has undergone National level training. Further, 82 of the

surveyed Inspectors have undergone either only the Basic training programme

or one in-service training Programme only. It shows that police Department has

to take a serious view in providing efficient, frequent and adequate training to

the Police lnspectors to enable them to perform their duty efficiently and

effectively with upto date knowledge. Further, frequent training programmes

should enable therrr to comprehend and obtain the latest knowledge in

profissional and other related branches. Figure 5.7 presents the number of

Training Programmes under gone by the respondents. Figures 5.8 presents the

on the same matter.

S.No.

1.

2.

3.

4.

5.

6.

Name of Training

Basic Training

Inservice Training

Advance Training

Special Branch Training

Other Institutional Training

National Level Institutional Training

I

No.sf Respondents

54

47

11

.8

3

1

Percentage

44%

38%

9%

6%

2?!

1%

124 100%

V.2 HRD climate survey Questionnaire

Forty five questions forming Part 'C' of the questionnaire pertain to the

HRD Survey. It is on five scale model, which has been selected because

the samples are well educated, sharp and sensitive.

After framing the questions, a pilot survey was done with some of the

Madras city police Inspectors. Some concrete suggasti~ns were mads by

them like (1) splitting of up Questions into two when it involves two aspects

eg. working conditions and living conditions. (2) meaning was asked to be

given of certain technical terms eg. meaning of "Job E~vironment", "Job

rotation", etc. (3) simplification of the Questionnaire and (4) removal of repeated

questions. In the light of these observations and suggestions the questionnaire

was modified.

The samples (124 Inspectors) were a rr~ixture of some being enthusiatic

to answer the questionnaires some having no time, some reluctant to answer

without clearance from their superiors etc. As the questionnaire is translated

into the native language ie. Tamil and further the questionnaire is fully structured

and self explanatory in nature, the Researcher has personally distributed the

questionnaires to the respondents. Further, the researcher has couriered the

questionnaires to the respondents who are not in easy reach of the researcher.

In addition, the researcher has also been forced to utilise the services of a few

enumerators to reach the time schedule of the research study. A total of 375

questionnaires have bither been distributed or couriered to the Inspectors of

various wings of Tamil Nadu Polic force living in Madras City or distributed

through they enumerators. In other words, they entire! population was covered in

having reached them with the questionnaires.

V.3 Procedure for data Collection and Internal consistency analysis

Of the 375 questionnaires distrbuted among the sample items a total of

147 questionnaires have been received by the researcher. Out of the

received 147 qr !estionnaires it is observgd that 23 questionnaires have been

returned either without being filled in or party filled is disabling us for

considering the data for any statistical analysis. This resulted in a total of 124

sample items for the study. Of these, one questionnaire was however of

completed. For the sake of convenience, the grouping has been arrived at by

the researcher.

The HRD Climate in the police force has been studied through a total of As

questions as seen from part C of the questionnaire. During the pilot survey, a

total of 48 questions are included. The respondents have observed that a few

questions are repetitive in nature and also suggested a few other questions

could be added to the questionnaire. Accordingly, the repeatitive questions have

been removed from the questionnaire and a few other questions have been

added to the questionnaire making a total of 45 questions for the actual study.

It is observed that during the pilot survey majority of the respondements

were unable to extract the implicit meaning of the question in English. Further,

most of pilot survey respondents have suggested that the questionnaire should

be in native language. i.e. Tamil, so as to get the practical answers to the

questions. Accordingly the Questionnaire has been translated into Tamil, and

again pilot tested to confirm the consistency of the Questionnaire.

It was assured to the samples that the i~~formation and data sought would

be used only for academic and research purposes and would be kept

confidential. However, there were field difficulties which are overcome as

discussed in chapter I. The data collected are authentic and valid.

V.4 Development climate data

To get an organisation developed, the people forming the organisation

must be dynamic and proactive. A growing organisation must be prepared

to meet the challenges posed by the changing environment. Therefore, Human

Resource Development is necessary as a process not only for the growth, bui

also for the survival of the organisations. There should be rnaximum level of

developmental climate to facilitate Human resource development leading to

such a climate with tendencies on the part of the organisation such as (a)

treating people as most important (b) developing competence in the

employees being the duty of the manager/supervisor ( c ) to be open in

communications (d) risk taking and experimentation to help employees to know

their strengths and weaknesses and Counselling them (e) to have general

climate of trust and confidence, team spirit and Pride (f) avoiding favouritism

and (g) having supportive HRD practices like performance appraisal, training,

rewards disbursement, Potential development and career planning, job

rotation, job eni-ichment, and Raving good living and working condition etc.

These tendencies differ from organisation to Organisation and the

profile of an organisation can be measured through these tendencies. An

attempt is made in this survey to study the extent of HRD tendencies preset 11

in Madras City Police. Positively it would be the same for the Tamil Nadu. A

good number of Inspectors serving in the various wings of police of Tamil Nadu,

who are staying at Madras are also studied. This enbles us to extrapolate the

results of this study to the entire police force of Tamil Nadu.

The HRD climate Questionnaire containing 45 variables has bee

developed with a view to survey the extent to which the HRD climate is actually

in existence in the Police Department, particularly in Madras city Police now,

called "greater Chernai Metropolitan police". These 45 items are clubbed into

three major groups viz. 1) general climate, 2) HRD culture and 3) HRD

mechanisms. General Climate : The Questions of the first group are aimed

at identifying the attitude of the higher officials in the Police Force towards

human resource development practices as perceived and observed by the

respondent lnspectors of Police from different wings.

The second covers trust, confrontation, proactivity, authenticity, openess

etc as to - how they are valued and used in the organisation.

The Third group of the questions studies the mechanisms and systems

existing currenty in the Police organisation.

The English and Tamil Verisions of the 45 questions used in the survey

are presented in Appendix I and Appendix II.

Appendix XIV shows the correlation matrix, Appendix XV shows one - tailed

significant of correlation matrix, Appendix XVI shows Covariance matrix for

estimated regression, Appendix AVII shows co-efficient matrix, Appendix XVlll

shows mean and Standard Deviation, Appendix XIX shows the Eigen value extra,

Appendix XX shows the Factor Transformation Matrix, Appendix. XXI shows

Factors score co-efficient Matrix, and Appendix XXII shows Rotated factor

Matrix.

The methodology used has been described in Chapter I.

As regards the Internal Consistency of the Items, co-efficients of

correlationwere compared between to 45 items of the instrument. The

connected table is presented in Appendix 13, The high inter-item Co-

efficients of correlation can be taken to suggest the presence of high

internal consistency among the items.

Development climate Data

Tables 5.9 to t 14 present the Mean ,SD, and the percentage for the Six

groups studied and their are presented as follows.

Table 5.9 Table

Variable

H1 H2 H3 H4 H 5 H6 H7 H8 H9 HI 0 H11 H12 HI 3 HI4 H15 HI6 H17 HI 8 H19 H20 H21 H22 H23 H24 H25 H26 H27 H28 H29 H30 H31 H32 H33 H34 H35 H36 H37 H38 H39 H40 H41 H42 H43 H44 H45

Total Mean Score Ave. Total Mean

showing the mean SD

Mean

2.1 58 3.211 3.053 3.474 2.947 2.737 3.000 3.263 3.1 05 2.263 2.526 2.947 2.684 2.579 2.842 2.526 2.895 2.789 2.789 2.526 2.316 2.368 2.526 2.684 3.211 2.947 3.263 2.684 2.316 2.789 2.474 2.947 3.474 2.947 2.947 2.579 2.421 2.579 2.895 3.895 2.368 2.789 2.421 3.000 2.789

: 125.942 Score : 2.790

and percentage

S. D

1.119 1.357 1.268 9.048E-01 1.311 1.284 1.374 1.1 95 1.049 1.147 1.124 1.224 1.108 1.121 I ,344 1.172 I 049 1.134 1.134 1.073 1.057 1.012 1.124 1.057 1.084 1.079 1.1 95 1.293 9.459E-01 1.084 1.1 72 1.1 77 0.964 1.224 1.224 1.017 1.017 1.121 1.1 00 8.753E-01 0.955 1.032 0.961 1 .OOO 1.134

for Elite Group

Percentage

28.950 55.275 51.325 61.850 48.675 43.425 50.000 56.575 52.625 31.150 38.1 50 48.675 42.100 39.475 46.050 38.150 47.375 44.725 44.725 38.150 32.900 34.200 38.150 42.100 55.275 48.675 56.575 42.200 32.900 44.725 36.850 48.675 61.850 48.675 48.675 39.475 35.525 39.475 47.375 72.375 34.200 44.725 35.525 50.000 44.725

164 Table 5.10

Table showing the Mean, SD, and Percentage for Communication Group

Total Mean Score : 120.288 Ave. Total Mean Score : 2.673

L

Variable

HI H2 H3 H4 H 5 H6 H7 H 8 H9 HI0 HI1 HI2 HI3 HI4 H15 HI6 HI7 HI8 HI9 H20 H21 H22 H23 H24 H25 H26 H27 H28 H29 H30 H31 H32 H33 H34 H35 H36 H37 H38 H39 H40 H41 H42 H43 H44 ti45

Mean

1.643 3.429 2.786 2.500 2.000 2.714 2.643 2.786 2.929 1.643 2.286 2.357 2.429 2.500 2.857 3.643 3.500 3.143 2.214 2.429 2.000 2.071 2.000 2.929 3.786 2.643 3.357 3.000 2.571 2.857 3.000 2.571 3.429 3.286 2.643 2.857 2.143 2.071 2.143 4.143 1.714 2.571 2.286 2.929 2.857

- -

S. D

1.082 1.555 1.528 1.454 1.359 1.684 1.336 1.477 1.492 1.216 1.069 1.151 1.555 1.605 1.406 1.692 1.454 1.460 1,477 1.555 1.359 1 .I 41 1.359 1.492 1.528 1.336 1.692 1.51 9 1.651 1.460 1.664 1.828 1.342 I .684 1.550 1.610 1.351 1.328 1.562 1.292 1 .I 39 1.742 1.637 1.542 1.351

Communication Percentage

16.075 60.725 44.650 37.500 25.000 42.850 41.075 44.650 48.225 16.075 32.150 33.925 35.725 37.500 46.425 66.075 62.500 53.575 30.350 35.725 25.000 26.775 25.000 48.225 69.650 41.075 58.925 50.000 39.275 46.425 50.000 39.275 60.725 57.150 41.075 46.425 28.575 26.775 28.575 78.575 17.850 39.275 32.150 48.225 46.425

165

Table 5.11 Table showing the Mean, SD, and Percentage for Local Police

Total Mean Score : 128.489 Ave. Total Mean Score : 2.678

Variable

H1 H2 H3 H4 H5 H6 H7 H8 H9 HI0 H l l HI2 Hi3 H i4 HI5 H l6 HI7 HI8 HI9 H20 H21 H22 H23 H24 H25 H26 H27 H28 H29 H30 H31 H32 H33 H34 H35 H36 H37 H38 H39 H40 H41 H42 H43 ti44 H45

Mean

1.667 3.204 2.889 2.574 2.556 3.037 2.852 2.81 5 2.852 2.444 2.333 2.167 2.574 2.537 3.259 2.833 3.185 3.148 2.833 2.241 2.333 2.370 2.407 2.704 3.019 2.481 3.074 2,630 2,389 2.704 2.574 2.704 3.130 3.019 2.833 2.593 2.444 2.574 2.426 3.648 2.870 2.463 2.148 2.611 2.778

S. D

8.902E-01 1.309 1.239 1.409 1.144 1.243 1.1 56 1.260 1.379 1.269 1.274 1.225 1.207 1.299 1.247 1.384 1.319 1.235 1.384 1.345 1.259 1.350 1.353 1.369 1.421 1.476 1.515 1.483 1.379 1.327 1.297 1.223 1.441 1.221 1.476 1.325 1.1 92 1.075 1.222 1.276 1.41 5 1.328 1.139 1.309 1.269

Local Percentage

4.1 68 55.100 47.225 39.350 38.900 50.925 46.300 45.375 46.300 36.100 33.325 29.175 39.350 38.425 58.475 45.825 54.625 53.700 45.825 31.025 33.325 34.250 36.750 42.600 50.475 37.025 51.850 40.750 34.725 42.600 39.350 42.600 53.250 50.475 45.825 39.825 36.100 39.350 35.650 66.200 46.750 36.575 28.700 40.275 44.450

166 Table 5.12

Table showing the Mean, SD, and Percentage for Training

/ Variable 1 Mean Training

Total Mean Score : 125.4 Average Mean Score : 2.787

Table 5.1 3 Table showing the Mean, SD, and Percentage for Special Police

Total Mean Score : 107.260 Average Mean Score : 2.384

- Variable

H 1 H2 H3 H4 H5 H6 H7 H 8 H 9 HI0 HI1 HI2 H13 H I4 H15 H I 6 H i 7 H I 8 H19 H20 H21 H22 H23 H24 H25 HZ6 HZ7 H28 H i 9 H30 H31 H32 H33 H34 H35 H36 H37 H38 H39 H40 H41 H42 H43 ti44 H45

Mean

1.875 2.375 2.688 2.626 2.375 2.438 2.813 2.438 2.500 2.1 88 2.563 1.81 3 2.250 2.000 2.063 2.375 2.688 2.063 2.500 1.875 1.750 1.563 1.813 2.375 2.563 2.688 2.688 2.250 2.438 2.438 1.875 2.188 2.938 2.875 2.625 2.625 2.375 2.375 2.1 25 3.625 2.375 2.250 2.625 2.563 2.750

S.D

8.062E-01 1.147 1.401 0.957 1.258 1.315 1.223 1.031 1.265 7.500E-01 8.1 39E-01 0.981 9.309E-01 8.944E-01 0.998 0.957 1.014 9.287E-01 1.366 8.851 E-01 5.774E-01 8.139E-01 7.500E-01 1.025 1.094 1.250 1.448 1.183 1.31 5 8.921 E-01 8.062E-01 9.1 06E-01 1.124 1.204 1.025 8.851 E-01 0.957 8.851 E-01 8.062E-01 1.025 1.147 1 .OOO 8.062E-01 0.964 1 328

Special Police Percentage

21.875 34.375 42.200 40.625 34.375 35.950 45.325 35.950 37.500 29.700 39.075 20.325 31.250 25.000 26.575 34.375 42.200 26.575 37.500 21.875 18.750 14.075 20.325 34.375 39.075 42.200 42.200 31.250 35.950 35.950 21.875 29.700 48.450 46.875 40.625 40.625 34.375 34.375 28.1 25 65.625 34.375 31.250 40.625 39.075 43.750

Table showi 7 I Variable

Total Mean Score : 11.732 Average Mean Score : 2.483

168 Table

~g the Mean, SD,

Mean

2.067 2.333 2.400 2.200 2.333 2.333 2.600 2.600 2.800 2.400 2.267 2.1 33 2.600 2.267 2.933 2.800 2.867 2.800 2.867 2.267 2.000 1.867 2.067 2.1 33 2.667 2.733 3.000 2.533 2.1 33 2.533 2.200 1.933 2.800 2.600 3.067 2.533 2.000 2.467 3.000 3.733 2.533 2.600 2.000 2.533 2.200

5.14 and Percentage

S. D

1.223 1.397 1.404 1.285 1.1 75 1.496 1.404 1.595 1.373 1.121 0.961 0.990 1.454 0.961 1.534 1.424 1.356 1.320 1.302 1.280 1.069 0.990 1.223 1.125 1.234 1.580 1.363 1.125 1.246 1.246 1.424 1.100 1.474 1.352 1.335 1.125 1.195 1.125 1.309 1.163 1.302 1.595 1.363 1.356 1.146

for Armed Reserve

Armed Reserve Percentage

26.675 33.325 35.000 30.000 33.325 33.325 40.000 40.000 45.000 35.000 31.675 28.325 40.000 31.675 48.325 45.000 46.675 45.000 46.675 31.675 25.000 21.675 26.675 28.325 41.675 43.326 50.000 38.325 28.325 38.325 30.000 23.325 45.000 40.000 51.675 38.325 25.000 36.675 50.000 88.325 38.325 40.000 25.000 38.325 30.000

The Questionnaire uses Likert's model of 5 point scale. A few questions

have been developed with a negative approach to deal with the consistently

biased answers from the respondents. The scores for the negatively

approached questions have been reversed while considering the data for

statistical analysis. The average scores around 3 will indicate a moderate

tendency of dimension existing in the madras city Police. Scores around 4 will

indicate a fairly good degree of the dimension present in the Police. With a

view to make interpretations easy ,ne mean scores have been converted into

percentage scores using a formula, I, multiplied by 25 and divided by hundred to

arrive at the percentage score. Thus a mean 1 represents '0' percent, a score

of 2 would mean 25 percent, 3 to represent 50 percent, 4 to mean 75

percent and 5 to mean 100 percent. This will facilitate an easy understanding

of the state of the climate available in the Police department. Table No. 5.15

shows scores of the 45 variables with the percentage considered in the study.

Table 5.15 170 ITEM-WISE MEANS, STANDARD DEVIATION AND PERCENTAGE FOR QUESTIONS

ON HRD CLIMATE

Notes : 1. Total Average Mean Score: 118.908 2. Average Total mean score : 2.64

- Question No.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2 1 22 23 24 25 26 27 28 29 30 3 1 32 33 34 35 36 37 38 39 40 41 42 43 44 45

Mean

1.837 2.976 2.821 2.667 2.488 2.780 2.854 2.837 2.829 2.260 2.398 2.309 2.569 2.431 2.943 2.862 3.089 2.902 2.724 2.268 2.1 54 2.1 54 2.268 2.659 3.065 2.642 3.098 2.634 2.350 2.691 2.455 2.585 3.146 2.951 2.813 2.634 2.3 17 2.472 2.488 3.748 2.585 2.504 2.244 2.724 2.683

S.D

1.003 1.376 1.331 1.304 1.237 1.346 1.265 1.308 1.310 1.165 1.122 1 .I 95 1.235 1.229 1.326 1.381 1.255 1.257 1.339 1 268 1 .I 53 1.188 1.242 1.273 1.347 1.368 1.440 1.375 1.312 1.242 1.301 1.286 1.329 1.292 1.351 1.230 1.140 1.089 1.224 1.178 1.312 1.315 1.169 1.263 1.276

Percentage

21 49 46 42 37 45 46 46 46 32 35 33 39 36 49 47 52 48 43 32 29 29 32 42 52 41 52 41 34 42 36 40 54 49 45 41 33 37 37 44 40 38 31 43 42

V.5 Data lnterpretation

The data interpretation is presented in two parts I) Theoretical

Interpretation and 2) Comparative Interpretation.

Theroritical Interpretation:

The mean score for a single item may Theoretically differ and range

from 1 to 5, Thus it would indicate an extremely poor HRD climate and 5 would

mean an extraordinarily good HRD climate. Achieving '5' stage is almost

impossible for a, ,), organisation, that too for a service organisation like Police

Force.

Scores touching 3 could be safely taken as average HRD climate which

could give hopes for retrieval of the system for a Positive growth and

survival. Scores around 4 would indicate a dimension wherein it would be

construed that most ranks in the police department are Positively disposed

towards HRD polices and processes or practices. And therefore, it could bt

safely concluded that the Police organisation as a whole is having a

desirable HRD climate.

The same interpretation could possibly be presented to the overall

mean score across all items. This score is arrived at by adding mean

scores on all items P divided by 45. The Average total mean score

calculated for the data of the study is 2.64 representing a relatively poor HRD

climate in the Police system. Similarly, it can be observed from Table the mean

scores for as many as forty questions out of the 45 questions used in the survey

are less then the moderate score of 3. This can also support our earlier

conclusion that relatively poor HRD climate exists in the Police system of Tamil

Nadu. The C O ~ C ~ U S ~ O ~ holds good for various departments of the police

organisation as see? from the scores presented in the table 5.15.

From the Table showing the mean SD and percentage, it could be seen

that there are only four questions, namely H17, 25,26 and 33 which get 50% and

above, whereas all other questions are below 50%.

If the percentage is 75% and above, it could be taken as prevalence of

good HRD climate in an organisation. Here in the Police organisation of

Tamil Nadu, as seen from the samples examined none of the HRD variables

is above 75%, Only four HRD vairations are above 50% and below 55%

(namely answers to question numbers H17, 25, 28 and 33) It could be

considered as tolerable limit. They are

1. H17:good work is always observed and special care is taken to appreciate it.

2. H25:The training is taken seriously by the police and they learn from it.

H 27: Training is imparted on genuine training needs.

4. H33: When seniors delegate authority to Juniors, the Juniors consider it as an opportunity for development.

It could be construed that even though these variables cannot be classified

as good (in view of the percentage of answering is not above 75%), they could

be taken as tolerable and, if additional steps are taken, these areas could be

improved upon. As such "appreciation of good work a positive training

perception, "training based on needs' and "delegation of authority" alone are

tolerably alight.

Viewed from this angle, it is ?en thst the HRD climate prevalent in Tamil

Nadu Police is not at all good on the *hole. However, arnong the variables which

are tolerable, the sbove said four items may, to begin with, be looked upon as

promising areas wherein if additional inputs and proper perceptions and HRD

practices are le; In, there would be promising approaches leading to "good"

results.

The other variables are poor and unsatisfactory as constituting not

tolerable limits, scoring 40 to 49% in 23 instances and 30 to 39 in 15 instances

and 20 to 29 in 2 instances. One sample did not answer the questionnaire on

HRD climate fully and so it could not be taken into account.

The variables which score between 40 to 49% are variable Nos.H2, H3,

H4, H6, H7, H8, H9, H16, HI7 to H19, H24, H26, H28, H30, H32, H34, H35, H36,

H40, H41, H42, H44, and H45 (23 Items)

The clear description of the questions along with the alternative answers

are presented as questionnaire in Appendix 1 and 2. These variables include

development of subordinates. personnel policy being helpful, top executives

belief in changing behaviour pattern of police personnel, performance appraisal

being objective, trust amongst the Police, team spirit, delegation of authority,

problems being discussed freely, career planning, employees not suffocated,

and rewarding of good work.

The variables stated above, though are between 40 to 50% of the scorings

and therefore they are not toierable, yet they are compared to be better than

those which are between 30 to 39% and 20 to 29% . It is hoped that there are

seeds of development or hopes of developrnent in the above mentioned areas.

The following are poor and very poor HRD areas being 30 to 39% (15items)

and 20 to 29% (2 items) respectively. Questions H5,10, H11, H12, H13, H14,

H20, H23, H29, H32, H37, H38, H39, H42, H43 and H21 and K22. The clear

description of the questions along with the descriptive answers are given in

Appendix.

C Those two questions answered scoring between 20 to 29% are:

QN.H21: Mistakes made by the Police is corrected and not punished by

top management.

QN.H22: The team spirit is very high in this organisation.

These are the lowest ratings in the HRD climate. From this it is clear

that the HRD climate in Tamil Nadu police is very poor in that the police

personnel's mistakes are never corrected, but are always punished by the

top management and that (2) the team spirit in Tamil Nadu police is very

poor.

The other areas which the samples have shown to be poor are

1. the top management do not invest time and resources to develop police personnel, nor do they prepare Junior people for higher responsibilities.

2. Junior persons never discuss their problems with seniors and are afraid to do so.

3. Human relations in the police are so bad that the Police personnel not encouraged to acquire new knowledge and skill, nor are they allowed to try new ideas or creative thinking.

4. There is no growth avenue for individual in the department.

5. There is no Job enrichment or Job enlargement in the department.

6. Police personnel are not aware of all the welfare measures.

7. Given an option, no employee likes to rejoinsand work in the Police Dept. etc.

Comparative Interpretation:

The group-wise results for the HRD climate data have been presented in

Table 5.09 to 5.14. It is already mentioned that the respondents have been

grouped into s i x major groups, namely elite police, communication

department, Local Police, Training wing, special police wings and Armed

Reserve Police. The mean and Standard deviation and the percentage

scores based on the means are calculated for each of the groups and are

presented in the above - mentioned tables. Further, it is observed that the

group wise results are almost similar to the results presented for the entire

sample. In other words, the group-wise results proves the absence of a good

HRD climate in any of the studied groups. This can be concluded from the

fact that only two to three variables have obtained more than 50 percent on

the percentage scroes based on the mean of the respective variable.

Factor Analysis

The study results with respect to the climate data for the 45 variables

considered in the study for which the answers are collected on 5 point Likerts

scale are factor-analysed to identify the underlying general dimensions. The list

of 45 questions used in collecting the data are presentesd in the questionnaire

as Appendix. 1. For conducting the factor analysis all ihese variables have been

coded from V i o l to V145 serially numbered as per the sequence in the

questionnaire. For the convenience of the presentation of the results of the

factor analysis these variable codes are taken help of in all the tables presented

relating to the factor analysis.

The factor Analysis is conducted using the SPSS Package. Table 5.16

presented here shows HRD climate factor analysis. The principle component

analysis with the Input matrix comprising of inter-item correlations with unity

with the principle Diagonal yielded a 11 factor solution under the criteria of

ElGEN value to be more than 1. The 11 factors together are able to explain

a significant 68.2% variance in the data set. To draw meaningful inference

about the factors the items were allocated to the factors on the basis of the

maximum loading exhibited by an item in the varimax rotated Factor matrix.

The Factors have been labelled depending on the dominant items loading in

a Factor. The 11 Factors labelled under the corresponding items are given in

Table 5.1 7. The items vthich form the respective Factors are summatted to find

the Sub-scale scores for the 11 new variables created. These 11 Variables are

now subject to analysis of variance ANOVA for the groups formed on the basis

of background variables.

178

Table 5.17

S.No

1.

2.

3.

4.

5.

6.

7.

8.

9.

10

11.

Factor No

20 1

202

203

204

205

206

207

208

209

210

211

Name of facotor

Team Spirit

Human Relations

Subordinate Development

Performance Recognizatio,

Superior Support

Weakness

Rectification

Subordinates Acceptence

.Interpersonal Support

Organisational affiliation

Attitude towards systems

Organisational Freedom

Codes of the Question loading

high on the factor

V34, V29, V31, V33,

V32, V16, V36, V35, v3 7

V12, V11, V26, V27, V25, V13, V28, V14

V3, V7, V2,V6, V9

V18, V15, V17

V44, V43, V40,V38

V21, V22, V23, V20, V19

V1, VIO, V4, V5

V24, V30

V8, V42

V19, V45

V45

Remarks

THE EFFECT OF BACKGROUND VALUES ON CLIMATE DATA

It is attempted to study the difference in the perceptions among the six

groups of the police mentioned in the study. To assses this, the researcher hs

calculated univarrate F statistic for all the eleven factors with regard to each of

the background variables, namely Designation, age, caste, religion, Education,

career path, and training. The results pertaining to these F statistics are

presentsed in Appendices XXll to XXVIII..

It can be observed from the results presented in the above mentioned table

that the F Statistic is not significant in a great majority of cases except with

regard to designation (Departments), education, career path, and training. With

regard to all these also, the F statistic is significant at a confidence level of 90%

in only three factors for designation, namely factor No.4 (relligion) v.7

(Training)and V.ll(Regarding adverse remarks), with regard to education, only

one factor namely 208 (Inter personal support)with regard to career path factor

Nos.V.02 (Age) and V.OG(Career path and finally with regard to training it is

signifcant only one factor namely V. l l . From this it can be concluded that the

background factors do not influence the perception of the respondents with

respect to the HRD climate irrespective of their wing in the police systems.

While concluding the Factor Analysis the following observations are

preseented:

For each of the above factors ANOVA Tests are carried out for the groups

based on designation (department), age, caste, religion, education, career path

(promotion) and training with a view to test the null hypothesis that mean scores

of each of the factors are the same for different groups.

180

Univeriate test is done to 11 new variance factors and the results as

follows

Age : None of the factors is found to be significant.

Caste : None of the f-:tors is found to be significant

Religion : None of the factors is found to be significant.

Education : V208 is found to be significant at .5 level

V210 is found to be significant at .1 level(ie .102)

Effect career path : V202 is found to be significant at .05 level

V206 is found to be significant at . I level

V208 is found to be significant at .I level

Effect Training : v211 is found tobe signifcant at .O1 level

V.6. CONCLUSION

The Chapter has presented results on the background variables of the

respondents. The chapter has further presented, analysed, and discussed the

various dimensions of the HRD climate in the Police System. The factor

analysis conducted on the climate data has been varimax rotated to yield 11

underlying dimensions. These dimensions are named based on the dominating

variable loading high on the respective factor. The F Statistic calculated for

these elevan factors with respect to the seven background variables has

enabled the researcher to conclude that the background variables do not have

any influence on the perceptions of the respondents with regard to the HRD

Climate in the Police system.