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Human Resource Development and Employee Engagement in India Research Paper

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Updated: Feb 14th, 2021

Problem Description

From a broader perspective, this study tries to explore the importance of human resource development on the engagement of employees concerning certain business organizations in India. This is due to a reported gradual increase in the decline of engagement levels of employees worldwide. Studies reveal that whenever employees in an organization find a conducive environment for their growth and development along with their careers, they tend to respond by putting in their time and energy towards their work. They also tend to be involved in their work more psychologically as compared to poor environments. There is a serious need for a mechanism to advance the engagement levels of various employees in different organizations. This study attempts to analyze the relationship that exists between different aspects of human resource development and the levels of employee engagement in an organization.

This study had three main objectives. The first is to be able to analyze the level of engagement of employees in different business organizations. Secondly, is to study the available human resource development in the organizations to be studied. And lastly, examine the influence of human resource development climate and its particular scopes on the engagement of employees. Human resource development helps a business organization to gain a competitive advantage over other businesses. Therefore, according to different study models, investing in human resource development is a vital element that can help both individuals and organizations to build and maintain their employees. Lack of appropriate human resource development has resulted in a decline in the levels of employee engagements as witnessed in earlier studies.

Methodology

Data analysis for this study was done using both correlation and regression analysis. This study targeted a population mainly composed of middle as well as senior-level corporate executives from designated business organizations in India. In total, 85 employees from both the public and private industry as well as the servicing sector took part in the study. Although 100 employees were approached from various business organizations in India, only 87 responded to the questionnaires. Information, which was collected between November 2011 and January 2011, was collected from individuals who were available and interested in responding to the questionnaires. Samples collected comprised of 67 men and 18 females who are aged between 21-50 years. Education levels were not ignored also in the verification. There were 42 undergraduates and 43 postgraduates.

Utrecht Work Engagement Scale was employed in the measurement of employee engagement. This scale contains three sub-scales. These are absorption, vigor, and dedication. The rating was done on all seventeen subjects on a 5-point Likert scale, with 1 implying strongly disagree and 5 strongly agree. However, factor analysis never resulted in a vibrant factor structure. Thus, for regression investigation, a composite work engagement score was used. 38 items of human resource development climate survey equipment were used to measure the human resource development climate existing in an organization. The questionnaire for HRD climate is a five-point scale. A mean score of about 3 implied that there was a moderate tendency of that particular subject existing in the organization. This was done by multiplying the mean score minus one by 25. The percentage score was used to make an inference of how particular subjects exist in that organization as compared to an ideal value of 100. The reliability of the scale was determined as 0.88

Results

The employee engagements mean score was determined as 3.69. This means that there existed a reasonable engagement level for employees in various organizations that were examined. According to the research, there was still more room for advancements due to lower scores obtained from vigor and absorptions dimensions. Also, there was a bigger opportunity for improvements in the HRD climate, which was obtained as 3.61. Considering every item on the 38 items human resource development climate questionnaire, the top management of various business organizations considers human resource to be very useful for an organization and that it should be treated by any means it deserves (Chaudhary, Rangnekar,&Barua, 2011).

Research also revealed that a substantial and positive relationship exists between human resource development and the levels of employee engagement. However, to determine the extent of variation in the levels of engagement as clarified in the HRD climate dimensions, a step by step regression study was done. In this model, the order of entry of analyst variables depended only on the statistical standards. This was considered the most accurate statistical analysis method.

Conclusions

The purpose of the study was to determine the influence of human resource development climate and its different scopes of engagement levels among employees. From the research, both the human resource development climate and engagement of employees on different selected business organizations in India were found to be at moderate levels. Correlation analysis of these assessment variables showed that human resource development climate, as well as all its relevant features, were absolutely and considerably related to the engagement of employees. The most important variables shown by the step by step regression analysis were HRD climate and HRD mechanisms. All in all, the influence of HRD climate was found to be very important for the engagement of employees.

Limitations of the study

Even though the study was conducted successfully, there were some weaknesses. First, all measures of the study depended upon self-reports. This implies that there could be a common systematic bias. Again, the assessment only part information on the relationship that exists between the human resource development and engagement of employees. There should be studies conducted, both experimentally and longitudinally, towards the same to determine how employee engagement is related to the human resource development

In conclusion, lack of enough energy, mental spirit at work, enthusiasm in applying more effort while working, perseverance during difficult times, and lower levels of concentration of employees in what they do contributes to the lower levels of engagement of employees. There is a big agreement on energy and identification, the two major subjects of engagement, both of which are available in the Utrecht Work Engagement Scale. However, more assessments need to be done to determine whether absorption is the main subject of employee engagement or if it is simply its consequence. The findings of the study are in harmony with works that were done by other researchers such as Mauno et al. Besides, research also revealed that professional persons practiced more dedication as compared to their non-professional counterparts. This validates the outcomes of the research since the targeted populations were managers of the selected business organizations in India.

References

Chaudhary, R., Rangnekar, S. & Barua, M. (2011). Relation between human resource development climate and employee engagement: Results from India. Europe Journal of Psychology. 7(4), 665-684.

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1. IvyPanda. "Human Resource Development and Employee Engagement in India." February 14, 2021. https://ivypanda.com/essays/human-resource-development-and-employee-engagement-in-india/.


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IvyPanda. "Human Resource Development and Employee Engagement in India." February 14, 2021. https://ivypanda.com/essays/human-resource-development-and-employee-engagement-in-india/.

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IvyPanda. 2021. "Human Resource Development and Employee Engagement in India." February 14, 2021. https://ivypanda.com/essays/human-resource-development-and-employee-engagement-in-india/.

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IvyPanda. (2021) 'Human Resource Development and Employee Engagement in India'. 14 February.

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