HRD in Vizag Steel Plant: An Empirical Study

HRD assumes critical importance for the growth and survival of any organisation. HRD activities should be uniform across various units or levels within an establishment to ensure equitable development of its employees and enable them contribute towards organisational goals by coping with change. In this backdrop, the present study was directed at comparing HRD perceptions held by managers in select departments of Vizag Steel Plant (VSP). Data were collected as part of a survey carried out in VSP in relation to the MBA project work of the co-author. The study made a comparative analysis of HRD activities prevailing in VSP using mean values, their percentage scores, ANOVA, t-tests and Cohen's effect sizes. Results show that some of the HRD mechanisms studied viz. performance appraisal and feedback; recognition and rewards; career planning and development; and growth opportunities available to employees are significantly varying among the four departments surveyed. Particularly, in MM and F&A departments, managers perceive subjective performance appraisals and ineffective recognition and reward practices. Similarly, career planning and development system is absolutely unsatisfactory and growth opportunities are inadequate for managers in these two departments. Findings create an impression that the top management's focus is less on implementation part which might have created room for subjectivity in some sections. Management review and its constant follow up may help the organisation rejuvenate HRD.