HUMAN RESOURCE PRACTICES IN VOLUNTARY ORGANISATION

HUMAN RESOURCE PRACTICES IN VOLUNTARY ORGANISATION

*Shanmukaha Rao Padala     ** N.V.S.Suryanarayana *** Goteti Himabindu

Human resource practice aims at effective utilization of manpower for accomplishing the organization objectives. The vitality of the organization depends upon the quality of its human resource. Its effective utilization is a sine qua non of the rate of growth of any economy regardless of the structure and system of economy, and the governance.  No society and no nation can be proud of its human resource unless there is a systematic and sustainable development of capacities of its people and convert the human resource into human capital (Daleela,).  Not only potential and versatile but also it is a strategic resource, which can be fully utilized to generate income and wealth of a national without the active involvement of this resource. 

The former Indian Prime Minister Mr. Rajiv Gandhi stated that “The real strength of the country lies in the development of the human mind and body”.  It was also rightly expressed by an eminent philosopher of China, Kuang Chung Trum during the 7th century B.C. ‘if you wish to plan for a year, sow seeds, if you wish to plan for ten years, plant trees, if you wish to plan a life time development” (Billomeria). The Government of India has recognized the importance of HRD and has created a separate ministry under the control of a fuel fledged cabinet minister. The present study addresses a HR Practices in Voluntary organization to contribute to achieve organization’s success.

Objectives of the study:

The study has been carried out with the following specific objectives:

1. To given a brief profile of the selected voluntary organization namely Integrated Development through Environmental Awakening (IDEA)
2. To examine the Human Resource practices in the selected voluntary organization.
3. To assess the employees perception on HR Practices in selected voluntary organization.

Methodology:

The study is based on both primary and secondary data. The secondary data is collected from organization records, management reports and special project reports to understand the present state of organizations’ activities. Primary data is collected from the employees of the organization with the help of questionnaire. The total number of employees in the organization is 512. The employees are grouped into three categories based on the nature of work viz., manager, supervisors, and assistants from which 125 employees (around 25 per cent) are selected randomly.

HR Practices in IDEA:

   Integrated Development through Environmental Awakening is a voluntary organization and established in 1981. It is a research and development organization working for the sustainable development of tribals and for the protection of bio-diversity and environment in the North Eastern Ghats. The vision of the organization is to achieve comprehensive sustainable endogenous development through emotional integration and awakening on sociologically acceptable, economically viable, environmentally sound and culturally ethical lines. The mission is to facilitate tribals and rural communities to achieve endogenous development on above lines. The objective is socio-economic development and empowerment on sustainable lines.

   The organization mainly concentration on the development of Kondh, Poraja, Kotiya, Nooka Dora, Binjhal, Konda Dora, Gadaba, Bagatha, Koya, Konda Reddy etc., tribal communities and other incidental groups. The organization has been covered Andhra Pradesh and Orissa through its action and network zone approaches in about 500 tribal villages. It has been supported by NORAD- the Royal Norwegian Embassy, New Delhi for development of Orissa; ETC/COMPAS- Netherlands for agro, eco-cultural development programmes in Andhra Pradesh and Orissa, and Department of Science and Technology, Government of India for the herbal health and livelihood security programme in Araku valley of Andhra Pradesh.

   The organization philosophy emphasizes the need to build up emotional integration and awakening to achieve sociologically acceptable, economically viable, environmentally sound and culturally ethical lines of comprehensive sustainable endogenous development. This process is facilitating by organizing the target groups and project based core groups with a view to involvement of all cross sections of the community and traditional institutional functionaries, to achieve comprehensive sustainable endogenous development. The areas of activities of the organization are:

• Indigenous Knowledge research, conservation and development with special reference to agriculture, environment, herbal health and nutrition for endogenous development.
• Sustainable eco and watershed development programmes.
• Gender development programmes.
• To help tribal communities to achieve self sufficiency, self reliance and empowerment so as to improve the livelihoods, food security and health and nutritional status on sustainable lines.

The achievements of the organization are broadly classified into three area viz., agriculture, environment and herbal health. The achievement is respect of agriculture is: traditional land and soil management, biological pest control, botanical pesticides, weed management practices documented, classified, tested and strengthened/revived and integrated with modern knowledge systems.

The environmental achievements are: mountain land and natural resource management related rituals and festivals revived and watershed problems controlled to a good extent and improved ecology and bio-diversity. Environmental related clan totemic concepts, traditional shifting cultivation regulatory mechanism revived. It results in the protection of about 76 floral and faunal species and 2.5 lakhs acres of forests from shifting cultivation and covering 3000 square kilometers in ANDHRA PRADESH and Orissa of North Eastern Ghats. These are the improvements of bio-diversity and contribution to control global warning (by controlling the fire from the shifting cultivation patches as a practice of tribals). As well the tribal forest based economy improved by six times, due to regeneration of forests, implementation of agro-forestry and sustainable agriculture on mountain lands.

   The achievements in respect of herbal health are: medicinal plants (about 2000 species) documented and a conservation unit (Kasturi) is established at institutional and village level for further research, testing and experimentations and training for revival and integration. About 12000 herbal healers have been federated as member in tribal traditional institutional functionaries’ network- Naikgotna. About 250 villages promoted herbal gardens, and 1000 ethno-veterinarian improved their skill and reviving their practices in the villages. Women groups have revived their traditional health and nutritional improvement practices by reviving the use of about 243 wild leaf vegetables, tubers and berries etc., and prepared their own nutritional food for children, pregnant women and lactating mothers with the combination of modern knowledge systems for nutritional improvement.

Employees’ perception on HR Practices in the Organization:

               Employees’ compensation, undoubtedly, is one of the major determinants of employee satisfaction in an organization. The compensation policy and the reward system of an organization are viewed by the employees as indicators of the management’s attitude and concern for them. Compensation is directly tied to the labour market. Remuneration is the compensation an employee receives in return for his or her contribution to the organization. Remuneration occupies an important place in he life of an employee.  It acts as the mainspring of motivation in the society. One of the biggest factors affecting industrial relations is the remuneration or compensation an employee receives for a fair day’s work. Majority of the union management disputes relate to remuneration. One of the main goals is attracting capable employees to the organization and personnel must perceive that the compensation offered is fair and equitable. An attempt is made in this study to find out whether the organization offer sufficient compensation to their employees or not and the employees perception in this regard are presented in Table.1. The table amply corroborates the fact that 58 per cent of the respondents under study are on the agreement side saying that the various compensation variables offered by the organization are good. Nearly 44 per cent of the employees under study disagreed, while around eight per cent remained neutral in this respect.

Table.1

Employees’ perception regarding the Compensation

Sl. No.

Statements

SA

A

N

D

SD

 TOTAL

1.

The organization remunerates proportionate to the employees abilities and work.

35

(28.0)

27

(21.6)

15

(12.0)

33

(26.4)

15

(12.0)

125

(100)

2.

The organization pay scale is the main motivating factor to work.

41

(32.8)

19

(15.2)

8

(6.4)

36

(28.8)

21

(16.8)

125

(100)

3.

The organization provides sufficient conveyance and transport allowance.

27

(21.6)

32

(25.6)

11

(8.8)

21

(16.8)

34

(27.2)

125

(100)

4.

Adequate incentives are always provided to good performers.

36

(28.8)

29

(23.2)

5

(4.0)

36

(28.8)

19

(15.2)

125

(100)

5.

The compensation system in the organization keeps up the morale of employees.

29

(23.2)

25

(20.0)

12

(9.6)

24

(19.2)

35

(28.0)

125

(100)

Overall Average Value

33.6

(26.88)

26.4

(21.12)

10.2

(8.16)

30

(24)

24.8

(19.84)

125

(100)

SA= Strongly Agree; A= Agree, N= Neutral; D= Disagree; SD= Strongly Disagree

Welfare implies the setting up of minimum desirable standards and the provision of facilities like health, food, clothing, housing, medical assistance, education, insurance, job security, recreation and so on. Such facilities enable the worker and his family to lead a good work life, family life and social life. Labour welfare also operates to neutralize the harmful effects of large-scale industrialization and urbanization. The objectives of welfare concept can be summarized as combination of humanitarian, economic and civil characteristics. The legitimacy of a nation or society is judged on the basis of its efforts to fulfill the needs and aspirations of its people and thus raise their standard of living. The prosperity or progress of any organization is also determined by the results achieved in providing satisfaction to its employees by meeting their needs in various spheres of life viz., economic, political and socio-cultural. The present situation in most of the organizations has reached to provide better compensation, welfare facilities, better health care and good work environment, better socio-cultural and social relevance of work-life as a concept in day dream.

Increased productivity of an industrial undertaking, indisputably, results from mental happiness of employees. Mental happiness of an employee in turn is a function of welfare facilities provided by the employer. Welfare facilities make the life of the employee comfortable and happy. The labour welfare covers a broad field and connotes a state of well-being, happiness, satisfaction, conservation and development of human resources. In the select organization, the study reveals that, a little over 65 per cent of the respondents opined that the company is following a good scheme of welfare facilities and collaborative environment for its employees, while around 10 per cent of the employees are neutral on this issue. However, one-fourth of the respondents are dissatisfied in this respect. It is clear from the above analysis that an overwhelming majority of the respondents have appreciated the welfare facilities provided by the organization (Table.2).

Table.2

Employees’ perception regarding Welfare Facilities and Social Relevance of Work Life in the organization

Sl. No.

Statements

VA

A

N

I

QI

TOTAL

1.

Rating of Welfare facilities given by Employees’ in their Organization

54

(43.2)

36

(28.8)

10

(8.0)

14

(11.2)

11

(8.8)

125

(100)

2.

The organization provides facilities like medical care, housing and other welfare facilities

31

(24.8)

17

(13.6)

14

(11.2)

49

(39.2)

14

(11.2)

125

(100)

3.

Places of posting of job are satisfying and convenient.

47

(37.6)

26

(20.8)

28

(22.4)

16

(12.8)

8

(6.4)

125

(100)

4.

The job provides desirable style of life with regard to habits and attitude.

51

(48.8)

49

(39.2)

3

(2.4)

13

(10.4)

9

(7.2)

125

(100)

5.

The job is trying to improve the quality of life i.e., it endeavours to make a better man

49

(39.2)

48

(38.4)

5

(4.0)

11

(8.8)

12

(9.6)

125

(100)

Overall Average Value

46.4

(37.12)

35.2

(28.16)

12

(9.6)

20.6

(16.48)

10.8

(8.64)

125

(100)

VA= Very much Adequate; A= Adequate, N= Neutral; I= Inadequate; QI= Quite Inadequate;

The performance of an organization is depending upon the sum total of the performance of its employees. The success of an organization will obviously depend on its ability to measure accurately the performance of its members and optimum utilization of its resources. The effective performance appraisal system is very much needed by every organization particularly in the light of changing situations. The respondent employees were asked on performance appraisal system implemented in the organization with a view to understand the extent to which they appreciate. The employees’ opinions on overall average value of various aspects of performance appraisal system are shown in Table.3. It is clear from the table that around 61 per cent of the employees are either strongly agreed or agreed in respect of performance appraisal system implemented in the organization, whereas around 15 per cent of the respondents are neutral on this issue. There are, however, around one-fifth of the respondents are disagreed on this issue. From the foregoing analysis, it is evident that majority of employees of the organization have excellent positive opinion on the performance appraisal system implemented by organization.

Table 3

Employees’ perception regarding the Performance Appraisal System in the organization  

Sl. No.

Statements

E

G

N

P

VP

 TOTAL

1.

The organization is identify the need for Performance Appraisal System

45

(36.0)

23

(18.4)

27

(21.6)

18

(14.4)

12

(9.6)

125

(100)

2.

Good method of Performance Appraisal is adopted by the organization.

61

(48.8)

32

(25.6)

15

(12.0)

9

(7.2)

8

(6.4)

125

(100)

3.

Rewards for Efficient Performers

32

(25.6)

18

(14.4)

16

(12.8)

35

(28.0)

24

(19.2)

125

(100)

4.

Rating of Employees’ Performance

52

(41.6)

29

(23.2)

19

(15.2)

11

(8.8)

14

(11.2)

125

(100)

5.

Employees’ performance is linked to Organizational Goals

64

(51.2)

25

(20.0)

15

(12.0)

10

(8.0)

11

(8.8)

125

(100)

Overall Average Value

50.8

(40.64)

25.4

(20.32)

18.4

(14.72)

16.6

(13.28)

13.8

(11.04)

125

(100)

E= Excellent; G= Good, N= Neutral; P= Poor; VP= Very Poor

Training is widely understood as a communication directed at a defined population for the purpose of developing skills, modifying behavior and increasing competence. The training and development of employees is an essential aspect of creating a quality workforce in any organization. Before conducting the training program the organization must be identify the area in which training is required. The good training method increases the effectiveness of training and good evaluation helps the training manager to justify investment made on training. The training advantages are increased productivity, heightened morale, reduced supervision, reduced accidents and increased organizational stability and flexibility. The employees under the study have been asked to express their opinion on training and development programs conducted by the organizations and presented in Table. 4. The table is expressive of the fact, that a little over 41 per cent of the employees under study have strongly opined on various aspects of training and development in the organization is very good, while a little over one-fourth of the respondents have supported the view of the above respondents, whereas nearly 10 per cent of the employees under study, who are silent. However, 24 per cent of the respondents have expressed otherwise. From the foregoing analysis it can be concluded that the training and development programs in the organization is more satisfactory.

Table. 4

Employees’ perception regarding the Training and Development Programs in the organization

Sl. No.

Statements

VG

G

N

D

SD

 TOTAL

1.

The organization identifies the need for Training Programmes.

58

(46.4)

29

(23.2)

15

(12.0)

12

(9.6)

11

(8.8)

125

(100)

2.

Arranged of Training Programmes in the organization

64

(51.2)

25

(20.0)

15

(12.0)

10

(8.0)

11

(8.8)

125

(100)

3.

Usefulness of Training Programmes

49

(39.2)

45

(36.0)

6

(4.8)

14

(11.2)

11

(8.8)

125

(100)

4.

  Employees’ Opinion about the Study Material Provided in Training Programmes

56

(44.8)

32

(25.6)

11

(8.8)

16

(12.8)

10

(8.0)

125

(100)

5.

Employees Opinion on the availability of Separate Training Center

31

(24.8)

27

(21.6)

15

(12.0)

33

(26.4)

19

(15.2)

125

(100)

Overall Average Value

51.6

(41.28)

31.6

(25.28)

12.4

(9.92)

17

(13.6)

12.4

(9.92)

125

(100)

VG= Very Good; G= Good, N= Neutral; D= Dissatisfied; SD= Strongly Dissatisfied

Conclusions:

               The human resource practices can play a major role in achieving organizational goals and objectives, that can add value by ensuring that the right workforce has been engaged, which would produce the right operational outcomes, enabling the organization to achieve its intended objectives. In this study, the employees are very much satisfied regarding various aspects of HR practices. But in respect of compensation the organization should do something beyond imparting Even though the majority of the employees are satisfied in respect of the compensation, there is a need to do something beyond imparting compensation management practice in the organization.

   Reference:

1. Daleela, V.N., “HRM for Indian Economy”, The Indian Journal of Commerce, Vol. XXV, Feb1971, pp.9-10.
2. Rajiv Gandhi, “Times of India”, Speech at Amethi, New Delhi, April 6, 1986, p.1.
3. Billomeria, R.P. and Singh N.K., “Human Resource Development”, Vikas Publishing House, New Delhi, 1985, p.12.
4. Mathur, B.L., “Human Resource Development”, Ajantha Publishers, Jaipur, 1988.
5. Barber D., “The Practice of Personnel Management”, Institute of Personnel Management, London, 1979.
6. Cascio., W.G., “Managing Human Resources”, MC Graw Hill Publications, New York, 1986.
7. Paul Pigors and Charles A. Myers., “Personnel Administration”, New York, McGraw Hill, 1961.