HRD Climate Survey at JAVRA Software

Presented By: khusboo Richa Sami

Javra Software is a software development company founded in 1999 in the Netherlands. Javra Nepal was established in Nepal as an outsourcing unit of Javra Software. Enable companies to grow by acting as a business enabler by offering innovative IT services and products specialist in developing, maintaining and modernizing innovative customer specific software solutions Javra simply deliver business empowerment to 100+ companies around the world

Software Development Software Modernization Software Maintenance Software Testing Software Innovation

To understand the General HRD Climate Survey of the Organization To understand the HRD mechanism of the Organization To see the OCTAPACE culture of the Organization

The data were collected from primary sources. Comprehensive questionnaires for employees where developed and interviews were conducted with the help of these structured questionnaires.

Total number of questionnaire: 50 Form distributed at the different Level: Low level - 10 Middle managers - 12 Officers - 5 Top level managers - 7 Support level - 10 Total number of questionnaire collected: 44 Male 26 Female 18

The study was conducted with a very limited time of one week only. All employees and management representatives were not considered due to time limit. Hence, a sample of forty to fifty percent of the population has been taken up for the purpose of the study. Unable to do the comparative interpretation with other organization in Nepal due to time limitation. Data collection consumed a lot of time.

The survey questionnaire is to find out the extent to which such developmental climate exists in the organization. A 44 HRD Climate Questionnaire was prepared to conduct the survey the extent to which development climate is existing in the organizations. These items can be grouped into three categories: General Climate, OCTAPACE and HRD mechanisms.

The questionnaire used a five-point scale

Average scores of 3 and around indicates a moderate tendency on that dimension and giving substantial scope for improvement. Score 2 indicate less than 3 which indicate a poor HRD climate on that dimension
Scores around 4 indicate a good HRD climate, positive attitude of employees to HRD policies and practices of the organization and indicative of an HRD climate at a desirable level 5 indicate a fairly good degree of the dimension existing in the organization

Overall HRD climate = 3.49 Overall Percentage Mean = 62.30%

The number indicates that it is slightly above average which means that the current HRD climate of the company is more towards a positive climate It indicates the existence of a fairly good degree of HRD climate and most of the employees have positive attitudes to the HRD practices of the organization

General Climate
Q.N
Mean Score Percentage

1 2 3 4 5 6 7 8 9 10 11 12 13 18
Mean Score

3.43 3.45 3.68 3.55 3.5 3.5 3.52 3.61 3.61 3.64 3.7 3.48 3.52 3.45
3.55

60.8 61.36 67.05 63.64 62.5 62.5 63.07 65.34 65.34 65.91 67.61 61.93 63.07 61.36
63.75

The Avg. score for General climate is 3.55 on a 5 point scale. This score is the highest among the categories of HRD climate.
Indicates that the management of the company is supportive towards the development of the employee and wants that the employees are satisfied with their job

Q.N 14 15 16 17 19 20 21 22 23 24 25 26 37 38 Mean Score

HRD Mechanism Mean Score Percentage 3.57 64.2 3.5 62.5 3.41 60.23 3.59 64.77 3.52 63.07 3.61 65.34 3.5 62.5 3.66 66.48 3.39 59.66 3.39 59.66 3.39 59.66 3.41 60.23 3.41 60.23 3 50 3.45 61.25

The average score of this category is 3.45, which is also the lowest among the three categories When behavior feedback is given to employees they take it seriously and use if for development scores the highest score of 3.66

Job-rotation in this organization facilitates employee development is the lowest with 3.00 score which is lower than average This indicates how job rotation is degrading the HRD climate of the organization

Q.N Dimensions Openness Confrontation Trust Autonomy Pro-activity Authenticity Collaboration Experimentation Pro-activity Openness 27 28 29 30 31 32 33 34 35 36 Mean Score

Mean Score 3.57 3.64 3.45 3.43 3.45 3.45 3.36 3.48 3.43 3.41 3.47

Percentage 64.20 65.91 61.36 60.80 61.36 61.36 59.09 61.93 60.80 60.23 61.70

The avg. score for OCTAPACE is 3.47, which is second highest among the all three components Indicates moderately a good and open environment where the employee can express their problem as well as there is trust among the employees

Table 5: Level-wise Analysis of HRD Climate Top Officer Middle Lower Support Level Level Level Officer Mean Score 3.55 3.55 3.43 3.35 3.64 Percentage 63.75 63.75 60.75 58.75 66
Overall level wise HRD climate analysis shows that the top level and officer level employee has mean score of 3.55 and middle level, lower level and support officer has mean score of 3.43, 3.35 and 3.64 respectively

The mean score shows that all the level of employee has slightly above average HRD climate.
Lies in the higher end of the scale.

Indicates that the organization has a good working environment

General Climate Mean Q.N Percentage Score 1 3.14 53.57 2 3.29 57.14 3 3.86 71.43 4 3.57 64.29 5 3.43 60.71 6 3.43 60.71 7 3.57 64.29 8 3.57 64.29 9 3.57 64.29 10 3.71 67.86 11 3.71 67.86 12 3.71 67.86 13 3.71 67.86 18 3.71 67.86 Mean 3.57 64.29 Score/%

Table 6: HRD CLIMATE AT TOP LEVEL HRD Mechanism OCTAPACE Culture Mean Mean Q.N Percentage Q.N Percentage Score Score 14 3.29 57.14 27 3.71 67.86 15 3.43 60.71 28 3.86 71.43 16 3.43 60.71 29 3.57 64.29 17 3.71 67.86 30 3.43 60.71 19 3.86 71.43 31 3.43 60.71 20 3.86 71.43 32 3.43 60.71 21 3.43 60.71 33 3.43 60.71 22 3.71 67.86 34 3.29 57.14 23 3.57 64.29 35 3.57 64.29 24 3.71 67.86 36 3.14 53.57 25 Mean 3.57 64.29 3.49 62.14 Score/% 26 3.57 64.29 37 3.43 60.71 38 3.29 57.14 Mean 3.56 64.03 Score/%

Table 7: HRD CLIMATE AT OFFICER- LEVEL General Climate HRD Mechanism OCTAPACE Culture Mean Mean Mean Q.N Percentage Q.N Percentage Q.N Percentage Score Score Score 1 3.40 60.00 14 3.40 60.00 27 3.80 70.00 2 3.20 55.00 15 3.20 55.00 28 3.60 65.00 3 3.60 65.00 16 3.20 55.00 29 3.60 65.00 4 3.80 70.00 17 3.80 70.00 30 3.40 60.00 5 3.60 65.00 19 3.60 65.00 31 3.60 65.00 6 4.00 75.00 20 3.40 60.00 32 3.60 65.00 7 4.00 75.00 21 3.60 65.00 33 3.40 60.00 8 3.80 70.00 22 3.80 70.00 34 3.20 55.00 9 3.60 65.00 23 3.40 60.00 35 3.20 55.00 10 3.40 60.00 24 3.60 65.00 36 3.60 65.00 Mean 11 3.80 70.00 25 3.20 55.00 3.50 62.50 Score/% 12 3.40 60.00 26 3.60 65.00 13 3.60 65.00 37 3.20 55.00 18 4.00 75.00 38 3.60 65.00 Mean Mean 3.66 66.43 3.47 61.79 Score/% Score/%

Table 8: HRD CLIMATE AT Mid- LEVEL General Climate HRD Mechanism OCTAPACE Culture Mean Mean Mean Q.N Percentage Q.N Percentage Q.N Percentage Score Score Score 1 3.75 68.75 14 3.75 68.75 27 3.50 62.50 2 3.75 68.75 15 3.67 66.67 28 3.58 64.58 3 3.83 70.83 16 3.58 64.58 29 3.50 62.50 4 3.33 58.33 17 3.50 62.50 30 3.42 60.42 5 3.08 52.08 19 3.33 58.33 31 3.42 60.42 6 3.50 62.50 20 3.83 70.83 32 3.42 60.42 7 3.33 58.33 21 3.75 68.75 33 3.33 58.33 8 3.58 64.58 22 3.67 66.67 34 3.33 58.33 9 3.58 64.58 23 3.42 60.42 35 3.25 56.25 10 3.42 60.42 24 3.00 50.00 36 3.33 58.33 11 25 Mean 3.41 60.21 Score/ 3.58 64.58 3.17 54.17 % 12 3.08 52.08 26 3.33 58.33 13 3.25 56.25 37 3.33 58.33 18 3.25 56.25 38 2.75 43.75 Mean Mean Score/ Score/ % 3.45 61.31 % 3.43 60.86

Table 9: HRD CLIMATE AT SUPPORT- LEVEL General Climate HRD Mechanism OCTAPACE Culture Mean Mean Mean Q.N Percentage Q.N Percentage Q.N Percentage Score Score Score 1 3.40 60.00 14 3.80 70.00 27 3.60 65.00 2 3.50 62.50 15 3.60 65.00 28 3.70 67.50 3 3.50 62.50 16 3.50 62.50 29 3.40 60.00 4 3.90 72.50 17 3.50 62.50 30 3.60 65.00 5 3.90 72.50 19 3.60 65.00 31 3.90 72.50 6 3.60 65.00 20 3.40 60.00 32 3.70 67.50 7 3.70 67.50 21 3.70 67.50 33 3.50 62.50 8 3.60 65.00 22 3.60 65.00 34 3.90 72.50 9 3.60 65.00 23 3.40 60.00 35 3.90 72.50 10 3.90 72.50 24 3.70 67.50 36 3.90 72.50 11 25 Mean 3.71 67.75 3.90 72.50 3.60 65.00 Score/% 12 3.80 70.00 26 3.50 62.50 13 3.70 67.50 37 3.70 67.50 18 3.50 62.50 38 3.10 52.50 Mean Mean 3.68 66.96 3.55 63.75 Score/% Score/%

Table 10: HRD CLIMATE AT LOWER- LEVEL General Climate HRD Mechanism OCTAPACE Culture Mean Mean Mean Q.N Percentage Q.N Percentage Q.N Percentage Score Score Score 1 14 27 3.30 57.50 3.40 60.00 3.40 60.00 2 15 28 3.30 57.50 3.40 60.00 3.50 62.50 3 16 29 3.60 65.00 3.20 55.00 3.30 57.50 4 17 30 3.30 57.50 3.60 65.00 3.30 57.50 5 19 31 3.60 65.00 3.40 60.00 3.00 50.00 6 20 32 3.20 55.00 3.50 62.50 3.20 55.00 7 21 33 3.30 57.50 3.00 50.00 3.20 55.00 8 22 34 3.60 65.00 3.60 65.00 3.50 62.50 9 23 35 3.70 67.50 3.20 55.00 3.20 55.00 10 24 36 3.70 67.50 3.20 55.00 3.10 52.50 11 25 Mean 3.27 56.75 Score/% 3.60 65.00 3.40 60.00 12 26 3.50 62.50 3.20 55.00 13 37 3.50 62.50 3.30 57.50 18 38 3.20 55.00 2.70 42.50 Mean Mean Score/% Score/% 3.46 61.43 3.29 57.32

Table 12: Gender Wise Analysis of HRD Climate Male Female Mean Score 3.53 3.43 Percentage 63.25 60.75
Male respondents perceive that they are well supported by the top management and there is an open environment in the organization. However the there needs to be further improvement in HRD tools and mechanisms to improve the overall HRD climate of the organization. In female, the General climate has the highest mean score of 3.52. The HRD climate and OCTAPACE has 3.39 and 3.35 respectively. Female respondent feels that they are well supported by the top management. But lacks an open environment

TABLE 13: General Climate

TOP LEVEL Q.N Mean Score OFFICER LEVEL Mean Score Mean Score MID-LEVEL SUPPORT LEVEL Mean Score LOWER LEVEL Mean Score

Level

Level

Level

Level

Level

1 2 3 4 5 6 7 8 9 10 11 12 13 18
Mean Score/%

3.14 3.29 3.86 3.57 3.43 3.43 3.57 3.57 3.57 3.71 3.71 3.71 3.71 3.71
3.57

AVERAGE AVERAGE Nearly Good AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE Nearly Good Nearly Good Nearly Good Nearly Good Nearly Good
AVERAGE

3.40 3.20 3.60 3.80 3.60 4.00 4.00 3.80 3.60 3.40 3.80 3.40 3.60 4.00
3.66

AVERAGE AVERAGE AVERAGE Nearly Good AVERAGE AVERAGE AVERAGE Nearly Good AVERAGE AVERAGE Nearly Good AVERAGE AVERAGE AVERAGE
AVERAGE

3.75 3.75 3.83 3.33 3.08 3.50 3.33 3.58 3.58 3.42 3.58 3.08 3.25 3.25
3.45

Nearly Good Nearly Good Nearly Good AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE
AVERAGE

3.40 3.50 3.50 3.90 3.90 3.60 3.70 3.60 3.60 3.90 3.90 3.80 3.70 3.50
3.68

AVERAGE AVERAGE AVERAGE Nearly Good Nearly Good AVERAGE AVERAGE AVERAGE AVERAGE Nearly Good Nearly Good Nearly Good Nearly Good AVERAGE
AVERAGE

3.30 3.30 3.60 3.30 3.60 3.20 3.30 3.60 3.70 3.70 3.60 3.50 3.50 3.20
3.46

AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE AVERAGE
AVERAGE

Top level employees score average (8 items) and nearly good (6) degree of the dimension existing in the organization Officer Level score average (11) and nearly good (3), Mid-level score average (11) and nearly good (3), Support level score average (8), and nearly good (6), Lower level score average ( 12) degree of the dimension existing in the organization Indicates that there is similar kind of employees at all levels. Overall moderate tendency existing in this organization and giving substantial scope for improvement The employees are moderately competent, enthusiastic, needs to have more leadership and management style and also have good personnel policies and positive attitudes towards development attitudes supportive of HRD at all levels.

TABLE 14: HRD Mechanism

Q.N TOP LEVEL Mean Score OFFICER LEVEL Mean Score Level MID-LEVEL Mean Score Level SUPPORT LEVEL Mean Score Level LOWER LEVEL Mean Score Level

Level

14 15 16 17 19 20 21 22 23 24 25 26 37 38 Mean Score/% 3.29 3.43 3.43 3.71 3.86 3.86 3.43 Avearage Avearage Avearage Nearly Good Nearly Good Nearly Good Avearage 3.40 3.20 3.20 3.80 3.60 3.40 3.60 Avearage Avearage Avearage Nearly Good Avearage Avearage Avearage Nearly Good Avearage Avearage Avearage Avearage Avearage Avearage Avearage 3.75 3.67 3.58 3.50 3.33 3.83 3.75 Nearly Good Avearage Avearage Avearage Avearage Nearly Good Nearly Good 3.80 3.60 3.50 3.50 3.60 3.40 3.70

Nearly Good Avearage Avearage Avearage Avearage Avearage Avearage

3.40 3.40 3.20 3.60 3.40 3.50 3.00

Avearage Avearage Avearage Avearage Avearage Avearage Avearage

3.71 3.57 3.71 3.57 3.57 3.43

3.29 3.56

Nearly Good Avearage Nearly Good Avearage Avearage Avearage

Avearage Avearage

3.80 3.40 3.60 3.20 3.60 3.20

3.60 3.47

3.67 3.42 3.00 3.17 3.33 3.33

2.75 3.43

Avearage Avearage Avearage Avearage Avearage Avearage Below average

Avearage

3.60 3.40 3.70 3.60 3.50 3.70

3.10 3.55

Avearage Avearage Avearage Avearage Avearage Avearage

Avearage Avearage

3.60 3.20 3.20 3.40 3.20 3.30

2.70 3.29

Avearage Avearage Avearage Avearage Avearage Avearage Below average

Avearage

Top level employees score average (9 items), and nearly good (5) Officer level employees score average (12) and nearly good (2) Mid-level employees score below average (1), average (10) and nearly good (1), support level employees score average (13), and nearly average (1) Lower level employees score below average (1) and average (13) Indicates that there is similar kind of employees at all levels. However, The top level employees are having more positive attitude and moving to desirable point of HRD climate than all other levels of employees. Overall there is moderate tendency existing in this organization and giving substantial scope for improvement. Employees are moderately having positive attitudes and needs to have more supportive, encouraging, career planning, feedback, employee welfare for quality work life, and coaching, counselling, training kinds of attributes at all levels in the organization.

TABLE 15: OCTAPACE CULTURE

DIMENSIONS Q.N 27 28 29 30 31 32 33 34 35 36
Mean Score/%

TOP LEVEL Mean Score Level

3.71 3.86 3.57 3.43 3.43 3.43 3.43 Nearly Good Nearly Good Average Average Average Average Average

OFFICER LEVEL Mean Score Level

3.80 3.60 3.60 3.40 3.60 3.60 3.40 Nearly Good Average Average Average Average Average Average

MID-LEVEL Mean Score Level

3.50 3.58 3.50 3.42 3.42 3.42 3.33 Average Average Average Average Average Average Average

SUPPORT LEVEL LOWER LEVEL Mean Mean Score Score Level Level
3.60 3.70 3.40 3.60 3.90 3.70 3.50 Average Average Average Average Nearly Good Average Average Nearly Good Nearly Good Nearly Good Nearly Good 3.40 3.50 3.30 3.30 3.00 3.20 3.20 Average Average Average Average Average Average Average

Trust Openness Openness Pro-activity Autonomy Pro-activity Collaboration Confrontation Pro-activity Authenticity

3.29
3.57 3.14 3.49

Average
Average Average Average

3.20
3.20 3.60 3.50

Average
Average Average Average

3.33
3.25 3.33 3.41

Average
Average Average Average

3.90
3.90 3.90 3.71

3.50
3.20 3.10 3.27

Average
Average Average Average

Trust is moderately higher officer level and top level employees than mid-level, support level and lower level employees Top level and officer level employees are feeling free to discuss than all other levels of employees Confrontation is slightly higher among support level employees than all other levels of employees. Trust is at slightly higher among top level and officer level employees

Autonomy is higher among support level employees; there is a good freedom to let people work independently with responsibility Pro-activity is average among all levels of employees. Authenticity is slightly higher among support level employees in comparison to all other levels of employees. Research shows OCTAPACE culture is more on support level employees followed by top level, officer level, mid-level, and lower level employees respectively.

Managers need training and lessons on open communication with subordinates, seniors Management course should be given to supervisors. High value of team spirit should be maintained Make work environment conducive to change or experiments (Change Management) Ensure trust in the work environment in the organization Top management should further improve the HR policy, motivate staff members to take interest in self development activities and educate on benefits of good HRD climate through several orientation or training sessions Introduce motivational package for good performance Management should also ensure effective organizational and HRD climate to make employees proactive in self development Employees should move from Traditional kind of work culture where do as told is practiced. Seniors should also encourage Employees to be proactive and encourage creativity Ensure fair and just promotion practice based on performance appraisal

The overall HRD climate of Javra Software is encouraging keen interest of top management in HRD high team spirit and employees take training seriously. training transfer is in practice and organizational belonging of employees is high. Despite of such positive base for HRD to take up in a highly professional manner, HRD mechanism needs improvisation in a systematic way. Both male and female correspondent are positive about top managements support but the problem lies in the organizations culture regarding openness and autonomy enjoyed by employee and HRD tools used in the organization.

HRD systems needs to be introduced such as

Training plan for regular staff Career development Incentive scheme Training effectiveness evaluation Fair promotional system

so that HRD climate of Javra will be more supportive on the administrative employees. Moderate level of HRD Climate is found in Javra Software. seen some deficiency in terms of HRD mechanisms. Since the lowest rating is given in regard to job rotation (question 38).

The mean score of female employee is slightly lower than that of male which indicates that the female employees perceive the HRD climate of the organization to be lower than how male perceive it. Among the component, female employee has given lower rating to HRD mechanism and OCTAPAC which indicates that the company needs to give attention to their HRD tools and also try to have open and friendly environment for female employees too.