1. International Journal of Marketing and Human Resource Management (IJMHRM), ISSN 0976 – 6421
(Print), ISSN 0976 – 643X (Online), Volume 5, Issue 2, March-April (2014), pp. 26-33 © IAEME
26
THE IMPORTANCE OF HRD PRACTICES IN EDUCATIONAL
INSTITUTIONS AT ALL STANDARDS
Mr. M. Thejomoorthy
Research Scholar, Dept. of Management Studies, S.V. University, Tirupati (A.P)
Dr. B. Amarnadh
Professor, Dept. of Management Studies, S.V. University, Tirupati (A.P)
ABSTRACT
Human resource development practices have been observed only in limited
organizations to satisfy the globalization standards. But these practices haven’t been
implemented in lot many existing and upcoming organizations especially in educational
institutions. There has been a lot of research work was done keeping only higher educational
institutions in view but at primary and senior level there hasn’t been any kind of research
work was done.
Keywords: Globalization - Sophisticated Projects - HRM Professionals - Tangible Asset
Management Theorists - Behavioral Knowledge - Guru Kulas.
INTRODUCTION
Globalization has forced the competition among the organizations which led to the
revolutionary changes in all sectors of private and public. There is an incessant fast changing
scenario in global economy. Sophisticated projects aimed at enriching the quality of life of
common people in the society have been on the increase. Ever growing communication
facilities have brought together the nations and people. These developments have brought
different changes in the society and have left behind many unforeseen problems and issues
which are becoming formidable to face. The basic values are getting further diluted. The
cultural back up is losing its strength. At this juncture human resources management has
assumed greater significance. People today possess advanced skills, knowledge and work on
INTERNATIONAL JOURNAL OF MARKETING AND HUMAN
RESOURCE MANAGEMENT (IJMHRM)
ISSN 0976 – 6421 (Print)
ISSN 0976 – 643X (Online)
Volume 5, Issue 2, March – April (2014), pp. 26-33
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2. International Journal of Marketing and Human Resource Management (IJMHRM), ISSN 0976 – 6421
(Print), ISSN 0976 – 643X (Online), Volume 5, Issue 2, March-April (2014), pp. 26-33 © IAEME
27
sophisticated machines and equipments. But they are becoming highly vulnerable and
sensitive to every aspect of their living.
Organizations now are facing greeter their challenge to retain their talented competent
personnel with them. Now the HRM professionals’ goals are changed the quality of HRM is
reported to be an effective alternative to face these challenges. Employees should have open
mind for learning and change. Their pro active approach can be generated by providing
adequate opportunities as well as motivation in the form of various incentives for the
employees by fostering a supportive and favorable from leadership base a productive and
supportive environment is essential for effective learning and development in organizations.
To fill the long term goals of the organization, the employers want their employees to
perform well in teams against both current and future objectives of the organization. Tangible
asset of the future is, Human Resource Management. It is increasingly realized that
management of human resource is much more complex than managing other resources. The
survival and prosperity of an organization depends largely on the capability and attitude of
the people who are engaged in the process of performance of the organization.
Among all the resources, India’s greatest resource is human resources. It has the
power of strengthening or weakening the economy. Indian HR policies vary with western
human resource practices. Though it varies still western management theorists influence is
there in Indian human resource practices. Indian experience of HRM does not imply that the
happenings or practices of all units are one and the same.
HUMAN RESOURCE DEVELOPMENT (HRD)
HRD: In organizational point of view HRD is a process in which the employees of an
organization are helped/ motivated to acquire and develop technical, managerial and
behavioral knowledge, skills and abilities and mould the values beliefs and attitudes those are
necessary to perform present and future roles by realizing highest human potential with a
view to contribute positively to the organization’s group, individual and social goals.
A comparative analysis of some of the definitions given by various authors reveals
that human resource development deals with the developmental aspects of all the components
of human resources. Further it deals with all types of skills and the present and future of the
organizational needs and the aspect of contribution to not only organizational but also other
goals. It is further stated that there are three other aspects, viz.
Employees of an organization are helped/ motivated acquire, develop and mould
various aspects of human resources and contribute to the organizational group, individual and
social goals. The first aspect deals with helping and motivating factors for HRD. These
factors may be called enabling factors, which include organizational climate. HRD climate,
HRD knowledge and skills to managers include human resource planning, recruitment and
selection. The second aspect deals with the techniques or methods which are the means to
acquire development and mould the various human resources. These techniques include
performance appraisal, potential appraisal, career planning and development training
management, developing social and cultural programmes and workers participation in
management and quality circles. The third category includes the outcome of the contribution
of the HRD process to the goals of the organization, groups, individuals and the society.
T.V Rao (1986) an eminent Indian author defined HRD in three organizational
contexts as a process by which the employees of an organization are helped in a continuous
and planned way to acquire or sharpen capabilities required to perform various functions
associated with their present or expected future goals and develop their general capabilities as

3. International Journal of Marketing and Human Resource Management (IJMHRM), ISSN 0976 – 6421
(Print), ISSN 0976 – 643X (Online), Volume 5, Issue 2, March-April (2014), pp. 26-33 © IAEME
28
individuals and discover and explicit their own inner potentials for their own and
organizational purposes.
SIGNIFICANCE OF EDUCATIONAL INSTITUTIONS
The prosperity and development in every aspect of the country is based on the role of
the education system as earlier mentioned by Kothari ‘the future of the nation is structured in
the class rooms’ because universities or educational institutions have to follow the objectives
of higher education a statutory governing body which controls the activities of the higher
education.
The destined duties of academies to provide leadership in all aspects to meet the
increasing demands for every kind of education. They must enable the country to attain in as
short time as possible freedom from wants, disease and ignorance by the application of
developed scientific knowledge. As India is rich in natural resources and her people now it is
the duty of the universities to create knowledge and train minds that bring together two
material resources and human energy.
THE EVOLUTION OF EDUCATION SYSTEM IN INDIA
The roots of Indian education system deep in antiquity in its early stages it appeared
in the form of Gurukulas later some famous ancient institutions like Takshsa sila, Nagarjuna
konda, vallabhi, kanchi were established in various states of India. But Nalanda and other
famous places of learning were declined/ perished either as a consequence of invasions or
political up wheels or through internal decay.13
Old system of Higher Education slowly
extinguished in India with the advent of Muslim rule. Then came the Dutch, Portuguese,
French, and British. Among them British survived finally and established their empire in
India. Britishers were initially reluctant to provide educational facilities to the natives of
India. With the passage of time the areas of education expanded steadily and the size of the
institution grew manifold with this necessitated a more complex structure of university
organization. Thus problems which were once handled small body of scholars began to be
handled by an elaborate body of academic and administrative network.
REVIEW OF LITERATURE
Azad (1978) says that institutions of higher education spend more on consumption
rather than investment. The expenditure on salary, wages, stationery, and expenditure on day
to- day affairs are mounting whereas investment in infrastructure, laboratories and libraries
and on research are scanty and seldom happens. Human capital formation must be the aim of
higher educational institutions and for achieving it, the institutions must invest in and for
human beings, rather than spending on consumption.
Sudhir Kumar. M. A.,(1979) in his study titled “Impact of Education on Social
Attitudes of People in Some Backward Villages of Malabar” states that education is the
process by which society through schools, colleges and universities and other institutions
deliberately transmits its cultural heritage - its accumulated knowledge, values, and skills
from one generation to another. Therefore, one of the main aims of modern education is to
develop the rational faculties of human beings so that they can have independent thinking and
their actions are not governed by any stereotyped norms or principles. In a closer analysis,

4. International Journal of Marketing and Human Resource Management (IJMHRM), ISSN 0976 – 6421
(Print), ISSN 0976 – 643X (Online), Volume 5, Issue 2, March-April (2014), pp. 26-33 © IAEME
29
what Sudhir claims is that the very purpose of education is Human resources Development
through quality education.
OBJECTIVES
* To find out whether HRD practices are being implemented in academic institutions of
all standards
* To confirm to what extent management of concerned institutions is involved in
observing HRD practices.
DATA ANALYSIS AND INTERPRETATION
Table.1: Age-wise distribution of the respondents
Age Frequency Percent
Below 30years 16 12.5%
31-40years 29 22.7%
41-49 years 39 30.5%
Above 50 years 44 34.3%
Total 128 100%
The above Table furnishes the age-wise distribution of the respondents. Out of the
total sample of 128, a majority, 44 respondents are above 50 years and 39 respondents are of
age between 41-49 years and between 31-40 years age of respondents are29 and at the least
16 respondents are 30 years of age and their percentages respectively. The graphical
representation is shown below.
Table.2: Gender -wise distribution of the respondents
Frequency
Below 30years, 16
31-40years, 29
41-49 years, 39
Above 50 years, 44
Total, 128
Below 30years
31-40years
41-49 years
Above 50 years
Total
GENDER Frequency Percent
Male 78 61%
Female 50 39%
Total 128 100%

5. International Journal of Marketing and Human Resource Management (IJMHRM), ISSN 0976 – 6421
(Print), ISSN 0976 – 643X (Online), Volume 5, Issue 2, March-April (2014), pp. 26-33 © IAEME
30
Table 2 depicts the Gender-wise distribution of the respondents. Out of the total
sample of128, per cent of the respondents are male and the remaining per cent respondents
are female respondents and their numbers are 78 and 50 respectively It is observed from the
data that the organizations taken up for the present study have more number of male
respondents.
Table.3: Opinion on evaluation of faculties and administrative staff
Category Strongly
Agree
Agree Neutral Disagree
Strongly
Disagree
Total Percentage
Principals 10 (7.8%) 12(9.4%) 0(0.0) 0(0.0) 0(0.0) 22 17.2%
HODS 14(10.9%) 18(14.1%) 0 0 0(0.0) 32 25%
Faculties
0(0.0) 40(31.3%) 10(7.8%) 2(1.5%) 0(0.0) 52 40.6%
Administration
staff 5(3.9%) 9(7.1%) 5(3.9%) 2(1.5%) 1(0.8%) 22 17.2%
Total 29(22.7%) 79(61.7%) 15(11.7%) 4(3.1%) 1(0.8%) 128 100%
Frequency
Male, 78
Female, 50
Total, 128
Male
Female
Total
22
32
52
22
128
17.20% 25% 40.60% 17.20% 100%
0
20
40
60
80
100
120
140
1/1/1900 1/2/1900 1/3/1900 1/4/1900 1/5/1900
Total
Percentage

6. International Journal of Marketing and Human Resource Management (IJMHRM), ISSN 0976 – 6421
(Print), ISSN 0976 – 643X (Online), Volume 5, Issue 2, March-April (2014), pp. 26-33 © IAEME
31
From the above table it was observed that a majority of 108 respondents agreed the
above said statement but surprisingly 15 respondents were neutral regarding the statement
whereas 5 respondents disagreed with the statement.
Table.4: Opinion on relationship between the management and staff
Category
Strongly
Agree
Agree Neutral Disagree
Strongly
Disagree
Total
Percentage
principals 4 (3.1%) 1 (0.8%) 1 (0.8%) 2 (1.5%) 0(0.0) 8 6.2%
HODs 6 (4.7%) 10 (7.8%) 12 (9.4%) 0(0.0) 0(0.0) 28 21.9%
faculties 12 (9.4%) 33 (25.8%) 13 (10.6%) 6 (4.7%) 0(0.0) 64 50.1%
Administrativ
e staff
9 (7%) 18 (14.6%) 0(0.0) 1 (0.8%) 0(0.0) 28 21.9%
Total 31 (24.2%) 62 (48.5%) 26 (20.3%) 9 (7%) 0(0.0) 128 100.00%
Out of 128 respondents a majority of 93 respondents d the agreed the statement
strongly and positively whereas 26 respondents were silent about the said statement while 09
respondents did not agree with the statement.
Table.5: Opinion on Participative style of management in the academies
Category Strongly
Agree
Agree Neutral Disagree
Strongly
Disagree
Total Percentage
Principals 6 (4.7%) 3 (2.3%) 1 (0.8%) 1(0.8%) 0(0.0) 11 8.6%
HODs 1 (0.8%) 14 (10.9%) 4 (3.1%) 0(0.0) 0(0.0) 19 14.8%
Faculties
2 (1.6%) 50 (39.1%) 6 (4.7%) 2 (1.6%) 0(0.0) 60 46.9%
Administrative
staff 4 (3.1%) 30 (23.5%) 3 (2.3%) 1 (0.8%) 0(0.0) 38 29.7%
Total
13 (10.2%) 97 (75.8%) 14 (10.9%) 4 (3.1%) 0(0.0) 128
100.00%
8
28
64
28
128
6.20% 21.90% 50.10% 21.90% 100.00%
0
20
40
60
80
100
120
140
principals HODs faculties Administrative staff Total
Total
Percentage

7. International Journal of Marketing and Human Resource Management (IJMHRM), ISSN 0976 – 6421
(Print), ISSN 0976 – 643X (Online), Volume 5, Issue 2, March-April (2014), pp. 26-33 © IAEME
32
It was observed from the above table that 110 respondents positively agreed the
statement whereas very few 4 respondents did not offer any opinion about the statement but
14 respondents were neutral regarding the above furnished statement the respondents belong
to the categories of principals, head of the departments, faculties of various departments and
administrative staff.
Findings
* 86% respondents felt that there must be participative style of management in their
educational institutions.
* 84.4% respondents opined that there must be proper evaluation of every faculty
members.
* 72.9% respondents responded that there should have proper relationship between
management and staff.
CONCLUSION
It is found from the above analysis that the existing HRD system in Indian education
is not up to the expectations of the world level standards. That to Indian government is more
concern about higher education than school and senior level education. Resource persons
sought HRD practices to be implemented in every institution of all standards.
SUGGESTIONS
Recent statistical analysis says that there is a shortage of skilled employees all over
the world which resulted into the more pressure on skilled employees which cannot be borne
by them and forced them to resign their jobs. So it is suggested that it must be made
mandatory by the government to all academic organizations to implement human resource
development practices.
Percentage
8.60%
14.80%
46.90%
29.70%
100.00%
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
11 19 60 38 128
Principals HODs Faculties Administrative staff Total
Percentage

8. International Journal of Marketing and Human Resource Management (IJMHRM), ISSN 0976 – 6421
(Print), ISSN 0976 – 643X (Online), Volume 5, Issue 2, March-April (2014), pp. 26-33 © IAEME
33
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