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HRD Practices & Organization Culture in India

Anil Kumar Singh
Indian Journal of Industrial Relations
Vol. 45, No. 2 (October 2009), pp. 243-254
Stable URL: http://www.jstor.org/stable/20788263
Page Count: 12
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
HRD Practices & Organization Culture in India
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Abstract

HR practices have been developed in the context of industrial change and economic development. Managers in the organizations would be confronted with the need to reorient culture, thinking and paradigms. HRD as a function and as a prime mover would need to focus on this changing and emerging role. There are very few evidences where values or organizational culture is directly linked to HRD practices of the organization. This study attempts to examine the effect of HRD practices on organization culture of some leading private and public sector organizations in India. The study revealed that the human resource development practices are a strong predictor of organizational culture both in private sector and public sector organizations in India. There is ample demonstration of meaningful relationship between HRD practices and organization culture.

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