STUDY OF KNOWLEDGE ATTITUDE AND PRACTICES OF HRD IN RELATION TO ORGANIZATIONAL ROLE STRESS
 
Smita, S. and Ghadially, R., Indian Institute of Technology, India
 
Organizational Role Stress has the major implication for organizational functioning. Present study was taken up with the aim to establish the relation between the perceived organizational role stress and their effect on specific activity of HRD functioning. 150 HR functionaries from three departments (Human Resources, Industrial Relations and Personnel) of large- scale organizations from three districts in Gujarat (India) answered a survey questionnaire. The questionnaire had two parts: the first part consisted of ten organizational role stressors as identified by Pareek (1983). The second part again had two components: first one consisted of questions on nine HRD practices as identified by Rao (1990) and second one consisted of HRD competencies checklist on respondents professional knowledge and attitude related to HRD functioning (Rao, 1990). The data was treated for significance test (chi square) and pearson's correlation was used for interpretation. The results revealed that organizational role stressors significantly affected the individual's HRD functioning. Self Role Distance, Role Isolation and Inter-role Distance came out to be the major stressors to affect HRD functions followed by Role Shrinkage, Personal and Resource Inadequacy, and Role Stagnation. Interestingly, Role Overload and Role Ambiguity did not show any significant effect on HRD functioning. The organizational ability to Direct HRD effort came out as most important variable to be affected by Organizational Role Stressors. There was significantly high correlation found between nine HRD practices with professional knowledge and attitude.