Human Resource Development Practice in Nepalese Business Organization

A Case Study of Manufacturing Enterprises in Pokhara 

Objective

The main objectives of this article are:

Ø To study the human resource development and its treatment in the Nepalese business organizations.

Ø To facilitate employee’s learning of job-related behavior, skills, knowledge and attitude in order to improve employee performance.

Ø To stay ahead of competition by obsessing with Total Quality Management (TQM).   

Ø To make their workforce better and different from others.

Ø To ensure the long term success in today’s dynamic business environment.

Ø To identify development opportunities provided for employees.

Ø To measure investment made on them.

Ø To examine consequences of providing such opportunities in an organization.

Summary and Conclusion

The study reveals that there's a scarcity of systematic approach towards human resource development in Nepalese organizations. Coaching is that the solely development chance provided for workers to develop their information, skills and talents each on-the-job and off-the-job coaching area unit created accessible to the staff. Employees opined that short-term training (2-4 weeks) does not keep much significance in skill enhancement. Informal inquiries with employees help to identify training needs. It is concluded that having 64 employees on average, the average annual investment in HRD is quite low in the organization i.e.Rs.8055 assigning low priority to human resource in organizations.

Improved performance, increased productivity, enhanced loyalty towards organization and increased motivation among employees are some of the positive consequences of providing development opportunities to employees and some of its negative consequences are demand for increment in salary, additional incentives and facilities, promotion and demonstration of over confidence in work and high employees turnover. Only around 1/3rd of employees are satisfied to some extent with the opportunity made available by the organization.

Additionally, some of the internal challenges to the Nepalese business are low productivity, recent production techniques, low effort at HRD, poor quality, weak social control ability, increasing pressure of organization and weak system. Taxation system, inadequate and irregular provide of water and electricity, increasing domestic, international competition, high inflation, lack of adequate funding, increasing setting regulation and lack of skillful workforce are the external challenges that will create threats to business organizations in future.