Perception of Rational Goals among Non-Executives in Salem Steel Plant: A Sociological Analysis

Abstract

Human resource management includes human resource development, which focuses on the education and training of the organization’s employees. The distribution of resources that are useful for an employee’s tasks, the training that takes place after a person is hired, the opportunities for learning new skills, and any other developmental activities are all regarded as being a part of human resource development. Any organization that wants to be active and growth-oriented must invest in developing its human resources. Human resources, in contrast to other resources, have essentially limitless potential and capabilities. Only by cultivating an environment that can consistently recognize, bring to light, nurture, and use people’s abilities can the potential be utilized. Every organization has established to achieve the goal(s) and achieving that the management, supervisor and employees must work together. The present study is an attempt to understand the perception of the employees in Salem Steel Plant about the prevalence of the environment to achieve the organizational rational goals. For this purpose 353 employees selected with the help of proportionate stratified random sampling and their responses were recorded with the help of structure interview schedule. The interview schedule consists of personal profile of the respondents and their perception about rational goals. The result shows that nearly 25 to 30 per cent of the respondents have either neutral stand or negative perception over the prevalence of the rational goals in the given organization.