Intrinsic Human Capacities of High and Low Performers of Public Sector Manufacturing Industry in India

Abstract

Background: Public Sector Manufacturing Industry in India has well dominated the culture of satisfactory under-performance in the past, wherein even low performance is seen as satisfactory as a Governmental promotion strategy. However, with time, the Public Sector"s monopolistic existence has witnessed entry of new private players as their competitors and compelled them to perform at an equal platform, if not better. The change has geared the overall Management perspective/ strategy of Manufacturing Industry and the focus has shifted from mere existence to profitable existence. The approach has turned performance-oriented. Human capabilities driving organizational results are being acknowledged and organizations are increasingly spending more on enhancing their employee"s Intrinsic Human Capacities. Keeping in view of the uniqueness of each human individual, this study was undertaken to examine whether different intrinsic human capacities (Learning capacity, Conceptual Capacity, Relationship Capacity, Action Capacity and Spiritual Intelligence) drives different degree of performance. Further, the study is based on the premises that individuals with higher intrinsic human capacities will perform better than those with lower intrinsic human capacities. manufacturing industry. In all the five intrinsic human capacities, there exists significant difference in high and low performers of public sector manufacturing industry, except for Learning capacity.Conclusion: The study provides empirical support for researchers and practitioner in the field of Human Resource Development, directing training interventions for enhancing such intrinsic human capacities for higher performance. Dunning Krugers effect for overestimated intrinsic human capacities scores in "Very Low Performance" group is also seen.

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