INTRINSIC HUMAN CAPACITIES OF HIGH AND LOW PERFORMERS OF PUBLIC SECTOR MANUFACTURING INDUSTRY IN INDIA

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. Materials and Methods: In this stratified randomized study, primary data from 399 executives of Public Sector Manufacturing Organization (with special status i.e. Maharatna, Navratna, Mini-ratna) in India was collected through self-administered questionnaires reports on five intrinsic human capacities (Learning capacity, Conceptual Capacity, Relationship Capacity, Action Capacity and Spiritual Intelligence). Performance scores from supervisors of these 399 executives were separately collected. Further, based on performance scores, the sample was categorized into five performance groups (Very High, High, Average, Low and Very Low). Finally, the overall data was statistically analyzed through ANOVA. Results: Findings suggest that there is significant difference in the overall Intrinsic Human Capacities Scores of high and low performers of public sector 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.