HR Armaan PDF

Contribution of Human Resource Development towards Organisational
Success in Wipro
A Project Submitted to University of Mumbai for partial completion of the
Degree of
Bachelor of Management Studies Under
the Faculty of Commerce
By
Mr. Mirza Mohammed Armaan Ashraf

Roll No. 221
Under the Guidance of Prof.
Zahra Dehghani
Studying at
Rizvi Education Society’s Rizvi College of Arts, Science and Commerce

Rizvi Educational Complex, Bandra (West), Mumbai – 400050
Academic Year 2020-2021

DECLARATION
Mr. Mirza Mohammed Armaan Ashraf student of TYBMS (HR), Roll No. 201,
Seat No. of the academic year 2020-2021 studying at RIZVI COLLEGE OF ARTS,
SCIENCE AND COMMERCE, hereby declare that the work done on the project entitled
Contribution of Human Resource Development towards Organisational
Success in Wipro
is true and original to the best of my knowledge and any reference is duly acknowledged.
Date: ______________ Signature of Student:

_________________
CERTIFICATE
This is to certify that. Mirza Mohammed Armaan Ashraf, student of TYBMS
(HR), Roll No. 201 Seat No. of the academic year 2020-21 studying at RIZVI COLLEGE
OF ARTS, SCIENCE AND COMMERCE, has successfully completed the project
entitled - Contribution of Human Resource Development towards
Organisational Success in Wipro
_________________________
__________________________
Prof. Zahra Dehghani Prof. Mohammed Gaus
Ansari (Project Guide) (BMS
Coordinator)
___________________________
_________________________
External Examiner Dr. Anjum Ara M.K.
Ahmad
(Principal I/C)
ACKNOWLEDGEMENT
“Acknowledgement is an art, one can write glib stanzas without meaning a word, and on the
other hand one can make a simple expression of gratitude”
The satisfaction that accompanies the completion of any task would be incomplete without mentioning
the people who made it possible, whose consistent guidance and encouragement crowded my efforts
with success.
I consider as privilege to express my gratitude and respect to all those who guided me in completion of
the project.
I express my sincere gratitude to the principal for providing the facilities and the guidance. I extend my
profound thanks to my project guide PROF. ZAHRA DEHGHANI for giving me opportunity to
undertake this project. I convey my regards to untiring support and encouragement. I am very thankful
to for guidance and support during my project work.
Finally I give immeasurable thanks to my parents and to all those who extended their support and
cooperation in bringing out this project work successfully.
_________________________________
Mirza Mohammed Armaan Ashraf

INDEX
Serial Page.
No. CHAPTER No
1 INTRODUCTION 1-12
1.1 Introduction to Human Resource Development
1.1.1 Need for Human Resource Development

1-4
1.1.2 Purpose and Importance Human Resource
Development
1.1.3 Process of Human Resource Development
1.2 Introduction to Human Resources
Management 4-10
1.2.1 Areas of HRM
1.2.2 Difference between HRD and HRM
1.3 Introduction to Wipro
1.3.1 About Wipro
1.3.2 Vision of wipro 11-12
2 Review of Literature 13-16

3 Research Methodology 17-20
3.1 Introduction 17
3.2 Title of the study 17
3.3 Need and significance of the study 18
3.4 Objectives of the study 18
3.5 Scope of the study 18
3.6 Type 19
3.7 Research Design 19
3.8 Type of Data Collected/Sources of information 19
3.9 Data Gathering Tool 19
3.10 Sampling Design 19
3.11 Tools used for Quantitative Analysis 20
3.12 Technique Used 20
4 Data Analysis and Data Interpretation 21-54
5 Findings and Suggestions 55-58
5.1 Findings of the Study 55-57
5.2 Suggestions 57-58
6 Conclusion 59-60
7 Bibliography 61
8 Annexure 62-65
CHAP 1: INTRODUCTION
1.1 Human Resource Development
Development of human resources is essential for any organisation that would like to be
dynamic and growth-oriented. Unlike other resources, human resources have rather
unlimited potential capabilities. The potential can be used only by creating a climate that
can continuously identify, bring to surface, nurture and use the capabilities of people.
Human Resource Development (HRD) system aims at creating such a climate. A number of
HRD techniques have been developed in recent years to perform the above task based on
certain principles. This unit provides an understanding of the concept of HRD system,
related mechanisms and the changing boundaries of HRD.
HRD concept was first introduced by Leonard Nadler in 1969 in a conference in US. “He
defined HRD as those learning experience which are organized, for a specific time, and designed
to bring about the possibility of behavioral change”.
Human Resource Development (HRD) is the framework for helping employees develop their
personal and organizational skills, knowledge, and abilities. Human Resource Development
includes such opportunities as employee training, employee career development, performance
management and development, coaching, mentoring, succession planning, key employee
identification, tuition assistance, and organization development. The focus of all aspects of
Human Resource Development is on developing the most superior workforce so that the
organization and individual employees can accomplish their work goals in service to customers.
Human Resource Development can be formal such as in classroom training, a college course, or
an organizational planned change effort. Or, Human Resource Development can be informal as
in employee coaching by experts in the industry or by a manager. Healthy organizations believe
in Human Resource Development and cover all of these bases.
the important definitions of HRD (Human Resources Development) are as follows:

According to Leonard Nadler, "Human resource development is a series of organised
activities, conducted within a specialised time and designed to produce behavioural changes."
1
In the words of Prof. T.V. Rao, "HRD is a process by which the employees of an organisation
are helped in a continuous and planned way to (i) acquire or sharpen capabilities required to
perform various functions associated with their present or expected future roles; (ii) develop
their general capabilities as individual and discover and exploit their own inner potential for
their own and /or organisational development purposes; (iii) develop an organisational culture
in which superior-subordinate relationship, team work and collaboration among sub-units are
strong and contribute to the professional well being, motivation and pride of employees." .
According to M.M. Khan, "Human resource development is the across of increasing

knowledge, capabilities and positive work attitudes of all people working at all levels in a
business undertaking."
Recruitment means to estimate the available vacancies and to make suitable arrangements for
their selection and appointment. Recruitment is understood as the process of searching for
and obtaining applicants for the jobs, from among whom the right people can be selected. A
formal definition states, “It is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends when their
applicants are submitted. The result is a pool of applicants from which new employees are
selected”. In this, the available vacancies are given wide publicity and suitable candidate are
encouraged to submit applications so as to have a pool of eligible candidates for scientific
selection.
Resources are efficiently utilized to support HRD when the maximum benefit is created at
the
lowest possible cost.
The effective performance of an organization depends not just on the available resources, but
its quality and competence as required by the organization from time to time. The difference
between two nations largely depends on the level of quality of human resources. Similarly,
the
difference in the level of performance of two organizations also depends on utilization value
of
human resources. Moreover, the efficiency of production process and various areas of
management depend to a greater extent on the level of human resources development.
The term human resources refer to the knowledge, skills, creative abilities, talents, aptitude,
values and beliefs of an organization’s work force. The more important aspects of human
resources are aptitude, values, attitudes and beliefs. The vitality of HR to a nation and to an
industry depends upon the level of its development.
For the organization to be dynamic, growth-oriented and fast-changing it should develop
2
their HR. Though the positive personnel policies and programs motivate the employees, buy
their
commitment and loyalty but these efforts cannot keep the organization dynamic.
Organization
to be dynamic should possess dynamic human resources. Human resources to be dynamic
acquire capabilities continuously adopt the values and beliefs and aptitude in accordance
with
changing requirements of the organization. Similarly, when employees use their initiative,
take
risks, experiment, innovate and make things, happen, the organization may be said to have an
enabling culture. The competent human resources can be dynamic in an enabling culture.
Thus,
the organization can develop, change and excel, only if it possess developed human
resources.
Thus, HRD plays significant role in making the human resources vital, useful and purposeful
Definition:
Human resources (HR) is the department within a business that is responsible for
all things worker-related. That includes recruiting, vetting, selecting, hiring,
onboarding, training, promoting, paying, and firing employees and independent
contractors.
3
1.1.1 Need for Human Resource Development
Today’s education system needs to be global. ‘World Class Education’ involves a globally
accepted high standard of education. Every country needs an increasing number of highly
educated people and skilled professionals in order to integrate into the globalization process.
These professionals include scholars, philosophers and leaders with vision. Leaders are our
human capital. The state must provide opportunities for higher education to create human capital
that meets global standards. The overall development of a society is largely determined by the
quality of its education, especially higher education. A well-educated, well-trained population
could propel a nation towards rapid economic growth. Despite lack of natural resources,
countries such as Japan, Korea and Singapore have made rapid economic progress. This was
because they invested heavily in education and training. On the other hand, countries such as
Nigeria or Congo, despite enormous natural resources, are poor and backward because of large-
scale illiteracy and lack of skilled workforce. The aim of education is to create well-trained,
competent and progressive individuals who can perform all kinds of tasks and take on a lot of
responsibilities. Higher education is the stage of education that takes place at the post-secondary
level, and is provided mostly and most meaningfully by universities. A university introduces its
students to discussions and debates that prevail in various disciplines and fields of knowledge.
The objective of a university is not only to create and disseminate knowledge but also to develop
human resources that will accelerate the socio-economic development of the nation. This is
possible only when the employees working in these universities are motivated and empowered.
To achieve this objective, universities must restructure and redesign their HRD practices and
processes. In this background, the present article analyzes the existing HRD practices and
processes in 10 leading universities in India and how should these universities go about
transforming their HR systems and mechanisms to meet the rapidly changing environmental
demands. The research approach and methodology adopted to carry out this study includes
collection of primary and secondary data. Primary data has been collected by administering a
well-structured and well-designed questionnaire on HRD climate survey developed by XLRI
Jamshedpur (India). The questionnaire had been administered to 1,000 respondents selected from
the 10 leading universities of India. Data from both the sources were analyzed statistically by
applying various statistical tools and techniques to find the conclusions, based on which the
guidelines, recommendations and policy implications were made for the improvement of HRD
practices in the universities.
Human resources development can be viewed, in some ways, in the same manner that a coach
views his athletic team. While a coach may recruit players who already have some skill and ability,
the point of continued practice is to strengthen those skills and abilities and make even better
athletes.
HR development has the same goal: to make better employees. The purpose of HR development is
to provide the 'coaching' needed to strengthen and grow the knowledge, skills, and abilities
1.1.2 Purpose and Importance Human Resource Development
4
The purpose of HRD is to enhance individual performance and improve organizational
effectiveness and productivity (Tabibi, 2011; 166). Now a days, HRD is considered as the key to
higher productivity, better relations and greater profitability for any organization
(Vasantham,2015;30). Appropriate HRD provides unlimited benefits to the concerned
organization. Some of the important benefits are being given here: § HRD (Human Resource
Development) makes people more competent. HRD develops new skill, knowledge and attitude
of the people in the concern organizations. § With appropriate HRD programme, people become
more committed to their jobs. People are assessed on the basis of their performance by having a
acceptable performance appraisal system. § An environment of trust and respect can be created
with the help of human resource development. § Acceptability toward change can be created
with the help of HRD. Employees found themselves better equipped with problem-solving
capabilities. In additional for that, there are special goals for human resource development in the
organization. All leaders obviously must participant in human resource development programs.
The results of human resource development are: to increase efficiency, advantages, response to
the market by access to organization and active workforce. The significant goals of human
resource development are as below (Allameh & others, 2012; 44): 1. Access to organization
proficiency. 2. Increasing quality and efficiency. 3. Promotion in growth and individual
development. 4. Integrating people into business. It is worthy noted that goals must be according
to organization's goals and missions
1.1.3 Process of Human Resource Development
What is HRD Process Model? Agree (Hill & Stewart, 2000; Swanson & Holton, 2001; Gibb,
2006; Werner & Desimone, 2012; Kumar & others, 2013; Chalofsky & others, 2014) that HRD
process involves number of steps to achieve that, but some authors explain that by four or five
steps and anther authors said HRD process includes three steps like (Hill & Stewart, 2000;
Chalofsky & others, 2014). So, after read these can say that HRD process includes four steps is
importance to improve the performance: Phase 1: the HRD needs assessment Every work, need
to HRD whether difficult or easy require good qualification to the task. Because of that, if any
employee doesn't have qualification enough to do a job/ to meet any changes that becomes hard.
So, HRD needs assessment very important to know what the trouble is and who need improve?
HRD needs assessment can be defined as determining the gap between what are the capabilities
of the current employee and what required to do. In this step must do ask questions to ensure
who needs training & developing and what essential needs? Depended on this information that
much necessary do analysis in deferent directions to identify essential needs: Diagnose the
performance requirements of the organization that can be improved through training and
document the expertise required to perform in the workplace. The integrity of the TPS is in its
connection to important performance goals and in answering one or more of the following
questions positively after the program: (1) did the organization perform better? (2) Did the work
process perform better? (3) Did the individuals (group) perform better? , Swanson and Holton
(2001; 214). Based on that, there are three analyses are important to answer these questions:
Table3: Differentiatio n between OD, CD, and T&D 1- Organizational Analysis: Training needs
can be diagnosed by analyzing organizational outcomes and looking at future organizational
needs. A part of planning for training is the identification of the KSAs that will be needed now
and in the future as both jobs and the organization change. Both internal and external forces will
5
influence training and must be considered when doing organizational analysis. For instance, the
problems posed by the technical obsolescence of current employees and an insufficiently
educated labor pool from which to draw new workers should be confronted before those issues
become critical ( MATHIS & JACKSON, 2011; 262). 2- Task analysis: A detailed study of a job
to identify the specific skills required (Dessler, 2013; 249). Understanding shortcomings in
performance usually requires knowledge about the tasks and work environment as well as the
employee. To carry out the task analysis, the HR professional looks at the conditions in which
tasks are performed. These conditions include the equipment and environment of the job, time
constraints (for example, deadlines), safety considerations, and performance standards (Noe &
others, 2011; 193). 3- Person Analysis: Person analysis helps to identify employees who need
training, that is, whether employees’ current performance or expected performance indicates a
need for training. Person analysis also helps determining employees’ readiness for training.
Readiness for training refers to whether (1) employees have the personal characteristics (ability,
attitudes, beliefs, and motivation) necessary to learn program content and apply it on the job and
(2) the work environment will facilitate learning and not interfere with performance. This
process includes evaluating person characteristics, input, output, consequences, and feedback
(Noe, 2010; 114). *Needs assessment methods There are many methods which can be used to
collect information about needs. A distinction is often made between quantitative and qualitative
methods. Quantitative methods collect data that can be counted or measured – it may be specific
statements, figures and numbers. Questionnaires and surveys are examples of methods often used
to gather quantitative information. Qualitative methods tend to be more context-bound and
descriptive in nature. They collect data that is less easily counted or measured and often has a
smaller area of focus. The perceptions and feelings of the people being interviewed often have an
important place in qualitative methods and data. Informal interviews and observation are
examples of qualitative methods. 18 © 2007 South African Management Development Institute
(SAMDI) Phase 2: Design The second phase of the training and HRD process involves designing
the HRD program or intervention. If the intervention involves some type of training or
development program, the following activities are typically carried out during this phase: ·
Selecting the specific objectives of the program. · Developing an appropriate lesson plan for the
program. · Developing or acquiring the appropriate materials. · Determining who will deliver the
program. · Selecting the most appropriate method or methods to conduct the program. ·
Scheduling the program. The design phase also involves selecting and developing the content of
the program. This means choosing the most appropriate setting for the program (e.g., on the job,
in a classroom, online or some combination), the techniques used to facilitate learning (such as
lecture, discussion, role play, simulation), and the materials to be used in delivering the program
(such as workbooks, job aids, web-based or webenhanced materials, films, videos, Microsoft
power point presentations, etc.), (Kumar & others, 2013; 37). That means, in this phase we must
develop goals, budget, and identify training methods (On and off the job). Phase 3: training /
implementation The goal of the assessment and design phases is to implement effective HRD
programs or interventions. This means that the program or intervention must be delivered or
implemented using the most appropriate means or methods (as determined in the design phase).
Delivering any HRD program generally presents numerous challenges, such as executing the
program as planned; creating an environment that enhances learning, and resolving problems that
may arise (missing equipment, conflicts between participants, etc.), (Werner & Desimone, 2012;
29). On the other hand, many authors are explained that there are two ways for the training.
TÜZÜN (2005) explains training methods by following: 1- Off-The-Job Training Methods;
6
training which takes place in environment other than actual workplace is called off-the job
training. Off-the-job training is usually designed to meet the shared learning needs of a group
rather than a particular individual’s needs. Lectures, computer-based training, games and
simulations are the common forms of off-the-job training methods. Lecture is best used to create
a general understanding of a topic or to influence attitudes through education about a topic.
Computer Based Training can be defined as any training that occurs through the use of computer.
Games and Simulation is designed to reproduce or simulate processes, events, and circumstances
that occur in the trainee’s job. 2- On-The-Job Training Methods; the purpose of the on-the-job
training session is to provide employee with task-specific knowledge and skills in work area. The
knowledge and skills presented during on-the-job are directly related to job requirements. Job
instruction technique, job rotation, coaching and apprenticeship training are the common forms
of on-the job training methods. Job Instruction Training is a structured approach to training,
which requires trainees to proceed through a series of steps in sequential pattern. Job Rotation is
the systematic movement of employees from job to job or project to project within an
organization, as a way to achieve various different human resources objectives. Coaching is the
process of one-on-one guidance and instruction to improve knowledge, skills and work
performance. Apprenticeship is one of the oldest forms of training which is designed to provide
planned, practical instruction over a significant time span (p.147- 151). Phase 4: evaluation
Finally, evaluation of HRD, that means the final outcome. Do HRD is successful or not (opinions
of partnership)? Do persons benefit from the HRD process or not (extend of learning, changing
of behaviors)? And do they achieve goals? Here (Kumpikaite & Sakalas, 2011) According to
Phillips (1996), explain evaluation can serve a number of purposes within the organization.
Evaluation can help to do following: · Determine whether a HRD program is accomplishing its
objectives; · Identify its strengths and weaknesses; · Determine its cost-benefit ratio; · Decide
who should participate in future HRD programs; · Identify which participants benefited the most
or leased from the program; · Reinforce major points to be made to the participants; · Gather
data to assist in marketing future programs; · Determine if the program was appropriate; ·
Establish a database to assist management in making decisions (p.47). Thus, the question here
how we can know are HR enhance or not? Answer that, Pareek (1978) according to Hamblin
(1974) has summarized the various techniques (38) discussed under his five-level model. These
are: Reaction (6); Session reaction scales, reactions notebooks and participation, observers
records, studies of intertrainee relationships, end of-course reaction form, post-reactions
questionnaires and interviews, and expectations evaluation. Learning (13): Pre-course
questionnaires to instructors, programmed instruction, objectives tests, essay-type written or oral
examinations, assessment by trainees of knowledge changes, skills analysis and task analysis,
standardized tests of skill, tailormade techniques for evaluating skill, assessment by trainees of
skill changes, standardized attitude questionnaires, tailor-made attitude questionnaires, semantic
differential scales, and group feedback analysis. Job Behavior (13): Activity sampling, SISCO
and Wirdenius techniques, observer diaries, self-diaries with interviews and questionnaires,
appraisal and self-appraisal, critical incident technique, observation of specific incidents, depth
interviews and questionnaires, open-ended depth techniques, and prescription for involving
management in the training process. Organization (4): Indexes of productivity, labour turnover,
etc., studies of organizational climate, use of job behavioral objectives to study behaviour of
nontrainees,
7
1.2 Introduction to Human Resources Managemen
Human Resource Management was originally known as personnel or people management. In the
past, its role was quite limited. Within any company or organization, HRM is a formal way of
managing people. It is a fundamental part of any organization and its management.
The main responsibilities of the personnel department include hiring, evaluating, training, and
compensation of employees. The human resources department deals with any issues facing the
staff in their working capacity within an organization. HR is concerned with specific work
practices and how they affect the organization’s performance.
Today, Human Resources Management deals with:
Anything related to managing people within a company or organization. This means
decisions, strategies, principles, operations, practices, functions, activities, and the methods
used to manage employees.
The type of relationships people have in their places of employment and anything that affects
those relationships in a positive or negative way.
8
Ensuring that employees are satisfied with the conditions of their employment. This leads to
better services and production of goods and helps the company’s success.
When we talk about human resources in a business situation it means the workforce, i.e., the
employees of a company and what skills and energy they bring. This includes any ideas,
creativity, knowledge, and talents that employees bring with them and use to help the
organization be successful. In other words, the resources a person has or the knowledge and
experience developed over the years.
HRM focuses on bringing in (recruiting) new employees with new talents for the company and
managing employees. Another function is to guide and help said employees by providing
direction when necessary. In a large organization, with a lot of people, it is important to have a
department that specifically focuses on staff issues. These issues are things like hiring,
performance management, organizational development, training, occupational health and safety,
motivation incentives, communication, workplace culture, and environment.
Human Resource Management is now a vital part of any organization. Every company or
organization is required to have this department. It helps with increasing the morale of workers
by working on relations between employees and their employers and constantly striving to make
them better. The HR department also provides any support employees need to assist them
improve their performance.
The HRM function extends to assessing the productivity and/or success of every department in
an organization or business. It assists each department and helps them improve their work. It also
intervenes
when necessary to help solve any problems that might arise with regards to employees’ work.
Getting better results from the company’s workers is another job of HRM.
When a business has valuable, rare, and/or unique human resources it will always have a
competitive advantage over other similar organizations.
Below are the criteria used in Human Resource Management – when using these effectively, a
company can make an impact in its particular field.
– Value Building: People who try hard to decrease costs and to provide a service or product
unique to customers, can increase their own value as employees and that of the company.
Organizations also use empowerment programs, quality initiatives, and strive for continual
improvement in order to increase the value that employees bring to the company.
– Rarity: When the skills, knowledge, and abilities of employees are not equally available to all
companies in the same field, the company that has these people, has a very strong advantage.
This is why top companies endeavor to hire and train the best and the brightest employees. This
way they gain advantage over their competitors. In some cases, companies will even go to court
to stop other organizations from taking away their valued employees. This proves that some
companies have clearly identified the value and the uniqueness of certain employees.
– Incomparability: Employees give their companies competitive advantage when their
capabilities and contributions cannot be reproduced by others. That is, the knowledge and skills
that they bring to the organization are unique and not easily found elsewhere. Certain
corporations such as Disney, Southwest Airlines, and Whole Foods have, over the years,
developed very distinctive cultures that get the most from employees. These cultures are difficult
for other organizations to imitate. Southwest Airlines, for example, rewards the employees who
perform well. It is also able to maintain employees’ loyalty through offering free airfares and
profit sharing in the company.
– Organized work force: People with unique talents can help a company achieve a competitive
9
advantage when they can easily be reassigned to work on new projects without much notice. In
order for this to happen teamwork and co-operation are needed and the creation of an organized
system.
The criteria above show the importance of people power and also the link between human
resources management and performance management. Many high-functioning organizations now
know that their success depends on the knowledge and skills of their employees, or, their human
capital. Human capital is aligned with the economic value of employees with the right
knowledge, skills, and abilities. Their knowledge and skills have economic value. Managing
human capital properly is imperative for any organization wanting to maintain a competitive
advantage. In some ways it is the most important part of an organization’s human resource
function.
The objectives of HRM are the goals of an organization. Individual or group activities are then
organized in such a way so as to achieve those objectives or goals. Organizations and companies
aim to secure and manage certain resources, including human resources, to achieve the specified
goals.
Human resources must therefore be managed in a way that uses their resources to achieve the
organizational objectives/goals. Basically, the objectives of HRM come from and contribute to
achieving organizational objectives.
10
1.2.1 Areas of HRM
1. Recruitment and staffing.

To attract and recruit highly talented employees takes time and planning. The HR
department must schedule interviews, screen, and communicate with candidates to ensure
they are the right fit for the company.
This can be challenging, but fortunately, many online screening programs are available,
making it much more manageable. Vendors can also assist with the application process,
including screening and background checks, at very affordable fees.
2. Compensation and benefits.
Managing and establishing the compensation structure is one of the HR department’s most
important responsibilities. A compensation package should include base pay, plus other
employee benefits, e.g., disability, health, dental, and life insurance. Employees’ attitudes
and motivation are usually determined to what extent they are satisfied with their earnings.
Staying updated on current salary trends is vital if you want to attract and retain top-quality
employees. That is why the HR department should be aware of and match what benefits are
offered to employees in similar organizations
3. Training and development.
They must plan and administer training seminars and supervise team building. Training
employees effectively is a major benefit for the employee and the company and essential to
maintaining high performance levels.
Organizational orientation.
Welcoming and orienting new employees is an essential HR role. Examples are providing
access codes, showing new hires where their work stations are, how to operate the phone
system, and reviewing the employee manual.
Job training.
All employees should have a specific job description. They must know their work hours, who
they must report to, and what their job responsibilities and tasks are.
Department orientation.
This allows new employees to get used to the area they will be working in, getting to know
their co-workers and the department’s culture.
Continuing education.
This is vital because job skills are changing all the time, and employees need to maintain their
current skills and develop new ones. Local seminars, industry conferences, and in-house
training can be utilized for this.
11
Job training.
The four main learning and development areas are:
Job training.
4. Employee relations.
All of us experience difficulties in our personal lives, and companies need to have processes in
place to help employees deal with these situations and ease the stress and burden they bring to
the workplace. The development and maintenance of healthy employee relations is a vital HR
management function. Employee conflict in the workplace is inevitable, and it happens all the
time, so it is important to have proper plans in place to deal with them. Effective conflict
resolution is essential for teams to work together successfully.
12
Remember – happy employees who feel safe in the workplace will improve your bottom line and
lead to increased productivity.
5. Employee Satisfaction.
Employee satisfaction is the level of contentment and happiness employees feel for their jobs and
is an essential aspect of any organization. Happy employees are productive and motivated and
put in their best effort to help make the company successful.
Monitoring employee satisfaction – (there is a lot of survey software available) – can tell
companies what employees experience and how satisfied they are within the organization. This is
a key element that can help determine the overall health of the organization. By asking these
questions, managers can learn a lot from their frontline employees and put an improvement plan
in place if necessary.
6. Labor laws and legal compliance.

Successful and healthy organizations spend money and time developing a strong HR department
that supports employees and ensures that the company is compliant.
These organizations are great sources of information for labor laws and keep businesses updated
on changes within the law. An effective HR department that makes sure the company is
compliant leads to happy and motivated employees, leading to satisfied customers. In the end,
this ensures a successful and healthy organization!
7. Safety and health.
13
One of HR management’s responsibilities is to ensure that the company is compliant with
the Occupational Safety and Health Act of 1970 (OSHA). According to this act, employers must
provide a safe working environment for their employees. The HR department must develop and
maintain safety training and keep logs of any injuries or fatalities that might occur. Managers and
supervisors must also be adequately trained to eliminate hazards from the workplace that are
likely to cause injuries or death.
8. Human Resources Information System (HRIS) analysts.

The Human Resources Information System (HRIS) is used to collect and store the data of an
organization’s employees. This includes the payroll, employee records, benefits, time off, etc.
HRIS analysts are IT experts who oversee computer systems, software, and databases companies
use to manage their human resources. They are in charge of maintaining the system’s security by
keeping the data safe, organized, and properly stored, and their duties include analyzing HRIS
systems, monitoring performance, and resolving problems.
They may also be required to assist HR managers and must be able to design new HRIS
processes. Overall, HRIS analysts help optimize the performance of the HR systems of a
company.
Conclusion
The HR department plays a vital role in a company’s overall success by effectively managing its
employees and ensuring that the company is compliant.
Successful and healthy organizations don’t hesitate to spend money and time developing a strong
HR department to support employees. This leads to content and happy workers and increases
your organization’s productivity and success.
14
1.2.2 Difference between HRD and HRM
HRM is an essential branch of management that deals with making the optimum usage of
organizational human resources by nurturing better work conditions for all concerned. On the
other hand, HRD is a branch of HRM that focuses on the growth and development of the
workforce in any organization.
Before we define HRD and HRM in detail, here is a comparative chart depicting the differences
between HRM and HRD in tabulated format.
Basis of Differentiation HRM HRD
Definition and full form The full form of HRM is The full form of HRD is
Human Resource Human Resource
Management. It refers to how Development. It refers to
the principles of management continuous development
can be applied to manage the functions that are
employees working in an implemented for improving
organization effectively. the performance of those
working in an organization.
Nature HRM is a management HRD is a sub-function of
function. HRM.
Function The functions of HRM are The functions of HRD are
reactive and are usually proactive and have to be
applied to gaining holistic applied consistently to
organizational goals. enhance the productivity of
employees.
Goal The objective of HRM is HRD goals are usually
related to improving the connected with skill
overall performance of development, knowledge
employees. enhancement, and increasing
the competency of employees.
Process Most HRM processes are HRD processes are ongoing
routine and have to be carried and not occasional.
out as and when the need
arises.
Dependency HRM is an independent entity HRD is a subsystem of HRM
in itself. It comprises of and draws many functions,
different sections inclusive of attributes, and processes from
recruitment and retention, HRM.
HRD, compensation,
performance, appraisal
management, etc.
15
Basis of Differentiation HRM HRD
Concerned with HRM deals with and has HRD is concerned with the
concerns for people only. It development of all aspects and
handles recruitment, rewards, people within an organization
etc. and manages its skill
development processes.
Levels of formality HRM functions are generally HRD functions may be

formal and are applied via informal as in mentorships,
classroom/laboratory training, employees receive coaching
etc. from superiors, usually
managers.
16
What is HRM
Human Resource Management or HRM is defined as a branch of management that deals with
the management of employees in a manner that they can provide the best results to an enterprise.
Various management principles are applied via HRM to make employees work efficiently and
effectively in any organization. It enhances the performance and productivity of a company by
assessing the best utilization of human resources. Overall, HRM can be termed as the art of
putting the right human resource to the right job to enable the maximum possible usage of an
organization’s human resources.
The HRM process incorporates a wide range of activities that include recruitment, selection,
hiring, orientation, induction, training, skill development, feedback, performance appraisal,
incentives, rewards and compensation, maintenance of workplace safety, staff motivation,
health, and welfare plans, change management, etc.
HRM also aims to maintain good relations across the entire organization and the different
levels of management.
What is HRD
Human Resource Development is defined as the development of employees working in any
organization. As a subset of HRM, it aims at improving the skills, competencies, knowledge,
behaviour, and attitude of people working in a specific organization. The main goal of HRD
activities relates to empowering and strengthening the capabilities of employees for making their
performance metrics better.
HRD deals with the provision of beneficial opportunities to employees for their overall
development.
The main activities of HRD are directed towards career development, essential employee
identification, training & development, talent management, succession planning, performance
management, coaching and mentoring, etc.
The HRD department in most organizations, worldwide, work towards the development of
employees right from their date of joining to termination or retirement.
HRM is a reactive management function, while HRD stands for proactive tasks that are a
subset of HRM. HRM aims to fulfil the various demands that keep on arising in an
organization, while HRD meets up with the ever-changing needs of employees by anticipating
them beforehand.
Another way to differentiate between HRM and HRD is that the objective of HRM lies in
improving the efficiency of all employees, while HRD deals with increasing the knowledge,
skills, and overall competency of those working in the organization.
17
HRM is an independent entity and function and has different roles to play in comparison to
HRD that is a subsystem of HRM and a dependent task.
Conclusion
The answers to what is HRD, what is HRM, how to differentiate HRM and HRD, the features
and functions of HRM vs. HRD have been scripted above. In case you have any further queries
for HRM or HRD definition or would like to add to our table of HRD vs. HRM, then we would
appreciate your response in the Comments section given belo
1.3 Introduction to Wipro

Wipro Ltd. is a global information technology, consulting and outsourcing company. It offers
financial, retail, transportation, manufacturing, healthcare, energy and utilities, technology,
telecom and media services. The company also offers business process outsourcing, business
technology and enterprise application, infrastructure management, testing, product engineering,
engineering design and product support services. It operates through the following segments:
Information Technology Services and Information Technology Products. The Information
Technology Services segment provides information technology and information technology-
enabled services, which include information technology consulting, custom application design
and development, re-engineering and maintenance, systems integration, package
implementation, technology infrastructure and business process outsourcing and research and
development services in the areas of hardware and software design. The Information
Technology Products segment provides information technology products, which include
computing, storage, networking, security and software products. Wipro was founded on
December 29, 1945, and is headquartered in Bangalore, India.“
18
Wipro History
Milestones
Wipro, one of the world’s most trusted brands, is a name with a long history. Here’s a snapshot
of our journey to date:
Established in 1945 as Western India Vegetable Products Limited in Amalner, Maharashtra

IPO for capital in February 1946
Ventured into the fledgling IT industry in 1981
Established software products and exports subsidiary, Wipro Systems Ltd. in 1983
Pioneers in marketing indigenous Personal Computers in 1985
Established a Joint venture with GE in 1989
Entered IT services in the 1990s – we were among the pioneers in developing the ODC
(Offshore Development Center) concept
Software business assessed at SEI-CMM Level 5 in 1998
Listed on NYSE in 2000 (NYSE:WIT)
The first company in the world to be assessed at PCMM Level 5 in 2001
Entered the BPO business in 2002
Entered the Eco-energy business in 2008″
1.3.1 About Nippon Life

Nippon Life was founded as Nippon Life Assurance Co., Inc. in July 1889, and in 1891, the
name was changed to Nippon Life Assurance Co., Ltd. When the Company was founded, a
premium table based on unique Japanese mortality statistics was created. At the same time,
Nippon Life became the first Japanese life insurer to decide to offer profit dividends to
policyholders, which embodied the spirit of mutual aid. And so, after its first major closing
of books in 1898, Nippon Life paid the first policyholder dividends in Japan.
After World War II, the Company was reborn as Nippon Life Insurance Company in 1947
and continues to work to realize mutual aid and cooperative prosperity as a mutual company.
Looking ahead, Nippon Life will continue to embody this spirit of mutual aid and, as a life
insurance company, strive to provide customers with enhanced services. Currently, Nippon
Life, as one of Japan's largest private life insurer, has a revenue of US$ 710.0 Billion and
profit of US$ 54.6 billion as of Mar 31, 2019. The Company, with over 34 million policies
in Japan, offers a wide range of products, including individual and group life and annuity
policies through various distribution channels and mainly uses face-to-face sales channel for
19
its traditional insurance products. The company primarily operates in Japan, North America,
Europe and Asia and is
1.3.2 Vision of Wipro

The Spirit of Wipro is the core of Wipro. These are our Values. It is about who we are. It
is our character. It is reflected consistently in all our behavior. The Spirit is deeply
rooted in the unchanging essence of Wipro. But it also embraces what we must aspire
to be. It is the indivisible synthesis of the four values. The Spirit is a beacon. It is what
gives us direction and a clear sense of purpose. It energizes us and is the touchstone
for all that we do.
We succeed when we make our clients successful. We collaborate to sharpen our

insights and amplify this success. We execute with excellence. Always.
We treat every human being with respect. We nurture an open environment where
people are encouraged to learn, share and grow. We embrace diversity of thought, of
cultures, and of people.
We will be global in our thinking and our actions. We are responsible citizens of the
world. We are energized by the deep connectedness between people, ideas,
communities and the environment.
20
Integrity is our core and is the basis of everything. It is about following the law, but it’s
more. It is about delivering on our commitments. It is about honesty and fairness in
action. It is about being ethical beyond any doubt, in the toughest of circumstances.
21
Chapter 2: Review of Literature
Introduction
The Human Resources (HR) concept has undergone significant changes in how it is viewed
as a capability in modern industry. The study of HR is fraught with disagreement regarding
its origin as well as laden with discourse on the implications for contemporary management.
Drucker (1954) created the term “human resources” in his seminal work The Practice of
Management and focused on its use as a function in managing operations, managing
managers, and directing people in their work. Academicians and practitioners alike herald
the common mantra that people are the most irreplaceable asset of any organization
inasmuch as human persons are responsible for the decision making that occurs at all levels
of the organization, including “managing cash flow, making business transactions,
communicating through all forms of media, and dealing with customers” (Haslinda, 2009, p.
181). The organization is a constitution of all the talent, time, energy, creativity, expertise,
potential, and intelligence of its members. Developing a solid understanding of human
resources can facilitate innovation and flexibility as the organization negotiates factors of
the external environment such as government regulation, technology, economic transition,
customer perceptions, news media, and supplier relationships. 1 Thoman and Lloyd:
Leveraging HRD as Strategic Partner Published by FHSU Scholars Repository, 2018 148
For the majority of the 20th century, HR was principally a functional area within the
organization, performing the necessary tasks to manage the human capital in order to
maintain staffing levels and ensure the continuous operations of the firm. In the traditional,
authority- and productivity- driven organizations of the recent past, this HR role served the
somewhat singular purpose of sustaining the workforce in order to meet production goals of
the firm. As organizations have evolved from less production-driven to more employee-
centric, the role of HR in modern organizations has shifted in terms of its utility and
influence to the firm overall. As such, the purpose of HR has subsequently changed from the
predominately functional role of human capital management to the more strategic role of
developing and maintaining a dynamic, knowledgeable, and progressive career-oriented
staff. This latter role can be operationalized, for the purposes of this discussion, as Human
Resource Development (HRD). Nadler (1970) defined HRD as “a series of organized
activities conducted within a specified time and designated to produce behavioral change”
(p. 3), and Desimone, Werner, and Harris (2002) reflect the contemporary application of
HRD as “a set of systemic and planned activities designed by an organization to provide its
members with the opportunities to learn necessary skills to meet current and future job
demands” (p. 5). No longer singularly concerned with production output as the chief
operating metric, contemporary businesses have learned that the growth and development of
the people which comprise their workforces is integral to success.
Beginning with work reform and regulation starting in the 1970s, HR has become
responsible for more important aspects of the growth of the organization, such as manager
development and assistance with strategic planning (Jacoby, 2004). This is further evidenced
22
in the evolution of HR management from a predecessor term, human relations. As stated by
Kaufman (1993), “Whereas human relations had led managers to emphasize the
improvement of interpersonal relations and social conditions in the plant through techniques
such as sensitivity training, human resource management encouraged firms to focus on
practices and techniques that promoted employee development, such as job enrichment and
pay for knowledge” (p.121). This growth from that of managing personnel to managing the
development of human capital is the essence of the evolution of HRD. It is in this
conceptualization of HRD that the strategic value of employee development is discovered.
In their discussion of the High Performance Work System (HPWS), Zhang, Fan, and Zhu
(2014) refined the idea of the HPWS as a set of practices which develop employees’
abilities, dedication, and efficiency in order to create a competitive advantage. This
construct fits the definition of an effective application of HRD, in that the goal is to bring
about a positive change in the organization’s workforce. In this way, through the HRD
concept, employees are developed into strategic assets of the firm. Strategic assets, as
defined by Amit and Schoemaker (1993), are “the set of difficult to trade and imitate, scarce
appropriable, and specialized resources and capabilities that bestow a firm’s competitive
advantage” (p. 36, as cited by Becker and Huselid, 1998, p. 58). This ties to the assertion of
Po-Chien and Shyh-Jer (2011) which states that one of the major potential benefits of using
HPWS is to maximize the competitive advantage of the firm at large. Considering this, the
overall goal of the HRD can be defined as the need to develop employees into strategic
assets of the organization which are leveraged to create a competitive advantage that results
in the achievement of greater business success. 2 Journal of International & Interdisciplinary
Business Research, Vol. 5 [2018], Art. 9 https://scholars.fhsu.edu/jiibr/vol5/iss1/9 DOI:
10.58809/POPQ1755 149 HRD, as conceptualized by Gilley, Eggland, and Gilley (2002),
consists of four major areas: individual development, career development, performance
management, and organizational development. Though some of these areas, namely
individual development and performance management, have historically been associated
with traditional HR processes, the inclusion of career and organizational development, and,
most importantly, the integration of all of these areas into one overarching concept, is what
makes HRD a unique and paradigm-shifting concept. A further investigation into how HRD
has evolved, how it affects current issues in industry, and its strategic value to the
contemporary organization is indeed warranted and necessary to fully understand the future
of HR in the modern business environment. The purpose of this paper is to present a
literature review which describes the evolution of HR from its inception as the personnel
administration utility of the company to its current HRD role as a partner that helps to
develop employees as strategic assets and grow firms into dynamic, high-performance
organizations.
The discussion that follows will highlight the current literature which provides a description
of how this evolution has occurred over time, as well as how it mirrors the overall
progression of the organizational paradigm from traditional to developmental. Next, critical
issues with respect to the current state of HRD will be addressed, further illuminating both
23
the current facts and details as well as the future areas of interest surrounding this topic.
This paper will then conclude with a summary examination of the literature regarding how
HRD can be leveraged by the modern high-performance organization to meet the strategic
challenges of the current competitive business landscape.
The evolutionary timeline of the HR profession parallels that of the overall concept of the
organization in some interesting and illuminating ways. To be an effective aspect of the firm as
the definition of organizational success matured and expanded throughout the 20th century, HR
was, almost by necessity, forced to evolve from a simple administrative role within the
organization into an integral, thought-leading nexus of the company with significant strategic
input and value. Therefore, in order to understand how HR has evolved, one must also
understand how the concept of the organization has and continues to evolve in the 21st century.
Albeit the terms and modern understandings of HR are relatively recent additions to the
literature, the foundations of HR (at least in the U.S.) have four distinct historical eras. Langbert
and Friedman (2002) classified these eras as the pre-industrial period (1600-1780), the
paternalist period (1780-1920), the bureaucratic period (1920-1970), and the high performance
period (1970-present). Each of these time periods reflected management’s response to the
stakeholder demands of the day. The pre-industrial period was characterized by compulsory
labor practices such as slavery, indentured servitude, and apprenticeships as well as the series of
state and federal laws that restricted labor mobility. Compliance with organizational directives
was a result of privilege, state enforcement, and physical restraint. The paternalist period
stemmed from the industrial revolution and characterized labor as a factor of production.
Modifications to HR practices reflected management’s desire to increase overall production. In
response to the viewpoint that labor was just another factor of production, workers demanded
better conditions and more flexibility. This timeframe saw the advent of both employment-atwill
and incentive compensation, as well as the abolition of compulsory practices such as 3 Thoman
and Lloyd: Leveraging HRD as Strategic Partner Published by FHSU Scholars Repository, 2018
150 indentured servitude and slavery. The bureaucratic period saw marked improvements in
management practice that addressed the human side of labor. Scientific management had a dual
focus on process improvement and worker wellbeing. During this time, Human Resources
Management (HRM) was referred to as personnel management and administrators of HRM
services were called “welfare secretaries” (Ivancevich, 2007). Initiation of the Civil Rights Act
of 1964, OSHA, and FLSA reflected a growing trend in the era that emphasized workplace rights
and safety.
The field of human resources garnered increased attention by psychologists and academicians.
The human relations movement provided the groundwork for workplace motivational theories
such as the hierarchy of needs, equity theory, expectancy theory, ERG theory, and two-factor
theory. Finally, the high performance period is characterized by a workplace environment where
individual and group motivation, empowerment, customer focus, and organizational citizenship
are valued. Hayton et al (2011) created four subsets of the high performance period by describing
the themes in the academic literature. These include practice focused (1961-1971), theory
development (1971-1982), strategic HRM (1983-1999), and globalization (2000-2010). While
24
discussion of HRD took place in the 1970s, the application of it grew from the strategic HRM
efforts of the 1980s and 1990s. During this time, HRD stemmed from training and education
practices as well as management’s efforts to mobilize workers to the organization’s strategy.
Scholars began delineating between HRM and HRD. While HRM was a process of finding and
providing employees with the right resources, HRD had a strategic component that emphasized
development of the individual. York (2005) suggests that HRD contributes to “both long-term
strategic performance and more immediate performance improvement through . . . developing
their [employees’] capacity for performance” (p. 20). The construct of HRD as modeled by
Mankin (2001) and adapted by Werner (2014) illustrates HRD as a mechanism of learning,
knowledge creation, change, and continuous development. HRD permeates the organization to
initiate change and growth as a natural overlap of strategy and structure, culture, and HRM
functions. Gilley and Maycunich (2000) offer a unique perspective on the evolution of the
modern organization. They contend that the organizational concept has grown considerably from
its beginnings, which consisted principally of the traditional, hierarchy-based format of the
historic business environment, defined by authority held at high levels, strict focus on production
over people, and very little emphasis on employee development. This rigid design was improved
upon with the creation of the learning organizational paradigm, which became popular in the
latter half of the 20th century.
Unlike the traditional organization, the learning organization is “dedicated to improving

workers, their productivity, and overall business performance via continuous lifelong learning”
(Gilley and Maycunich, 2000, p. 5). In essence, the learning organization shifts focus from the
productivity of the workers to the learning of the workers themselves, improving worker
knowledge and thereby bettering the organization. Gilley and Maycunich (2000) further espouse
that the organization can reach even greater success by becoming a developmental organization,
in which it applies resources to develop individual employees in every aspect of their careers, not
just job knowledge. This, they claim, is the epitome of organizational development. The key
differentiator among these three conceptualizations of the organization is the manner in which
individual employees are viewed and valued within the construct. It is in this valuation of the
employee that HR has been able to assign and thereby assert strategic influence 4 Journal of
International & Interdisciplinary Business Research, Vol. 5 [2018], Art. 9
https://scholars.fhsu.edu/jiibr/vol5/iss1/9 DOI: 10.58809/POPQ1755 151 within the organization,
and hence evolved in-line and on pace with organizational theory. This congruency in growth
and evolution is illustrated in Figure 1. Figure 1. Value of the Employee and HR in the
Traditional, Learning and HRD Organization Simply put, the role of HR- from the administrative
aspect of the personnel department, to the functional HR mission, to the strategic partnership of
the HRD concept- has evolved to mirror the manner in which the organization values and
subsequently manages its employees through the organizational development process. In the
production-focused traditional organization, employees are viewed merely as interchangeable
cogs in the machine, requiring only clerical management but no further substantial support (Tran,
2015). In the learning organization, employees are now seen as resources that must learn new
knowledge and perfect new skills to advance the firm; hence, they require a more functional-
level management from a true HR department in order to nurture this growth and assimilate these
skills into the broader organizational design. Finally, in the developmental organization, HRD is
required to strategically integrate the full-scale career development of individual employees into
the organization’s overall strategic mission and plan. In each stage of development of the firm,
25
the role of HR is to provide the appropriate measure of human capital management and
integration into the firm’s strategic plan, which is proportional to the needs of the firm with
respect to its employees and their individual utility and development within the organization
As each stage of evolution for the firm utilizes employees in different ways, so does the HR
concept change and evolve within each construct. Invariably, the organizations with HR
practices and architecture that best match their practical needs at a 5 Thoman and Lloyd:
Leveraging HRD as Strategic Partner Published by FHSU Scholars Repository, 2018 152
particular stage of development will find the best synergy and cooperation among employees and
management, with HR providing the key developmental interface between them. Considering
this evolutionary progression, HRD is the current pinnacle of HR practice for advanced
organizations in the modern business environment. Assuming the merits and successful outcomes
of the developmental organizational concept are desired by the firm, HRD is most appropriate
and best-suited method by which the critical aspects of individual and career development of
employees can occur. Through this practice, organizations can achieve the greatest level of
growth for their people, and thereby the greatest level of organizational growth allowed by the
Gilley and Maycunich (2000) developmental model. CURRENT ISSUES IN HRD HRD is a
practice with significant strategic potential for businesses. As such, many issues within the HR
environment currently exist which have influence on how it is best implemented, utilized, and
received in the modern business world. The following discussion provides a review of the
contemporary issues surrounding HRD and expounds upon several of these issues in order to
elaborate on the topic and provided currency and relevancy for HRD to the operational setting.
Vince (2014) expresses an argument that HRD must be examined from a perspective which
includes an understanding both power relations, which he defines as “the range of different
forces or dynamics that are integral to people’s experiences and to organizing processes” (p.
410), and emotions, which he defines as “an emphasis on how development is shaped and
avoided by ongoing relations” (p. 411). He supports the idea that individual development is a
contributing factor to the growth of the organization; however, he cautions that, because of
emotions and power relationships with individual employees, individual development can
actually have an inverse effect on the organization and inhibit organizational change by creating
conditions where compliance, rather than growth, will result. For example, Vince (2014)
comments that leaders in organizations are often charged with both maintaining consistency in
operations while at the same time facilitating change. This type of inherent contradiction creates
tension with respect to power relations and emotions within both the individual and the firm that
is somewhat unavoidable, and, unfortunately, often ignored by HRD researchers. He states,
therefore, that current HRD studies should address this type of tension rather than avoid it in
order to more accurately represent the reality of HRD challenges in the research of the field. Rao
and Salunkhe (2013) provide a conjecture in which they support Gilley and Maycunich (2000) in
their assertion that utilizing HRD to develop the firm is necessary and vital for positive growth
and change. In their research, they assert that an optimal “Developmental Climate” (p. 39) is a
critical part of making HRD a successful tool for managing the growth of employees in an
organization. This climate consists of several tendencies of the organization, those being to treat
people as the principal resources, to ensure supervisors develop subordinates, to believe in the
capacity of employees to learn and grow, and to have open communications. 6 Journal of
International & Interdisciplinary Business Research
26
The issue, according to Rao and Salunkhe (2013) is that many organizations do not have the
conditions necessary to foster the Developmental Climate they believe is needed to leverage
HRD to affect organizational change. They claim too much time is devoted to evaluating
material and technological needs, but very little concern is paid to the requirements for employee
resources. They claim that this attitude of indifference to the labor force is attributable to an
archaic view with respect to management, one very similar to the perspective of Gilley and
Maycunich (2000) in regards to leadership in the traditional organization; simply put, managers
are too focused on production and view employees as indiscriminate cogs with little to no
intrinsic value. The result of this inability to widen the concept of management to include more
than a narrow view of human resources as replaceable components is a lack of trust between
managers and employees (Rao and Salunkhe, 2013). HRD, when utilized effectively, can be a
solution to this issue by fostering a Developmental Climate when employees are motivated to
learn and grow. In this role, HRD managers are tasked with developing, monitoring, and
evaluating training platforms designed to promote individual, and thereby organizational, growth
through learning and knowledge acquisition throughout the employee’s career lifecycle.
Another issue in the contemporary scope of HRD is that of work-life balance among employees.
Kahnweiler (2008) operationalizes the concept of work-life balance as “achieving and
maintaining a sense of balance between the demands of work and the commitments outside of it”
(p. 75). He contends that there is very little research regarding HRD and its relationship with the
work-life balance subject, mostly because the impression of work-life aligns more closely to HR
management than to HRD, and, as these are distinct disciplines within the HR field of study,
work-life is more of a concern of the former vice the latter. Kahnweiler (2008) offers several
reasons to refute this aforementioned claim, and demonstrates that understanding and relating the
issues of the work-life balance concept to HRD is both appropriate and useful. Among them, he
stipulates that work-life balance is an “organizational effectiveness issue” (p. 79), in that workers
must have harmony in this aspect of their careers in order to progress effectively and maintain a
mutually beneficial relationship between what they need from the organization and what the
organization requires from them in terms of growth and development. He goes on to state that, as
an interdisciplinary profession, HRD is uniquely well-suited to engage the work-life challenge,
which could provide HRD an opportunity to achieve relevancy both practically and
academically. This concern of relevancy for HRD as a discipline poses one of the more
significant issues currently facing the profession. Jacobs (2011) addresses this challenge in
article in which he describes the relationship between HRD and management overall. He
contends that a knowledge of HRD can be leveraged to positively affect the outcome of many
management decisions, and that, through an interdisciplinary approach, HRD can be utilized to
provide recommendations on various actions that need to be taken in modern business
environment. Jacobs (2011) provides some examples and context of this type of recommendation
and advisement by HRD to the management field. He states that, in the case of a transaction such
as a merger or acquisition, financial information is often the principal data which ultimately
drives 7 Thoman and Lloyd: Leveraging HRD as Strategic Partner Published by FHSU Scholars
Repository, 2018 154 the decisions made by key leaders. However, Jacobs supports the notion
that this type of decision must be made with other variables also considered, and that HRD, when
properly utilized, is in a keenly advantageous position to assist leaders in understanding the
27
human component of these types of transactions. Further, he purports that managing and
evaluating training effectiveness and transfer of knowledge, as supported by Rao and Salunkhe
(2013), is an area where HRD has compelling importance to the field of management. Overall,
he concludes that HRD and management have an interdependency of sorts, at least at the level of
understanding employee learning. Generally, the literature surrounding the HRD concept with
respect to the current issues in the field suggests that the discipline has much to offer the modern
business enterprise. Many of the notions espoused by the authors of the preceding articles
support Gilley and Maycunich (2000) in their claim that fostering the concept of the
developmental organization requires employees to be treated as the most important resource in
the firm. By focusing HRD efforts to facilitate employee development, career development,
performance management, and organizational development to align to the definition of HRD
suggested by Gilley et al (2002), employee value to the firm is indeed promoted, and the
foundations of a developmental organization are established.
The current issues described in this section align to the definition of HRD in some very
intriguing ways. The influence of power relations and emotion proposed by Vince (2014) relate
directly to the notion of employee development as a precursor to organizational development
overall. The concept of the Developmental Climate developed by Rao and Salunkhe (2013) also
aligns to the development of the individual, but further speaks to the concept of performance
management and career development through the advancement of worker skills and knowledge;
the same can be said for the concept of HRD’s effect on work-life balance discussed by
Kahnweiler (2008), in that the balance of work and non-work priorities impacts all three of these
areas. Jacobs (2011) presents notions as to how HRD influences management as a practice,
which affects organizational development overall. As an overarching theme, the current issues
presented here truly encompass the breadth of the definition of HRD and demonstrate that, as a
discipline, HRD faces critical challenges that shape the subject as a field of academic study
while simultaneously forcing the concept to the leading edge of the examination of the current
business environment. HRD AS STRATEGIC PARTNER IN THE HIGH PERFORMANCE
ORGANIZATION To truly understand the significance and strategic importance of HRD to the
modern business enterprise, one must understand first the concept of the High Performance
Organization (hereafter abbreviated HPO), and further recognize why aspiring to become this
type of organization should be the ultimate goal of any firm. The following definition of a HPO,
as stated by Waal (2007), encompasses the research results and major tenants of the concept
developed over the last two decades: A High Performance Organization is an organization that
achieves financial results that are better than those of its peer group over a longer period of time,
by being able to adapt well to changes and react to these quickly, by managing for the long term,
by setting up 8 Journal of International & Interdisciplinary Business Research, Vol. 5 [2018],
Art. 9 https://scholars.fhsu.edu/jiibr/vol5/iss1/9 DOI: 10.58809/POPQ1755 155 an integrated and
aligned management structure, by continuously improving its core capabilities, and by truly
treating the employees as its main asset. (p. 4) Several aspects of this definition indicate the key
differentiators between ordinary organizations and HPOs. First, HPOs are dynamic,
understanding variations in the environment and adapting to change quickly. Second, they are
decidedly engaged in long-term planning and management, dedicating resources toward these
ends as opposed to more short-term goals. Third, HPOs are integrated, aligning the architecture
28
of the organization’s many functions in efficient ways. Fourth, they focus on continually
improving capability and performance.
Finally, HPOs understand that, in order to accomplish these and other various challenges, they
must view their employees as the firm’s most valuable asset and resource. It is in this last aspect
of the HPO that this concept aligns to and supports the ideals of the developmental organization
as defined by Gilley and Maycunich (2000). In both theories, employees are understood to be the
conduit through which all of the transformations between lesser-evolved organizations and HPOs
or developmental organizations will occur. Changing processes, infrastructure, and even strategy
within an organization will proceed to some eventual limitation; people are needed who
understand the vision of the firm and are committed to driving the changes necessary to reach
HPO or developmental organization status. This layer of similarities between HPOs and
developmental organizations is quite broad, in that the importance of individual employees, their
growth and development, and the long-term effect of their career and performance management
are foundational to both concepts. Likewise, the significance of HRD to each concept is
powerful, in that HRD as a discipline can be leveraged heavily to manage and promote the
alignment of employee learning and development to organizational goals. However, it must be
noted that developmental organizations and HPOs are fundamentally different ideas.
Developmental organizations structure every aspect of the firm around the goal of developing
employees to achieve greater successful results and thereby increase the value of the company
overall. HPOs, while viewing the employee workforce as a key asset, structure their firms around
the goal of superior performance in the business environment, and, through planning and
strategic management, empower and utilize that workforce to achieve it. In this way, HPOs take
the concept of the developmental organization one step beyond the development of people, and
use that developmental atmosphere to achieve clearly defined, long-term organizational aims.
Considering this difference, HPOs can and must focus on developing their individual employees
to create greater value in their organizations and achieve the outcomes necessary to classify them
as truly high-performing.
With this aspiration in mind, a HPO’s best opportunity to cultivate a strategic advantage and
become a genuinely high-performing firm is to leverage HRD effectively. Specifically, the HPO
must apply the various aspects of the HRD discipline toward the goal of best-aligning the human
resources of the organization in developmental ways to achieve organizational strategic
objectives. The following discussion examines each aspect of HRD and discusses how the
concept can be leveraged within them individually to create strategic value for a HPO. 9 Thoman
and Lloyd: Leveraging HRD as Strategic Partner Published by FHSU Scholars Repository, 2018
156 1. Individual Development Within HRD, individual development refers to the learning of
new knowledge and skills to improve performance relevant to one’s job (Gilley et. al, 2002).
This type of development is classified as more short-term in its effect, and more focused on the
work behaviors of a single worker as opposed to the collective or organization overall. Individual
development can occur in a formal setting as well as during on-the-job learning and training
activities (Gilley et al, 2002). In a HPO, individual development from an HRD perspective is
foundational to strategic organizational success. Training and development at the individual level
is needed for an organization to be able to adapt to a changing business environment, which is a
29
definitional requirement for a HPO. HRD professionals serve many roles within the firm, one of
which being that of a “change agent” (Vosburgh, 2007, p.14). In this regard, HRD facilitates the
transfer of individual knowledge and job-related learning to individuals in order to help them
adapt to the changing operational landscape. This thereby supports the firm in developing into a
HPO. 2. Career Development Career development is a more long-term approach to the individual
growth of employees of the organization. It focuses on exploring and analyzing employee
interests and aptitudes to align and grow these skills for the mutual benefit of the individual and
the firm. Further, it involves the HR structures of mentoring and resourcing job and position
growth and expansion within the firm to achieve long-term individual employee sustainment and
progression (Gilley et al, 2002).
Career development affects the HPO in several ways. This concept requires the strategic
alignment of management and HRD structures to grow individual employees into positions to
sustain focus on long-term objectives. Career development also influences the definition of the
firm’s core capabilities, as those whose career progression aligns to these capabilities will find
greater opportunities for progression within the HPO. HRD plays a significant role in the career
progression of employees of the HPO by establishing pathways for the long-term advancement
of individuals within the firm and providing guidance and counsel as individual workers progress
in their careers. These actions have direct influence on the success of the firm as a HPO and add
strategic value to the firm’s operational plan. 3. Performance Management Performance
management is a system of processes designed to enact short-term organizational efforts to
improve the performance of the firm (Gilley et al, 2002). These processes examine, analyze, and
track all of the information within the firm related to both individual and organizational
performance: performance appraisal metrics, work environment data, and job knowledge
inventories among many others. The goal of this analysis is to develop short-term solutions to
performance issues and quickly enhance the effectiveness of the organization overall. 10 Journal
of International & Interdisciplinary Business Research, Vol. 5 [2018], Art. 9
30
https://scholars.fhsu.edu/jiibr/vol5/iss1/9 DOI: 10.58809/POPQ1755 157 The role of HRD with
respect to performance management in a HPO is to guide individuals and the firm overall to
greater success through a focus on short-term results that align to the company’s core
capabilities. Performance management emphasizes smaller, more tactical changes in
organizational activity to improve business outcomes. This type of tactical change is another
function of the change manager within the HRD paradigm (Vosburgh, 2007). In this way, HRD
can provide strategic value to the firm by ensuring that performance management initiatives
support the core capabilities of the firm and will thereby lead to business success. 4.
Organizational Development This last aspect of HRD is where the concept of the HPO and the
concept of developmental organization (Gilley and Maycunich, 2000) come full-circle and
realign in terms of a holistic approach to managing employees to affect organizational change.
The goal of organizational development in the HRD model is to design new, long-term solutions
to problems and shortcomings within the firm (Gilley et all, 2002). These solutions affect the
organization at the highest levels, which has a direct strategic impact on the firm’s success. HRD
provides perhaps the greatest influence to the firm with regards to the process of true
organizational change. With an understanding that employees are, in fact, the main asset of the
firm, HRD as an inter-disciplinary enabler within the organization is uniquely qualified and
positioned to guide employee development to enhance organizational performance and institute
organizational change. HRD fills many roles within the firm, including change agent (as
mentioned earlier), but also administrative and employee relations expert, as well as strategic
partner (Vosburgh, 2007). Through the fulfillment of these many roles, HRD can affect the
organization in every manner necessary to shape it into a truly high-performing organization:
helping employees adapt to change for long-term success, improving employee knowledge for
enhancement of core capabilities, and helping align management and performance objectives.
This makes HRD perhaps the most influential discipline in the firm with respect to executing
strategic change and performing organizational development.
The conceptualization of HRD as an aspect of affecting organizational change is part of the

strategic value this idea brings to the high-performance workplace. Zhang, Fan, and Zhu (2014)
defined these high-performance practices as a HPWS, dedicated to creating a competitive
advantage for the firm. The HPWS is just one example of an application of HRD being utilized
to develop a change in the organization’s workforce and develop employees into strategic assets
of the firm. These assets, which are unique and specialized to the organization (Amit and
Schoemaker, 1993), help to achieve the firm’s strategic goals, thereby maximizing the
competitive advantage of the firm (Po-Chien and Shyh-Jer, 2011) and thereby leading to greater
business success.
CONCLUSION
The preceding discussion has illustrated the importance and influence of HRD in the modern
business environment. HRD has evolved from the administrative and clerical beginnings of the
HR functions of the past into a truly strategic partner that can have major implications to the
performance and success of organizations in any industry. Current issues, such as work-life 11
Thoman and Lloyd: Leveraging HRD as Strategic Partner Published by FHSU Scholars
Repository, 2018 158 balance and the Developmental Climate, continue to keep the HRD
31
concept on the forward edge of the discussion with respect to effective organizational change,
and only through its continued study will the span and reach of its influence be truly known.
HRD can be an enabler to any organization, but has the capacity to be of significant strategic
value to those firms that aspire to achieve the performance level of a HPO. The HPO concept
requires that employees be grown and developed as the primary assets of the firm; HRD
concepts, when brought to bear on this challenge, can substantially assist the firm in developing
its structures, protocols, and, most importantly, people to meet this requirement. The
interdisciplinary aspect of HRD enables it to affect every level of the firm, thereby directly
affecting the major tenants of the HPO in highly-considerable ways. This discussion is limited to
the size and scope of the concepts engaged for the purposes of this examination. Further research
into real HPOs which leverage HRD capacities, utilizing any type of quantitative or qualitative
methods, will clearly bring greater clarity to this topic. This discussion has outlined where HRD
has come from in its evolution, where it is now with respect to current issues, and where it could
go in terms of its importance to the HPO concept. Where it will go, however, remains a question,
and further research into this topic will be needed in order to answer it
32
Chap 3: RESEARCH METHODOLOGY
3.1 Introduction:
. Data For the purpose study, we have selected three IT industries for the proposed study. In this
study, we have collected samples for full-time employees belonging to this company and also
those who were very recently left the company. The present study is a problem identification
research, a sample size of 100 was targeted from different sections of employees in the different
department and finally, we could achieve 60 samples from each company in the proposed study.
During the sample design some of the control categories/characteristics (based on the nature of
population) were developed/ identified like work groups, education and age and also the quotas
were assigned so that the proportion of the sample elements possessing the control
characteristics will be the same as the proportion of population elements with these
characteristics. 6.2.
Questionnaire on HRD Practices for perceived HighPerformance Work Systems in Indian IT

industries For measuring effective HRD practices and high-performance work systems of
different IT industries located in India, we have developed standard research questionnaire with
a proper investigation of the HRD practices parameter. Also, in this context, we had taken aid
and advice of experienced academicians, managers in different industries and research persons
respective this fields with having five important parameters and each parameter having 5
statements (items) and scale ranging from 5 (Strongly Agree) to 1 (Strongly disagree) to
measure the elements of effectiveness of HRD practices and high performance work systems as
per the employee perceptions in present context.. The respondents were asked to rate each item
on a five-point scale ranging from 5 (strongly agree) to 1 (strongly disagree). 6.3. Reliability
Test- Reliability Test Statistics For this study, first, we have used Cronbach alpha to test the
reliability of the collected data for the proposed study. Table 6.1 shows the reliability of the data
where the value of Cronbach’s alpha was found to be 0.812, which shows that the data was 81.2
% reliable in the WIPRO. Whereas TCS and INFOSYS are concerned, we were found that 71%
& 81% having reliable for the proposed study. Table 6.1 Reliability Statistics Companies
Cronbach's Alpha N of Items N of Cases WIPRO .812 60 60 TCS .712 60 60 INFOSYSIS .814
60 60 Source: Primary Data 6.4. Statistical Instruments Used for Measures In this study, to
analyse and interpret the collected data, various statistical measures have been used such as
Mean, Standard Deviation, Variance, ANOVA, correlation and Z statistics were developed. It
has been performed through SPSS 19 (trial version) MS Excel 2007. 6.5. Descriptive Analysis
Next, to reliability analysis, descriptive analysis is one of the most important diagnoses tools for
study the character of data. As per stated by Malhotra (2005), the distribution is said to be
normal, if it takes a bell-shaped curve and thereby the skewness and kurtosis computed out of
the data becomes equal to zero. Any distribution is said to be normal when the values of
skewness and kurtosis are equal to zero.
1) Problem Formulation: By means of this research, we intend to find out how software firms
can contribute positively to the environment by following the basic principles of Green IT.
Secondly, we intend to find out what measures are these companies taking to ensure that they
33
are complying with green practices on manufacturing, using and disposing computer systems.
Thirdly, we want to investigate on how we can improve these measures, or add new ones so as
to maximize the companies green contribution. In a nutshell, we will browse through the various
initiatives required for green computing, what initiatives have been taken in the perspective
Organization, how effective they have been, and what enhancements can be done to the existing
model to further make the existing model more environment friendlier. Throughout the course of
this research, we shall be meeting with the practices departments of Wipro Technologies, so as
to benefit our research with appropriate data , sharing of observations and discussion of
conclusions derived. We shall also attempt to find out the impact of ICTs on the environment on
a regular basis by constantly reviewing environmental statistics that highlight this impact.
Considerations while selecting Green IT as a research problem. - Ever since I understood the
importance of our environment and the impact of ICTs on it, I became concerned which is the
reason why I have a deep interest in the subject of Green computing. - Because of my deep
interest in this concept, I have always been well versed with what is happening in the world of
green computing, and for the same reason I have gone through I a large magnitude of research
papers, journals, books, and online material available online. This has significantly reduced the
time I would have otherwise invested in information gathering for this research. Hence I am in
position to utilize this gained time in investigation this domain in finer detail.
- The most motivation factor about this research topic is that on completion of this research
work, the knowledge gained thereof would be beneficial not to an individual, but to the whole
environment.
- Another motivating factor is that following green practices for ICTs is not just a question of
compliance, but it also brings monitory benefit with it, by minimizing operation and purchasing
costs, hence companies are also very much welcoming for anyone who can better their existing
green practices
Considerations while selecting Green IT as a research problem
. - Ever since I understood the importance of our environment and the impact of ICTs on it, I
became concerned which is the reason why I have a deep interest in the subject of Green
computing.
- Because of my deep interest in this concept, I have always been well versed with what is
happening in the world of green computing, and for the same reason I have gone through I a
large magnitude of research papers, journals, books, and online material available online. This
has significantly reduced the time I would have otherwise invested in information gathering for
this research. Hence I am in position to utilize this gained time in investigation this domain in
finer detail
. - The most motivation factor about this research topic is that on completion of this research
work, the knowledge gained thereof would be beneficial not to an individual, but to the whole
environment.
34
- Another motivating factor is that following green practices for ICTs is not just a question of
compliance, but it also brings monitory benefit with it, by minimizing operation and purchasing
costs, hence companies are also very much welcoming for anyone who can better their existing
green practices.
2) Extensive Literature Review: Literature review is integral part of entire research process and
makes valuable contribution to every operational step. Reviewing literature can be time-
consuming, daunting and frustrating, but is also rewarding. Throughout the course of this
research, I intend to constantly and continually focus on the review of all existing literal in this
field, so that I am inform to the largest extend about the various happenings in this field. This
knowledge will hugely benefit the research as Iwill be aware about the working principles on
this subject throughregular extensive research. The process of reviewing the literature helps us
to understand thesubject area better and thus helps us to conceptualize our research problem
clearly and precisely. It also helps us to understand the relationship between our research
problem and the body of knowledge in the area. A literature review tells us if others have used
procedures and methods similar to the ones that we are proposing, which procedures and
methods have worked well for them, and what problems they have faced with them. Thus we
will be better positioned to select a methodology that is capable of providing valid answer to our
research questions. Sources of Literature Review BOOKS Books comprise a central part of any
bibliography. During the course of this research work, we shall be going through a large
magnitude of books that are related to Green IT, ICTs impact on environment, Cloud
Computing, Virtualization etc. This review can be both, advantageous and disadvantageous in
their own ways.
Advantage-material published generally is of good quality and the findings are integrated with
other research to form a coherent body of knowledge. Disadvantage-material is not completely
up to date, as it can take a few years between the completion of a work and publication in the
form of a book. JOURNALS Journals provide us with the most up-to-date information, even
though there is a gap of two to three years between the completion of a research project and the
publication in a journal. As with books, we need to prepare a list of journals for identifying
literature relevant to our study. E-journals: E-journals have become popular and are easy to find
because today most of the researchers prefer to publish their journals on internet. E-journals can
be purchased from the publishing companies or a subscription can be obtained.
E-books: E-books like other printed books have similar information but they are available on
internet. Some of the e-books are free to read and print while others have to be purchased.
Amazon and e-bay are two prominent sources of purchasing books online. Newspapers: While
conducting research on such a subject that is directly related to the future of this planet,
newspapers would prove to be very important because they contain information about the latest
facts and figure not only on national, but also at world level that a book may not contain.
Government Published Documents: Government publishes records and reports of various
environmental statistics which will give me insight for later research.
3) Objective Formulation: In the course of this research, we shall be concentrating primarily on

three main objectives
35
. - To explore how software firms can contribute positively to the environment by following the
basic principles of Green IT.
- To find out what measures are these companies taking to ensure that they are complying with
green practices on manufacturing, using and disposing computer systems
. - To determine how we can improve these measures, or add new ones so as to maximize the
companies green contribution. I shall be undergoing a descriptive study on Wipro Technologies
sustainability report from the past to keep tract of how the company has been able to handle this
issue, and how successful they have been in implementing all that they had targeted in the line
of this initiative.
4) Research Design Preparation: Research design is the conceptual structure within which
research would be conducted. The function of research design is to provide for the collection of
relevant information with minimal expenditure of effort, time and money. For data collection, I
shall be relying primarily on Wipro Technologies, although I shall be visiting other ICTs as well
so as to do a comparative analysis. While vising other ICTs, survey methodology will be
followed. It would be advantageous in the sense that - Can be used to collect many different
kinds of information - Quick and low cost as compared to observation and experimental method.
It would be disadvantageous in the sense that - Respondent’s reluctance to answer questions
asked by unknown interviewers about things they consider private
. - Busy people may not want to take the time -may try to help by giving pleasant answers
- Unable to answer because they cannot remember or never gave a thought to what they do and
why
- May answer in order to look smart or well informed. Mail Questionnaires: It would be
advantageous in the sense that - Can be used to collect large amounts of information at a low
cost per respondent. - Respondents may give more honest answers to personal questions on a
mail questionnaire - No interviewer is involved to bias the respondent’s answers. - Convenient
for respondent’s who can answer when they have time - Good way to reach people who often
travel It would be disadvantageous in the sense that - Not flexible - Takes longer to complete
than telephone or personal interview - Response rate is often very low - Researcher has no
control over who answers. Focus Group Interviewing: For Green IT, this way of gathering
information would prove to be excellent because apart from facts and figures, we will be getting
a lot of new ideas and people’s own perception of how they think that green practices can be
made better. It is rapidly becoming one of the major research tool to understand people’s
thoughts and feelings. It is usually conducted by inviting six to ten people to gather for a few
hours with a trained moderator to talk about a product, service or organization. The moderator
needs objectivity, knowledge of the subject and industry, and some understanding of group and
consumer behavior. The moderator starts with a broad question before moving to more specific
issues, encouraging open and easy discussion to bring out true feelings and thoughts. At the
same time, the interviewer focuses the discussion, hence the name focus group interviewing.
-often held to help determine the subject areas on which questions should be asked in a later,
36
large-scale, structured-direct interview.
5) Data Collection: Apart from collecting the performance related data, we shall also be
conduction questionnaires. A questionnaire consists of a set of questions presented to a
respondent for answers. The respondents read the questions, interpret what is expected and then
write down the answers themselves. It is called an Interview Schedule when the researcher asks
the questions (and if necessary, explain them) and record the respondent’s reply on the interview
schedule. Because there are many ways to ask questions, the questionnaire is very flexible.
Questionnaire should be developed and tested carefully before being used on a large scale.
There are three basic types of questionnaire: • Closed –ended • Open-ended • Combination of
both Ø Closed –ended Questionnaire: -Closed ended questions include all possible
answers/prewritten response categories, and respondents are asked to choose among them. -e.g.
multiple choice questions, scale questions - Type of questions used to generate statistics in
quantitative research. -As these follow a set format, and most responses can be entered easily
into a computer for ease of analysis, greater numbers can be distributed. Ø Open-ended
Questionnaire: -Open-ended questions allow respondents to answer in their own words.
-Questionnaire does not contain boxes to tick but instead leaves a blank section for the response
to write in an answer. -Whereas closed–ended questionnaires might be used to find out how
many people use open-ended questionnaires might be used to find out what people think about a
service. -As there are no standard answers to these questions, data analysis is more complex
. -As it is opinions which are sought rather than numbers, fewer questionnaires need to be
distributed. Ø Combination of both: -This way it is possible to find out how many people use a
service and what they think of the service in the same form. -Begins with a series of closed–
ended questions, with boxes to tick or scales to rank, and the finish with a section of open-ended
questions or more detailed response.
6) Analysis of Data: Processing and analysing data involves a number of closely related
operations which are performed with the purpose of summarizing the collected data and
organizing these in a manner that they answer the research questions (objectives). The Data
Processing operations are: 1. Editing- a process of examining the collected raw data to detect
errors and omissions and to correct these when possible.
2. Classification- a process of arranging data in groups or classes on the basis of common

characteristics depending on the nature of phenomenon involved. 3. Tabulation-Tabulation is the
process of summarizing raw data and displaying the same in compact form for further analysis.
It is an orderly arrangement of data in columns and rows.
Tabulation is essential because:
a) It conserves space and reduces explanatory and descriptive statement to a minimum.

b) It facilitates the process of comparison.
c) It facilitates the summation of items and the detection of errors and omissions
d) It provides the basis for various statistical computations. Tabulation may also be classified as
simple and complex tabulation. Simple tabulation generally results in one-way tables which
supply answers to questions about one characteristic of data only. Complex tabulation usually
37
results on two-way tables (which give information about two inter-related characteristics of
data), three–way tables or still higher order tables, also known as manifold tables
. 7) Report Generation This will consolidate all the above stated points mentioned above. The
report will contain all relevant details related to all the research done on Green IT, and will be
the summation of all conclusions derived and improvements suggested and implemented.
2. Wipro’s Initiative Wipro works closely with its partners and stake holders in identifying and
eliminating not only the chemicals rated toxic and hazardous but goes one step beyond to
identify chemicals that may pose a threat in the future to the safety of its employees and the
environment at large. Currently the below table enlists few of the identified chemicals and
phase-out plans
The McKinsey 7-S Framework
Every organization needs to have specific objectives, or goals, that it is striving to achieve.
Without these targets in place, it is easy for a business to just ‘wander’ from day to day, without
ever making any headway in the market. If your company is going to not just scrape by, but
actually thrive moving forward, you want to have clear and measurable objectives that you are
working to achieve. Of course, it is one thing to have objectives in mind that you would like to
reach – but it is another thing entirely to actually have your organization aligned correctly in
order to achieve those goals. No matter what size of organization you happen to be running, it is
imperative that all actions within the company are designed to help move closer and closer to
your stated goals. It is common for businesses to ‘lose their way’ while trying to do too much, or
too many different things.
The businesses that are successful in the end tend to be those who work cohesively as a unit to
check off goals one at a time. With that in mind, one of the best business models available to
help you stay on the same page throughout your company is the McKinsey 7-S Framework. As
the name would indicate, there are seven components to this model, each beginning with the
letter ‘s’
. Those components are as follow

s – • Strategy
• Structure
• Systems
• Shared Values
• Skills
• Style
• Staff
Each of these plays an important role in the ultimate destination of the company over the long
run. If you are out of alignment within your business on even one or two of these points, there
38
could be trouble waiting ahead. Below, we are going to take a quick look at each of these seven
components to better understand how they impact the direction of the company as a whole.
Strategy This one should be pretty self-explanatory, as all organizations should have a clearly
defined strategy in place
for how they are going to beat the competition. If you don’t have a good strategy already in
place for your business, that should quickly become one of your top priorities. You have to seek
out and obtain some kind of competitive advantage in the market if you are going to consistently
bring in revenue and grow your company. Some basic strategy examples are entering the market
at the lowest possible price point, or entering the market with a high-quality, high-priced item.
Structure The design of your organization from a structural standpoint has a lot to do with how
successful you can be in reaching your goals. Who answers to whom within the company? How
to the various departments interface with one another? There needs to be a clearly defined
structure in place to make sure that time is not wasted trying to determine who can make
decisions on a given matter. Systems Each day, business is conducted within your office in a
certain fashion. The way things are done can be referred to as the systems that you have in
place. Obviously, it is a big advantage to be as efficient as possible when it comes to the design
and execution of your systems.
Are employees wasting time doing tasks that are redundant in nature? Are you spending too
much money on outsourcing a task that could actually be done in-house? Refining systems is an
important part of your organizational success. Shared Values You can think of this point as being
‘what the company is all about’. Some organizations strive to produce the highest quality
products on the market, and that is a mission that is shared throughout the business.
Or, other companies may strike to do their work in a way that not only makes money, but also
does good things for the environment or the community (or some other ‘greater good’). Style
You want to have a clearly established leadership style within the business to ensure that all
employees know what to expect, and know what is expected of them. Some companies are run
tightly, with plenty of oversight and control in place. Others choose to put more trust in their
employees to get the job done without assistance. The right choice for your business likely
depends on the specific industry you are in, as well as the skill of those employed by the
company. Staff Speaking of employees, they naturally play a large role in this equation as well.
With the right people in place, working toward the goals of the organization should become a
relatively easy task. However, if your company lacks the skills in key areas to get the job done
right, you may struggle even if you are hitting on the other six points on this list. will help you
to get the most from your employees. There is no substitute for talented and invested employees.
Also, experience is a critical part of having a quality team, so keeping people around for many
years Skills What skills do you have available to you within the staff that is currently
assembled?
What are they capable of, and where are they lacking? Knowing the skills that you have on hand
will help you make hiring decisions, as you can choose new employees who ‘fill in the gaps’
that exist in your current team. need and you can do so with a thought toward getting help in
areas where your own team is less-capable. Working through the
39
McKinsey 7-S Framework is a great way to gain an overall understanding of your business and
what it is capable of achieving. By having clear organizational goals in place, and then using
this framework to understand where you are headed, it should be possible to make adjustments
as necessary to steer the business in the right direction. Success doesn’t happen Also, you may
decide to outsource some of your work from time to time based on by accident in the real world
– it happens through hard work, careful planning, and a commitment to reaching the ultimate
objective of the organization. You can read more about the
McKinsey 7-S Framework in our free eBook ‘Five Essential Business Strategy Tools’.
Download it now for your PC, Mac, laptop, tablet, Kindle, eBook reader or Smartphone. • The
McKinsey 7-S Wipro Limited Porter Five Forces Analysis Strategic Management Essays, Term
Papers & Presentations Porter Five Forces Analysis is a strategic management tool to analyze
industry and understand underlying levers of profitability in a given industry. Wipro Limited
managers can use Porter Five Forces to understand how the five competitive forces influence
profitability and develop a strategy for enhancing Wipro Limited competitive advantage and
long term profitability in Information Technology Services industry. Brief overview of Wipro
Limited Wipro Limited is one of the leading firms in the Information Technology Services. Over
the years Wipro Limited has redefined the ways of doing business in Technology. Wipro
40
CHAPTER 4: DATA ANALYSIS AND
INTERPRETATION
4.0 Introduction:
Data analysis and interpretation is the process of assigning meaning to the collected
information and determining the conclusions, significance, and implications of the findings.
The steps involved in data analysis are a function of the type of information collected,
however, returning to the purpose of the assessment and the assessment questions will
provide a structure for the organization of the data and a focus for the analysis.
Fig 4.0.1
Data Analysis and Interpretation
Data interpretation refers to the implementation of processes through which data is reviewed
for the purpose of arriving at an informed conclusion. The interpretation of data assigns a
meaning to the information analyzed and determines its signification and implications. The
importance of data interpretation is evident and this is why it needs to be done properly.
Data is very likely to arrive from multiple sources and has a tendency to enter the analysis
process with haphazard ordering. Data analysis tends to be extremely subjective. That is to
say, the nature and goal of interpretation will vary from business to business, likely
correlating to the type of data being analyzed. While there are several different types of
41
processes that are implemented based on individual data nature, the two broadest and most
common categories are “quantitative analysis” and “qualitative analysis”.
The purpose of the data analysis and interpretation phase is to transform the data collected
into credible evidence about the development of the intervention and its performance. In this
chapter, the collected data was analyzed with the help of Microsoft Excel.
Data analysis is defined as a process of cleaning, transforming, and modeling data to

discover useful information for business decision-making. The purpose of Data Analysis is
to extract useful information from data and taking the decision based upon the data analysis.
A simple example of Data analysis is whenever we take any decision in our day-to-day life
is by thinking about what happened last time or what will happen by choosing that particular
decision. This is nothing but analyzing our past or future and making decisions based on it.
For that, we gather memories of our past or dreams of our future. So that is nothing but data
analysis. Now same thing analyst does for business purposes, is called Data Analysis.
Data interpretation is the process of reviewing data through some predefined processes
which will help assign some meaning to the data and arrive at a relevant conclusion. It
involves taking the result of data analysis, making inferences on the relations studied, and
using them to conclude.
Therefore, before one can talk about interpreting data, they need to be analyzed first. What
then, is data analysis?
Data analysis is the process of ordering, categorizing, manipulating, and summarizing data
to obtain answers to research questions. It is usually the first step taken towards data
interpretation.
It is evident that the interpretation of data is very important, and as such needs to be done
properly. Therefore, researchers have identified some data interpretation methods to aid this
process.
42
4.1 Data Analysis and Interpretation
4. B Age
Options % Coun
t
Below 25 72.2
years 2 26
26-35 years 22.2 8
2
36-45 years 0 0
46-55 years 5.56 2
Above 56
years 0 0
Age
Below 25 years 26-35 years 36-45 years 46-55 years Above 56 years
Diagram 4. B Distribution of sample based on Age

INTERPRETATION
From the given data, it was observed that majority of the employees in the organization fell
in the age group of below 25 years, some are in the group of 26-35 years, no employee was
43
in the age group of 36-45 years, very few were in the group of 46-55 years and no employee
was in the age group of above 55 years.
4. C Gender
Options % Coun
t
Male 52.7 18
8
Femal 47.2 17
e 2
Other 0 0
Gender
Male Female Other
Diagram 4. C Distribution of sample based on Gender
INTERPRETATION
From the above table, we can see that, out of the total number received 18 employees were
male whereas the remaining 17 employees were females. Majority employees who work in
the company are males.
44
4.1.1 How long have you been working in your organization?
Options % Count
Less than a year 6 2
0 1
1-6 Years 28.57 1
0
7-12 Years 8.5 3
7
13-18 2.8 1
Years 6
Question 1
Less than a year 1-6 Years 7-12 Years 13-18 Years
Diagram 4.1.1 Distribution of sample based on Q1
INTERPRETATION
45
From the above table, it is observed that about 21 employees have worked for about less
than 1 year, 11 employees have been working in the tenure of 1-6 years, only 3 employees
have worked in the tenure of 7-12 years and only 1 employee has worked in the tenure of
13-18 years.
4.1.2 How long it takes for your organization to fill the vacancy?
Options % Count
Less than 1
month 54.29 19
1-2 months 37.14 13
2-4 months 8.57 3
4-6 months 0 0
Question 2
Less than 1 month 1-2 months 2-4 months 4-6 months
46
INTERPRETATION
From the above table, it is observed that according to 19 employees, it takes less than a
month to fill the vacancy; according to 14 employees, it takes 1-2 months to fill vacancies
and according to 3 employees, it takes 2-4 months to fill the vacancies. No employee thinks
that it requires 4-6 months to fill a vacancy.
4.1.3 How effective are the recruitment and selection practices in our organization?
Options % Count
Very effective 37.14 1
3
Good 6 2
0 1
Not effective 2.8 1
6
Bad 0 0
Question 3
Very effective Good Not effective Bad
47
INTERPRETATION
From the above table, it is observed that according to 13 employees, the recruitment and
selection practices are very effective; according to 22 employees, the recruitment and
selection practices are good; according to 1 employee, the recruitment and selection
practices are not effective.
4.1.4 Are these recruitment and selection practices able to give you the needed and
qualified candidates to fill the vacancies?
Options % Count
Yes 97.22 3
4
No 2.7 1
8
Question 4
Yes No
48
INTERPRETATION
From the above table, it is observed that according to 34 employees, recruitment and
selection practices are able to give the company the needed and qualified candidates to fill
the vacancies and according to 1 employee recruitment and selection practices are not able
to give the company the needed and qualified candidates to fill the vacancies.
4.1.5 Have these recruitment and selection practices led to the employment of
competent staff?
Options % Count
Yes 85.72 3
0
No 14.28 5
Question 5
Yes No
49
INTERPRETATION
From the above table, it is observed that according to 30 employees, these recruitment and
selection practices lead to the employment of competent staff and according to 5 employees,
these recruitment and selection practices does not lead to the employment of competent staff.
4.1.6 What should be the best recruitment sources according to your preference?
Options % Coun
t
Internal 2 7
Recruitment 0
External 5.71 2
Recruitment
Both 74.2 2
9 6
Question 6
Internal Recruitment External Recruitment Both
50
INTERPRETATION
From the above table, it is observed that according to 7 employees, best recruitment
sources of recruitment is internal recruitment; according to 2 employees, best recruitment
sources of recruitment is external recruitment and according to 26 employees, the best
recruitment sources of recruitment are both i.e. internal and external recruitment.
4.1.7 Do you find e-recruiting a suitable way of recruiting?
Options % Count
Yes 8 2
0 8
No 2 7
0
Question 7
Yes No
51
INTERPRETATION
From the above table, it is observed that according to 28 employees, e-recruiting is a suitable
way of recruiting and according to 7 employees, e-recruiting is not a suitable way of
recruiting.
4.1.8 Do you know whether the organization performs any job analysis (i.e. duties,
responsibilities, skills etc. required for a particular job) before advertising vacancies
for employment?
Options % Coun
t
Ye 82.6 2
s 6 9
No 17.1 6
4
52
Question 8
Yes No
INTERPRETATION
From the above table, it is observed that according to 29 employees, the organization
performs jobs analysis before advertising vacancies for employment and according to 6
employees, the organization does not perform any job analysis before advertising vacancies
for employment.
4.1.9 Does the organization have any agents that recruits and selects employees?
Options % Coun
t
Ye 71.4 2
s 3 5
No 28.5 1
7 0
53
Question 9
Yes No
INTERPRETATION
From the above table, it is observed that according to 25 employees, the organization have
agents that recruits and selects employees and according to 10 employees, the organization
doesn’t have any agents that recruits and selects employees.
4.1.10 How do you feel about interview panel?
Options % Coun
t
Excellent 22.8 8
6
Goo 54.2 1
d 9 9
54
Satisfactor 2 7
y 0
Poor 2.86 1
Question 10
Excellent Good Satisfactory Poor
INTERPRETATION
From the above table, it is observed that according to 8 employees, the interview panel is
excellent; according to 19 employees, the interview panel is good; according to 7
employees, the interview panel is satisfactory and according to 1 employee, the interview
panel is bad(not up to the mark).
4.1.11 Are you aware of any formal policy for the recruitment and selection of
employees?
Options % Coun
t
55
Ye 71.4 2
s 3 5
No 28.5 1
7 0
Question 11
Yes No
INTERPRETATION
From the above table, it is observed that according to 25 employees, they are aware of
formal policy for the recruitment and selection of employees and according to 10
employees, they are not aware of any formal policy for the recruitment and selection of
employees.
4.1.12 Does the organization have structured recruitment and selection practices in
place for new employees?
56
Options % Count
Ye 82.8 2
s 6 9
No 17.1 6
4
Question 12
Yes No
INTERPRETATION
From the above table, it is observed that according to 29 employees, the organization has the
structured recruitment and selection practices in place for new employees and according to 6
employees, the organization doesn’t have structured recruitment and selection practices in
place for new employees.
4.1.13 Does the organization clarify the position objectives, requirement and candidate
specification in the recruitment process?
Options % Count
57
Yes 94.29 33
No 5.71 2
Question 13
Yes No
INTERPRETATION
From the above table, it is observed that according to 33 employees, the organization clarify
the position objectives, requirement and candidate specification in the recruitment process
and according to 6 employees, the organization does not clarify the position objectives,
requirement and candidate specification in the recruitment process.
4.1.14 Why do you think the candidates are rejected?
Options % Count
Not up to the mark 20 7
58
Manager Rejected 11.43 4
Not having required knowledge in field 42.86 15
Not suitable for job 25.71 9
Question 14
Not up to the mark Manager Rejected

Not having required knowledge in field Not suitable for job
INTERPRETATION
From the above table, it is observed that according to 7 employees, the rejection is because
the candidate is not up to the mark; according to 4 employees, the rejection is because the
candidate is rejected by the manager; according to 15 employees, the rejection is because
the candidate is not having required knowledge about the field and according to 9
employees, the rejection is because the candidate is not suitable for the job.
4.1.15 How many rounds of interviews should be conducted before a candidate is

offered offer letter?
59
Options % Count
One 5.71 2
Two 45.71 16
Three 40 14
More than Three 8.87 3
Question 15
One Two Three More than Three
INTERPRETATION
From the above table, it is observed that according to 2 employees, one round of interview
should be conducted before a candidate is offered offer letter; according to 16 employees, 2
rounds of interviews should be conducted before a candidate is offered offer letter;
according to 14 employees, 3 rounds of interviews should be conducted before a candidate
is offered offer letter and according to 3 employees, more than 3 rounds of interviews
should be conducted before a candidate is offered offer letter.
4.1.16 What pre-screening criteria do you use for short listing individuals? Please
indicate from the list below.
Options % Count
Overall work Experience 30.61 30
Experience in the field 19.39 19
60
Socio - economic background 8.16 8
Leadership qualities 16.33 16
Communication 25.51 25
Question 16
INTERPRETATION
[Based on multiple option selection (Checklist)]

From the above table, it is observed that according to 30 employees, criteria of overall work
experience is use for shortlisting individuals; according to 19 employees, criteria of
experience in the field is also used for shortlisting candidates; according to 8 employees,
criteria of social economic background is also used for shortlisting employees; according to
61
16 employees, criteria of leadership qualities is also used for shortlisting employees and
according to 25 employees, the criteria of communication skills is also used to shortlist
employees.
(P.T.O)
4.1.17 Working in Recruitment and Selection department leads to overload of work.

Options % Count
Strongly agree 14.71 5
Agree 32.35 11
Neutral 47 16
Disagree 2.94 1
Strongly Disagree 2.94 1
62
Question 17
Strongly agree Agree Nuetral Disagree Strongly Disagree

INTERPRETATION
From the above table, it is observed that according to 5 employees, they strongly agree to
the fact that working in Recruitment and Selection department leads to overload of work;
according to 11 employees, they agree on the fact that working in Recruitment and Selection
department leads to overload of work; according to 16 employees they think not overload
nor underload i.e. neutral on working in Recruitment and Selection department leads to
overload of work, according to 1 employee, he/she disagrees on the fact that working in
Recruitment and Selection department leads to overload of work and according to 1
employee, he/ she strongly disagrees on the fact that working in Recruitment and Selection
department leads to overload of work.
4.1.18 The training and development programs offered by the company are useful for
candidate to achieve the required target?
Options % Count
Agree 48.57 17
63
Neutral 22.86 8
Disagree 5.8 2
Strongly Disagree 0 0
Question 18
Strongly agree Agree Nuetral Disagree Strongly Disagree
INTERPRETATION
the fact that the training and development programs offered by the company are useful for
candidate to achieve the required target, according to 17 employees, they agree to the fact
64
that the training and development programs offered by the company are useful for candidate
to achieve the required target, according to 8 employees, the neither agree or disagree i.e.
neutral to the fact that the training and development programs offered by the company are
useful for candidate to achieve the required target and according to 2 employees, they
disagree to the fact that the training and development programs offered by the company are
useful for candidate to achieve the required target.
(P.T.O)
4.1.19 The career growth opportunities in your company affect the recruitment and
selection procedure.
Options % Count
Agree 38.24 14
Neutral 35.29 12
Disagree 5.88 2
65
Question 19
Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION
the fact that the career growth opportunities in your company affect the recruitment and
selection procedure; according to 14 employees, they agree to the fact that the career growth
opportunities in your company affect the recruitment and selection procedure; according to
12 employees they neither agree nor disagree i.e. neutral to that fact that the career growth
opportunities in your company affect the recruitment and selection procedure; according to
2 employees, they disagree to the fact that the career growth opportunities in your company
affect the recruitment and selection procedure.
4.1.20 The target fixed by the company is not reasonable and is difficult to be attained?
Options % Count
Agree 20 7
Neutral 50 17
Disagree 14.28 5
Strongly Disagree 2.94 1
66
Question 20
INTERPRETATION
the fact that the target fixed by the company is not reasonable and is difficult to be attained;
according to 7 employees, they agree to the fact that the target fixed by the company is not
reasonable and is difficult to be attained; according to 17 employees, they neither agree nor
disagree i.e. neutral to the fact the target fixed by the company is not reasonable and is
difficult to be attained and according to 5 employees, they disagree to the fact that the target
fixed by the company is not reasonable and is difficult to be attained.
4.1.21 Will psychological tests help organizations select right man for the right job,
based on aptitude of an individual and thereby increase output/ productivity?
67
Question 21
Yes No
INTERPRETATION
From the above table, it is observed that according to 30 employees, they accept the fact that
psychological tests help organizations select right man for the right job, based on aptitude of
an individual and thereby increase output/ productivity and according to 5 employees, they
don’t accept the fact that psychological tests help organizations select right man for the right
job, based on aptitude of an individual and thereby increase output/ productivity.
4.1.22 Recruitment provides better exposure of the applicants as recruiters can request
additional candidate’s information.
Options % Count
Agree 48.57 17
Neutral 25.71 9
Disagree 2.86 1
68
Options % Count
Yes 85.71 30
No Question
14.29 22
5
INTERPRETATION
the fact that recruitment provides better exposure of the applicants as recruiters can request
additional candidate’s information; according to 17 employees, they agree to the fact that
recruitment provides better exposure of the applicants as recruiters can request additional
candidate’s information; according to 9 employees they neither agree nor disagree to the
fact that recruitment provides better exposure of the applicants as recruiters can request
additional candidate’s information and according to 1 employee, he/she disagrees to the
fact that recruitment provides better exposure of the applicants as recruiters can request
4.1.23 Your Company’s website provides relevant information about the organization
to the candidates.
Options % Count
Agree 51.43 18
Neutral 17.14 6
Disagree 2.71 2
69
Question 23
INTERPRETATION
the fact that company’s website provides relevant information about the organization to the
candidates; according to 18 employees, they agree to the fact that company’s website
provides relevant information about the organization to the candidates; according to 6
employees, they neither agree nor disagree i.e. to the fact that company’s website provides
relevant information about the organization to the candidates and according to 2 employees,
they disagree to the fact that company’s website provides relevant information about the
organization to the candidates.
4.1.24 Your Company’s recruitment practices helps in maximizing the job match to
ensure a good fit of employees with your company.
Options % Count
Agree 51.42 18
Neutral 17.14 6
70
Disagree 5.71 2
Question 24
INTERPRETATION
the fact that company’s recruitment practices helps in maximizing the job match to ensure a
good fit of employees with your company; according to 18 employees, the agree to the fact
that company’s recruitment practices helps in maximizing the job match to ensure a good fit
of employees with your company; according to 6 employees, they neither agree nor disagree
71
i.e. neutral to the fact that company’s recruitment practices helps in maximizing the job
match to ensure a good fit of employees with your company and according to 2 employees,
they disagree to the fact that company’s recruitment practices helps in maximizing the job
match to ensure a good fit of employees with your company.
(P.T.O)
4.1.25 Does your company’s recruitment practices help ensure compliance with Equal
Employment Opportunity (EEO) standards for all suitable candidates?
Options % Count
Yes 74.29 26
No 25.71 9
72
Question 25
Yes No
INTERPRETATION
From the above table, it is observed that according to 26 employees, they accept the fact that
company’s recruitment practices help ensure compliance with Equal Employment
Opportunity (EEO) standards for all suitable candidates and according to 9 employees, they
do not accept the fact that company’s recruitment practices help ensure compliance with
Equal Employment Opportunity (EEO) standards for all suitable candidates.
4.1.26 Which is the best sort of recruitment technique according to you?
Options % Count
References 24 24
Job postings 21 21
Employment Agencies 13 13
Telecasting 4 4
Promotion 14 14
73
Transfer 6 6
Advertisement 17 17
LinkedIn 1 1
Question 26
References Job postings Employement Agencies Telecasting

Promotion Transfer Advertisement Linkedin
INTERPRETATION
[Based on multiple option selection (Checklist)]

From the above table, it is observed that according to 24 employees, the best sort of
recruitment is through references; according to 21 employees, the best sort of recruitment is
also through Job postings; according to 13 employees, the best sort of recruitment is also
through Employment agencies; according to 4 employees, the best sort of recruitment is also
through Telecasting; according to 14 employees, the best sort of recruitment is also through
74
Promotion; according to 6 employees, the best sort of recruitment is also through Transfer;
according to 17 employees, the best sort of recruitment is also through advertisement and
according to 1 employee, the best sort of recruitment is also through LinkedIn.
CHAPTER 5: FINDINGS AND SUGGETIONS
In this chapter research findings are presented, conclusions are drawn and suggestions are
made.
5.1 FINDINGS OF THE STUDY
 Demographic Profile:
75
• Most of the respondents from Insurance companies are male.
• Age group of below 25 years has majority among the respondents.
• Work experience of less than 1 year category has majority among the respondents.
 Recruitment Process Acceptability:
• Insurance companies are accepting the candidates with prior work experience.
 Interview rounds:
• Majority of the employees are following two interview rounds for selection of employees.
 Effectiveness of Recruitment and Selection:

• It is found that recruitment and selection process is effective in respondent Insurance
companies and it is observed that there is a significant difference between the
opinions of the companies regarding "Effectiveness of recruitment and selection
practice".
 Recruitment Methods:
• References and Job Postings are the best methods preferred by Insurance companies in
recruitment process. It is identified that there is a significant difference between Insurance
companies and other companies with regards to methods of recruitment process
 Qualified Candidates and Competent Staff:

• The present recruitment and selection practices are able to give needed, qualified
candidates and competent staff to the Insurance companies. It is observed that there is a
significant difference between the companies with regards to recruitment and selection
practices.
 Recruitment Sources:
76
• Employees prefer both internal and external sources as the best recruitment policies. It is
identified there is a significant difference between Insurance companies with regards to
sources of recruitment process.
 E-recruitment Method:
• Employees of Insurance companies opined that the E-recruitment is a suitable way of

recruitment and it is identified that there is a significant difference between the companies
with regards to E-recruitment.
 Job Specification:
• Majority of the companies are applying the job specification for sales professionals.
 Internal Factors:
• Company pay package, quality of work life, company’s name and fame are the internal
factors which are influencing the recruitment process.
 External Factors:
•Socio-economic factors, supply and demand and employment rate are the most influencing
external factors of recruitment are influencing the recruitment process.
 Selection Process: Test Criterion:

• Majority of the companies are using interviews, intelligence test and technical test as their
test criteria while selecting professionals.
 Pre-screening criteria:
• Companies preferring overall work experience, experience in the field, leadership qualities
and communication as the pre-screening criteria.
 Online Recruitment:
77
• Respondents opined that the performance of online recruitment is encouraging the
Insurance companies.
 Intimation to the Rejected Candidates:

• Most of the Insurance companies are informing the rejected candidates by certain remarks
and suggestions.
5.2 SUGGESTIONS
 The success of Insurance companies is determined by how many ‘ideal’ candidates it

attracts, not by the total number of applications. If it attracts large number of candidates
it has written a poor ad. The more the ad tries to obscure essential details, the more
likely it is attracts unsuitable people. It costs money every time if it’s receives an
application from someone who lacks the background and experience the company
wants. The companies should include statements like ‘only apply if ... ‘or 'do not apply
unless'.
 Normally, the companies pullout more than 1 set of job specification for a position that
they have used since the 80s, and it's the same set of specifications they used for the
person they just fired, take the time to talk to the clients and really understand what is
required for the position. Eliminate outdated and inaccurate specification for the job.
 The Insurance companies are using E-recruitment as one of the sources of recruitment.
The best people to hire are the ones who have already shown an affinity towards
company. Utilizing the Social Media ads only serves up ads to people who frequently
“liked” the site’s events on its site’s page. This filtering option ensures that the ads
only appeared for the true fans of the company, thus weeding out the unnecessary
volume of applicants that often plague the online talent scouting process.
 It is important to know about the candidates activities on social networks. It gives

person’s entire social identity on Facebook, Twitter, LinkedIn and Skype with just a
78
single e-mail address. By reading their online identity, the companies can see what
they're about, it helps the Insurance companies to understand clearly the behavior of
candidates on social networks.
 Hiring managers need to set aside their egos and hire the ‘right’ candidate for the
position, based on the candidate's fit with the company: ethics, integrity, personal
vision, and then skill set. If it is not possible to make a cultural fit, it may be replacing
that person in a relatively short period. Employees should fit into the culture of the
company to move freely with colleagues.
 Rejection for one job offer is never a dead end. IT company recruiters doing a good job
keeping in touch with candidates, “the candidate who turned down from the offer, after
six months again they can apply for a job in the same company. Then the candidates are
ready with the skill set required by the company.
 The recruitment and selection process is the time we not only identify a candidate who
has the experience and aptitude to do the job that we are looking to fill, but also to find
someone who shares and endorses our company’s core values. The candidate will need
to fit in well within our company’s culture. The selection and recruitment process
should provide our company with an employee who adapts and works well with others
in our business. Failure to recruit and select for the long term can result in high
turnover.
CHAPTER 6: CONCLUSION
79
A company's recruitment and selection process is the best way to achieve success in
the business world. Implementing more effective processes to recruit candidates
and select the best and the brightest; will improve one's ability to meet one's
organization's human resource needs.
An effective recruitment and selection process reduces turnover, we also get much
better results in our recruitment process if we advertise specific criteria that are
relevant to the job. Include all necessary skills, and include a list of desired skills
that are not necessary but that would enhance the candidate's chances. If we fail to
do this, we might end up with a low-quality pool of candidates and wind up with
limited choices to fill the open position. When we choose a candidate based upon
the qualifications demonstrated in the resume, the interview, employment history
and background check, we will land the best fit for the position. Based on our
decisions about a specific candidate upon specific evidence rather than any gut
instincts. If we hire people who can do the job instead of people we merely like, we
will have higher productivity and quality in our products or services.
Besides, selection function provides a vital opportunity for us to focus on what

candidates can offer our company. It is important to select carefully, either by using
our own judgment or by enlisting the help of managers we trust. The interviewer
must know what the job is and what will be required for a new hire to perform well.
The interview process also allows us the opportunity to express our company’s
vision, goals and needs. Last but not least, it is vital that the interview elicits
responses from applicants that can be measured against our expectations for the
position. If we don’t use the interview to effectively eliminate applicants who don’t
fit into the company culture, we might end up dealing with turnover, confusion and
disgruntled employees.
Effective recruitment and selection can contribute towards an organization’s

success. During the recruitment process, both internal and external sources of
employees should be considered. This will increase the probability of organizations
attracting a wide range of candidates. In addition, a comprehensive recruitment and
selection process should be followed.
80
(P.T.O)
81
·
·
CHAP 7: BIBLIOGRAPHY
·
https://www.whatishumanresource.com/human-resource-development
·
https://www.projects99.com/project/recruitment-selection/
· https://www.reliancenipponlife.com/about-us
· https://www.ukessays.com/essays/business/literature-review-recruitment-and-
· selectionprocess-business-essay.php
http://docshare02.docshare.tips/files/13866/138667522.pdf
· http://data.conferenceworld.in/Newton/77.pdf
· https://www.slideshare.net/shonabhupesh/relince-life-insurance-project-recruitment-
nselection https://shodhganga.inflibnet.ac.in/handle/10603/168648
·
https://shodhganga.inflibnet.ac.in/bitstream/10603/168648/9/09_chapter_03.pdf
·
http://hdl.handle.net/10603/90719
https://www.coursehero.com/file/p2r6rg7/Conclusion-An-effective-recruitment-
·
andselection-process-reduces-turnover-we/ https://www.formpl.us/blog/data-
·
interpretation https://www.guru99.com/what-is-data-analysis.html
·
https://ivypanda.com/essays/recruitment-and-selection/
61
CHAP 8: ANNEXURE
Questionnaire
Respected respondent,
I, Faizan Ahmed Ansari, pursuing BMS, under the guidance of Prof.
Zahra Dehghani of Rizvi College, Bandra, request you for the information about the
recruitment and selection strategies in your organization. I shall be thankful for your
valuable information and active cooperation. This information will be used only for
academic purpose.
Personal Data:
A) Name: ___________________________________
B) Age:
a) Below 25 years b) 26-35 years
c) 36-45 years d) 46-55 years e) Above 56 years
C) Gender:
a) Male b) Female
D) Designation: ______________________________
Questions:
Q1) How long have you been working in your organization?

a) Less than 1 year b) 1 - 6 years
c) 7- 12years d) 13 - 18 years
Q2) How long it takes for your organization to fill the vacancy? a)
Less than 1 month b) 1-2 months
c) 2-4 months d) 4-6 months
83
Q3) How effective are the recruitment and selection practices in our organization? a)
Very Effective b) Good
c) Not Effective d) Bad
Q4) Are these recruitment and selection practices able to give you the needed and
qualified candidates to fill the vacancies?
a) Yes b) No
Q5) Have these recruitment and selection practices led to the employment of
competent staff?
a) Yes b) No
Q6) What should be the best recruitment sources according to your preference?
a) Internal Recruitment b) External Recruitment c) Both
Q7) Do you find e-recruiting a suitable way of recruiting?

a) Yes b) No
Q8) Do you know whether the organization performs any job analysis (i.e. duties,
responsibilities, skills etc. required for a particular job) before advertising vacancies
for employment?
a) Yes b) No
Q9) Does the organization have any agents that recruits and selects employees? a)
Yes b) No
Q10) How do you feel about interview panel?

a) Excellent b) Good
c) Satisfactory d) Poor
Q11) Are you aware of any formal policy for the recruitment and selection of
employees? a) Yes b) No
Q12) Does the organization have structured recruitment and selection practices in
place for new employees?
a) Yes b) No
84
Q13) Does the organization clarify the position objectives, requirement and candidate
specification in the recruitment process?
a) Yes b) No
Q14) Why do you think the candidates are rejected?

a) Not up to the mark b) Manager Rejected
c) Not having required knowledge in field d) Not suitable for job
Q15) How many rounds of interviews should be conducted before a candidate is

offered offer letter?
One
Two
Three
More than
Three
Q16) What pre-screening criteria do you use for short listing individuals? Please
indicate from the list below.
Criteria Yes No
Overall work Experience
Experience in the
field
Socio - economic
background
Leadership qualities
Communication
Please specify others (If
any)
Q17) Working in Recruitment and Selection department leads to overload of work.

a) Strongly Agree b) Agree c) Neutral
d) Disagree e) Strongly Disagree
Q18) The training and development programs offered by the company useful for
candidate to achieve the required target?
85
Q19) The career growth opportunities in your company affect the recruitment and
selection procedure.
Q20) The target fixed by the company is not reasonable and is difficult to be attained?
Q21) Will psychological tests help organizations select right man for the right job,
based on aptitude of an individual and thereby increase output/ productivity? a) Yes
b) No
Q22) Recruitment provides better exposure of the applicants as recruiters can request
Q23) Your Company’s website provides relevant information about the organization to
the candidates.
Q24) Your Company’s recruitment practices helps in maximizing the job match to
ensure a good fit of employees with your company.
Q25) Does your company’s recruitment practices help ensure compliance with Equal
Employment Opportunity (EEO) standards for all suitable candidates? a) Yes
b) No
Q26) Which is the best sort of recruitment technique according to you? a)

References b) Job posting c) Employment agencies
d) Telecasting e) Promotion f) Transfer g) Advertisement
86
87

HR Armaan PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

HR Armaan PDF

Uploaded by

Copyright:

Available Formats

Contribution of Human Resource Development towards Organisational

Mr. Mirza Mohammed Armaan Ashraf

Rizvi Education Society’s Rizvi College of Arts, Science and Commerce

Academic Year 2020-2021

Date: ______________ Signature of Student:

Mirza Mohammed Armaan Ashraf

1.1.1 Need for Human Resource Development

2 Review of Literature 13-16

1.1 Human Resource Development

the important definitions of HRD (Human Resources Development) are as follows:

According to M.M. Khan, "Human resource development is the across of increasing

1.1.2 Purpose and Importance Human Resource Development

1.1.3 Process of Human Resource Development

1. Recruitment and staffing.

2. Compensation and benefits.

3. Training and development.

The four main learning and development areas are:

6. Labor laws and legal compliance.

7. Safety and health.

8. Human Resources Information System (HRIS) analysts.

Levels of formality HRM functions are generally HRD functions may be

skills, and overall competency of those working in the organization.

HRD that is a subsystem of HRM and a dependent task.

1.3 Introduction to Wipro

Established in 1945 as Western India Vegetable Products Limited in Amalner, Maharashtra

1.3.1 About Nippon Life

1.3.2 Vision of Wipro

We succeed when we make our clients successful. We collaborate to sharpen our

Unlike the traditional organization, the learning organization is “dedicated to improving

The conceptualization of HRD as an aspect of affecting organizational change is part of the

Questionnaire on HRD Practices for perceived HighPerformance Work Systems in Indian IT

Considerations while selecting Green IT as a research problem

3) Objective Formulation: In the course of this research, we shall be concentrating primarily on

2. Classification- a process of arranging data in groups or classes on the basis of common

a) It conserves space and reduces explanatory and descriptive statement to a minimum.

The McKinsey 7-S Framework

. Those components are as follow

Data analysis is defined as a process of cleaning, transforming, and modeling data to

Diagram 4. B Distribution of sample based on Age

Male Female Other

Diagram 4. C Distribution of sample based on Gender

Less than a year 1-6 Years 7-12 Years 13-18 Years

Diagram 4.1.1 Distribution of sample based on Q1

Less than 1 month 1-2 months 2-4 months 4-6 months

Diagram 4.1.2 Distribution of sample based on Q2

Very effective Good Not effective Bad

Internal Recruitment External Recruitment Both

4.1.7 Do you find e-recruiting a suitable way of recruiting?

Diagram 4.1.8 Distribution of sample based on Q8

Diagram 4.1.9 Distribution of sample based on Q9

4.1.10 How do you feel about interview panel?

Excellent Good Satisfactory Poor

Diagram 4.1.10 Distribution of sample based on Q10

Diagram 4.1.11 Distribution of sample based on Q11

Diagram 4.1.12 Distribution of sample based on Q12

Diagram 4.1.13 Distribution of sample based on Q13

4.1.14 Why do you think the candidates are rejected?

Not up to the mark Manager Rejected

Diagram 4.1.14 Distribution of sample based on Q14

4.1.15 How many rounds of interviews should be conducted before a candidate is

One Two Three More than Three

Diagram 4.1.15 Distribution of sample based on Q15

Diagram 4.1.16 Distribution of sample based on Q16