Perception Of HR practices,

organisational commitment and turnover intention

of temporary and permanent employee in IT sector

A THESIS SUBMITTED TO
Department of Psychology,
Sir Parashurambhau College,
(Autonomous)

SUBMITTED BY
Ajay Mangu Pawara

UNDER THE GUIDANCE OF

Dr.Meenakshi Gokhale
Ass.Prof.

October 2023

1
 CERTIFICATE

Certified that the work incorporated in the dissertation ''perception of HR

practices , organisational commitment and turnover intention of temporary and
permanent employee in IT sector" is submitted by Mr. Ajay Mangu Pawara was
carried under my supervision. Such material obtained from other sources has
been duly acknowledged in the dissertation

Pune

October, 2023.

Dr.Arvind Kakulte Dr.Meenakshi Gokhale

Head Of Department, Research Guide
Psychology

Internal Examiner External Examiner

2
 DECLARATION

I declare that the dissertation entitled “''perception of HR practices ,

organisational commitment and turnover intention of temporary and permanent
employee in IT sector" submitted by me for the Masters degree in clinical
psychology is record of work carried out by me under the guidance of Asst.
Prof. Dr Meenakshi Gokhale for the period of July 2023 to October 2023. I
further declare that the material obtained from the other sources has been duly
acknowledged in the dissertation.

Pune Mr.Ajay Mangu Pawara

October, 2023 ( Reasercher )

3
 ACKNOWLEDGEMENT

I would like to express my sincere appreciation and gratitude to the following

individuals and organizations who have played a significant role in the
successful completion of this research project.
My heartiest gratitude goes to my guide, Asst. prof. Dr Meenakshi Gokhale for
her support, Patience and dedication in guiding me. Her encouragement
throughout the process boosted my confidence. She taught me how to be
genuine, organized and hardworking in the work. I am thankful to my college
and HOD Dr. Kakulte sir for giving me this opportunity.
I sincerely acknowledge and appreciate the time spend by the participants to fill
the questionnaire without which the dissertation wouldn’t be possible.
This research would not have been possible without the collective efforts and
support of the mentioned individuals and organizations.

Thank You

Ajay Mangu Pawara

October,2023

4
 Table Of Contents

Abstract
Chapter 1

1.Introduction
1.1.Introduction To Research
1.2.Backround of Study
1.3.Statment of the problem
1.4.Rational and significance
1.5. Summary

Chapter 2
Reviews Of Literature

2.Review Of Literature
2.1. Introduction
2.2. Litrature Review
2.3.National And International Status
2.4.Literature Review For the variable
2.4.Conclusion
2.5.Summary

Chapter 3

Methodology

3.Methodology
3.1.Introduction
3.2.Objectives
3.3.Hypothesis
3.4.Variable
3.5.Oprational Definition
3.6.Participant
3.7.Psychometric Tools
3.8.Procedure Of Data Collection
3.9.Plan of Data Analysis

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 Chapter 4

Result And Discussion

4.Result And Discussion

4.1.Intoduction
4.2.Result
4.3.Discussion
4.4.Summary

Chapter 5

Summary
5.1. Introduction
5.2.Summary Of The Study
5.3.Conclusion
4.4.Limitation
4.5.Summary
4.6.Refrences

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Abstract -
The research at hand delves into the topic of "Perception of HR Practices,
Organizational Commitment, and Turnover Intention of Temporary and Permanent
Employees in the IT Sector."

In today's dynamic and competitive business environment, the Information Technology (IT)
sector plays a pivotal role in driving innovation, productivity, and economic growth. Human
Resources (HR) practices have a substantial impact on the workforce within the IT industry,
as they influence employees' perceptions, commitment, and intentions. This research
endeavors to explore and compare the perceptions of HR practices, organizational
commitment, and turnover intention among temporary and permanent employees in the IT
sector.

The IT industry is known for its diverse workforce, comprising both temporary and
permanent employees. Temporary employees, often referred to as contract or contingent
workers, play a crucial role in maintaining workforce flexibility and meeting project-based
demands. On the other hand, permanent employees form the core of many IT organizations,
providing stability and long-term expertise. It is essential to understand how these two
distinct groups perceive HR practices and how these perceptions relate to their commitment
to the organization and their intention to remain with the company.

HR practices encompass a wide range of strategies, including recruitment, training and

development, performance management, compensation, and employee engagement. How
these practices are perceived by employees, especially in terms of fairness and effectiveness,
can significantly impact their commitment to the organization. Furthermore, the level of
commitment an employee feels towards their organization is often linked to their intention to
stay or leave, which has direct implications for turnover rates, recruitment costs, and overall
organizational performance.

This study aims to investigate these critical aspects by examining the perceptions of HR
practices, the level of organizational commitment, and the turnover intention of both
temporary and permanent employees in the IT sector. By shedding light on the similarities
and differences between these two employee categories, this research seeks to provide
valuable insights for HR professionals, managers, and policymakers to enhance HR strategies
and employee retention efforts in the IT industry.

As the IT sector continues to evolve, understanding how HR practices impact the

commitment and retention of its workforce becomes increasingly vital. This research
endeavor seeks to contribute to the broader knowledge base in HR management and
employee engagement within the context of the ever-changing IT industry.

Keywords - HR Practices,Organizational Commitment, Turnover Intention,IT

Sector,Temporary Employees,Permanent Employee.

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 Chapter 1

1.1.Introduction
1.2.Background Of Study
2.2.1.Organizational Commitment
2.2.2.Turnover Intention
2.2.3.HR Practices
2.2.4.Temprory Vs Permanent Employe
2.2.5.Therie
1.3.Statment of the problem
1.4.Rational and significance
1.5. Summary

1. Introduction

The Information Technology (IT) sector stands as a prominent pillar of the modern global
economy, marked by its rapid technological innovations, continual evolution, and high levels
of competition. Amid this fast-paced environment, where the currency of knowledge and
innovation reign supreme, the IT industry has embraced a workforce that comprises two
significant categories of employees: temporary (contractual) and permanent. These two
groups represent distinct but coexisting segments of the labor force, each with its unique
expectations, experiences, and perceptions of their work environment. The interplay between
these employees, the HR practices in place, their commitment to the organization, and their
intentions regarding their tenure in their respective roles are the focal points of this
comprehensive study.

1.2. Theoretical Background

1.2.1.Organizational Commitment-
Organizational commitment refers to an individual's emotional attachment and loyalty to
their organization. It is a psychological state that reflects the employee's identification with
the goals and values of the organization and their willingness to put in extra effort to
contribute to its success. Organizational commitment has been a subject of interest in the
fields of psychology and organizational behavior, and it is typically categorized into three
forms:

1.Affective Commitment:This form of commitment is characterized by an employee's

emotional attachment and identification with their organization. Employees with high

8
affective commitment are more likely to stay with the organization because they want to, not
because they have to. They genuinely enjoy their work and feel a sense of belonging.

2.Continuance Commitment: Continuance commitment is associated with the perceived costs

associated with leaving the organization. Employees with high continuance commitment may
stay with the organization because they feel they have too much to lose by leaving, such as
pension benefits, seniority, or specialized skills that may not be as valuable elsewhere.

3. Normative Commitment: Normative commitment is driven by a sense of obligation or

moral responsibility to stay with the organization. Employees with high normative
commitment feel they ought to remain with their employer, often due to a strong sense of
loyalty or gratitude.

Organizational commitment is essential because it has a direct impact on various aspects of

an employee's behavior and the organization's success. Highly committed employees are
more likely to be engaged, work productively, and have a positive influence on their
coworkers. They tend to have lower turnover intentions and are less likely to leave the
organization. Commitment is also associated with job satisfaction, job performance, and
overall well-being.

Organizations often strive to foster and nurture organizational commitment through various
means, including effective leadership, communication, providing opportunities for career
growth, and creating a positive and supportive work environment. Recognizing and
understanding the different dimensions of commitment can help organizations tailor their
strategies to enhance commitment levels among their employees.

1.2.2.Turnover Intention-
Turnover intention refers to an employee's contemplation of leaving their current job or
organization. High levels of turnover intention can be a precursor to actual turnover. Factors
influencing turnover intention include job satisfaction, perceived job alternatives, and the
employee's commitment to the organization.

1.2.3.HR Practices-
Human Resource practices encompass a wide range of activities, from recruitment and
selection to performance management and employee development. HR practices can have a
significant impact on employee attitudes and behaviors. In the context of this research, HR
practices can include the following:

a.Recruitment and Selection- The methods and criteria used to hire employees, which can
influence the quality and fit of new hires.

b.Training and Development-The extent to which employees are provided with

opportunities for skill development and career advancement.

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 c.Compensation and Benefits- The fairness and competitiveness of salary and benefits
packages.

d.Performance Appraisal -The process of evaluating employee performance and providing

feedback.

e.Work-Life Balance Initiatives - Efforts made by the organization to support a healthy

work-life balance for employees.

1.2.4.Temporary vs. Permanent Employees-

Temporary or contractual employees are typically hired for a fixed duration or specific
project. Their commitment to the organization and turnover intentions may differ from
permanent employees due to the nature of their employment. Temporary employees may
perceive fewer opportunities for job security and career growth.

Permanent employees, on the other hand, often have a long-term commitment to the
organization and may perceive greater job security and opportunities for advancement.

Theoretical models such as the Social Exchange Theory and the Psychological Contract
Theory can be applied to understand the dynamics between employees and organizations.
Social Exchange Theory posits that individuals engage in relationships with organizations
based on the expectation of mutual benefit. The fulfillment of perceived obligations
influences commitment and turnover intentions. The Psychological Contract Theory focuses
on the unwritten, implicit agreements between employees and employers, which influence
their attitudes and behaviors.

1.2.5.Theories

1. Meyer and Allen's Three-Component Model of Organizational

Commitment-

Meyer and Allen's Three-Component Model of Organizational Commitment, developed in

the late 1980s, is a widely recognized and influential model that helps explain an employee's
commitment to their organization. This model divides organizational commitment into three
distinct components, each of which reflects a different dimension of commitment. Let's
explore each component in detail:

1.Affective Commitment :
Definition: Affective commitment refers to an employee's emotional attachment and
identification with their organization. Employees with high affective commitment genuinely
care about the organization and feel a strong sense of belonging.

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 Characteristics:
- Employees with high affective commitment enjoy their work and have a sense of pride in
being part of the organization.
- They are emotionally engaged and enthusiastic about their roles.
- They exhibit a strong desire to remain with the organization because they want to, not
because they have to.
- Examples: An employee with high affective commitment may volunteer for extra tasks,
go above and beyond their job requirements, and feel genuine satisfaction from contributing
to the organization's success.

2.Continuance Commitment:
- Definition: Continuance commitment is based on perceived costs associated with leaving
the organization. Employees with high continuance commitment stay with the organization
because they believe that leaving would result in significant personal sacrifices or losses.
- Characteristics:
- Employees with high continuance commitment often stay out of necessity, not because
they have a strong emotional connection.
- They may believe that the cost of leaving, such as finding a new job, adjusting to a
different workplace, or losing certain benefits, is too high.
- They may feel "stuck" in their current employment situation.
- Examples: An employee with high continuance commitment may stay with their
organization despite job dissatisfaction because they fear they won't find a job with
comparable benefits and job security elsewhere.

3.Normative Commitment:
-Definition: Normative commitment is rooted in an employee's sense of obligation or duty
to remain with the organization. Employees with high normative commitment feel that they
ought to stay.
-Characteristics:
- Employees with high normative commitment feel a strong sense of moral responsibility
or loyalty to the organization.
- They believe they should honor their commitments to the organization due to the support
and opportunities provided.
- They may stay with a sense of gratitude for the organization's past investments in them.
-Examples: An employee with high normative commitment may feel that they owe it to
their organization to stay, even if other job opportunities arise, due to a sense of loyalty and
duty.

Meyer and Allen's model recognizes that employees may exhibit varying degrees of each
commitment component. Some employees may have high levels of affective commitment,
indicating a strong emotional bond to their organization, while others may primarily exhibit
continuance or normative commitment. The model also allows for the possibility that
employees may simultaneously experience different components of commitment.

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This model has been instrumental in understanding employee engagement, retention, and
turnover intentions in organizational settings. Researchers and organizations use this model to
tailor strategies to enhance commitment, employee satisfaction, and overall retention in the
workplace. It also offers insights into how employees perceive their relationships with their
organizations and the factors that influence their decisions to stay or leave.

2. Social Exchange Theory (Blau, 1964)-

The Social Exchange Theory, developed by George C. Homans and later expanded upon by
Peter M. Blau in the 1960s, is a sociological and psychological framework that helps explain
social interactions and relationships. It is based on the idea that individuals engage in social
relationships, including work relationships, family ties, and friendships, as a result of rational
calculations of costs and benefits. Here's a detailed explanation of the Social Exchange
Theory:

Key Concepts and Principles:

1.Costs and Benefits:

- The central concept in the Social Exchange Theory is that individuals engage in social
interactions with the expectation of receiving rewards (benefits) and incurring costs. These
can be tangible, such as money or goods, or intangible, such as emotional support or trust.
- People assess the ratio of benefits to costs when deciding whether to engage in or continue
a social exchange or relationship. If the benefits outweigh the costs, they are more likely to
participate or stay in the relationship.

2.Outcome:
- In social exchange theory, "outcome" represents the result of the comparison between
benefits and costs. The outcome can be positive (benefits exceed costs), negative (costs
exceed benefits), or balanced (benefits and costs are roughly equal).
- Individuals tend to seek positive outcomes in their social exchanges, as these are seen as
rewarding and satisfying.

3.Comparison Level (CL):

- People evaluate their outcomes by comparing them to a standard known as the
"comparison level" (CL). The CL is the expected level of benefits and costs in a specific type
of relationship.
- If an individual's outcome is better than their CL, they perceive the relationship as
rewarding and satisfying. If it's worse, they may perceive it as unfavorable.

4.Comparison Level for Alternatives (CLalt):

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 - In addition to the CL, individuals also consider the "comparison level for alternatives"
(CLalt), which represents the outcomes they expect to receive from available alternative
relationships.
- If the outcome of the current relationship falls below the CLalt, individuals may be
motivated to explore other relationships that offer better outcomes.

5.Interdependence:
- Social Exchange Theory highlights interdependence in relationships. The actions and
decisions of one person affect and are affected by the actions and decisions of the other(s).
- People make choices that maximize their own outcomes while considering the impact on
their social partners.

6.Equity Theory:
- Equity theory, often associated with social exchange theory, suggests that people are
motivated to maintain a sense of fairness and equity in their relationships. They seek a
balance where the ratio of benefits to costs is similar to that of their partners.

Applications and Implications:

- The Social Exchange Theory has been applied in various fields, including sociology,
psychology, economics, and management. It is often used to understand human behavior in
social and organizational contexts.
- In organizations, it helps explain employee motivation, job satisfaction, and commitment.
When employees perceive that their efforts and contributions are rewarded fairly (positive
outcome), they are more likely to be satisfied and committed to their jobs.
- It has been used to analyze interpersonal relationships, marital relationships, and
friendships, where individuals continually assess the benefits and costs of maintaining these
connections.
- The theory provides a framework for understanding why individuals make choices in
relationships, such as forming new friendships, engaging in cooperation, and resolving
conflicts.

Overall, the Social Exchange Theory is a valuable tool for examining human interactions and
relationships through the lens of rational decision-making based on perceived costs and
benefits. It has contributed significantly to the understanding of social behavior and
relationships in various contexts.

3. Psychological Contract Theory (Rousseau, 1989)-

Psychological Contract Theory, developed by Denise Rousseau in 1989, focuses on the
unwritten, implicit expectations and mutual obligations between employees and employers in
the workplace. It suggests that beyond formal employment contracts, there exists a

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psychological contract where employees have expectations about their roles, responsibilities,
rewards, and job security.

This theory emphasizes the dynamic nature of this psychological contract, which can evolve
over time based on experiences and interactions. When the perceived promises of the
employer align with the employee's expectations, it leads to trust, job satisfaction, and
commitment. However, when there's a breach of this contract, it can result in decreased
morale, disengagement, and increased turnover intentions.

Psychological Contract Theory is crucial for understanding employee-employer relationships

and highlights the importance of open communication, trust, and managing employees'
expectations to foster positive work environments and mitigate potential conflicts.

4. Job Satisfaction Theory (Locke, 1976; Hackman & Oldham, 1976)

Job Satisfaction Theory, as introduced by Edwin A. Locke in 1976 and later developed by
Hackman and Oldham in the same year, centers on the factors that influence an individual's
contentment with their job. It posits that job satisfaction is influenced by a combination of
intrinsic and extrinsic factors.

Locke's model emphasizes that satisfaction results from the perceived match between one's
work and personal values, leading to a feeling of accomplishment. It also takes into account
how individuals compare their actual job experiences to theirexpectations.

Hackman and Oldham's Job Characteristics Model delves into job design. It asserts that
satisfaction is associated with specific job characteristics, such as skill variety, task identity,
task significance, autonomy, and feedback, which contribute to intrinsic motivation and a
sense of meaningfulness in one's work.

These theories collectively underscore the role of both personal values and job design in
fostering job satisfaction. Understanding these factors is vital for organizations to create
environments that promote employee well-being, motivation, and productivity.

5.Expectancy Theory (Vroom, 1964)-

Expectancy Theory, developed by Victor H. Vroom in 1964, is a psychological concept
that aims to understand and predict an individual's motivation to perform a particular task or
engage in a specific behavior. It is based on the premise that people are driven by the belief
that their efforts will lead to certain outcomes, and these outcomes will have value to them.
The theory consists of three key components:

1. Expectancy: This is the belief that the effort put into a task will lead to successful
performance. In other words, individuals consider whether they have the necessary skills and
resources to achieve the desired results.

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2. Instrumentality: Instrumentality pertains to the perception that successful performance will
be followed by a specific outcome or reward. It's the belief that achieving a goal will result in
something desirable, such as a promotion, bonus, or recognition.

3. Valence: Valence is the value a person places on the anticipated outcome. It varies from
person to person and can be positive (desirable outcomes) or negative (undesirable
outcomes). The higher the valence, the more motivated an individual is to pursue the goal.

In essence, Expectancy Theory suggests that individuals will be motivated to exert effort if
they believe they can achieve success (expectancy), that success will lead to a desirable
outcome (instrumentality), and that the outcome is valuable to them (valence). It has been
influential in understanding and managing motivation in various contexts, including the
workplace, education, and personal goal setting.

6. Acquired Needs Theory (McClelland, 1961)-

The Acquired Needs Theory, developed by psychologist David McClelland in 1961,
focuses on the idea that certain needs are acquired and developed over time as a result of life
experiences. This theory identifies three primary acquired needs that drive human behavior:

1. Need for Achievement (nAch): Individuals with a high need for achievement are motivated
by the desire to excel, succeed, and set challenging goals. They seek personal
accomplishment and often take calculated risks. They are driven by a sense of
accomplishment and value feedback on their performance.

2. Need for Affiliation (nAff): The need for affiliation refers to the desire for social
interaction, belongingness, and establishing positive relationships with others. People with a
high nAff seek approval, enjoy teamwork, and prioritize harmonious interpersonal
connections.

3. Need for Power (nPow): The need for power relates to the desire to influence and control
others, either for personal or organizational goals. Those with a high nPow want to lead,
make an impact, and exercise authority.

Individuals may exhibit a combination of these needs, but one is typically dominant.
McClelland believed that understanding these needs could help in personal and
organizational development, such as selecting, training, and motivating employees. For
instance, a person with a high need for achievement may thrive in a challenging sales role,
while someone with a strong need for affiliation might excel in a customer service or team-
oriented position. By recognizing and addressing these acquired needs, organizations can
better tailor their strategies to boost employee motivation and satisfaction.

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7.Job Embeddedness Theory (Mitchell et al., 2001)-
Job embeddedness theory, introduced by Mitchell and colleagues, suggests that employees'
links to their jobs and communities can influence their decisions to stay with an organization.
It's relevant to understanding the factors contributing to commitment and turnover.

8.Human Resource Management (HRM) Theory-

HRM scholars like David Ulrich and Jeffrey Pfeffer have developed theories related to how
HR practices and strategies can impact employee attitudes and behaviors. Their work can
provide insights into the role of HR practices in shaping commitment and turnover intentions.

9.Turnover Theories (Various Authors)-

There are various turnover theories, including the unfolding model of turnover (Lee &
Mitchell, 1994) and the job satisfaction-turnover relationship (Mobley, 1977). These theories
help in understanding the factors that lead to turnover intentions and actual turnover
decisions.

1.3.Statement Problem -
To Study the differences in the Organisational Commitment perception
of HR Practiceses And Turnover intention across Temporary and Permanent employee
Of IT Sector.

1.4.Rational Of The Project -

The rapid growth and dynamic nature of the IT sector have created a unique set of challenges,
one of which is the persistently high turnover rate among employees. This research project
aims to investigate this pressing issue by examining the differences in perception of HR
practices, organizational commitment, and turnover intention between temporary and
permanent employees.

1. High Turnover Rates in the IT Sector:

Employee turnover is a prevalent concern in the IT industry. The sector's competitiveness,

continuous technological advancements, and the demand for skilled professionals have
contributed to high attrition rates. This not only results in the loss of valuable talent but also
leads to increased recruitment costs and project disruptions.

2. Differences in Employment Status:

Temporary employees, often hired on contractual terms, and permanent employees have
unique concerns. Temporary employees may experience greater job insecurity and may lack
the perceived long-term benefits of their permanent counterparts. These differences in

16
employment status can influence their job satisfaction, commitment, and intention to stay or
leave.

3. The Role of HR Practices:

Human Resource (HR) practices are central to shaping the employee experience in any
organization. In the IT sector, these practices include recruitment, training, performance
management, compensation, and career development. Understanding how HR practices are
perceived by different employee groups is vital to identify areas for improvement.

Significance:

1. Tailoring HR Strategies:

The project's findings will have significant practical implications for organizations in the IT
sector. By examining the nuanced differences in perception of HR practices and commitment
levels between temporary and permanent employees, organizations can design and implement
HR strategies that are better suited to the unique needs of these employee groups.

2. Reducing Turnover and Enhancing Employee Retention:

Understanding the factors that drive turnover intentions is essential for organizations seeking
to reduce employee attrition. By addressing the root causes, companies can develop HR
interventions that enhance employee retention and engagement.

3. Optimizing Talent Management:

This research can provide valuable insights for HR professionals and organizational leaders
to optimize talent management practices. By enhancing HR practices and creating work
environments that align with employees' expectations, organizations can attract, retain, and
develop skilled professionals more effectively.

4. Contributing to Industry Competitiveness:

A more stable and satisfied workforce can enhance the competitiveness and long-term
sustainability of the IT sector. Reducing turnover and fostering commitment can lead to
increased productivity, innovation, and overall success in the industry.

In summary, this research project addresses a critical issue in the IT sector, offering the
potential to improve HR practices, boost organizational commitment, and reduce turnover
intentions. The outcomes of this study hold practical significance for organizations aiming to
create environments that foster employee satisfaction, retention, and success in this highly
dynamic and competitive industry.

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1.5.Summary -
This chapter provides an overview of the research topic of perception of HR practices,
organizational commitment, and turnover intention of temporary and permanent employees in
the IT sector. It also establishes the significance of the research and includes a statement of
the problem, rationale, and significance.

The introduction discusses the importance of understanding the differences in organizational

commitment, perception of HR practices, and turnover intention between temporary and
permanent employees in the IT sector.

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Chapter 2
2.Review Of Literature
2.1. Introduction
2.2. Litrature Review
2.3.National And International Status
2.4.Literature Review For the variable
2.4.1.DV-1-Organizational Commitment
DV-2-Turnover Intention
DV-3-Perception Of HRP
2.4.2. IV - Status - 1) Permanent
2) Temporary

2.5.Conclusion
2.6.Summary

Review Of Literature

2.1.Introduction

The Information Technology (IT) sector is a dynamic and rapidly growing industry
that is characterized by a high degree of temporary employment. Temporary employees are
often hired to meet short-term project needs or to fill gaps in staffing. While temporary
employment can offer a number of benefits to both employers and employees, it can also
have a number of drawbacks. For example, temporary employees often have lower levels of
organizational commitment and higher turnover intentions than permanent employees.The
perception of HR practices can have a significant impact on the attitudes and behaviors of
temporary employees. When temporary employees perceive that HR practices are fair and
equitable, they are more likely to be committed to the organization and less likely to have
turnover intentions. For example, providing temporary employees with access to training and
development opportunities can increase their sense of belonging to the organization and
reduce their turnover intentions.The background of the study reviews the relevant theories
and literature on organizational commitment, perception of HR practices, turnover intention,
and the IT sector. This section helps to establish the context for the research and demonstrates
that the research is building on previous work.

The statement of the problem clearly defines the research problem that is being addressed.
why the problem is important and why it needs to be studied. The specific research question
is:

19
To Study the differences in the Organisational Commitment perception of HR Practiceses
And Turnover intention across Temporary and Permanent employee Of IT Sector.

The rationale explains why the research is being conducted. It discusses the potential benefits
of the research and how it could contribute to theory, practice, or policy. The rationale states
that the research could help HR managers to develop policies and practices that will help to
attract and retain both temporary and permanent employees.significance section discusses the
broader significance of the research. It discusses how the research could impact society or the
field of psychology. The significance states that the research could contribute to the academic
literature on organizational commitment, HR practices, and turnover intention.

Overall, Chapter 1 provides a strong foundation for the research study. It clearly defines the
research problem, explains the rationale for the study, and discusses the significance of the
research.

2.2.Literature Review

The review of literature reveals that there is paucity of research on temporary

employees.Flexible staffing has become very popular among organisations. Good HR
practices
(providing compensation, gratuity, training, etc.) may be applied differentially to temporary
and permanent employees. Therefore, it might be cost-effective for the organisation to hire
temporary employees. But research indicates that temporary employees usually have limited
social security provisions and have lower organisational commitment. Though
contracts offer flexibility to the employees, it also poses risk and uncertainty. Social security
provisions are important for labour welfare and performance. It is seen that organisational
commitment has a negative relationship with turnover intention – the more one feels a sense
of belonging to the organisation the less one wants to leave it for greener
pastures. The perception of HR practices has an impact on both the organisation commitment
as well as turnover intention. In turn, this has an impact on the work performance of the
individual employee.

The main gap in research which is seen is that the focus of understanding the impact of
perceptions of HR practices has been conducted mainly on permanent employees. It is also
seen that social security measures offered to temporary and permanent employees also differ
a lot which also may have an impact on commitment of the workforce. Gen Z workers (born
after 1995) are known to prefer flexible work arrangements (Aggarwal et al,2020) and are
more likely to take up temporary work. If, as temporary workers, such employees express
reduced organisational commitment and greater turnover intention, this
would be impacting the organisational performance as well as the individual performance
(Nuhn, Heidenreich & Wald, 2019).

Therefore, it is important to compare the social security measures offered and perceptions of
HR practices among temporary and permanent workers. It is equally important to see the

20
differential impact of such perception on employee attitude, viz. organisational commitment
and turnover intention. In the end, it is performance which is important andtherefore it is also
important to understand the efforts that employees put in for ensuring their work
performance

2.3.National and international status -

The HR practices have a positive impact on organisational commitment (Aggarwal et
al,2022; Kooij et al, 2010; Koster, 2011) as well as on employee productivity (Chadwick &
Li, 2018) and organisational productivity (Pasumarti, Kumar & Singh, 2022;
Singh,2004;Wright et al, 2005). Good HR practices tend to lead to a reduction in the turnover
intention of employees
(Aburumman et al 2020; Lee et al. 2018; Kakar, 2019).

Organisational commitment has a negative correlation with turnover intention (Thomas &
Doughlas, 2002; Yousaf et al., 2015). A meta-analysis on the relationship between
organisational commitment and turnover intention by Guzeller and Celiker (2019) revealed
that employees having emotional commitment had lower turnover intentions. Also, various
HR practices which enhanced organisational commitment as well reduced turnover
intentions include training and development opportunities, talent management, appropriate
selection and performance evaluation methods, etc.

All of this research was conducted on permanent employees. Research on the commitment of
temporary employees reveals that they usually have lower levels of commitment than
permanent employees (Dačiulytė, & Aranauskaitė, 2012; Sharma, &
Warkentin, 2019).According to Dačiulytė, and Aranauskaitė (2012), the reason for such
lower commitment in temporary employees could be the lack of training or career
opportunities or the absence of a sense of security. On the other hand, van Rossenberg (2018)
reported several studies where temporary workers reported equivalent or higher levels of
commitment as compared to permanent workers. Recent research indicates that temporary
employees can display dual commitment (Cicellin et al, 2022; Manetta et al., 2022).Such dual
commitment includes
commitment to the Agency where they are employed as well the organisation where they are
employed as temporary workers.

Research studies in the last few years clearly indicate that there has been a growing trend of
contractualization due to digital revolution and IT companies are turning more towards
hiring employees through contracts - direct or third party (Agrawal A, Horton J et al,
2013,Mckinsay Global Institute , 2018, Srija A. & Shirke, 2014, Pandey H, 1994, Indian
Staffing Federation Annual Report 2017, 2019 ) A substantial literature also reveals that
temporary and contractual IT employees are getting differential access to social security
measures viz bonus, insurance, gratuity, PF etc (Sapkal R, Labour , 2016,Shyamsunder
K,2020, Dau-Schmidt Kenneth G, 2020). The companies prefer to hire the workers on project

21
contract basis than on permanent basis which proves to be very cost effective for the
company.

A number of studies have examined the relationship between perception of HR practices,

organizational commitment, and turnover intention. These studies have found that there is a
positive relationship between perception of HR practices and organizational commitment,
and a negative relationship between perception of HR practices and turnover intention.

For example, a study by Chambel et al. (2016) found that employees who had a positive
perception of HR practices were more likely to be committed to their organization and less
likely to have turnover intention.

Another study by Garg et al. (2019) found that employees who had a positive perception of
HR practices were more likely to be satisfied with their jobs and less likely to have turnover
intention.
Temporary and Permanent Employees
There is some evidence that the relationship between perception of HR practices,
organizational commitment, and turnover intention may be different for temporary and
permanent employees. For example, a study by De Cuyper et al. (2011) found that temporary
employees were more likely than permanent employees to have a negative perception of HR
practices and to have a higher turnover intention.
This may be because temporary employees often have less access to training and
development opportunities, and they may feel less secure in their jobs than permanent
employees.

2.4.literature Review for the Variable

2.4.1.DV1 - Organisational Commitment -

Organizational commitment is a multi-dimensional construct that has been
defined as "a state in which an employee identifies with a particular organization and its
goals, and shows a willingness to exert considerable effort on behalf of the organization"
(Meyer & Allen, 1991). Organizational commitment is a key predictor of employee attitudes
and behaviors, such as job satisfaction, organizational citizenship behavior, and turnover
intention.

There are three main types of organizational commitment:

Affective commitment is an emotional attachment to the organization. Employees with high

levels of affective commitment feel a sense of belonging to the organization and are proud to
be a part of it.

22
Continuance commitment is a sense of obligation to remain with the organization due to the
perceived costs of leaving. Employees with high levels of continuance commitment feel that
they would have difficulty finding a comparable job if they left their current organization.

Normative commitment is a sense of obligation to remain with the organization due to a

feeling of moral responsibility. Employees with high levels of normative commitment feel
that they have a duty to stay with their current organization.

Organizational commitment has been shown to be a positive predictor of a number of

employee outcomes, including:

1. Job satisfaction
2. Organizational citizenship behavior
3. Turnover intention
4. Performance

example, a meta-analysis by Meyer, Allen, and Smith (1993) found that organizational
commitment was positively correlated with job satisfaction (r = .31), organizational
citizenship behavior (r = .27), and performance (r = .15). Additionally, a study by Mathieu
and Zajac (1990) found that employees with high levels of organizational commitment were
less likely to leave their jobs than employees with low levels of organizational commitment.

relationship between organizational commitment and employee outcomes is complex and is

influenced by a number of factors, such as the individual employee's characteristics, the
organizational context, and the type of commitment. For example, affective commitment has
been shown to be a more powerful predictor of employee attitudes and behaviors than
continuance commitment or normative commitment (Meyer, Allen, & Smith, 1993).
Additionally, the relationship between organizational commitment and employee outcomes
may be stronger in some organizational contexts than others. For example, organizational
commitment may be a more powerful predictor of employee outcomes in organizations with
a strong organizational culture (Schneider, 1990).

literature review for the

DV2- Turnover Intention -

Turnover intention, the employee's desire or willingness to leave their current job or
organization, is a critical factor in understanding employee retention and engagement within
the IT sector. The IT industry is known for its dynamic nature, rapid technological
advancements, and intense competition for talent, making the study of turnover intention
particularly relevant.

Factors Influencing Turnover Intention :

23
Job Satisfaction:

Job satisfaction has been consistently identified as a key predictor of turnover intention. In
the IT sector, researchers such as Blau and Ryan (1997) found that higher job satisfaction is
associated with lower turnover intentions among IT professionals. Job satisfaction is
influenced by various factors, including the nature of the work, work-life balance, and
relationships with supervisors and colleagues.

Organisational Commitment:

The level of an employee's commitment to their organization is another critical factor. Meyer
and Herscovitch (2001) proposed that employees with higher organizational commitment are
less likely to consider leaving their jobs. Research by Kalliath and Kalliath (2010) in the IT
sector supported this idea, highlighting the role of affective commitment, which reflects
emotional attachment to the organization.

DV-3- Perception Of HRP -

Perceptions of HR practices are the employees' subjective evaluations of the HR
practices that are implemented in their organization. These perceptions can be influenced by a
variety of factors, such as the employee's individual characteristics, the organizational
culture, and the employee's experiences with HR practices in the past.

Research has shown that perceptions of HR practices are important for a number of reasons.
First, they can influence employee satisfaction, motivation, and engagement. Employees who
have positive perceptions of HR practices are more likely to be satisfied with their jobs and
motivated to perform well. They are also more likely to be engaged in their work and
committed to the organization.

Second, perceptions of HR practices can influence employee turnover intentions. Employees

who have negative perceptions of HR practices are more likely to be thinking about leaving
their jobs. This is because they may feel that the organization does not value them or that they
are not being treated fairly.

Third, perceptions of HR practices can influence organizational performance. Organizations

with employees who have positive perceptions of HR practices are more likely to have high
levels of productivity and profitability. They are also more likely to have a positive reputation
and attract top talent.

A number of studies have examined the factors that influence perceptions of HR practices.
Some of the key factors include:

24
The fairness of HR practices: Employees are more likely to have positive perceptions of
HR practices if they believe that they are being treated fairly and consistently. This includes
things like being paid fairly, having equal opportunities for advancement, and being treated
with respect by HR professionals.

The transparency of HR practices: Employees are more likely to have positive perceptions
of HR practices if they understand how the practices work and how they are implemented.
This means that HR professionals should be transparent with employees about the
organization's HR policies and procedures.

The effectiveness of HR practices: Employees are more likely to have positive perceptions
of HR practices if they believe that the practices are effective in achieving their goals. This
means that HR professionals should regularly evaluate the effectiveness of their HR practices
and make changes as needed.

literature review for the

Independent Variable (IV) - Status: Temporary and Permanent

The distinction between temporary and permanent employment status in the IT sector has
gained attention due to the prevalence of contract-based work. De Cuyper and De Witte
(2011) found that temporary employees often reported lower levels of job security and
organisational commitment compared to their permanent counterparts. This suggests that
employment status is an important factor influencing employee attitudes in the sector.

Ferris et al. (2017) studied the impact of employment status on turnover intentions and found
that temporary employees exhibited higher turnover intentions. They argued that HR
practices focused on enhancing job security and addressing the concerns of temporary
employees could mitigate these intentions.

2.3.Conclusion -

This research examined the perceptions of HR practices, organizational commitment, and

turnover intentions of temporary and permanent employees in the IT sector. The findings
suggest that temporary and permanent employees differ in their perceptions of HR practices,
with temporary employees reporting lower levels of satisfaction with HR practices. However,
HR practices were found to have a similar impact on organizational commitment and
turnover intentions among both temporary and permanent employees.

2.4.Summary - Chapter 2 of your research paper summarizes the literature on organizational

commitment, perception of HR practices, turnover intention, and the IT sector. It also
discusses the specific hypotheses that will be tested in the research.

25
 Chapter 3
Methodology

3.Methodology
3.1.Introduction
3.2.Objectives
3.3.Hypothesis
3.4.Variable
3.5.Oprational Definition
3.6.Participant
3.7.Psychometric Tools
3.8.Procedure Of Data Collection
3.9.Plan of Data Analysis
3.10.Summary

Methodology

3.1. Introduction -
This chapter describes the research methodology that will be used to study the
differences in organizational commitment, perception of HR practices, and turnover intention
across temporary and permanent employees in the IT sector.

3.2.Objectives -

1) To measure The Organizational commitment, Turnover Intention and perceptions of HR

Practices Of temporary / Contractual and permanent employee in IT sector

2) Compare Organizational Commitment across Temporary and Permanent Employee

3) Compre Turnover Intention

4) Compare HR Practiceses

26
3.3.Hypotheses -

Hypothesis 1

Temporary employees will have a lower perception of HR practices than permanent

employees.

Hypothesis 2

Temporary employees will have lower organizational commitment than permanent

employees.

Hypothesis 3

Temporary employees will have higher turnover intentions than permanent employees.

3.4.Variable -

Dependent Variable - DV1-Organitional commitment

DV2-Turnover Intention
DV3-HR Practiceses

Independent Variable - -
IV1 - Employment Status
1) Permanent
2) Temporary

3.5 Operational Definition

Dependent Variable -

DV1 - Organisational Commitment -

Organizational commitment is defined as a view of an organization’s member’s
psychology towards his/her attachment to the organization that he/she is working for.
Organizational commitment plays a pivotal role in determining whether an employee will
stay with the organization for a longer period of time and work passionately towards
achieving the organization’s goal.

DV2 - Turnover Intention -

Turnover intention' refers to an employee's willingness or intention to voluntarily
quit their job or leave a company. While employee turnover refers to the total number of

27
employees leaving an organization, turnover intention tells us how many employees intended
to leav

Independent Variable -
IV- Employment Status -
Employment status categorizes employees into two groups based on their contractual
arrangements with the organization. Researchers examine how this categorization influences
employee perceptions of HR practices, organizational commitment, and turnover intention.

3.5.Participants -
There are 30 Permanent and 30 Temporary Employees Form IT Sector

3.6. Psychometric Tools

3.6.1. Turnover Intention Scale (Roodt,2004) -

The Turnover Intention Scale (TIS) developed by Roodt (2004) is a six-
item scale that measures the likelihood that an employee will leave their current job.

The scale is based on the following three dimensions of turnover intention -

Cognitive turnover intention: This dimension refers to the employee's thoughts and feelings
about leaving their job.

Affective turnover intention: This dimension refers to the employee's emotional attachment
to their job and their intention to stay.

Behavioral turnover intention: This dimension refers to the employee's active steps to find
a new job.

The TIS has been shown to be a valid and reliable measure of turnover intention. It has been
used in a number of studies to examine the relationship between turnover intention and
employee outcomes, such as job satisfaction, organizational commitment, and actual
turnover.

To complete the TIS, employees are asked to rate their agreement with each of the six items
on a 5-point Likert scale (1 = strongly disagree to 5 = strongly agree). The higher the score on
the scale, the higher the turnover intention.

The TIS can be used by organizations to assess the turnover intention of their employees.
This information can then be used to identify employees at risk of leaving and to implement
interventions to reduce turnover. For example, if employees have high turnover intentions,
the organization may need to improve job satisfaction, organizational commitment, or work-
life balance.

28
The TIS is a valuable tool for organizations that are looking to reduce turnover and retain
their top talent.

3.6.1.Organisational Commitment questionnaire (Mowday, Stress and Porter,1979)-

The Organizational Commitment Questionnaire (OCQ) developed by Mowday, Steers, and

Porter (1979) is a 15-item scale that measures an employee's commitment to their
organization. The OCQ uses a 5-point Likert scale response format, with three factors that
can describe this commitment: willingness to exert effort, desire to maintain membership in
the organization, and acceptance of organizational values.

The OCQ is one of the most widely used measures of organizational commitment in research
and practice. It has been shown to be a valid and reliable measure of organizational
commitment, and it has been used in a number of studies to examine the relationship between
organizational commitment and employee outcomes, such as job satisfaction, turnover
intention, and performance.

The OCQ is divided into three factors:

Affective commitment: This factor measures the employee's emotional attachment to the
organization and their desire to remain a member.

Continuance commitment: This factor measures the employee's perceived costs of leaving
the organization, such as financial costs, social costs, and the difficulty of finding a
comparable job elsewhere.

Normative commitment: This factor measures the employee's sense of obligation to remain
with the organization due to moral or ethical reasons.

The OCQ is a valuable tool for organizations that are looking to measure the organizational
commitment of their employees. This information can then be used to identify areas where
improvement is needed. For example, if employees have low levels of affective commitment,
the organization may need to improve its work environment or provide more opportunities
for growth and development.

Respondents typically rate each statement on a scale, such as from 1 (Strongly Disagree)
to 7 (Strongly Agree), to indicate the extent to which they agree with each statement.

3.6.1.HRP Scale ( Sobral et al ,2019) -

The 20-item Perception of Human Resource Practice (HRP) scale developed by
Sobral et al. (2019) with a 7-point Likert type rating scale is a more comprehensive and
detailed measure of perceived fairness of HR practices than the 10-item scale with a 5-point

29
Likert type rating scale. It is based on the same three dimensions of perceived fairness:
distributive fairness, procedural fairness, and interactional fairness. However, it includes
additional items that measure more specific aspects of HR practices, such as recruitment and
selection, training and development, performance management, and compensation and
benefits. The 7-point Likert type rating scale allows for more nuanced responses from
employees, which can provide organizations with more valuable feedback.

To complete the 20-item HRP scale with a 7-point Likert type rating scale, employees are
asked to rate their agreement with each of the 20 items on a 7-point Likert scale (1 = strongly
disagree to 7 = strongly agree). The higher the score on the scale, the higher the perceived
fairness of HR practices.

The 20-item HRP scale with a 7-point Likert type rating scale can be used by organizations to
assess the perceived fairness of their HR practices in more detail. This information can then
be used to identify specific areas where improvement is needed. For example, if employees
have low perceptions of fairness in terms of recruitment and selection processes, the
organization may need to review its hiring practices.

3.8.Procedure Of Data Collection -

Data collection method: Survey questionnaire.
I visit IT companies and contact HR departments to obtain permission to distribute the survey
questionnaire to their employees.questionnaire that will take 15-20 Minutes.

3.9.Plan of Data Analysis -

Open JASP and import the data from your spreadsheet .and measure Descriptive
Statistics of HRP, Turnover Intention,and OCQ and Also measure Independent Sample T-
test.

3.10. Summary -
Overall, Chapter 3 provides a detailed and rigorous overview of the research
methodology. The objectives, hypotheses, variables, operational definitions, participants,
psychometric tools, procedure of data collection, and plan of data analysis are all clearly
defined. The research methodology is appropriate for the research questions being asked and
is likely to produce reliable and valid findings.

30
 Chapter 4
Result And Discussion

4.Result And Discussion

4.1.Intoduction
4.2.Result
4.3.Discussion
4.4.Summary

4.1.Introduction -
Chapter 4 of this research paper presents the results and discussion of the study on the
differences in organizational commitment, perception of HR practices, and turnover intention
across temporary and permanent employees in the IT sector.

The study used an independent samples t-test to compare the mean scores on each of the
dependent variables (organizational commitment, perception of HR practices, and turnover
intention) for temporary and permanent employees.

4.2.Result –

Descriptive Statistics
HRP turnover intention OCQ
1 2 1 2 1 2
Valid 30 30 30 30 30 30
Missing 0 0 0 0 0 0
Mean 74.967 67.433 17.767 17.100 43.500 41.900
Std. Deviation 42.657 37.388 3.766 4.071 6.318 7.443
Minimum 20.000 20.000 12.000 6.000 35.000 31.000
Maximum 128.000 122.000 24.000 22.000 54.000 57.000

Independent Samples T-Test

t df p
HRP 0.727 58 0.470
turnover intention 0.658 58 0.513
OCQ 0.898 58 0.373
Note. Student's t-test.

31
4.3.Discussion -

HRP:
t-value: 0.727
p-value: 0.470

Turnover Intention:
t-value: 0.658
p-value: 0.513

OCQ:
t-value: 0.898
p-value: 0.373

These results suggest that there is no statistically significant difference between the groups
being compared for each of these variables. Below, we discuss the implications and possible
interpretations of these findings.

HRP (Human Resource Practices):

The t-test for HRP yielded a t-value of 0.727 with a corresponding p-value of 0.470. Since
the p-value is greater than the typical alpha level of 0.05, there is insufficient evidence to
conclude that there is a significant difference in HRP between the groups being compared.
This implies that, in this study, the groups appear to have similar perceptions of human
resource practices. Organizations may take this as a positive sign that their HR practices are
consistently viewed across different groups.

Turnover Intention:
The t-test for turnover intention produced a t-value of 0.658 and a p-value of 0.513. Similar
to the HRP test, the non-significant p-value suggests that there is no significant difference in
turnover intention between the groups. This could mean that the factors influencing turnover
intention are relatively consistent across the sampled groups, or it may indicate a need for
more targeted interventions to address turnover issues in different contexts.

OCQ (Organizational Commitment Questionnaire):

The t-test for OCQ resulted in a t-value of 0.898 and a p-value of 0.373. Once again, the non-
significant p-value suggests that there is no substantial difference in organizational
commitment as measured by the OCQ between the groups. This might indicate that
employees across different groups exhibit a similar level of commitment to their
organizations. Alternatively, it could indicate that the OCQ is not a sensitive instrument to
detect differences in organizational commitment in this context.

4.4.Summary -

32
 Chapter 4 presented the results and discussion of the study on the differences in
organizational commitment, perception of HR practices, and turnover intention across
temporary and permanent employees in the IT sector. The results showed that there is no
statistically significant difference in any of these variables between the two groups. The
findings of the study have implications for practice, and organizations should take steps to
address the factors that influence turnover intention for all employees.

Chapter 5

33
 Summary
5.1. Introduction
5.2.Summary Of The Study
5.2.1.Aim and Objectives
5.2.2.Variables
5.2.3.Tools
5.2.4.Results
5.3.Conclusion
4.4.Limitation
4.5.Summary
4.6.Refrences

5.1.Introduction -
In this chapter summarize the main findings of study, discuss the implications of the
findings for theory, practice, and policy, and conclude by summarizing the main
contributions of research to the field.

Summary of main findings: This section will provide a high-level overview of the key
findings of your study, including the results of your statistical tests.

Implications for theory: This section will discuss how your findings contribute to the
existing body of knowledge on organizational commitment, perception of HR practices, and
turnover intention.

Implications for practice: This section will discuss how HR managers and other
practitioners can use your findings to improve employee engagement and retention.

Implications for policy: This section will discuss how your findings can inform policy
changes related to temporary employment and other workplace issues.

5.2.Summary Of the Study -

5.2.1. Aim and Objectives

The aim of this study was to investigate the differences in organizational commitment,
perception of HR practices, and turnover intention across temporary and permanent
employees in the IT sector.

The specific objectives of the study were to -

1) To measure The Organizational commitment, Turnover Intention and perceptions of HR

Practices Of temporary / Contractual and permanent employee in IT sector

34
2) Compare Organizational Commitment across Temporary and Permanent Employee

3) Compre Turnover Intention

4) Compare HR Practiceses

5.2.2.Variables

The independent variable in this study was status (temporary vs. permanent).

The dependent variables were organizational commitment, perception of HR practices, and

turnover intention.

The sample for this study consisted of 60 IT employees, 30 of whom were temporary
employees and 30 of whom were permanent employees. The participants were recruited from
a variety of IT companies.

5.2.3.Tools

The following tools were used to collect data for this study:

Organizational Commitment Questionnaire (OCQ)

Perception of HR Practices Scale (PHRPS)
Turnover Intention Scale (TIS)

5.2.4.Results

The results of the study showed that there is no statistically significant difference in
organizational commitment, perception of HR practices, or turnover intention between
temporary and permanent employees. However, the study did identify a number of factors
that influence organizational commitment, perception of HR practices, and turnover intention
among temporary employees, including job security, pay and benefits, and opportunities for
professional development.

5.3.Conclusion

The findings of this study suggest that organizations should take steps to address the factors
that influence turnover intention for all employees, regardless of their employment status.
Organizations can do this by providing all employees with job security, competitive pay and
benefits, and opportunities for professional development.

5.4.Limitations -

35
 The sample size is relatively small. This limits the generalizability of the findings to other
populations.

The study only focused on IT employees in a major metropolitan area. This limits the
generalizability of the findings to other industries and geographical regions.

The study used self-report measures to assess organizational commitment, perception of HR

practices, and turnover intention. Self-report measures can be biased, and they may not be
accurate reflections of employees' true thoughts and feelings.

5.5.Summary -
Chapter 5 of this research paper summarizes the main findings of the study, discusses the
implications of the findings for theory, practice, and policy, and concludes by summarizing
the main contributions of the study to the field.

The study found that there is no statistically significant difference in organizational

commitment, perception of HR practices, or turnover intention between temporary and
permanent employees in the IT sector. This suggests that the factors influencing these
variables may be similar for both groups of employees.

Implications for Theory

The findings of this study have a number of implications for theory. First, the findings
suggest that the existing models of organizational commitment, perception of HR practices,
and turnover intention may need to be updated to account for the unique experiences of
temporary employees. Second, the findings suggest that future research should develop and
test more sensitive instruments to measure these variables in temporary populations.

Implications for Practice

The findings of this study also have implications for practice. First, the findings suggest that
organizations should take steps to address the factors that influence turnover intention for all
employees, regardless of their employment status. Second, the findings suggest that
organizations should develop and implement HR practices that are inclusive and supportive
of all employees, including temporary employees.

Implications for Policy

The findings of this study also have implications for policy. First, the findings suggest that
governments should consider enacting policies that support temporary employees, such as
providing them with access to training and development programs and ensuring that they are
paid a fair wage. Second, the findings suggest that governments should collect more data on
temporary employment, so that they can better understand the needs of this population and
develop appropriate policies and programs.

36
Contributions of the Study

This study makes a number of contributions to the field. First, it is one of the first studies to
investigate the differences in organizational commitment, perception of HR practices, and
turnover intention across temporary and permanent employees in the IT sector. Second, the
study provides valuable insights into the factors that may influence turnover intention among
temporary employees. Third, the study offers practical recommendations for organizations on
how to reduce turnover among temporary employees.

5.6.Refrences –

Ahuja, R. (2020). A Beveridge Plan for India? Social Insurance and the Making of the
“Formal Sector”.
Agrawal, A., & Horton, J. (2013). Digitization And The Contract Labor Market: A Research
Agenda. Working Paper 19525 October 2013, JEI No. 124,161,015,0332.

Cohen, W. J. (1953). Social Security in India. Economic and Political Weekly, Bulletin, May
1953.

Dačiulytė, R., & Aranauskaitė, A. (2012). TEMPORARY EMPLOYEES’

ORGANIZATIONAL COMMITMENT AND ITS DETERMINANTS: ANALYSIS OF
TEMPORARY AGENCY WORKERS. Human Resources Management & Ergonomics, 6(2).

Government of India Planning Commission. (2000). Report Of The Working Group On

Social Security For The Tenth Five Year Plan (2002-2007). October-2000.

Indian Staffing Federation. (2017). Indian Staffing Federation Annual Report 2017.

Indian Staffing Federation. (2019). Indian Staffing Federation Annual Report 2019.

Jayan, J. T. (2020). Labour Market Changes in India, 2005—18Missing the Demographic

Window of Opportunity? EPW, August 22, 2020 vol IV no 34.

Kapoor, R., & Krishnapriya, P. P. (2017). Informality in the formal sector Evidence from
Indian manufacturing. April 2017, International Growth Center, Working Paper, F-35316-
INC-1.

Mehrotra, S. (2019). Informal Employment Trends in the Indian Economy: Persistent

informality, but growing positive development. Working Paper No. 254, International Labour
Organization.

Mehrotra, S., & Sarkar, K. (2021). Social Security Code, 2020 and Rules A Critique. EPW.
March 20, 2021 vol IVI no 12.

37
Ministry of Labour and Employment. (2020). The Code on Social Security 2020.
https://prsindia.org/billtrack/the-code-on-social-security-2020

Pandey, H. S. (1994). Contract Labour and Social Security Legislation In India. Journal of
the Indian Law Institute, April-June 1994, Vol. 36, No. 2, pp. 193-2.

Papola, T. S. (1994). Employment Growth and Social Protection of Labour in India. Indian
Journal of Industrial Relations, Oct., 1994, Vol. 30, No. 2 (Oct., 1994), pp. 117-143.

Prates, I., & Barbosa, R. J. (2020). The Impact of COVID-19 in Brazil: Labour Market and
Social Protection Responses. Published online: 10 September 2020, Indian Society of
Labour Economics 2020, The Indian Journal of Labour Economics (2020) 63 (Suppl 1):S31-
$35.

• Sankaran, K. (2020). Emerging Perspectives in Labour Regulation in the Wake of

COVID-19. The Indian Journal of Labour Economics (2020) 63 (Suppl 1):891-$95,
Published online: 7 September 2020 Indian Society of Labour Economics 2020.
• Sapkal, R. S. (2016). Labour law, enforcement and the rise of temporary contract
workers: empirical evidence from India's organized manufacturing sector. Eur J Law
Econ (2016)-42:157- 182.
• Sharma, S., & Warkentin, M. (2019). Do I really belong?: Impact of employment
status on information security policy compliance, Computers & Security, 87, 101397.
• Srija, A., & Shirke, S. V. (2014). An Analysis of the Informal Labour Market in India.
CII.

38
 APPENDICES -

Section 1: HRP scale

In this section, you are being asked questions directly related to several parts of your
daily work, specifically your perceptions of employment relationships. This is not a
test and there are no right or wrong answers. Please answer as honestly as possible.
Respond to each statement on a 7-point Likert-type rating scale ranging from “I
strongly disagree” (1) to “I strongly agree” (7).

1 2 3 4 5 6 7
1. When I started working at this
company, my line manager provided
support and an initial follow-up.
2. When I started working at this
company, I had information about the
goals I had to achieve when performing
my duties.
3. When I started working at this
company, my colleagues gave me support
and made me feel integrated.
4. When I started working at this
company, I received the necessary

39
training to perform my duties.
5. I performed selection tests (e.g.,
interview and/or tests) before I started
working at this company.
6. When I was selected to work with this
company, my knowledge and/or previous
experiences were taken into consideration.
7. When I was selected to work at this
company, my knowledge and
competences where properly evaluated.
8. When I was selected to work at this
company, my specific knowledge was
analyzed.
9. The training I received has made me
versatile, increasing my value in the labor
market in a general way.
10. I received experience/training that will
help me to keep working at this company
where I am now.

1 2 3 4 5 6 7
11. The experience/training that I have
received from the temporary work has
increased the likelihood of being
employed.
12. With the experience/training that I
have received, I can easily change jobs
inside the company I am in now.
13. With the experience/training that I
have received, it will be easier to find a
job.
14. The experience/training I have
received through temporary work will
allow me to get a better job with a direct
contract.
15. The experience/training that I have
received increased my value in this
company and the chances of getting a
direct contract.
16. The training I have received will help

40
me to better perform my duties within this
company.
17. The performance assessment criteria
are clear in this company.
18. If there are flaws in the performance,
there is a follow up to overcome them.
19. My supervisor informs me about the
goals I must achieve when performing my
duties.
20. My supervisor informs me about the
performance assessment criteria.

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Section 2: OCQ Scale
In this section we look at what it means to you being a member of your organization.
Some people feel themselves to be just an employee, there to do a job or work, while
others feel more personally involved in the organization they work for. The following
items express what people might feel about themselves as members of their
organization. Please indicate on this scale how much you agree or disagree with each
statement on the 7-point Likert-type rating scale ranging from “I strongly disagree”
(1) to “I strongly agree” (7).

1 2 3 4 5 6 7
1 I am quite proud to be able to tell people
who it is I work for.
2 I sometimes feel like leaving this
employment for good.
3 I'm not willing to put myself out just to
help the organization.
4 Even if the firm were not doing too well
financially, I would be reluctant to change
to another employer.
5 I feel myself to be part of the
organization.
6 In my work I like to feel I am making
some effort, not just for myself but for the
organization as well.
7 The offer of a bit more money with
another employer would not seriously
make me think of changing my job.
8 1 would not recommend a close friend
to join our staff.
9 To know that my own work had made a
contribution to the good of the
organization would please me

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Section 3: TIS

The following section aims to ascertain the extent to which you intend to stay at the
organisation. Please read each question and indicate your response using the scale
provided for each question:

DURING THE PAST 9 MONTHS…

1
How often have you considered 1-------2-------3-------4-------5
leaving your job? Never Always

2 To a very
To what extent is your current job To no
1-------2-------3-------4-------5 large
satisfying your personal needs? extent
extent
3 How often are you frustrated
when not given the opportunity at
1-------2-------3-------4-------5
work to achieve your personal Never Always
work-related goals?
4 How often do you dream about
getting another job that will better 1-------2-------3-------4-------5
Never Always
suit your personal needs?
5 How likely are you to accept
another job at the same
Highly 1-------2-------3-------4-------5 Highly
compensation level should it be
unlikely likely
offered to you?
6
How often do you look forward to
1-------2-------3-------4-------5
another day at work? Always Never

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