RESEARCH PROJECT REPORT

On

“A Study on the Emerging Trends of HR Practices

during Covid 19 Pandemic in IT Sector”

Towards partial fulfillment of

Master of Business Administration (MBA)

(BBD University, Lucknow)

Guided By: Submitted by:

Dr.Pooja Aggarwal Rupali Agrahari

Associate Professor Roll No. 1210672207

(SOM, BBDU LUCKNOW) MBA 4th Semester

Session 2022-2023

School of Management

Babu Banarasi Das University

Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India
Certificate
PLAGIARISM CERTIFICATE
 DECLARATION

This is to declare that I, RUPALI AGRAHARI student of MBA, have personally worked

on the project entitled “A Study on the Emerging Trends of HR Practices during

Covid 19 Pandemic in IT Sector”. The data mentioned in this report were obtained

during genuine work done and collected by me. The data obtained from other sources have

been duly acknowledged. The result embodied in this project has not been submitted to

any other University or Institute for the award of any degree.

RUPALI AGRAHARI
DATE: BBDU, Lucknow
 ACKNOWLEDGEMENT

It would be insufficient just to say ―word of thanks‖ for all those people who have been so

instrumental in the success of this project. However, as a small token of my appreciation I

have named here all those wonderful people, without whom all this would not have been

possible.

I would like to express my deep sense of gratitude to the respectable Dr. Sushil Pande

Sir, I\C, SOM, BBDU personalities for their precious suggestions and encouragement

during the project.

I want to give my sincere thanks as I am deeply indebted to my guide, Dr.Pooja Aggarwal

for her guidance and support throughout our project. It is due to her efforts that my project

has gained its present stature. And I can never thank my family enough for all they have

done.

The experience which is gained by me during this project is essential for me at this turning

point of my career.

Last but not least, it was the blessing of my Parent, brother& friends for keeping me

motivated throughout the research period their close attitude and expressions of love and

patience have been nothing short of incredible.

RUPALI AGRAHARI

MBA 3RD Semester

BBD University
 PREFACE

It was a privilege for me to work in a reputed organization. This has given us an

opportunity to work in a truly professional environment where team work score over

individual effort, where there is a helpful atmosphere. A well planned, properly executed

and evaluated training helps a lot in inoculating good work culture. The project on “A

Study on the Emerging Trends of HR Practices during Covid 19 Pandemic in IT

Sector” has been made to facilitate effective understanding about the marketing aspects.

The project research has provided me an opportunity to gain practical experience, which

has helped me to increase my sphere of knowledge to a greater extent. I have tried to

summarize all our experience and knowledge acquired up till now, in this report. This

project is a keen effort to obtain the expected results and fulfill all the information

required.

At the end annexure and bibliography are given for effective understanding
 TABLE OF CONTENT

• Declaration
• Acknowledgement
• Preface

Sl. No. Contents Page No.

1. Introduction 1

2. Literature Review 41

3. Company profile 49

4. Objectives of the study 56

5. Research Methodology 58

6. Data Analysis & Interpretations 62

7. Findings 77

8. Suggestions/Recommendations 79

9. Limitations 81

10. Conclusion 83

Bibliography

Appendix
INTRODUCTION

1
 INTRODUCTION

Emerging Trends of HR Practices during Covid 19

Pandemic in IT Sector

1. Artificial Intelligence in Recruitment

In the year 2020, AI-driven solutions will provide immense innovation in

industries including Banking, Finance, Manufacturing, Retail, Healthcare,

Transportation, Social Media, etc. Organizations will adopt AI and use it in

recruitment and hiring processes. AI-powered solutions will rule in the year

ahead with the following advantages.

Time saving – Chatbots, considered as the dream assistant, are the

conversational interface platforms that save time and speed up the recruitment

process by answering the most common questions of the applicants. AI will

minimize repetitive tasks, hence enabling organizations to make hiring

decisions faster and improve candidate experience.

2
 Faster candidate screening – Screening a large pool of applicants requires

time and effort. For a single hire, candidate shortlisting and screening take up

almost 23 hours of a recruiter‘s time. AI powered recruitment solutions will

help in filtering high volume of resumes and pre-qualifying candidates based on

the job description and skills. Such solutions will be more in demand in the

coming year as recruiters would be able to identify candidate‘s personality traits

and predict their suitability for a job role. This would not only reduce the hiring

efforts but also encourage unbiased candidate assessment.

Quality hiring – With unbiased screening and selection of candidates through

AI,the quality of hires will improve and organizations would see a more

productive and talented workforce in the coming year.

2. Data Analytics Transforming HR

Data analytics will continue to be adopted rapidly in the year ahead. Using

analytics, data driven decisions can be made by HR professionals to attract and

retain top talent.

The coming year will provide endless possibilities to use analytics in identifying

trends and patterns on employee absenteeism, leave frequency, employee

turnover rate, engagement level etc. Data analytics will play a prominent role in:

 Implementing best, proven recruiting practices

 Reducing employee turnover

 Increasing employee experience and satisfaction

 Managing task automation and process improvement

 Increasing workforce productivity and engagement

 Improving workforce planning and talent development

3
Employee Experience Platforms

Today, employees expect a lot more than just good pay and an ideal work

environment. Employees do not hesitate to review and rate their company

culture, work policies, growth opportunities, compensation and more on

employment review websites like Glassdoor, Indeed, etc.

Employees share their experiences on these platforms publicly that can impact

the reputation of their company.

Thus, improving employee experience is the need of the hour. Global HR

experts suggest taking help of advanced HR technology solutions to enhance

employee experience.

With the rapid digital transformation, multiple HCM platforms have come up in

the market, yet there are very few which provide the desired employee

experience. These enterprise HR solutions are highly customizable and

configurable, yet lack in employee engagement and development capabilities.

The year 2020 will see a shift of focus to employee experience platforms (EXP).

As stated by Josh Bersin in a report, ―The EXP is a single place to design,

manage, and measure all employee interactions across the company. These

platforms would dramatically reduce the cost and time spent on developing

custom employee portals, integrating back-end systems, validating security, and

measuring service interactions across multiple backend systems.

The Employee Experience Platform lets a company design multi-step, multi-

flow experience, integrate it with all IT and HR applications, and abstract the

user from the complexity behind the scenes.‖

He further adds that, ―EXP serves as a destination for employees — a place to

find answers, collaborate, and share information – as well as a set of tools to

4
create and manage cases, direct queries to the right person or group, and

develop insights over time.‖

The EXP will provide an integrated solution to manage coaching, career

development, benefits administration, onboarding, performance management

and payroll on a single platform, in an intuitive manner.

With the evolution of EXP in the upcoming years, we will see a dramatic shift

in the way organizations embrace technology and manage processes to

empower employees.

Continuous Performance Management

The approach of once-in-a-year feedback and reviews is long gone.

Organizations have gone through a huge transformation in performance

management hoping to achieve high productivity, improved employee

engagement and talent retention.

As a software provider and industry insider, we realized this when interacting

with over 200 global organizations in 2019. Organizations are investing in

Continuous Performance Management (CPM) tools to streamline their company

processes in a better way and empower employees.

Tushar Bhatia, CEO of Empxtrack said, ―The key challenge in a traditional

review process is that feedback is provided to employees at the end of the year

or at specific pre-ordained timelines. This does not work for employees, and in

many ways is detrimental to employee morale.

Continuous Performance Management encourages periodic interaction between

the employee and the manager allowing course-correction, timely feedback,

coaching and development opportunities based on business needs. Productivity

can go up by as much as 15% by implementation of the CPM processes.‖

5
In 2020, adoption of CPM processes is expected to grow expansively. HR

software vendors, like Empxtrack, are already offering CPM tools to encourage

a work culture where continuous coaching and mentoring, constructive

feedback, holistic reviews, skill development plans, unbiased praise and

recognition are prevalent.

On the Job Training

Employees require continuous mentoring, training and skill development to

perform well in their jobs. Continuous learning improves employee skills,

making employees more adaptive to the work environment and preparing them

to take up different roles in their company.

The year 2020 will see organizations investing in Virtual and augmented reality,

gamification, geofencing, and other techniques to impart on-the-job training to

their workforce.

Feedback Tools to Improve Engagement

Organizations will move forward with well-thought strategies to improve

workforce engagement through HR technology innovations.

The emerging HR trends in 2020 will encourage use of employee engagement

tools and survey platforms to capture employee opinions and feedback.

Employee satisfaction surveys would help you to connect with your employees

and promote engagement and profitability. These feedback tools will help

management understand employee concerns and take corrective action plans to

retain the best talent.

6
HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is the function within an organization that

focuses on recruitment of, management of, and providing direction for the people who

work in the organization. Human Resource Management can also be performed by

line managers.

Human Resource Management is the organizational function that deals with issues

related to people such as compensation, hiring, performance management,

organization development, safety, wellness, benefits, employee motivation,

communication, administration, and training.

1.2 WHY IS HUMAN RESOURCE MANAGEMENT NEEDED?

Effective HRM at a strategic level is a crucial source of sustaining an Institute‘s

competitive advantage and continuous improvement particularly

When it enables the following outcomes:

 Employees to contribute more fully to organisational objectives and

 Organisations to respond more positively and creatively to changes in their

environment.

It is a truism that nothing happens without people making it happen and systems, tools

and techniques are becoming increasingly more sophisticated and useful. However,

these systems cannot operate at all unless people use them by providing appropriate

inputs and make interpretations and decisions based on the information available.

Human resources, people, are THE critical ingredient in organisational success.

For companies, people are an integral part of that ‗competitive edge‘ that lies between

a community that is engaged with learning and a community that is not. They are

critical in building the respect and value that the community has to have for

companies to become the knowledge provider of choice.

7
Management practice has evolved to a point where HRM is a distinct function that

must be aligned with other strategic functions and directly affects the performance

and sustainability of an Institute.

1.3 EXAMPLES OF GOOD PRACTICE

Key Elements of HRM Plans include:

 A well designed integrated organisational structure, and commentary on how

it aligns with the Institute‘s strategic objectives

 Modern employment relations practices linked to strategic objectives

 A performance management system that includes a system for matching an

individual‘s development to the organisation‘s strategic needs

 A program to achieve workforce productivity and flexibility

 Valuable Enterprise Agreements and processes

 Documented recruitment and selection processes, based on job analysis and

core competencies

 A Succession Plan

 A documented HR strategy which specifies that workforce development will

facilitate the achievement of business objectives and bring about the changes

required

 Regular review and assessment of HRM implementation, including an annual

review of workforce development objectives and achievements

 Processes and practices that enable clear and genuine communication between

staff members and their managers.

8
1.4 KEY FUNCTIONS OF HRM

HUMAN
RESOURCE
PLANNING

TRAINING AND RECRUITMENT

DEVELOPMENT AND SELECTION

FUNCTIONS

PERFORMANCE COMPENSATION
APPRAISALS AND BENEFIT

MANAGEMENT OF HUMAN ASSETS AT INFOSYS

―Our assets walk out of the door each evening. We have to make sure that they come

back the next morning‖

- Narayana Murthy, Former CEO Infosys

9
2.1 INTRODUCTION

Infosys, a consulting and software services organisation, includes its human resources

on its Balance Sheet to affirm their asset value.

Investors examine financial and non-financial parameters that determine long-term

success of a company. These new non-financial parameters challenge the usefulness

of evaluating companies solely on traditional measures as they appear in a typical

financial report.

Human resources represent the collective expertise, innovation, leadership,

entrepreneurial and managerial skills endowed in the employees of an

organization.

As a knowledge-intensive company, Infosys recognizes the value of its human assets

in maintaining and increasing its competitive position. At the same time, Infosys

realises that these assets can easily ―walk away‖, as competitors in India and abroad

covet its IT talent. Consequently, the challenge facing Infosys is: ―How can it attract,

retain and develop its human assets in a highly competitive and dynamic

environment?‖ The answer to this question may lie in the management of the 9,000

plus Infocians (as the employees are referred to), and that of many more to be hired in

the future.

10
2.2 OVERVIEW

Infosys, one of the India‘s leading information technology (―IT‖) services companies,

uses an extensive non-US based (―offshore‖) infrastructure to provide managed

software solutions to clients worldwide. Headquartered in Bangalore, India, Infosys

has seventeen state-of-art software development facilities throughout India and one

development center in Canada. These enable it to provide quality, cost-effective

services to clients in a resource constrained environment.

Through its worldwide sales headquarters in Fremont, California (and nineteen other

sales offices located in the United States, Canada, the United Kingdom, Belgium,

Sweden, Germany, Australia, Japan and India), Infosys markets its services to large

IT-intensive businesses.

2.3 HISTORY

Seven software professionals founded Infosys in 1981 with the goals of leveraging

sweat equity and creating wealth leagally and ethically in India. This was a daunting

task in a country like where the government was allegedly more concerned with

redistributing wealth han creating it. Most of India‘s commerce was owned and

controlled by an oligarchy of families to which Infosys had no ties.

Infosys‘s competitive advantage has historically been derived from low wage costs

in India relative to service providers in the United States and Europe. Their initial

foray into the U.D market was through a company called DATA BASICS CORP. as a

―body-shop‖ or on-site developer of software for U.S. customers. Later, in 1987,

Infosys formed a joint venture with Kurt Salmon Associates to handle marketing in

the U.S. These initial entries in to the U.S. market were a stepping stone for Infosys‘s

growth in later years.

11
In 1991, partly from International Monetary Fund pressure and shrinking currency

reserves, the Indian government began liberalising the economy. The office through

which an IPO was valued was abolished and the market was allowed to decide what

the stock premium would be. The government also abolished duty on all imports

brought in for exports purposes and foreign investment was allowed. This

governmental change brought both new opportunities and new threats to Infosys,

opportunities to raise capital and threats from increased competition.

In 1993, Infosys went public on the Indian stock exchange with a market

capitalization of $10 million. Infosys‘s IPO raised approximately $4.4 million in gross

aggregate proceeds. In 1999 Infosys was listed on NASDAQ with a market

capitalisation of $10 billion. A NASDAQ listing was significant for Infosys in many

ways. As Nandan Nilekani, co-founder of Infosys explained, ―We wanted to be

recognised as a global company, and it was imperative that we were listed on the

largest and deepest capital markets in the world.‖ A NASDAQ listing also helps

Infosys in other ways. For example, it helps it build brand equity that enhances the

company‘s visibility beyond India. It also enables Infosys to offer employees stock

options overseas. This will enable Infosys to attract top-notch talent globally.

The liberalisation of the Indian economy also brought unprecedented competition to

India. Such multinational corporations as IBM, Sun Microsystems, and Motorola

could leverage their vast financial resources to compete for India‘s most valuable

resources, its people. MNCs could provide the Indian people with never before

available salaries and compensation competitive on a global scale. Competition for IT

talent was further aggravated in 2000 by the increase in the quota of H-1 visas that

allow organisations to hire professionals overseas.

12
2.4 LEADERSHIP AND CULTURE

Most of the current human resource practices at Infosys result from the vision of the

leaders and the culture that they have created. Narayana Murthy, known for his

leadership and vision, is the public image of Infosys. His leadership style is humble

and straight-forward, quite uncommon in the world of Indian business. Narayana

Murthy believes in sharing wealth with his employees and in leading by example. In a

knowledge-based business like Infosys, he sees the importance of consistency in

rhetoric and action in empowering employees. Narayana Murthy is credited with

creating a culture of closeness and empowerment at Infosys. His management style,

rare among Indian business leaders, is based on Western management.

The other founding members of Infosys contribute their own specialities. Though less

known, they each play a critical part in shaping the culture and running the operations

at Infosys. These unique personalities, with their particular strengths, create the basis

for an uncommon culture at Infosys. Infosys was voted India’s most admired

company by a January 2005 survey in The Economic Times. According to Narayana

Murthy, what Infosys has on its side is “youth, speed and imagination and they are

constantly innovating in every area of their operation”. The founder‘s efforts have

been paying-off. According to a California-based management consultant working in

India, ―Infosys has been critical in changing the mind-set of India.” Transparency

is one of the important values held by Infosys. A practice illustrative of this value is

its very early decision to adopt the U.S. GAAP standards, the most stringent

standards, for reporting its financial results.

Hema Ravichandar, the Senior VP of Human Resources, sums up the characteristics

of the culture that distinguish Infosys from its competitors:

13
“Our emphasis on transparency and communication sets us apart from prevalent

family owned businesses operating in India. Our emphasis on getting the employees’

emotional buy-in into the company distinguishes us from the MNCs that have recently

entered the Indian business scene.”

The attempt to ensure motional buy-in is evident in their effort to provide a self-

sufficient work environment for their employees. Infosys inaugurated its facilities in

Bangalore under the name of ―Infosys City‖ in November 2000. Spread over 44,225

acres, it is claimed to be largest software services campus in the world. It has the

largest ―video wall‖ in Asia which allows for video conferencing simultaneously from

multiple centers. The existing buildings also form part of the Infosys City. The City

contains food courts that serve Chinese, North Indian, South Indian and Western

cuisine. A state-of-the-art gym, golf course, pool tables, table tennis tables and dance

floor are already in place. The sauna, grocery store, an Infosys Store, 50,000 square

feet swimming pool, and a lake with paddling boats. The eco-friendly campus

includes beautiful landscape as well. Besides the enticing work environment, Infosys

provides state of the art technology its employees. For example, PCs used by

Infocians are upgraded every two years.

2.5 MANAGEMENT OF THE HUMAN RESOURCE ASSETS

As of March 31, 2008, Infosys had approximately 15,400 employees. The current

employee strength represents a growth rate between 40-50% since 1996. Of these

about 86% are engaged in software development (including trainees) and the other

14% are in support services.

Infosys invests heavily in its programs to recruit, train, and retain qualified

employees. Further, management believes that Infosys has established a reputation as

14
one of the most preferred employers for software engineers in India. Elsewhere in the

software industry, employee attrition rate is around 30%; Infosys boasts an employee

attrition rate of only 9.8%.

2.6 SELECTION

The first step in the strategic management of a company‘s human resources is

selection of assets with skills and potential consistent with its business requirements.

Infosys‘s business requirements are flexibility and innovation. Accordingly, it has

developed clear selection criteria consistent with this business need. Selection is based

on an individual‘s ability to learn, academies achievement and conceptual knowledge,

as well as temperament for Infosys‘s culture. Further, because of Infosys‘s reputation

as a premier employer, it can select from a large pool of qualified applicants within

India. Competition among applicants is intense.

One selection criteria in particular stand out: the learnability. At Infosys, learnability

is defined as the ability of an individual to derive general conclusions from specific

situations and then apply them to a new unstructured situation.

P.S Srivathsa, the Senior Manager of Human Resource Development, adds:

“Learnability is considered an important criterion because the project life cycle is

short and technology is changing rapidly- so the ability of the person to take the

concept learnt in one setting and to apply it to another is very important. At Infosys

learnability is assessed through written tests that include analytical questions geared

towards assessing the aptitude of a person to derive generic patterns from a

situation.”

For its entry-level positions, Infosys focuses its recruiting efforts on students with

excellent academic background from engineering departments of Indian schools. The

15
first step in the hiring process is manpower planning, where the numbers are

determined. This planning usually takes place 20 months ahead of the hiring process.

Recruitment includes campus interviews, as well as inviting applications over the

Internet, newspaper ads, through job fairs, and HR consultants. The initial screening is

based on such criteria as academics and experience.

The test comprises two main components: arithmetic reasoning and logical reasoning.

Because of time pressures involved in testing the large volume of candidates across

the country, the reading comprehension section has been eliminated, cutting down the

testing time to one hour, Tutorials or coaching classes offered by third parties are

popular among individuals who wish to prepare for these competitive tests. Infosys

has a question bank system from which questions are picked randomly for each test

center. Those who score above the cut-off in the selection test are called for an

interview.

Interviews are conducted jointly by the human resource managers and the technical

manager. At the interview stage, screening criteria used are aspirations, expectations,

flexibility, presentation skills and communication skills.

Rejected candidates may reapply after nine months. People do come back and, if they

have picked up the necessary skills, they are hires.

2.7 TRAINING AND DEVELOPMENT

At Infosys, training and development constitute the next step in building its human

assets where the objective is to match the available skills and abilities to its business

requirements. In the headquarters at Bagalore, the education and research center in a

building that can train 1,000 software engineers simultaneously. It comprises fully

equipped classrooms, labs with video-conferencing units, individual faculty rooms,

16
and 30,000 square foot library with a capacity for 10,000 books. In addition, under

construction are a management development training center and a Wireless Center for

Excellence to be built by Nortel Networks. The Wireless Center is expected to be the

e-commerce research center with a capacity for 650 people working on research in

wireless Internet capabilities.

The education and research department of Infosys offers over 400 courses, including

courses in business, database management, e-commerce, quality systems,

programming language (e.g., Java, C++), networking concepts, software

development, languages (e.g., French, Japanese), interpersonal skills (e.g.,

communication), and managerial skills (leadership, team management, negotiation).

Full-time faculty teaches 75% of these courses; professionals teach 10% of the

courses and the outside vendors offer rest of the courses.

All fresh technology entrants receive 14.5 weeks of training: 3 days of orientation

(e.g. corporate culture, customers), 5 week of foundation courses (e.g. programming,

systems development, interpersonal skolls), 7 weeks of technology courses (e.g.

C++,UNIX,HTML), and 2 weeks of group project. In addition, training is provided as

a part of the continuing education.

Beyond entry-level training, people may nominate themselves for the scheduled

courses. Close to 100 courses are offered each quarter, with duration from 1 day to 6

days. Most courses are presented in classrooms, some in labs. In addition, course may

be offered on request.

Training needs are assessed through various mechanisms; the objective is to fine-tune

them to business needs. First the corporate management determines segment-wise

technology requirements. These expectations are communicated to the education and

research department. So, for instance, the education and research department may be

17
informed of the requirement for 500 people with knowledge in Internet technology in

the near future. Specific skill needs such as interfacing with Microsoft or Java may be

determined through a deeper analysis. Typically, about 3-6 months advance notice is

provided.

Training needs may also be assessed through the regular planning meetings. In these

meetings, the expected projects for the coming year are forecasted. These projects

determine skill requirements (e.g., 300-400 project managers for 500 projects). Based

on current skill availability and skill demand, training needs are determined. The

education and research department also tracks specific technologies; the number of

requests for the technology from clients may also determine course offerings.

Infosys also offers training and development support to academic institutions by

providing exposure to industry, in the form of sabbaticals at Infosys, training

programs, and sharing courseware.

2.8 CAREERS

Charged with the responsibility of developing human assets in a fast paced

environment, career management at Infosys faces two challenges: a shift from a focus

on technical expertise in the career to a focus on management expertise, and the speed

with which this refocusing must be accomplished.

Nandita Gurjar, the Corporate Development Manager describes the first challenge as

follows:

―Management skills have become increasingly relevant for Infosys because of its

ever-increasing volume of business as well as its shift towards consulting business. As

the number of projects to be handled has increases, the demand for project

management skills in goal setting, communication, coaching, delegation and team

18
management has also increased. Invariably the technical personnel are chosen to

move to a management track. This choice is ironic in some ways because the better an

individual is in technical skills (such as writing code) the more likely he/she is to be

moved away from using the technical expertise into a management track requiring

management expertise. Technical expertise provides an individual legitimacy and

respect from co-workers making them a natural choice as a team leader. Within a

short time span the team leaders are required to manage projects, clients and the

people working on these projects. It, therefore, becomes necessary for the individual

to abandon their technical expertise- something that has been very salient to their

identity in the course of education and early career, when they aspire to be smart

―techies‖, and start collecting a repertoire of managerial capabilities.

While developing management skills by attending management development

programs 2-3 years ago was one of the ―nice things to do‖, it has now become a

business necessity. The nature of management skills required is further complicated

by the fact that at Infosys, managers are also required to manage from remote. Team

members are apread geographically and may not meet each other or the team leader

for a year or perhaps never. As hiring overseas gathers momentum, the demands may

be further exacerbated by the fact that team members may belong to different

backgrounds and may not completely understand the organization and the country

culture.‖

The second challenge facing career management is ―compression‖ in career, an effect

of the speed at which employees must move from one stage in their career to another.

The new hires are very young (22 years old) and they are put under managers who are

24 years old. At 30 these employees are managers of managers. At 35 an individual

can potentially become a vice-president. Management skills become necessary at a

19
very earlt stage in life and career of an individual at Infosys. Rapid change is a

constant challenge.

It is a challenge to teach a 24-year old to become a manager. The young individual

believes, ―I have not yet grown,‖ but you are saying, ―you have to do it.‖ Just when

you become used to something you are pulled out of it and it is time to move on to

something else. Those who can cope with this change emerge as leaders (perhaps at

the age of 32); others fall back and become comfortable where they are. The whole

career development progress in Infosys is therefore comparatively shorter than in

other companies.

To address the pressing need for management development, Infosys has put in place

some training programs. These include:

 First time manager program: This is a 5-day program for new managers,

designed to change a manager‘s mind-set from an individual to a more managerial

one, where the focus has to shift from managing individual performance to

managing team performance.

 The manager of managers program: The program is geared towards teaching

managerial skills (such as delegation, team management) to more senior

managers.

 Infosys leadership program: The program emphasizes the dynamic environment

outside of Infosys and the adaptation to its environment. Once again, the objective

is to create a ―mind-shift‖ for the senior managers, from looking inward at the

internal operations to become aware of external change factors.

Compressed careers bring with them other challenges: stress and burnout. With

technology-assisted communication devices (e.g., Palm Pilots, cell phones and home

computers) employees are multi-tasking, even in meetings. The potential for stress is

20
enormous, intensified by the time zones differences that make the employees

accessible around the clock. Thus, working around the clock, coupled with extensive

travel and minimal time to manage work and non-work needs may cause many

employees in the future to burnout.

2.9 PERFORMANCE APPRAISAL

Performance appraisal is a rigorous comprehensive process at Infosys, tied to the

future development of the individual‘s skills and capabilities. First, an evaluation of

performance skills is carried out for the tasks assigned to an individual during the

appraisal period. The criteria used to evaluate performance on tasks are derived from

the business goals and include; timeliness, quality of work, customer satisfaction,

developing others, knowledge dissemination, peer satisfaction in the team, increased

business potential, and developing optimal task solutions. The evaluation of personal

skills and abilities is carried out for the following: learning and analytical ability,

decision making, team leadership, change management, communication skills,

teamwork, planning, and organising skills. Each criterion is described and measured

on a 5-point scale. Further, each of the scale points are anchored to descriptions of

expected behaviour.

Performance appraisal is carried out semi-annually, in July and January. A 360-

degree appraisal is carried out for all employees. Appraisals are sought from peers,

direct supervisors, subordinates, and customers. A minimum of 6 to 7 appraisal

reports are collected for each employee. All appraisal forms are completed online and

the data is maintained in a central database. The appraisal information is used to

identify training courses and other developmental interventions. Future objectives for

21
both task accomplishment and individual skills development are based on the results

of the semi-annual evaluation.

COMPENSATION

“We compensate out human assets in three ways. We add learning value through

training and development and appraisal practices. We add emotional value through

initiatives directed towards supporting employees with their work and personal needs,

and we add financial value through monetary compensation.”

- Hema Ravichandar, Senior VP, HRM

Although Infosys faces strong domestic and international competition for its human

assets, through enticing offers from competitors, the compensation level at Infosys

equals the average industry level for each country. It is neither above market nor

below the market level. The belief is that financial value, when combined with

learning and emotional values, yields a total compensation greater than that offered

elsewhere in the industry.

Infosys is one of the first Indian companies to offer stock option plans to their

employees. Currently Infosys offers three option plans that cover all Infosys

employees.

In addition to such statutory benefits as pension, medical and leave, Infosys also

offers a loan program that employees find very attractive. Loans may be taken for

pursuing a degree program such as an MBA, or to meet such personal needs as

purchasing a car or a house. The interest rate varies (4% for a car purchase and 0-4%

for a house purchase). To date, almost all loans have been repaid.

22
2.11 INFOSYS OVERSEAS HRM

Overseas, the main thrust of HRM at Infosys has come from its Global Delivery

Model. The objective of this model is to support customers using virtual teams that

span geographic locations. Recently, however, the focus has shifted from producing at

lowest cost and selling at maximum price to producing at locations that provide other

benefits. For example, production demands arising from customer needs in Canada,

London, or the USA may require that production be carried out in that specific

country. Or, in another instance, the ―dot com‖ customers require the latest technical

expertise that may not be available in India, so that development must be hired from

Silicon Valley in California.

Currently, the greatest need at Infosys is to hire people at all overseas locations, with

about 1,000 hires in the next year in the U.S. and 100 in Canada. Before the

NASDAQ listing, Infosys could not pay overseas hires, because Indian stock options

are not fungible. However, since 1999, Infosys has been recruiting actively in North

America (including Canada). A drawback that Infosys faces in attracting candidates is

that it has very low brand equity for Infosys in its own immediate market, but to most

people it is still relatively unknown.

The recruitment strategies being used at the campuses in the U.S are similar to those

used by all other companies. These include lobbying with campus career centers,

giving talks to student groups, sending email campaigns, participating in career fairs,

and so on. However, certain aspects of the recruitment unique to Infosys offer are a

recruiting advantage.

They offer extensive training, which few other companies will offer. The training

includes classroom training and mock projects. After a year our employees are as

good as the best Bachelor of Computer Science in the world. Subsequently,

23
employees have the opportunity to sign up any course as a part of their continuous

learning process. With an increasing hiring rate, Infosys plans to set up training

facilities in U.S itself. The other aspect of recruitment that provides an advantage to

Infosys is our willingness to hire anyone with any reasonable math or science

background (for example, economics, math, statistics, physics or chemistry). This is a

departure from the hiring practices of other firms that focus on the traditional

computer science, computer engineering and electrical engineering backgrounds. This

approach to hiring is attracting a lot of attention. Given our proven track record of

training non-computer background people in India, we can do it again here, as long as

there is some degree of analytical background in the curriculum and the person has a

good GPA.

Although learnability is an important criterion for hiring even in North America, the

written test used in India to screen out applicants cannot be used in the USA. Instead

the screening criterion is GPA of 3.0. This compares to a 70% cutoff used by Infosys

for students from Indian Universities. The other characteristics considered important

are interpersonal skills and communication ability, ability to work under pressure, and

to travel extensively. While hiring in North America, Infosys particularly emphasizes

communication and interpersonal skills, because of their experience that candidates in

north America possess these more than candidates in India. In contrast employees

hired in India are stronger in technical skills. A team compromising both skills is

therefore very advantageous, and can potentially create learning from each other‘s

skills.

Subject knowledge is a distant third or fourth level criterion, based on a assumption

that, if the person has applied his/her mind to understand a concept in his/her own

24
discipline, then it is very probably not difficult to teach the person software

programming.

Overseas, Infosys maintains the same compensation strategy as in India, namely, that

they are not industry leaders in pay. To attract candidates they emphasise the entire

employment package. Features of the package include career advancement

opportunities, autonomy, and more early career responsibility compared to

competitors.

Culture has so far not been a major barrier in Infosys‘s ability to do business in India.

2.12 FUTURE PLANS

Infosys plans to maintain its growth rate in India and to expand overseas. It has

already set up a software development center in Toronto and plans to set up more

centers soon. It plans to hire a substantial number of employees over the next few

years in its overseas offices.

As a part of its growth strategy, Infosys is exploring possible candidates for

acquisitions in the US. Infosys believes that pursuing selective acquisitions of IT

services and software applications firms could expand its technical expertise, facilitate

expansion into new vertical markets, anf increase its clients base.

As part of its business strategy Infosys is gearing to move up the ―value chain‖ and

provide end-to-end solutions to clients.

Infosys will have to achieve these objectives in the face of many challenges. These

include increased global competition and labour cost, rapid growth, and increased

employee diversity. As Infosys expands overseas, it will experience increased

competition from firms with potentially lower labour costs and with greater ability to

respond to changing client IT preferences. Historically, Infosys‘s labour costs have

25
been lower than those of service providers in the United States and Europe. However,

because wages in India are currently increasing at a faster rate than in the US, Infosys

will experience shrinking profit margins in the future. The rapid growth of Infosys

challenges its ability to attract and retain skilled personnel. Overseas hires and

acquisitions will result in Infosys experiencing increased employee diversity of

cultures. Increased diversity will also come from a different set of skills required for

expansion into consulting business.

26
 MANAGEMENT OF HUMAN ASSETS AT TCS

“TCS plans to recruit 30,000 persons in this financial year up to March 2007."

- S. Padmanabhan,

Executive VP, Global HR, TCS

3.1 INTRODUCTION

India's largest tech company is also its best IT employer. It is not the pay alone. What

is the key to the ever-complicated HR management puzzle? Well, asking the brains at

TCS could help. When an above 70,000 employee-strong organization emerges as the

best employer, one cannot help but wonder what it really takes to keep such a huge

workforce added both organically and inorganically-really satisfied in these trying

times. The company hogs the limelight when it is managing to maintain the lowest

attrition rate in the industry. The figure is around 10% when the industry average

hovers around 20%.

Currently, 7.5% of TCS' workforce belongs to other nationalities and are spread

across the globe. True to the characteristics of a global organization, TCS has added a

local flavor to all its existing HR policies. S. Padmanabhan, Executive VP, Global

HR, further asserts that, "The DNA of the company is to create an easy work

environment and this has been built over years of effort."

Not considered the best paymaster in the industry, TCS' compensation structure is

also based on a simple philosophy - it is not sufficient to give a lot, but give it to the

right people. Managing the people, revenues and the customers constitutes an ideal

organization. TCS seems to be the perfect depiction, at least in the Indian IT scenario.

What is there in TCS' HR practices that make it the best and biggest? Can it keep its

head above water, in its efforts to grow even bigger?

27
3.2 BACKGROUND

Sticking on to the tested and tried procedures does not qualify the existence of a

company in the present environment, which is never the same on two consecutive

days. It takes timely alterations in its HR practices to keep it abreast with the others in

the race. When it comes to TCS, not just being in par is key, but leaping forward at a

staggering pace ahead of its competitors holds the key.

The company should effectively harness its human capital by making the necessary

modifications in its HR practices from time to time. The HR practices should be in

alignment with the overall strategy and processes for the company to keep going in

the rat and mouse game.

TCS has been thriving for this many years in a big way, and it becomes evident that

HRM is in line with the strategy. In fact, TCS was the 'live case study' that capped off

a six-day 'strategic leadership-training program' organized by the All-India

Management Association and conducted by faculty from the Harvard Business School

at the Tata Management Training Centre, Pune.

The strategists speak volumes about the company. Appreciating the fact that, TCS

was a role model, how about the torrential times ahead? The company is getting

bigger and the competition more heated up. Hats off to TCS HR strategies till date. It

is not the past but the future that counts. The company is assured of a bright future if

it frames the HR strategies that is really becoming, as it has done in the past. Keeping

the tempo going, but modifications and interventions at the right time in the proper

way will keep its position intact. Easier said than done. The big H - HOW? Thus

strategic HRM comes to the forefront submerging HRM. The following discussion

sheds light into the techniques of HRM adopted by TCS that enabled smooth

functioning and growth in the global scenario.

28
3.3 OVERVIEW OF HR IN TCS

3.3.1 Diversity in Workplace

According to Anjali Prayag, "For Indian companies‘, managing a diverse workforce is

no longer a choice but an imperative." TCS is an equal-opportunity employer and

TCSers come from many nationalities and speak many languages. TCS has the culture

of celebrating everything under the sun, singing carols at Christmas and doing the

dandiya dance at Navrathri with equal enthusiasm.

Tata Consultancy Services (TCS) will recruit 4,000 foreign nationals in the

forthcoming fiscal, including 800 people in the US and 1,000 in Latin America and

the rest in China and Eastern Europe, according to Mr. S. Padmanabhan, Executive

Vice-President of Global HR. The company intends to build a workforce with over

7.5% representation of foreign nationals. It is noteworthy that more than 25% of the

employees are females.

The company has adopted the diversified workforce approach in order to create a

comfortable environment for clients and employees who work along with it on

specific projects. The HR practioners who make a large hue and cry about bringing

out the best using a diverse workforce can really quote TCS as an example.

One of the chief reasons for the diversity drive was the 9/11 disaster. The move was

initiated as a risk mitigating mechanism wherein, the company does not have to take

the risk of losing its entire workforce due to a single catastrophe.

The far sightedness of the company in this regard is further revealed by the strategy

they plan to recruit the diverse workforce. In order to do this, the company is looking

to implement the campus recruitment framework that it has in India in foreign

countries. The company has established relationships with 180 campuses in India

where it held recruitments and made 8,000 offers in the first quarter of 2006-07.

29
Abroad, it is still in the process of building relationships with universities and colleges

such as Nanyang Technological University, Singapore, and some universities in

China.

Acquisitions of Australia-based Financial Network Services, a 200-people strong

company that offers retail-banking solutions, and Chile-based Comicrom, banking

and pensions BPO that has about 930 people on its rolls, was also done as an effort to

widen the foreign employee base of the company. The Indian IT scenario as such is

transforming. Infosys has also announced an intake of 300 graduates from universities

in the US in 2006 and about 25 from universities in the UK in 2007 as part of its

commitment to create a diversified workforce. Though companies like Infosys and

Wipro also go for the same, they are not successful with respect to TCS. Wipro is

finding it a real challenge to manage the diverse workforce. TCS is fitting in the

present.

3.3.2 Learning & Development (L&D)

L&D Mission - "To enhance the competency capital of TCS, through co-creation of

learning experience continuously and consistently, so as to facilitate delivery of

world-class human capability to the customer, enabling the company to achieve its

vision."

TCS invests about 4 per cent of its annual revenues in Learning and Development, to

build competency capital within the company in cutting edge technologies, domain

and functional areas. Special emphasis is placed on providing necessary learning

interventions to associates with potential of being leaders in the company.

Thus, it is evident that focus is divided equally between the regular employees and

managerial employees alike. All the learning programs are mapped to competencies

and address learning needs at different proficiency levels. Learning and Development

30
managers closely work with business to develop and deliver programs that will make

our associates deliver value-for-money to our customers. Assessment centers are also

being used by TCS. Inarguably, TCS is one of the real pioneers in the training. The

state-of-the-art center in Thiruvanantapuram is by far the best than its adversaries.

Several levels of learning are provided in TCS. Each of the levels is unique, aimed

with varying objectives. The proactivity of the company comes to light, with the

inclusion of newer modules as per the requirement.

3.3.3 Initial Learning Program (ILP)

TCS Initial Learning Program is designed to provide a smooth transition from

Campus to Corporate environment. The program is designed to transform graduate

engineers into IT Consultants with global mindset. The participants are put through a

rigorous 47-day program that has good mix of technical skills and soft skills.

3.3.4 Continuous Learning Program (CLP)

Continuous Learning Program (CLP) is a manifestation of the company's commitment

to the continuous growth of associates, in line with the core value of Learning &

Sharing. Programs under the CLP umbrella arise out of business strategies, project

needs, technology and business directions and individual aspirations, and span across

Technologies, Domains, Processes and Soft-skills. This lay emphasis on long-term,

short-term and medium-term needs of the organization alike.

3.3.5 Leadership Development Program (LDP)

The program is to churn out the future leaders for the company. Associates are

carefully assessed for leadership potential and then put through rigorous branded

programs. TCS also encourages associates to attend various programs at premier B-

schools across the globe.

31
3.3.6 Foreign Language Initiative (FLI)

Foreign Language Initiative is to help the associates to communicate effectively with

the customers. Under this initiative, associates are encouraged to learn one or more

foreign languages. This initiative also helps associates to use English effectively for

business communication. This is highly beneficial in a company with a diverse

workforce. The cross-cultural issues are curtailed with the proper use of

communication.

3.3.7 Workplace Learning

Apart from all these initiatives TCS encourages "workplace learning". Associates are

encouraged to learn while at work. To facilitate this, TCS has subscribed a huge

library of e-Learning courses and online books. The classroom session and e-Learning

materials complement each other.

3.3.8 EVA & Compensation Management

An extremely competitive compensation scale, is rendered solidarity by a highly

effective 'economic value added' (EVA) model, first of its kind to adopt the practice in

India. It is a basis for measuring performance and bonus, and is measured at the

enterprise and department levels. The EVA system calculates profits after considering

all costs, including that of capital. If the revenues are in excess of the costs, including

operating expenses, costs of developing and investing in the people, products and

business, then value has been created.

3.4 THE EVA MODEL

In giving shape to the EVA model, an organization needs to keep its focus towards the

ultimate goal of aligning its people to the corporate mission, creating an

entrepreneurial culture through an empowered work force, and building ownership

with accountability.

32
TCS worked out an EVA framework to align corporate value with the performance of

the constituent business units and the individuals who comprised these. It translated to

a compensation model, where the employee had a share in the corporate pie with add-

ons from the profits of the Business Unit and the Individual Performance Factor. At

the individual level, an employee needs to know the drivers to tweak to enhance the

EVA of the company, of the business unit, and his own contribution towards all these.

There are three basic drivers - revenue, cost, and capital charge. Revenue is driven by

the rate or license price put into the product, sales, billable hours, response time, and

domain skills. The individual works towards the improvement of the benefit package,

which essentially has three components - the Corporate EVA, the Business Unit EVA,

and the Individual Performance Factor. Out of the total EVA payment, a certain

percentage goes to each employee on the basis of corporate EVA improvement.

Secondly, if your business unit did better than another business unit, then

automatically you got more than the other business unit. Again it is a team reward

concept. The third one depends on the evaluation of individual performance.

3.4.1 Strategic Benefits of EVA

With the introduction of EVA, yet another plank has fallen into place in the systemic

efforts towards optimization. With the introduction of EVA, the company has to take

a fresh look at the integrated system in a holistic perspective, and evolve ways and

means of optimizing it.

Implementation of EVA requires the integration of the planning and the tracking

process. TCS sought to achieve this through a home grown tool called e-Pilot, which

essentially drills down from strategy to day-to-day activity. This facilitates the

integrated planning approach, in defining the corporate EVA, linking it to the business

33
unit/cell, and further to various components down the line, all the way to the drivers

connected to each activity.

3.4.2 Incentive Scheme

A comprehensive EVA-based Incentive Compensation Plan is designed for the

employees. Building the incentive scheme requires a detailed exercise in arriving at

the target EVA. The TCS model was defined backed by a market analysis and a study

of 24 competitors, largely outside India.

The framework had specifications for target EVA, with carefully defined EVA

intervals and provision for the positioning of zero EVA. The gradation continued

through incentives corresponding target attainment, the double incentive.

TCS is also implementing the bonus bank at the individual level. This exercise begins

with a target bonus being ear-marked for allocation on corporate target realization,

with a built in multiplication factor for exceeding the targeted EVA. When the

corporate target is exceeded, a 'potential bonus' is declared. This accrues to the bonus

bank of the individual as two components: Component A, the result of the share in the

corporate pie; Component B, a composite factor depending on the business unit and

individual performance. The accruals are cumulated over the years and the pay out

each year is decided as a portion of this cumulative balance, leaving a surplus in the

bonus bank. This concept of bonus bank allows an unlimited multi-year decision

horizon, replacing the traditional thresholds and caps. It demands sustainable

performance improvements, and maintains the important cumulative relationship

between pay and performance.

34
3.4.3 Separation

Following steps as part of my separation/ exit process :

 1 months notice period has to be given.

 Fill formal forms to get NOC from HR( for not owing any money to tcs, and

for not being leggaly bound in any way for any contract penalty).

 NOC for IT (laptop phone etc)

 NOC for library.

 Transitioning of the project after a backup/ replacement guy is recommended

by the person leaving the organization.

 Also the approval of the client is important for the backup personal.

 Transfer of knowledge and training of the team for the expertise of the person

leaving the oraganization.

 This is achieved by HR creating some sort of backup or succession plan for

each team member ahead of time and have regular training and knowlege

transfer as well as rotations within the team.

35
3.5 JOURNEY AHEAD

TCS seemed to have done everything right till now. Their HR practices are so unique

and they do rely on the buzz word of the era "knowledge capital". They ascribe such

importance to training and learning to tap the potentials embedded in their workforce.

EVA seems to be a concept that is well-implemented that extracts optimum

performance. Synergy is brought to the fore by the interplay of workforce across the

globe. They are providing different kinds of benefits to its employees to keep them

intact. Above all, they were able to rightly mould their procedures in a way it matched

with the changing requirements of the environment. Does all this provide room for

complacency?

The answer would be no. It would be casuistry to assume that it will be able to fit in

the environment in the turbulent years to follow. The company is sitting pretty

comfortably as their attrition rate is way below the industry average. They seem to

underplay the fact that these figures are on the rise and have climbed to two figures

from 6.1% in 2003-04.

The gap between TCS and others are threateningly closing up. TCS cannot afford to

relax and dwell on the previous statistics. Innovative interventions, as they have done

in the past, are the real need of the hour. The big H-How is left to the strategists of the

company. The message is transparent - curb the attrition rates.

Too many cooks spoil the broth is an old saying that has its complete essence in the

context of TCS. The company is widely practicing the concept of diversity and

believes to generate the best out of it. So far so good, but how long it can be

sustained? An unprecedented rise in the number of foreign nationals to increase the

diversity in all probability will froth the cross-cultural issues and will start to be

dysfunctional. Incidents related to diversity problems are being reported. A diverse

36
organization is shaped or influenced by the basic corporate culture, geographical

culture and personal culture of the people at various levels in the organization, which

in turn is affected by the client culture.

Thus, the cultural implications of diversity in an area that is to be looked into. TCS,

known to have a good work culture can it maintain the status quo? Diversity

management is not just managing gender diversity and ethnicity. The art, if not

mastered, can impede the smooth functioning. It also means revising the retention

strategies. "No two countries have the same retirement benefits," asserts

Padmanabhan. So are the reward strategies and other parameters. It takes efforts to

manage these effectively. Padmanabhan himself admits, "We have been dealing with

and are used to working with foreigners as clients or business associates, but certainly

not as team members."

The chief factors causing problems between onshore and offshore workers were

different communication styles (76 per cent of the times), different approaches to

completing talks (53 per cent), different attitudes toward conflict (44 per cent) and

different decision-making styles (44 per cent).

The company should work out the threshold regarding diversity as they are bounded

by capabilities. Daring to cross or accidentally crossing it would result in a debacle.

TCS should be able to cut the line. The limiting point is again left in the hands of

strategists.

TCS is considered as one of the real aces when it comes to training and learning. But

the modes of training might again prove to be obsolete tomorrow. They have to adopt

newer modes of training, in a scenario when the competitors with Infosys in particular

are picking up real pace. With reference to the effective learning and training

approach as given in Exhibit 1, how the company can cope? Unless it is taken care of,

37
it might prove detrimental for their growth. EVA has got its own inherent dangers.

EVA was done with a view to inculcate long-term orientation in the minds of the

employees. Effective implementation demands short-term targets. This reverse impact

was unanticipated by the think-tanks of TCS.

It all converges to the same point. What does the future has in store for TCS? There is

no other side for the argument that it has to change to seal their secured future. The

discussion unfolds here. Which path to opt? The tools and techniques that the

company has to adopt, especially when it is in a growing mood. The company is the

biggest and best but how can it retain the same status in its future efforts to grow.

Neither of the attributes (big or best) can be compromised. An HR strategy in

alignment with the future strategies of the company, addressing quality, clients,

innovation and global outlook is the panacea. But How?

Exhibit 1

38
Exhibit 2

39
Exhibit 3

40
 REVIEW OF
LITERATURE

41
 REVIEW OF LITERATURE
Anupama Gupta (2010) explained the consequences of the challenges faced by the

Human resource management in context with the current economic status and the

challenges faced should be taken in consideration. This article insists on the

challenges in the short fall of talented employees. This also emphasis on how Human

resources Management tackles the problems handled on a day to day activities. It also

suggested some important points to handle things better. Saini R.R. (2010) this article

explains Management in United Commercial Bank which is a case study of

Chandigarh State which elaborates HRD rules and regulations. Basically this study

explains the hurdles in the process of framing the rules and process of executing it.

This analytical study contains a sample size of 100 people and analyzed their opinion

about HRD rules and regulations. As a result of this study is qualification plays a

important role in recruitment in top, middle and low level management. The practice

of selecting right candidate for the level of management helps the organization to

achieve more and retain employees in the organization. Kundu. Subhash C., Divya

Malhan (2009) in their article on "Human Resources Management Practices in

Insurance Companies: The study was made in Indian and MNC‘s and explains the

benefits of the organization is generated only by Human Resources .However the

advantage of giving insurance to the Human Resources is one of the employee

benefits issued by the Human Resource Management. The findings of the study says

that both domestic and international Insurance companies have to improve more on

their HR practices like performance appraisal, HR planning and Recruitment Tripathy

(2008) explained that the organization have the optimum usage of Human resources in

the organization. They follow the 3 C concept (i.e) Competencies, commitment and

culture. By following these 3 C culture in the work organization give the positive

42
results in the organization. This practice is considered to be the best result earning

which resulted in the increase in the financial growth. Singh S.K (2008) in this study

he explained that for a good organizational growth employee should maintain their

involvement to yield high productivity. Employee‘s dedication helps him to achieve

his target, and increases his quality of work. Organization should also help the

employee in training him to develop his interpersonal skills. Both Employer and

Employee should equally contribute each for individual‘s growth. Patil, Kallinath S.

(2007) The development of facility management industry has an important place in

the growth of the country. Life Insurance Corporation is one of the major service

providers in which they provide the best service. The Transmission doesn‘t come in a

day. For that employees have put in lot of efforts to bring the service in the field of

service. Hemant Rao (2007) in his study he explained the changes in the role Human

Resources. There was an extraordinary change in the role of Human resource

department. They should work in the organization such that they should treat the

employees irrespective to cast, religion, gender etc. The productivity of the company

is based on the quality of work done by the employees in the organization Sharma and

Jyoti (2006) in this article they have explained about the Job Satisfaction that they

finalize it the best and effective reason for an employee in the working situation. They

also explain that this emotional factor helps the employee in the organization to yield

best results. Dissatisfaction is one of the main reasons for attrition of employee in the

organization. So, job satisfaction is the primary reason of an employee‘s carrier

growth and development of an organization. Subramanian, V. (2005) he express that

the recruitment and selection process in the organization and selecting the right

candidate for the correct position helps employees to work in the organization in a

very positive mode. The interview process should be relevant to the job profile so that

43
the candidates will be interested in the job profile. G.V. Chalam and L. Srinivas

(2005) in his article he have made a Human Resources Department survey across 120

branches of State Bank of India at Andhra Pradesh, and defines the gender where he

paper made an attempt to explore the basic gender difference. He finds that the

women employees have much more concern that the male employees. Female

employees have higher attitude of respecting the organization and Human resource

department. They also have good source of Loyalty towards Bank work.

Maitin,T.P. (2003) In his study he explains the Human Resource Development shows

the progress of the organizational growth with different process like recruitment and

selection, payroll processing and maintains the rules and regulations of the office. By

the way of best approach towards the employees which the in the high productive of

the employees. Vidya A. Salokhe (2002) in her study he explained the Human

Resource department have several processes to improve the employee‘s individual

growth in the organization. It also helps the organization to achieve more in the profit

with their effective smart work. Employees are the asset of any organization which

they make profit out of them. Mishra and Bhardwaj (2002) in his research he made an

empirical study on the Private companies and their nature of work in Human

resources Department. A random sample of 107 managers with different levels like

low level, middle level and top level management are taken into consideration. A

questionnaire was circulated to them to know about the Human Resource department

and analyzed. As a result the situation present in the HRD is satisfactory. T.V. Rao

(1999) the study in his book explains that the audit conducted describes the methods

and ideas which have to be implemented in the Human Resource Audit. His

framework helps to estimate the different criteria like core competency, culture and

value of the organization. By evaluating the employee‘s interpersonal skills, they can

44
improve in some of the factors which are they lacking in the system. They also have

broadminded people in the top level management which helps the low and middle

level employees to know about their concerns. So they each and every employee in

the organization helps them to achieve more by increasing the productivity. Udai

pareek &T.V. rao (1999) in his study he explains that the limitations of Human

Resource Department where they need to improve in the personal growth of employee

and the organization. In his he elaborately explains about the importance of the

training and Development, HR Audit, Planning and Development, Organizational

Behaviors. This also gives the lots of information about the Educational Institutes and

lot of professional people.

Venkateswaran (1997) explains in his article about how Human resource Department

helps the organization in their Financial growth. For that he made a empirical study

by collecting data from a sample of 132 executives of a private organization. This

study helps to know how the HRD works in the organization and how for employees

are benefited out of them. As a result, the HRD works in better way how such that

employees are more much comfortable in the rule and regulations of the

organizations. This also helps the organization to maintain a good decorum.

Bruce and Pepitone (1999) propose an interesting viewpoint according to which

managers cannot motivate employees; managers can only influence what employees

are motivated to do.

The role of facilitating quality subordinate-superior communication at various levels

effectively employing a wide range of communication channels has been praised by

45
Shields (2007) in terms of its positive contribution in boosting employee morale.

Shields (2007) stresses two specific advantages of such a practice that relate to

offering employees a chance to raise their concerns and put across their points

regarding various aspects of their jobs, as well as, supplying them with the feeling of

engagement and appreciation.

According to Lockley (2012) offering training and development programs that

effectively contributes to personal and professional growth of individuals is another

effective employee motivation strategy. At the same time, Lockley (2012) warns that

in order for motivational aspects of training and development initiatives to be

increased, ideally they need to be devised and implemented by a third party with

relevant competency and experience.

Alternative working patterns such as job-rotating, job-sharing, and flexible working

have been branded as effective motivational tools by Llopis (2012). Moreover, Llopis

(2012) argues that motivational aspects of alternative working patterns along with its

other benefits are being appreciated by increasing numbers of organisations, however,

at the same time; many organisations are left behind from benefiting from such

opportunities.

An interesting viewpoint regarding the issue has been proposed by Wylie (2004),

according to which members of management primarily should be able to maintain the

level of their own motivation at high levels in order to engage in effective motivation

of their subordinates. Accordingly, Wylie (2004) recommends managers to adopt a

proactive approach in terms of engaging in self-motivation practices.

46
Furthermore, Wylie (2004) recommends concentrating on specific variations of

intangible motivational tools such as celebrations of birthdays and other important

dates with the participation of whole team

According to Thomas (2009) the main challenge of motivation in workplaces is

identifying what motivates each individual employee taking into account his or her

individual differences. In other words, individual differences have been specified by

Thomas (2009) as the major obstruction for management in engaging in employee

motivation in an effective manner.

Lockley (2012), on the other hand, addresses the same issue focusing on cross-

cultural differences between employees in particular. Namely, culture can be

explained as knowledge, pattern of behaviour, values, norms and traditions shared by

members of a specific group (Kreitner and Cassidy, 2012), and accordingly, cross-

cultural differences is perceived to be a major obstruction in the way of successful

employee motivation.

This point has been explained by Lockley (2012) by insisting that certain practices

such as engaging in constructive arguments and dialogues in workplace can prove to

be highly motivational for the representatives of Western culture, whereas the same

set of practices can prove to be counter-productive for employees from Asian

countries due to vast cross-cultural differences.

Llopis (2012) draws attention to the increasing relevance of the work-life balance

problem for modern employees and stresses its negative impact on the level of

employee motivation. Specifically, Llopis (2012) reasons that unless employees

47
achieve an adequate level of work-life balance in personal level, management

investment on the level of employee motivation can be wasted.

This viewpoint is based on Hierarchy of Needs theoretical framework proposed by

Abraham Maslow (1943), according to which there is a certain hierarchy for

individual needs, and more basic human needs need to be satisfied in order for the

next level needs to serve as motivators.

48
Industry
Profile

49
 INDUSTRY PROFILE

The Information Technology & Information Technology Enabled Services (IT-

ITeS) sector is a field which is undergoing rapid evolution and is changing the shape

of Indian business standards. This sector includes software development,

consultancies, software management, online services and business process

outsourcing (BPO).

According to an article in the Times of India, India's liberalization was possible due

to its IT industry. In the 1990s, the industry started off with an export of nearly $100

million with around 5,000 employees. Now it is an industry that thrives globally and

India's IT exports are now around $70 billion with 2.8 million employees working in

this sector. The article states that the IT sector is one of the top two industries in the

country today.

India's IT industry is expected to grow at a rate of 12 - 14% during 2016 - 2017 as per

a report by India's software industry body National Association of Software and

Services Companies (NASSCOM.) This clearly shows that information technology is

a sector which will likely be one of the emerging markets in the days to come as

India's economy requires more hardware, software and other IT services. In a

NASSCOM-McKinsey report, India's position in the global offshore IT industry is

based on five factors - abundant talent, creation of urban infrastructure, operational

excellence, conducive business environment and finally, continued growth in the

domestic IT sector.

IT Industry in India 2017

 IT BPM industry revenues (excluding hardware) for the Financial Year 2016-

17 is estimated to be at US$ 154 billion.

 IT sector contributed to India's GDP by 7.7% in the year 2016.

50
  In the Financial Year 2016, TCS stood as the market leader with about 10.4%

contribution to India's IT and ITeS sector revenue.

 The IT market is quite competitive with the top 5 IT firms contributing over

25% to the total IT revenue.

 For the Financial Year 2017, the domestic revenue is estimated to be at US$

38 billion while the export revenue is estimated to be at US$ 117 billion.

The IT industry is heavily influenced by factors like the global market and sustenance

of its rate of growth. The recession in the United States also impacted the IT

community in India negatively. This segment is promising and has vast potential, but

there are concerns regarding the demand-supply gap, which is widening. Some

challenges which the industry is facing are inadequate infrastructure, tax issues and

limited preferential access for local firms. China and Taiwan are examples of low cost

destinations, and India needs to change its current tax structure so that it can outdo

competition from other countries.

One of the biggest benefits that the computer and IT industry provides in India is the

employment it can generate. Other benefits are export and Foreign Direct Investments

(FDI). New markets have opened up in the Middle East, Africa, Eastern Europe, and

South and South East Asia. India is now a major destination for IT outsourcing. There

is no dearth of IT job opportunities in India. In fact, India is expected to overtake

the US to have the most number of software developers in 2018 (52 lakh developers

in India against America‘s 42 lakhs).

The top IT companies in India that offer job opportunities in this field are Tata

Consultancy Services (TCS), Wipro Technologies, Cognizant, Yahoo!, Google, Tech

Mahindra, Infosys Technologies, HP ,Capgemini, iGATE Patni, Accenture, L&T, EY,

Convergys, MphasiS, Genpact, HCL Technologies and Godrej Infotech. Cities like

51
Bengaluru, Delhi, Noida, Gurgaon, Hyderabad, Chennai, Bombay and Cochin are

some of the places which have developed into potential IT hubs of the country, thanks

to the presence of these top IT companies. These are now key players which

contribute to the growth of the Indian economy through telecommunication, software

development, design, mobile commerce, e-commerce, BPO and knowledge process

outsourcing (KPO).

The IT industry is one which is not limited to software development alone.

Technology can be applied in libraries, hospitals, banks, shops, prisons, hotels,

airports, train stations and many other places through database management systems,

or through custom-made software as seen fit.

Among other sectors, the IT sector in India has been driving growth for the last

decade and more, and has the potential to continue doing so for the next couple of

years if shortcomings are met and challenges are faced.

52
TATA CONSULTANCY SERVICES LTD. (TCS) -

COMPANY HISTORY

Tata Consultancy Services Ltd is a leading global IT services consulting and business

solutions organization offering transformational as well as outsourcing services to

global enterprises. We have a global presence deep domain expertise in multiple

industry verticals and a rich portfolio of services - consisting of consulting and service

integration digital transformation services and cognitive business operations -

targeting every C-suite stakeholder. The Company uses all these and its industry

leading suite of products and platforms to deliver high quality high impact solutions

leveraging the latest technologies to customers across the world. TCS's geographic

footprint consists of North America Latin America the United Kingdom Continental

Europe Asia-Pacific India and Middle-East & Africa.The company is a part of Tata

Group one of India's most respected business conglomerates and most respected

brands. The company headquartered in Mumbai. TCS have been operating through

285 offices in 46 countries as well as 147 delivery centers in 21 countries. The

company shares are listed on the National Stock Exchange and Bombay Stock

Exchange of India.Tata Consultancy Services Ltd was incorporated in the year 1968.

Tata Sons Ltd established the company as division to service their electronic data

processing (EDP) requirements and provide management consulting services. In the

year 1971 they started their first international assignment. The company pioneered the

global delivery model for IT services with their first offshore client in 1974.

53
INFOSYS LTD. (INFY) - COMPANY HISTORY

Infosys Ltd is a global technology services firm that defines designs and delivers

information technology (IT)-enabled business solutions to their clients. The company

provides end-to-end business solutions that leverage technology for their clients

including technical consulting design development product engineering maintenance

systems integration package-enabled consulting and implementation and

infrastructure management services. The Company has presence in 220 locations

across 46 countries as on 31 March 2020.The company also provides software

products to the banking industry. They have developed Finacle a universal banking

solution to large and medium size banks across India and overseas. Infosys BPO is a

majority owned subsidiary. Through Infosys BPO the company provides business

process management services such as offsite customer relationship management

finance and accounting and administration and sales order processing. The company

is having marketing and technical alliance with FileNet IBM Intel Microsoft Oracle

and System Application Products. Infosys Ltd is a public limited and India's second

largest software exporter company was incorporated in the year 1981 as Infosys

Consultants Pvt. Ltd. by Mr.N.R.Narayana Murthy at Karnataka. The Company was

started by seven people with the investment of USD 250. The company became a

public limited company in the year 1992. The company was the first Indian company

to be listed on the NASDAQ in the year 1999. Infosys also forms a part of the

NASDAQ-100 index. Continuously in the year 2001 2002 and 2003 the company

wins the National Award for Excellence in corporate governance conferred by the

Government of India.

54
WIPRO LTD. (WIPRO) - COMPANY HISTORY

Wipro Ltd is India's one of the leading tech-companiesproviding IT Services

including Business Process Outsourcing (BPO) services globally. The company

provides comprehensive IT Solutions and Services including Systems Integration

Information Systems Outsourcing IT Enabled Services Package Implementation

Software Application development and maintenance and Research and Development

Services to corporations globally. The company is the first PCMM Level 5 and SEI

CMM Level 5 certified IT Services Company globally. In the Indian market they are a

leader in providing IT Solutions and Services for the corporate segment in India

offering System Integration Network Integration Software Solutions and IT Services.

In the Asia Pacific and Middle East markets they provide IT Solutions and Services

for global corporations. The company is headquartered in Bangalore India.The

company provides the integrated business technology and process solution on a global

delivery platform to customers across Americas Europe Middle East and Asia Pacific.

They offer business value to clients through process excellence and service delivery

innovation such as Information Technology services Product Engineering services

Technology Infrastructure services Business Process Outsourcing services and

consulting services.During the financial year 2013 Wipro carried out demerger of

consumer care and lighting infrastructure engineering businesses and other non IT

business of the company. After the demerger Wipro became a company focused on

the IT services business. Wipro Ltd was incorporated in the year 1945 at Karnataka

by Azim H Premji who is promoter and chairman of the company.

55
 CHAPTER-3
OBJECTIVES
OF THE STUDY

56
 OBJECTIVE OF THE STUDY

 To find the relation and effect of HR practices on organization effectiveness.

 To understand the HR practices adopted by the company.

 To understand the recruitment procedure adopted by hr practices.

 To identify the training and development program.

 To identify compensation salary increment policy adopted by the company.

 To identify the present performance of an employee being appraised through

career advancement.

57
 CHAPTER-4
RESEARCH
METHODOLOGY

58
 RESEARCH METHODOLOGY
Research is a common parlance which refers to search for knowledge. It is a

procedure of logical and systematic application of the fundamentals of science to the

general and overall questions of a study and scientific technique, which provide

precise tools, specific procedures, and technical rather philosophical means for getting

and ordering the data prior to their logical analysis and manipulating different type of

research designs is available depending upon the nature of research project,

availability of manpower and circumstances.

RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data

in a manner that aims to combine relevance to the research purpose with economy in

procedure. In fact, the research design is the conceptual structure within which

research is conducted. This research was descriptive in nature

DESCRIPTIVE RESEARCH:

The research undertaken was a descriptive research as it was concerned with specific

predictions, with narration of facts and characteristics concerning a study on HR

practices at IT Sector in Lucknow.

METHODS OF DATA COLLECTION. There are several methods of

collecting primary data, particularly in surveys and descriptive researches. In

descriptive research, we obtain primary data either through observation or through

direct communication with respondents in one form or another or through personal

interviews. I have used questionnaires(Primary) and Internet source (Secondary) for

data Collection

• DATA SOURCE

There were two types of data sources used in this research. These were

59
PRIMARY DATA

Primary data is the data collected for the first time from the source and never have

been used earlier. The data can be collected through interviews, observations and

questionnaires.

SECONDARY DATA

Secondary data is the data collected from already been use or published information

like journals, diaries, books, etc .In this research project, secondary source used were

various journals, and website of various online journals.

• SAMPLE DESIGN

A sample design is made up of two elements. Sampling method. Sampling method

refers to the rules and procedures by which some elements of the population are

included in the sample. Some common sampling methods are simple random

sampling, stratified sampling , and cluster sampling .

I have used simple random sampling for study.

UNIVERSE OF STUDY: Universe of the study means all the employees of IT

SECTOR in Lucknow.

 SAMPLE TYPE

I have used Random sample for study.

• SAMPLE SIZE: A sample of minimum respondents will be selected from IT

Sector Lucknow. An effort was made to select respondents evenly. The survey

was carried out on 100 respondents.

• SAMPLE UNIT: Employees of IT Sector Lucknow

60
 • STATISTICAL TOOLS TO BE USED: A structured questionnaires

is used to collect the data and data will be analyzed with the help of

percentage table, respective graph, bar graph and pie charts.

TOOLS OF PRESENTATION:

It means what all tools are used to present the data in a meaningful way so that it

becomes easily understandable. In this research tables and graphs were used for

presenting the data.

61
CHAPTER-5
DATA ANALYSIS &
INTERPRETATION

62
 DATA ANALYSIS& INTERPRETATION

Induction Program

The induction program of your organization is formal type.

Induction programme

18%

Agree
Disagree

82%

INTERPRETATION: Regarding induction program which is conducted in the

organization, 82% of the employees are satisfied whereas 18% of the employees are
not satisfied.

63
Induction
The induction of your organization covers organizational structure and policies.

Induction

10%

Agree
Disagree

90%

INTERPRETATION: Regarding induction of organization, 90% of the employees

are satisfied and 10% of the employees are not satisfied. It means that most of the
employees are benefited.

64
Training and development

Employee Performance

For Employee performance is the training need analyzed in your organization

Employee performance

24%

Agree
Disagree

76%

INTERPRETATION: Regarding employee performance, 76% of employees are

satisfied whereas 24% of employees are not satisfied. It means that most of the
employees get affected from this evaluation.

65
Training Method

Are you satisfied with the Classroom method adopted by your organization to train
the employees?

Classroom method

27%

Agree
Disagree

73%

INTERPRETATION: Regarding Classroom method, 73% of the employees are

satisfied whereas 27% of the employees are not satisfied. It means most of the
employees get affected but some of the employees want training and development
programs to train employees.

66
Effectiveness of Training Program
Effectiveness of training program in your Organization is evaluated by observing the
post training performance of employees.

Effectiveness of Training program

32%

Agree
Disagree

68%

INTERPRETATION: Regarding effectiveness of training program, 68% of the

employees are satisfied whereas 32% of the employees are not satisfied. It means that
some of the employees want that evaluation of effectiveness of training program
should be done with some other method.

67
PERFORMANCE APPRAISAL

Are you satisfied with the feedback given to you by organization?

Feedback

28%

Agree
Disagree

72%

INTERPRETATION: Regarding feedback 72% of the employees are satisfied

whereas 28% of the employees are not satisfied. It means that some of the employees
get benefited but some are not.

68
CAREER PROGRESSION

Are you satisfied with the mentor system followed for career progression?

Mentor system

16%

Agree
Disagree

84%

INTERPRETATION: Regarding mentor system followed for career progression,

84% of the employees get benefited and only 16% of the employees are exempted.

69
LEAVE POLICY

Are you satisfied with the type of leave policy followed by the organization?

Leave Policy

17%

Agree
Disagree

83%

INTERPRETATION: Regarding leave policy, 83% of the employees are satisfied

whereas 17% of the employees are not satisfied.

70
COMMUNICATION PROCESS

Are you satisfied with the informal communication pattern?

Communication pattern

13%

Agree
Disagree

87%

INTERPRETATION: Regarding communication pattern, 87% of the employees are

satisfied and 13% of the employees are not satisfied. It means most of the employees
are comfortable with this communication process.

71
Department Meeting
Are you satisfied with the Department meeting?

Department meeting

24%

Agree
Disagree

76%

INTERPRETATION: Regarding department meeting, 76% of the employees are

satisfied and 24% of the employees are not satisfied.

72
REWARDS AND RECOGNITION

Are you satisfied with the monetary rewards?

Monetary Rewards

33%

Agree
Disagree

67%

INTERPRETATION: Regarding monetary rewards, 67% of the employees are

satisfied whereas 33% of the employees are not satisfied. It means that some of the
employees want to implement non-monetary rewards in the organization.

73
RECRUITMENT AND SELECTION

Are you satisfied with the recruitment process performed in your

organization?

Recruitment process

18%

agree
disagree

82%

INTERPRETATION: Regarding recruitment process 82% employees are

satisfied or agree whereas 18% are not satisfied which is performed in the
organization. Therefore, the employees are satisfied by recruitment
process.

74
Monetary Reward
Are you satisfied with the monetary reward given on bringing a candidate on board?

Monetary reward

26%

agree
disagree

74%

INTERPRETATION: Regarding monetary reward given on bringing on board 74%

of employees are satisfied and 26% are not satisfied.

75
Background Checks
Are you satisfied with the background checks conducted for employees?

Backgroud checks

22%

Agree
Disagree

78%

INTERPRETATION: Regarding background checks which is conducted for

employees 78% employees are satisfied whereas 22% employees are not satisfied.

76
CHAPTER-6

FINDINGS

77
 FINDINGS

1. 50% respondents think that sometimes working in the bank the stress level of

women employees are high or low.

2. 60% respondents say no bank does not provide opportunities to the women

employees to excel their creative ideas.

3. 20 % respondents think very much 30 % respondents think to an extent, 30 %

respondents think too much and 20% think never that working pressure and

timing to the women employees affect the stress in the IT Sector

4. Most of the respondents think that stress helps in boosting performance of

woman employees.

5. 50 % respondents say and 50 % respondents say no that IT Sector provide

competitive stress to the women employees at work.

6. most of respondents say that stress causes any psychological impact on the

women employees in the IT Sector.

7. 50% respondents say never stress brings any impact on women behavior in

social and personal life, if so, then to what extent.

8. Most of the respondents think that stress affects interpersonal relationship with

co-workers and superiors in the IT Sector.

9. Most of the respondents think that stress of career progression affect the

efficiency of women employees in the IT Sector.

10. Most of the respondents say always the IT Companies organize seminars for

women employees to connect with other people, which help in reducing the

stress level.

78
CHAPTER-7
SUGGESTIONS

79
 SUGGESTIONS

1. The Organization should focus on mentor system intend to help employees in

their career progression.

2. The Organization should conduct Psychometric tests for employees.

3. The Training should be mandatory for all level of employees.

4. The Departments should develop constructive attitude towards each other.

5. The company should give the appropriate recognition for the contributions and

accomplishments made by employees. A flexible reward system should be

adopted by organization to improve employee motivation.

6. A more transparent and full proof communication system developed in the

organization.

7. Replacing the lacuna in the current system.

8. Wages and salary administration process should have a more scientific

approach laying stress on equal wages for equal work done.

80
 CHAPTER-8
LIMITATIONS

81
 LIMITATIONS OF THE STUDY

1. The study is limited to the IT Sector in Lucknow. So the study is subject to the

limitation of area.

2. Sampling size was of only 100, because only these people had attended soft skill

development training.

3. The study is based only on secondary & primary data so lack of keen observations

and interactions were also the limiting factors in the proper conclusion of the study.

82
CHAPTER-9
CONCLUSION

83
 CONCLUSION
The study has helped to identify employee‘s opinion towards various aspects

regarding human resources policies in the organization. This study has also enabled us

to perform better and to be productive. The study has also helped the employee‘s of

the organization to express their thoughts and their experiences with regard to HR

practices. This study will be helpful for further studies or researches in the same title.

Based on the findings from the study, some suggestions have been provided to the

management. The management can take the suggestions in to consideration in order to

improve human resource within the organization and also bridge the gap between

employees‘ expectations and existing scenario.

1. The Policy of the company provides facilities for all round growth of

individuals by training in-house and outside the organization, reorientation,

lateral mobility and self-development through self-motivation.

2. The Policy grooms every individual to realize his potential in all facets while

contributing to attain higher organizational and personal goals.

3. The Policy builds teams and foster team-work as the primary instrument in all

activities.

4. The Policy implements equitable, scientific and objective system of rewards,

incentives and control.

5. The Policy recognizes worth contributions in time and appropriately, so as to

maintain a high level of employee motivation and morale.

6. The employees agree on the part of their performance that they know

what is expected from them.

84
7. The employees understand how their work goals relate to company‘s

goals.

8. Company inspires the employees to do their best work every day.

9. The employees are not satisfied with the communication and decision-

making process as it leaks the information related to organization.

10. The employees do not receive the appropriate recognition and rewards for

their contributions and accomplishments.

11. The employees feel that they are not paid fairly for the contributions they

make to company‘s success.

85
BIBLIOGRAPHY

86
 BIBLIOGRAPHY

 Cheng, H. (1995). Assessing the Importance of Employee Motivation in the IT

Companies Industry in Taipei, Taiwan. Unpublished master‘s thesis,University

of Wisconsin-Stout, Menomonie, Wisconsin, United States.

 Allan C. & Timo N. 2000, ―Globalization and the Organization of the work.‖

University of Wollongong Press.

 Daschler, P. J. and Ninemeier, J. D. (1989). Supervision in the Hospitality

Industry. East Lansing, MI: Educational Institute American IT Companies&

Motel Association.

 Rutherford, D. G. (1990). IT Companies Management and Operations. New

York,NY: Van Nostrand Reinhold Syedain, H. (1995). The rewards of

recognition. Management Today, 72-75.

87
ANNEXURE

88
 QUESTIONNAIRE
Name of Employee: -----------------------------------------------------------------------

Designation : ----------------------------------------------------------------------

A. Induction

1. The induction programme of your organization is informal type.

1. Agree 2. Disagree

2. The induction of your organization covers organizational structure and

policies.

1. Agree 2. Disagree

B. Training and Development

1. For Employee performance is the training need analyzed in your

organization.

1. Agree 2. Disagree

2. Are you satisfied with the Classroom method adopted by tour organization

to train the employees?

1. Agree 2. Disagree

3. Effectiveness of training program in your Organization is evaluated by

observing the post training performance of employees.

1. Agree 2. Disagree

C. Performance Appraisal

1. Are you satisfied with the Balanced Scorecard method?

1. Agree 2. Disagree

2. Are you satisfied with the feedback given to you by organization?

1. Agree 2. Disagree

89
D. Career Progression

1. Are you satisfied with the mentor system followed for career progression?

1. Agree 2. Disagree

2. Are you satisfied with the competence analysis and feedback from manager?

1. Agree 2. Disagree

F. Leave Policy

1. Are you satisfied with the privilege leave provided to you?

1. Agree 2. Disagree

G. Communication and Decision making process

1. Are you satisfied with the informal communication pattern?

1. Agree 2. Disagree

2. Are you satisfied with the opinion survey and Department meeting?

1. Agree 2. Disagree

H. Rewards and Recognition

1. Are you satisfied with the monetary rewards?

1. Agree 2. Disagree

E. Recruitment and Selection

1. Are you satisfied with the external recruitment sources performed in your

organization.

1. Agree 2. Disagree

90
 2. Are you satisfied with the monetary reward given on bringing a candidate on

board?

1. Agree 2. Disagree

3. Are you satisfied with the background checks conduct for employees.

1. Agree 2. Disagree

4. Are you satisfied with the monetary limits given to you for the expenses?

1. Agree 2. Disagree

91