Impact of HR Policies & Practices

on the performance of the Human

Capital in the Undergraduate
Colleges of Mumbai, Navi Mumbai
& Pune

Neha Verma
(Enrolment No. –MGMT/PHD/180006)
D.Y.PATIL DEEMED TO BE UNIVERSITY
SCHOOL OF MANAGEMENT

Research Guide:- Dr. Vani Kamath

 Introduction
• Human resource (HR) policies & practices establish framework to help
manage people. They cover everything starting from recruitment to retention
to separation to ensure that employees are clear about procedures,
expectations and rules, and how managers can go about resolving issues if
they arise.
• HR Policies are the formal guidelines on the basis of which an organization
mange its People/Human Capital. It states the intent of the organization on
different aspects of Human Resource Management such as recruitment,
selection, training, compensation, promotion etc. Hence, policies serves as
base point in formation of organization’s HR practices.
• HR practices includes:- (a) Recruitment & Selection (b) Training (c)
Grievance Handling (d) Compensation (e) Performance Management (f)
Reward & Recognition (g) Separation.
• In case of educational institutes, role of HR is even critical as the direct
outcome are the Students who are future leaders of the Country, which has
bearing on the large portion of the population. Needless to say, having HR
policy and practices in Undergraduate colleges is of paramount importance.
Recruitment &
Training
Selection
HR Policies &
Practices which are
followed in
Undergraduate
Colleges

Performance
Appraisal Compensation
 Literature Review
S.No. Author Year Publication & Title Findings Gaps

1. Seema 2010 International Journal The spine of It will take time

Shah of Engineering and educational system is for the Indian
Technology(Best the faculty members colleges to
Practices in who have been chosen make the
Teaching and to provide their teaching and
Learning of knowledge such as learning
Technical Institutes course syllabus and its practices more
in India) upgradation, learners focus.
examination, evaluation
and others.

2. Harold 2012 Asian Journal Of Both HR Management Study is

Andrew Management & Organizational confined only to
Patric, Research (Human Commitment the subject
Shiju Resource practices congruence create organizational
Sebestian influence on faculty organizational success commitment.
commitment on & develop competitive
higher educational advantage for institutes.
institutes.
Literature Review
S.No Author Year Publication & Title Findings Gaps

3. Qaiser 2012 Impact of HR HRM Practices have a Colleges

Abbas, Practices on significant impact on the should
Shakeed Performance of performance of the redefine their
Ahmad, Teachers serving in Teachers. HR Policies.
Ayesha colleges of
Nisar Rawalpindi,
Pakistan.

4. Dr. 2015 IOSR Journal of The HRM Policies & There was no
Shobha Research & Practices are not the actual
A. Menon Methods in work of administrators or research
Education (HRM in academicians. The carried out to
Higher Education: human capital require know the
The Need of the specialized know how & expertise
Hour). expertise. required.
 Literature Review
S.No Author Year Publication & Title Findings Gaps

5. Dr. Shubha 2016 Adarsh Journal of Focus & ranked different The education
Muralidhar Management HRM Practices which is sector is very
& Dr. Research (HR being followed in conservative in
R.K.Gopal Practices in education sector. adapting &
Education Sector following HR
with special practices.
reference to B-
School in
Bangalore.

6. Akram Ali 2016 International To increase University’s Many

Jouda, Review of employee performance to universities
Khalid Abed Management & higher levels and increase have still not
Dahleez, Marketing (The their effectiveness, it develop HRM
Ungku Impact of HRM should emphasize on policies &
Ahmad practices on successful practices to
Employee implementation of HRM enhance
Performance: The policies & practices. employees’
case of Islamic performance
University of Gaza
 Literature Review
S.No Author Year Publication & Title Findings Gaps

7. Mugambi 2017 Effect of Perceived Explained HRM HRM Practices

Glory Human Resource Practices as techniques & Procedures
Wanja Management an organization uses to should not be
Practices on manage their human generalized.
Employee capital by ensuring the
Performance at competency & skills.
Kenya Medical
Training College.

8. Yamima 2017 International HRM practice in tertiary There is still a

Dauda and Journal of Applied academic gap between
Dr. Gurmail Environmental establishments to their intended
Singh Sciences(Review of improve, maintain and HR practices
Integrating HRM sustain academic quality. and the actual
Best Practices for implementation.
Academic Quality
in Higher
Educational
Institutions)
 Gap
1. The current studies available in International and National literatures does
not support the study of HR Practices and Policies on the performance of
Human Capital in Under graduate colleges.

2. The gap has been identified in the areas of factors responsible for
formulating new HR Practices and Policies to develop the performance of
Human Capital.

3. The role of HR Practices in the journey of Indian Undergraduate Colleges

need to be explored.
Research Questions & Objective Framework
1. What are the specific measures opted to determine the impact of HR
Practices and Policies in measuring the performance of Human Capital in
Under Graduate colleges?

2. Are there any specific factors responsible for developing the HRM Practices
and Policies in Under graduate colleges?

3. What are the challenges faced by the organizations (Undergraduate

Colleges) to develop and implement the new practices?

4. What is the impact of the HR Practices on the organizational development

and specifically on Human Capital in Under Graduate colleges?
 Objectives
1. To assess the impact of recruitment and selection practices on the
performance of human capital.
2. To assess the impact of training practices on the performance of human
capital.
3. To assess the impact of performance appraisal practices on the
performance of human capital.
4. To assess the impact of compensation practices on the performance of
human capital.
5. To find out the impact of the above listed HR policies & practices on job
satisfaction of the human capital.
6. To understand the impact of above listed HR policies & practices on
organizational growth.

 Note:- With reference to Undergraduate Colleges.

 Hypothesis
1. H01:- There is no relation between recruitment & selection practices and
performance of the human capital.
• H11:- There is a relation between recruitment & selection practices and
performance of the human capital.
2. H02:- There is no relation between training practices and performance of the
human capital.
• H22:- There is a relation between training practices and performance of the
human capital.
3. H03:- There is no relation between performance appraisal practices and
performance of the human capital.
• H33:- There is a relation between performance appraisal practices and
performance of the human capital.
4. H04:- There is no relation between compensation practices and performance
of the human capital.
• H44:- There is a relation between compensation practices and performance
of the human capital.
 Hypothesis
5. H05a:- There is no relation between recruitment & selection practices and
job satisfaction of the human capital.
• H55a:- There is a relation between recruitment & selection practices and
job satisfaction of the human capital.
• H05b:- There is no relation between training practices and job satisfaction of
the human capital.
• H55b:- There is a relation between training practices and job satisfaction of
the human capital.
• H05c:- There is no relation between performance appraisal practices and
job satisfaction of the human capital.
• H55c:- There is a relation between performance appraisal practices and
job satisfaction of the human capital.
• H05d:- There is no relation between compensation practices and job
satisfaction of the human capital.
• H55d:- There is a relation between compensation practices and job
satisfaction of the human capital.
 Hypothesis
6. H06a:- There is no relation between recruitment & selection practices and
organizational growth of the human capital.
• H66a:- There is a relation between recruitment & selection practices and
organizational growth of the human capital.
• H06b:- There is no relation between training practices and organizational
growth of the human capital.
• H66b:- There is a relation between training practices and organizational
growth of the human capital.
• H06c:- There is no relation between performance appraisal practices and
organizational growth of the human capital.
• H66c:- There is a relation between performance appraisal practices and
organizational growth of the human capital.
• H06d:- There is no relation between compensation practices and
organizational growth of the human capital.
• H66d:- There is a relation between compensation practices and
organizational growth of the human capital.
Relation Between Objectives, Hypothesis &
Questionnaire
S.No. Objectives Hypothesis Question No.

1. 1 H01 & H11. A1, A2,A5

2. 2 H02 & H22. B1, B2, B3

3. 3 H03 & H33. C1, C2, C5, C7

4. 4 H04 & H44. D1, D2, D3, D6, D7,

D9,D10
5. 5 H05a,H55a, H05b, A3, B4, C4, C6, D4, D5, E1-
E10.
H55b, H05c, H55c,
H05d, H55d.
6. 6 H06a, H66a, H06b, A4, B5, C3, C8, D8, F1-
F23.
H66b, H06c, H66c,
H06d, H66d.
Thank You