8 Conclusions and Suggestions - INFLIBNETshodhganga.inflibnet.ac.in/bitstream/10603/2896/15/15_chapter 8.pdf8 Conclusions and Suggestions ... its counterpart company under study HCL

8 Conclusions and Suggestions

On the basis of the analysis in the last chapter the following conclusions are drawn, based

on the responses collected from the total 150 respondents.

The total respondents are classified on the basis of gender, marital status, income and

experience.

The researcher has studied the respondents of the two companies on the following

patterns

Gender wise i.e. male and female

Marital status wise

Income wise i.e. the respondents have been divided into four categories based on

the monthly income. The respondents are differentiated into the four categories

having income up to twenty thousand, having income in between 20 thousand to

30 thousand, between 30 thousand to 40 thousand and income above 40 thousand.

Experience wise also the respondents have been divided into four categories

based on the number of years of experience in IT industry. There are respondents

in different categories i.e. having experience less than two years(including

fresher’s), having experience in between 2 to 5 years, between 5 to 10 years and

experience above 10 years

The broad conclusions of the study are as follows:-

1 Among the total 150 respondents, classified on the basis of company, gender, marital

status, income and experience, 40 respondents have agreed that their organization

has given them complete authority in taking important decisions, 45 respondents are

indifferent to this statement and the rest of 65 respondents do not agree with the

statement.

On the whole, the analysis indicates that the employees of TCS, females, married,

group having income between 30-40 thousand per month and with experience above

10 years, rate this statement to the higher side


status, income and experience, 56 respondents have agreed that they are satisfied

with their present job, 44 respondents are indifferent to this statement and the rest of

48 respondents are not satisfied with their jobs.

On the whole, the analysis indicates that the employees of HCL, females, married,

group having income between 30-40 thousand per month and with experience above

10 years, rate this statement to the higher side


status, income and experience, 39 respondents have agreed that their

management/boss listen carefully to their suggestions/recommendations, 42

respondents are indifferent to this statement and the rest of the 69 employees do not

agree with the statement.

On the whole, the table shows that the employees of HCL, females, married, group

having income between 30-40 thousand per month and with experience between 5-

10 years, rate this statement to the higher side.

4 The analysis of 150 respondents indicates that the management of HCL is doing

human resource planning in a better way with (Avg 3.11) then its counterpart

company TCS with (Avg 2.76). Further, analysis of two tables indicate that HCL

managers have a clear picture of the skills necessary to perform job effectively (Mean

4.16) than its counterpart company under study TCS (Mean 4.11). The analysis also

indicates that the TCL takes significant time for replacing its staff (Mean 4.01) than

its counterpart company under study HCL (Mean 3.93).

It also indicates that the company TCS anticipates its employees’ turnover and their

future needs better (Avg 1.320) than its counterpart company under study HCL (Avg

0.600). It is also found that managers of HCL plan better for the right number and

right kind of people in their company (Avg 4.17) than its counterpart company under

study TCS (Mean 3.48).

The two tables indicate that the TCS takes timely and appropriate action to retain

productive employees (Mean 3.61) than its counterpart company under study HCL

(Mean 3.56).


status, income and experience, 110 respondents have indicated that their managers

have a clear picture of the skills necessary to perform jobs effectively, 28 respondents

are indifferent to this statement and the rest of the 12 respondents do not agree with

the statement.

On the whole, the table shows that employees of HCL, females, married, group

having income between 30-40 thousand per month and with experience above 10

years, rate this statement to the higher side.

6 Among the total 150 respondents, classified on the basis of company, gender,

marital status, income and experience, 122 respondents have agreed that

significant time is required for replacing staff, 21 respondents are indifferent to

this statement and the rest of the 7 respondents do not agree with the statement.

On the whole, the table shows that employees of TCS, males, married, group




marital status, income and experience, 122 respondents have indicated that their

respective organizations anticipates employee’s turnover and their future

personnel needs well in advance, 22 respondents are indifferent to this statement

and the rest of the 9 respondents do not agree with the statement.

On the whole, the table shows that the employees of TCS, females, married,

group having income between 20-30 thousand per month and with experience

between 5-10 years, rate this statement to the higher side.



managers make sure about the right number/kind of people in the respective

companies, 33 respondents are indifferent to this statement and the rest of the 17

respondents do not agree with the statement. On the whole, the table shows that

the employees of HCL, males, married, group having income between 30-40

thousand per month and with experience above 10 years, rate this statement to the

higher side.



organizations take timely and appropriate actions to retain productive employees,

40 respondents are indifferent to this statement and the rest of the 25 respondents

do not agree with the statement.

On the whole, the table shows that the employees of TCS, males, married, group

having income above 40 thousand per month and with experience between 5-10



recruitment and selection in a better way with (Avg 3.51) then its counterpart

company TCS with (Avg 2.65).


marital status, income and experience, 129 respondents indicates that the outside

experts are invited for the selection at higher levels” in two companies. 16

employees are indifferent to this statement and the rest of the 5 employees do not

agree with the statement. So majority of the respondents do agree with the

statement.



between 2-5 years, rate this statement to the higher side.


marital status, income and experience, 105 respondents indicate that the their

companies give due importance to recruitment and selection process at every

level, 39 respondents are indifferent to this statement and the rest of the 6

employees do not agree with the statement. So majority of the respondents do

agree with the statement.

On the whole, the table shows that the employees of TCS, males, un-married,

group having income up-to 20 thousand per month and experience up-to 2 years,

rate this statement to the higher side.


marital status, income and experience, 94 respondents indicate that selection for

higher grades through internal recruitment is a healthy sign, 49 respondents are

indifferent to this statement and the rest of the 7 respondents do not agree with the

statement.

On the whole, the table shows that the employees of HCL, males, un-married,

group having income up-to 20 thousand per month and with experience between

5-10 years, rate this statement to the higher side.


marital status, income and experience, 100 respondents indicate that their

respective organizations are able to hire quality manpower, 21 respondents are

indifferent to this statement and the rest of the 29 respondents do not agree with

the statement.

On the whole, the table shows that the employees of HCL, females, group having

income up-to 20 thousand per month and with experience above 10 years, rate this

statement to the higher side.


marital status, income and experience, 75 respondents indicate that their

respective organization use multiple selection procedures to identify the best

possible people, 27 respondents are indifferent to this statement and the rest of the

48 respondents do not agree with the statement.


group having income upto 20 thousand per month and with experience above 10



performance evaluation of their existing employees in a better way with (Avg

3.14) then its counterpart company TCS with (Avg 2.85).


marital status, income and experience, 93 respondents indicate that Performance

Appraisal System can be an important tool for identifying training needs of the

existing employees, 43 respondents are indifferent to this statement and the rest of

the 14 respondents do not agree with the statement.



above 10 years, rate this statement to the higher side.


marital status, income and experience, 80 respondents indicate that the

Performance Appraisal System affects their relationship with their colleagues,

subordinates and superiors, 55 respondents are indifferent to this statement and

the rest of the 15 respondents do not agree with the statement.


group having income up-to 20 thousand per month and with experience between



marital status, income and experience, 87 respondents indicate that the

Performance Appraisal System has a great role in the overall growth of

organization and is just not a paper work, 38 respondents are indifferent to this

statement and the rest of the 25 respondents do not agree with the statement.


group having income above 40 thousand per month and with experience above 10



marital status, income and experience,84 respondents indicate that the appraiser

needs further training in appraising the performance of sub-ordinates, 41

respondents are indifferent to this statement and the rest of the 25 respondents do

not agree with the statement.


having income between 20-30 thousand per month and with experience between



marital status, income and experience,86 respondents indicate that they feel

scared when their superiors are apprising their performance, 36 respondents are

indifferent to this statement and the rest of the 28 respondents do not agree with

the statement.




22 It is concluded from the survey among the total 150 respondents, classified on the

basis of company, gender, marital status, income and experience, that the three

major sources of stress are work conditions, Administrative policies & strategies

besides other factors which are not listed in the questionnaire.

It is concluded that major sources of stress in these two IT companies is improper

work conditions which is being indicated by 32 employees of HCL and 35

employees of TCS.

It is further concluded that Adm. Policies and Strategies is another major source

of stress indicated by 31 employees of HCL and 34 employees of TCS.

It is also indicative that there are other so many factors which are not listed in the

questionnaire which also leads to the stress besides the above two sources of

stress which is shown by 34 employees of HCL and 37 of employees of TCS.


marital status, income and experience, 64 respondents indicate that the stress

hampers their performance in the present job, 35 respondents are indifferent to

this statement and the rest of the 51 respondents do not agree with the statement.


group having income up-to 20 thousand per month and with experience up-to 2



marital status, income and experience, 53 respondents indicate that every attempt

is made to make the subordinate’s clear about their roles, duties and

responsibilities, 22 respondents are indifferent to this statement and the rest of the

75 respondents do not agree with the statement.

On the whole, the table shows that the employees of HCL, males, married, group

having income up-to 20 thousand per month and with experience above 10 years,

rate this statement to the higher side.


marital status, income and experience, 9 respondents are convinced with the

various mentoring programmes, 22 respondents are indifferent to this statement

and the rest of the 119 respondents do not agree with the statement.



above 10 years, rate this statement to the higher side.


marital status, income and experience, 117 respondents are convinced with the

various training and development policies for all the employees, 31 respondents

are indifferent to this statement and the rest of the 2 respondents do not agree with

the statement.

On the whole, the table shows that the employees of TCS, females, group having

income between 20-30 thousand per month and with experience between 2-5



marital status, income and experience, it is concluded that only 6 respondents are

convinced with the career development policy for the existing employees, 8

respondents are indifferent to this statement and the rest of the 134 respondents do

not agree with the statement.

On the whole, the table shows that the employees of HCL, males, married, group



28 It is concluded that the major reasons of employee turnover are job-

dissatisfaction, un-supportive climate, less salary besides other factors which are

not listed in the questionnaire.

It is further concluded that 57 employees of HCL and 55 employees of TCS have

agreed that job-dissatisfaction is the reason of employee turnover.

It is also found that 46 of employees of HCL and 49 employees of TCS have

agreed that un-supportive climate is the another main reason of employee

turnover .

The survey also shows that less salary is the other main reason of employee

turnover as indicated by 45 employees of HCL and 42 employees of TCS.

It is also concluded that there are many other reasons of employee turnover which

are not listed in the questionnaire and is indicated by 57 employees of HCL and

50 employees of TCS.


marital status, income and experience, 98 respondents are convinced that their

organizations work with schedules that further helps to build supportive/friendly

climate, 28 respondents are indifferent to this statement and the rest of the 134

respondents do not agree with the statement.

On the whole, the table shows that the employees of HCL, females, married,

group having income above 40 thousand per month and with experience above 10


Suggestions

Human Resource Management is now becoming a foremost important part of every

organization. Every organization whether large, medium or small are either adopting or

taking steps to adopt the HRM policies in their organization. It is found that every human

resource activity is a multi criteria decision making (MCDM) like human resource

planning, recruitment and selection, performance evaluation, career planning, training

and development, job satisfaction etc. On the basis of the above conclusions the

following suggestions are as follows:

1. These two IT companies have performed exceedingly well and enabled our

country to achieve a wide measure of industrial growth and diversification.

Software development is labour intensive, since it depends on highly skilled

programmers. The software industry is going through a rapid and significant

transition. No enterprise survives or grows if it fails to empower its employees in

taking important and critical decisions. It is realized from the conclusions that

majority of respondents view is that they are not given complete authority in

taking important decisions in their organization. It is suggested that the

managements of these two organizations should share the decision making power

with the lower ranks employees. When workers participate in organizational

decisions, they are able to see the big picture clearly, i.e., how their actions would

contribute to overall growth of the company. Since they would be involved in the

decisions from the beginning, they tend to view the ‘decisions’ as ‘their own’ and

try to translate the rhetoric into concrete action plans with zeal and enthusiasm.

2. It is generally observed that organizations with more satisfied employees tend to

be more effective than organizations with fewer satisfied employees. . The most

important thing managers can do to raise employee satisfaction is to focus on the

intrinsic parts of the job, such as making the work challenging and interesting.

3. The majority of employees in both the companies have agreed that their

management/boss do not listen to their suggestions/recommendations and when

the organization fails to do so this, employees develop a feeling of discontent or

dissatisfaction. This refers to many types of discontent and dissatisfaction, arising

out of certain expectations which generally employee thinks must be fulfilled by

the organization they are working for.

To overcome this adversity, IT companies should firstly aim at improving the

quality of working life and thereby secure cooperation and commitment from

workers and secondly should implement various schemes of workers participation

in management (WPM)

4. The IT companies should focus on human resource planning by evaluating the

need of human resource requirements in advance keeping the production

schedules, market fluctuations, demand forecasts, etc. Human resource specialists

have pointed out the fact that most Indian organizations do not have adequate

records and information on human resources. Proper retrieval systems also are not

available in most cases. The computerized personnel information systems unlike

their counterparts in the western world do not play an important role in India.

Even the current technologies and knowledge in respect of HR planning is not put

to use optimally. Such practices, inevitably, lead to ineffective HR planning.

To compound the problem further, there are unpredictable external influences on

manpower planning such as changes in labour market conditions, technology,

market conditions, economic cycles, changes in social and economic values,

political changes, etc. In such a scenario, it becomes difficult to forecast the

personnel available with an organization at a future date. While vacancies caused

by retirements can be predicted accurately, other factors like resignations,

turnover, deaths, and competitive attractions are difficult to forecast. This

problem becomes acute in respect of important personnel (especially at the middle

and top level) because their replacements cannot be arranged in a short span of

time. At times, top management support may not be available to the HR planning

efforts.

The dotcom meltdown in the late 90s has taught many bitter lessons to knowledge

based industries all over the globe. Subsequently, the services and manufacturing

sectors have also taken a big hit. Many Indian IT companies had to put on hold

their plans of big expansion due to imbalances in demand for and supply of labour

force especially when recessionary trends set in. It is found that many Indian IT

companies have invested heavy amounts in computerizing most HR functions. It

is suggested that the employee data banks and skill inventories should be built up

to fill vacant positions in a systematic way and also managers should scan the

external environment carefully to identify the effects of economic, social,

competitive and government influences while developing HR plans.

To overcome problems such as lopsided focus on quantitative aspects, lack of

support at the top level, inaccurate estimates due to poor search efforts, planners

should install Human Resource Information System and implement the same

sincerely.

5 The human resources are the most important assets of an organization. The

success or failure of an organization is largely dependent on the caliber of the

people working therein. Without positive and creative contributions from people,

organizations can not progress and prosper. In order to achieve the goals or

perform the activities of an organization, therefore, it is suggested that recruitment

and selection should be done with requisite skills, qualifications and experience.

Also while doing so; the managers should keep in mind the present as well as the

future requirement of the organizations.

6 The sources of recruitment in this work are broadly classified into two categories:

internal sources and external sources. Both have their own merits and demerits.

Recruiters these days expect fresh graduates to possess certain special skills such

as ability to work in a team, problem solving, creativity and communication skills

in addition to strong leadership potential. Recruitment is influenced by a variety

of environmental factors-economic, social, technological, political, legal etc.

A firm may choose a particular recruiting method such as job posting, employee

referral, campus hiring, advertisements, private search firms or internal

promotions and transfers etc., depending on the skills required, the nature of the

job and budgetary support etc. Alternatives such as overtime, subcontracting,

temporary employees, employee leasing and outsourcing could also be employed

to cut down recruiting costs.

7 Selection tests include intelligence and aptitude tests, achievement tests,

assessment centres and general psychological or personality tests. The value of

tests should not be discounted, since they are objective and offer a broader

sampling of behavior. The interview is an important source of information about

job applicants. Several types of interviews can be used, depending on the nature

and importance of the position to be filled within an organization. Interviews can

be conducted by a single individual or by a panel of interviewers who are

generally trained for the purpose. The training helps interviewers to be more

objective and not get carried away by biases and errors of various kinds. The

errors like halo effect, leniency, stereotyping etc should be avoided during the

selection process.

It is suggested that the factors that have a strong relationship to job performance

should be given high scores. For example, for a software developer position,

factors such as previous experience in software development, required skills and

capabilities etc should be given high scores when compared to other factors such

as religion, language, caste, place of birth, marital status, age, gender, income etc.

8 It is suggested that in IT companies’ appraisals should be carried out in an

objective manner, scrupulously following the criteria laid down for this purpose.

When appraisals take a subjective route, several problems crop us

instantaneously: such as rating errors, poor forms, lack of rater preparedness,

ineffective organizational policies and practices. To improve the reliability and

validity of ratings, it is essential to train raters (apart from setting an objective set

of criteria for evaluating performance). A variety of suggestions are advanced to

HR professionals to overcome these problems. Recent approaches to performance

management have involved more parties in the whole process of evaluation

including subordinates, peers, customers etc. Appraisals should be done by

superiors, peers, subordinates, teams, outsiders or a combination of raters.

Employee should also carry out self-appraisals.

9 It is found that life in IT companies is quite stressful. Work pressures, tight

schedules, meetings that never seem to end on time, unhelpful colleagues, critical

bosses, incompetent subordinates and a host of other irritating factors may have a

cumulative effect in making the lives of modern day managers/software

developers/executives quite miserable. It leads to poor performance on the job,

excessive use of alcohol or other drugs, poor attendance or even overall poor

health. In fact, there is growing evidence that undue stress is related to the

diseases that are major causes of death-coronary heart disease, stroke,

hypertension, diabetes, cancer, cirrhosis and also suicide.

The various techniques should be implemented for copying with stress and

burnout which include: escape for a while, talk it out, work off your anger, give in

occasionally, do something for others, take one thing at a time, shun the super

person urge, go easy with criticism, take time for recreation, organize your life,

establish a nutritious diet, investigate stress-reduction programmes, and discover

your personality.

10 Mentoring is one aspect on which most of the IT companies have not focused so

far. Mentoring is the best tool in the present scenario by which the use of an

experienced person can be done to teach and train someone with less knowledge

in a given area. It is suggested that mentoring should be effectively utilized for

transferring Technical, interpersonal and political skills from the older to the

younger person.

11 It is seen that in the IT companies various training methods is a regular activit y

such as (i) on-the-job training covering job instruction training, coaching,

mentoring, job rotation, apprenticeship training, committee assignments and (ii)

off- the-job training includes lectures, conferences, simulation exercises and

programmed instruction.

It is suggested that in order to have effective training programmees, the systems

approach is recommended. The systems approach consists of three phases: needs

assessment, implementation and evaluation. It is observed that there is lot of

training and development activities in the IT companies but focus should be

towards overall development of employees, as development is future oriented

training focusing on the personal growth of the employees. It is also realized that

development is an ongoing, continuous process and more oriented to individual

needs in addition to organizational needs.

12 Career development should be planned for every employee. Individuals can push

up their careers through performance, exposure, networking, leveraging, etc.

Important organizational career development techniques should be implemented

which include career counseling, job postings, assessment centres, career

development workshops, periodic job changes etc. Although in the IT companies

there are several initiatives for career planning and career development, but it is

not just organizations alone, even the employees themselves have a great role in

shaping their careers.

Career development benefits both employees as well as organizations, as properly

developed employees are better equipped to add value to themselves and to the

company. It is suggested that every IT organization needs to have career

development programme and integrate this function with other HR activities.

Integrating career development with other HR programmes would create high

synergy which may result effectiveness to all aspects of human resource

management.

13 It is found that the major job-satisfaction factors are work itself, pay,

advancement opportunities, supervision, coworkers. Interestingly jobs that

provide training, variety, independence, and control satisfy most employees. In

other words, it is suggested that most people prefer work that is challenging and

stimulating over work that is predictable and routine. The IT companies should

look into this aspect quite seriously, as this factor is positively related to job

performance, customer satisfaction etc and is having consistent negat ive

relationship with absenteeism, turnover etc.

14 The major reasons found for employee turnover are job-dissatisfaction, un-

supportive climate, less salaries, burnout etc. The IT companies should try to keep

the employee turnover at the minimum because workers are an asset and they

should be retained for as much period as possible. Although it is realized that

employee turnover cannot altogether be eliminated, it can only be reduced. The

managements should try to remove the irritations which encourage exit of

employees.

The Limitations

The researcher faced the following problems during research

1 The frequent developments/ changes were felt due to global recession during the

collection of data. Although attempt has been made through the limited sample

size to throw light on general practices followed in situations of multi-criteria

decision making problems.

2 The researcher was not able to capture the trend precisely due to the reasons that

HR managers were not forthcoming to discuss their company policies much in

detail as well as rigidity was shown by few respondents.

Despite the limitations of the study, an effort has been made to fully

highlight the existing trends of decision making in the companies under study. It is hoped

that this study will enable the decision makers to take better decisions and would be quite

useful for researchers, policy makers, professionals and Human Resource Managers.

AGENDA FOR FUTURE RESEARCH

An effort has been made to analyze the multi criteria decision making problems relating

to human resources in the two leading companies. There is a need to initiate research on

greater deepening and widening of all these human resource issues and then to

understand the degree of impact of various human resource problems on each other

To sum up, the research to measure the degree of interdependence the following topics

are suggested

1. Human Resource Planning

2. Recruitment and Selection

3. Performance Evaluation

4. Motivation

5. Training and Development

6. Job satisfaction

7. Career Planning

8. Level of Stress

9. Employee Turnover

10. Attrition Rate in IT industry

Documents

8 Conclusions and Suggestions - INFLIBNETshodhganga.inflibnet.ac.in/bitstream/10603/2896/15/15_chapter 8.pdf8 Conclusions and Suggestions ... its counterpart company under study HCL