HUMAN RESOURCES MANAGEMENT PRACTICES IN MY SOFT GLOBAL PRIVATE LIMITED A CASE OF IT SECTOR AT BANGALORE. K.Yamuna 1 and Dr. S.

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1 HUMAN RESOURCES MANAGEMENT PRACTICES IN MY SOFT GLOBAL PRIVATE LIMITED A CASE OF IT SECTOR AT BANGALORE. K.Yamuna 1 and Dr. S.SuriyaNarayanan 2 ABSTRACT Human resource is considered as the blood of any economic enterprise. In past cupules of years the economist has added Human resource besides land, capital and technology as the key factor for building and developing the nation. In meeting the responsibilities of management, human resource policies of an organization provide clear vision to all the stakeholders. Establishing standards, guidelines and procedures in the form of policies eliminate the ambiguities and enhance the performance of an organization. Various policies to right from recruiting an individual, providing him the orientation to familiarize with the organization and relieving him from the duties and responsibilities help the organization as well as the individual for effective functioning of the organization and the human resource department. Human input is the single largest entity that goes in the my soft global Private limited. The level of efficiency of production of this input reflected in the quality of product provided by industry to its customer. In Industrial sector has to see the problem in its totality and a planned approach is needed for maximizing the human resources. The My soft global Private limited is one of the large scale organizations in the IT sector industry employing human resources gaining entire satisfaction of employees. It was decided that to know their human resource policies of employees and level of satisfactions carried out by the researcher in this study. Hence the my soft global Private limited, Bangalore, is taken up for the study. This article focuses on various policies of human resources department, employee satisfaction its importance in Information Technology sector. Keywords Human Resources, my soft global Private limited, Personnel Management, Productivity Industry INTRODUCTION The field of human resources management (HRM) has evolved over the years. HRM has evolved from being a mere policing function focused on the custodianship of policies and procedures to being more involved in the strategic direction of organizations. The IT sector has not been spared. Internationally, the continuing growth of world markets increase in the availability of technological and management know-how in different countries, progress in telecommunications and the political and economic integration worldwide have led to the increase in globalization of Information Technology. Resultantly, this has brought about some challenges in terms of how organisations 1 Research Scholar, Department of Management studies, Sathyabama University, Chennai. 2 Vice President and CEO, Zyris Dermacare Private Limited, Chennai Page 180

2 approach a range of human resources issues. Globalization of business has made it critically important for organisations to embrace the significance of human resources management. However, there is generally a worldwide view that internationally the IT sectors has a number of personnel related problems and poor employment practices and conditions. This view is supported by a study of the Information technology which revealed that the industry was dogged with problems of low wages, long working hours and unstable shift hours, poor or nonexistent career structures, over reliance on informal recruitment methods, lack of evidence of good human resources practices and high labour turnover. GROWTH OF THE IT INDUSTRY The majority of IT / ITeS activities are concentrated in seven Indian cities/clusters. Bangalore has been saturated owing to the infrastructure limits (transport and utilities, especially electricity, a common problem throughout India) and the scarcity of land. Hyderabad and Chennai are now alternative locations in the south. The geographical spread of IT / ITeS activity is gradually expanding to cover cities such as Ahmedabad, Bhubhaneswar, Chandigarh, Coimbatore, Jaipur, Kochi, Madurai, Mangalore, Mysore and Trivandrum. STAGES OF IT DEVELOPMENT IN INDIA. The government of India initiated a series of software export policies from the late 1960 (Schwere 1987, 1992; Sen 1995; Heeks 1996; OECD Information Technology Outlook 2000; Kumar and Joseph 2005; Mathur 2007a, b). Nevertheless, various policies during the 1970s and 1980s protected domestic hardware and restricted competitiveness and growth. In 1986, the government announced a new policy to develop a strong software sector, followed in 1988 with the World Market Policy and the establishment of the Software Technology Park from India (STPI) scheme. The National Taskforce on Information Technology and Software Development (NTITSD) was established in 1998 to formulate long-term plans and remove impediments to the growth of the IT sector. In 2000, the formation of the Ministry of Information Technology was another step in promoting these initiatives. A Task Force on Human Resource Development was established to develop long-term strategies to increase the number of well-trained IT professionals. More recent initiatives include upgrades to the Education and Research Network (ERNET) connecting various universities and regional engineering colleges (RECs), lowering customs duties on IT products, allowing 100% foreign investment and passing the Information Technology Act, STATEMENT OF THE PROBLEM Indian economic scenario is undergoing a basic structural change affecting all walks of life. Physical, behavioral and psychological differences among individuals have increased with rapid changes taking place in the management process of organizations. These have implications in the design of recruitment, selection, training and development, compensation programme, performance appraisal, employee discipline, promotion and transfers etc., are becoming difficult for implementation due to poor understanding of personnel management by the employees. Therefore, it is necessary to know the meaning of the term human resource management is not simply a new form of jargon to describe personnel management, it represent a new model of management with different value system, for others it remains an exclusive concept, elastic an ambiguous. However, there is a pressing need for empirical research that addresses the contributions that HRM makes to a firm's ability to accept risk, be innovative and be proactive. Page 181

3 OBJECTIVES OF THE STUDY To study the Awareness Level of the employees about Human Resource Policies and Practices in My soft global Private limited Bangalore. To know the satisfaction level of Human Resource Policies and Practices in My soft global Private limited, Bangalore. To study the employee satisfaction level of Allowances provided in My soft Global Private limited. To understand the employee Welfare Measures to improve Human Resource Management Functions of My soft global private limited, Bangalore. RESEARCH METHODOLOGY Research Design: Descriptive research has been applied, which is also known as statistical research, describes data and characteristics about the population or phenomenon being studied. Sources of Data: This research covers both primary and secondary data. Primary data is collected through distributing questionnaire to the employees of the My soft global private limited Bangalore and secondary data collected from various article, company, websites, magazine and Newspaper pertaining to the relevant matter of the subject under study. The main focus of study is human resource policies and practices in My soft global private limited Bangalore. Data Collection Tool: Structured questionnaire was prepared to interview the employees of the organization on distinct 23 parameters like: salary, job rotation, work environment welfare measures at the organization etc. measured on Likert five point scale, which was later reduced to 5 factors with help of factor analysis. Sampling Method: Under the probabilistic sampling techniques, cluster probabilistic sampling method is adopted Sample Size: Sample sizes of 50 employees from various departments were taken for the research purpose. In this connection out of 150 employees 50 are selected covering almost all the departments. In this study the questionnaire consisting mostly close ended questions with Likert s 5 point scale. Statistical Tools: We have used IBM SPSS 20 (Statistical Package for the Social Sciences), for data analysis. Some useful statistical tools applied for the analysis purpose are descriptive statistics, Friedman s test, Chi-square test, Coefficient of variation ANALYSIS AND INTERPRETATION The study on HRM has been focused on the HR policies and practices followed in company related to HRP Recruitment & Performance Appraisal, Salary and benefits and Labour Welfare Measures. The success of the company is purely based on the Human Resources Policies and Practices followed. Human Resource Policies Wise Classification of the Respondents The following table classified the respondents on the basis of level of satisfaction regarding human resource policies and practice. Page 182

4 Table.1 HRP Recruitment & Performance Appraisal HR Policies & Practice HD D MS S HS Total Human Resources Planning % 12% 66% 12% 100% Recruitment and Selection % 16% 58% 18% 100% Training and Development % 12% 14% 58% 12% 100% Performance Appraisal % 16% 14% 50% 18% 100% Salary structure % 18% 16% 46% 14% 100% Promotion and Transfer % 16% 16% 46% 14% 100% Motivation activity % 14% 18% 40% 18% 100% Safety Measures % 6% 30% 52% 10% 100% (Primary Data), HD ( Highly Dissatisfied) D-( Dissatisfied ) MS- ( Moderately Satisfied) s- (Satisfied) HS- (Highly Satisfied) The above table shows that satisfaction level of the respondents regarding human resource policies and practice of the company. Human Resource Planning: It was found that a maximum of 66% of the respondents are satisfied and a minimum of 12% of the respondents are Moderately dissatisfied and highly satisfied with the human resource planning process of the company. Recruitment and Selection: It denotes that a maximum of 58% of the respondents are satisfied and a minimum of 14% of the respondents are dissatisfied with the recruitment and selection policies of the company. Training and Development: It inferred that a maximum of 58% of the respondents are satisfied and a minimum of 4% of the respondents are highly dissatisfied with training and development programme of the company. Performance Appraisal: It was found that a maximum of 50% of the respondents are satisfied and a minimum of 2% of the respondents are highly dissatisfied with the performance appraisal of the company. Salary Structure: It denotes that a maximum of 46% of the respondents are satisfied and a minimum of 6% of the respondents are highly dissatisfied with the wages and salary structure of the company. Promotion and Transfer: It infer that a maximum of 46% of the respondents are satisfied and a minimum of 8% of the respondents are highly dissatisfied with the safety measures of the company. Motivational Measures: It denotes that a maximum of 40% of the respondents are satisfied and a minimum of 10% of the respondents are highly dissatisfied with the motivational measures of the company. Safety Measures: It denotes that a maximum of 52% of the respondents are satisfied and a minimum of 2% of the respondents are highly dissatisfied with the promotion and transfer process of the company. Page 183

5 Salary and benefits The following table classified the respondents based on the level of satisfaction about the allowances provided by the company Allowances HD D MS S HS Total Dearness Allowance % 8% 40% 20% 22% 100% HRA % 24% 48% 18% 100% Conveyance Allowance % 12% 34% 24% 16% 100% Overtime Allowance % 12% 20% 8% 22% 100% Project Allowance % 16% 54% 14% 100% Night shift allowance % 20% 50% 14% 100% Special pay allowance % 50% 0 100% (Primary Data), HD ( Highly Dissatisfied) D-( Dissatisfied ) MS- ( Moderately Satisfied) s- (Satisfied) HS- (Highly Satisfied) The above table shows that satisfaction level of the respondents regarding salary and befits provide by the company. Dearness Allowance It denotes that maximum 40% of the respondents satisfied and a minimum of 8% of the respondents are dissatisfied with dearness allowance provided by the company. House Rent Allowance - It denotes that maximum 48% of the respondents are satisfied and a minimum of 10% of the respondents are dissatisfied with house rent allowance provided by the company. Conveyance Allowance - It denotes that maximum 348% of the respondents are moderately satisfied and a minimum of 12% of the respondents are dissatisfied with conveyance allowance Overtime Allowance - It denotes that maximum 38% of the respondents are highly dissatisfied and a minimum of 8% of the respondents are satisfied with overtime allowance Project Allowance - It shows that maximum 54% of the respondents are satisfied and a minimum of 8% of the respondents are dissatisfied and moderate dissatisfied with Project allowance Night Shift Allowance - It reveals that maximum 50% of the respondents are satisfied and a minimum of 14% of the respondents are highly satisfied with the night shift allowance provided by the company. Special Pay Allowance - It reveals that maximum 50% of the respondents are satisfied and a minimum of 50% of the respondents are moderately satisfied with the special pay allowance Page 184

6 Labour welfare Measures wise classification of the Respondents The following table classified the respondents based on the level of satisfaction about the welfare measures provided by the company Table 3 Labour Welfare Measures Wise Classification of the Respondents Welfare Measures HD D MS S HS Total Leave Facilities % 12% 32% 28% 4% 100% Medical Facilities % 40% 44% 10% 100% Drinking water % 80% 0 100% Canteen % 100% Free coffee and Tea % 10% 100% Rest and Lunch Room % 12% 30% 40% 8% 100% Loan and Advances % 16% 18% 0 34% 100% Retirement Benefits % 10% 8% 2% 0 100% Housing facilities % 14% 36% 48% 0 100% Special Medical Aid % 44% 100% Leave Travel Concession % 46% 100% (Primary Data), HD ( Highly Dissatisfied) D-( Dissatisfied ) MS- ( Moderately Satisfied) s- (Satisfied) HS- (Highly Satisfied) The above table shows that satisfaction level of the respondents regarding Labour welfare measures provide by the company. Leave Facilities - It reveals that maximum 32% of the respondents are moderately satisfied and a minimum of 2% of the respondents are highly satisfied with the leave facilities provided by the company. Medical Facilities - It reveals that maximum 44% of the respondents are satisfied and a minimum of 0% of the respondents are highly dissatisfied with the medical facilities Drinking Water - It reveals that maximum 80% of the respondents are satisfied and a minimum of 20%of the respondents are moderate satisfied with the drinking water facilities Canteen - It reveals that maximum 80% of the respondents are satisfied and a minimum of 20% of the respondents are highly dissatisfied with the canteen facilities provided by the company. Free Coffee and Tea - It reveals that maximum 90% of the respondents are satisfied and a minimum of 10% of the respondents are highly satisfied with the free coffee and tea provided by the company. Rest and Lunch Room - It reveals that maximum 40% of the respondents are satisfied and a minimum of 89.% of the respondents are highly satisfied with the rest and lunch room Page 185

7 Loans and Advances - It reveals that maximum 35% of the respondents are satisfied and a minimum of 16% of the respondents are dissatisfied with the loans and advance provided by the company. Retirement Benefits- It reveals that maximum 80% of the respondents are dissatisfied and a minimum of 1% of the respondents are satisfied with the retirement benefits provided by the company. Housing Facilities- It denotes that maximum 48% of the respondents are satisfied and a minimum of 2% of the respondents are highly dissatisfied with the housing facilities Special Medical Aid - It reveals that maximum 56% of the respondents are satisfied and a minimum of 44% of the respondents are highly satisfied with the special medical aid Leave Travel Concession- It reveals that maximum 54% of the respondents are satisfied and a minimum of 46% of the respondents are highly satisfied with the leave travel concession Coefficient of Variation Researcher has analyzed Factors Influencing towards Human Resource Policies and Practices, Influencing Factors towards Allowances, Influencing Factors towards Labour Welfare Measures with help of coefficient of variation. Prof. Karl Pearson suggests this measure of coefficient of variation as the most commonly used measure of relative variation. If we want to compare the variability of two or more series, we can use this method. The series or groups of data for which the coefficient of variation is greater, indicate that the group is more variable, less stable, less uniform, less consistent or less homogenous. If the coefficient of variation is less, it indicates that the group is less variable, more stable, more uniform, more consistent or more homogeneous. To comparative of one related variable to other related variable with same data in a particular Department C. V = σ X 100 Factors Influencing towards Human Resource Policies and Practices To identify the factor which is more influencing the respondents towards the satisfaction level the Friedman s test analysis is used and results is given in the following table. HR Policies and Practice N Mean SD Mean Chi- df P-Value Rank Square Human Resources Planning Recruitment and Selection Training and Development Performance Appraisal Salary structure Promotion and Transfer Motivation activity Safety Measures (Source: Primary Data) The Friedman s Chi-square test results are indicated that there is difference of opinion found among the respondents towards human resource policies and practices (P<0.05). It could be noted from the above table that among all the factors that Human resource planning (CV: %) is ranked first and Safety measures (CV: 39.14%) ranked last. Page 186

8 Influencing Factors towards Allowances To identify the factor which is more influencing the respondents towards the satisfaction level the Friedman s test analysis is used and results is given in the following table. Influencing Factors towards Allowances HR Policies and Practice N Mean SD Mean Rank Dearness Allowance HRA Conveyance Allowance Overtime Allowance Project Allowance Night shift allowance Special pay allowance (Source: Primary Data) Chi- Square df P-Value The Friedman s Chi-square test results are indicated that there is difference of opinion found among the respondents towards the allowances (P<0.05). It could be noted from the above table that among all the factors that Dearness Allowance (CV: 18.02%) is ranked first and Project allowance (CV: 38.40%) ranked last. Influencing Factors towards Labour Welfare Measures To identify the factor which is more influencing the respondents towards the satisfaction level the Friedman s test analysis is used and results is given in the following table. Influencing Factors towards Allowances Welfare Measure N Mean SD Mean Rank Leave Facilities Medical Facilities Drinking water Canteen Free coffee and Tea Rest and Lunch Room Loan and Advances Retirement Benefits Housing facilities Special Medical Aid Leave Travel Concession (Source: Primary Data) Chi- Square df P-Value The Friedman s Chi-square test results are indicated that there is difference of opinion found among the respondents towards the labour welfare measures (P<0.05). It could be noted from the above table that among all the factors that Leave facilities (CV: 21.60%) is ranked first and Retirement Benefits (CV: 66.44%) ranked last. Suggestions The company should conduct many awareness programmes related to Human Resource Policies and Practices, it will improve the knowledge of employees about Human Resource Policies and Practices. Page 187

9 The company should provide the maximum level of allowance as much as possible. Because the workers in the IT industry are supposed to work with so many hurdles like Finance, Insurance, Banking etc. Adequate training and development programmes should be provided to employees. It will develop their knowledge and skill which leads to better productivity. It is suggested that many further welfare measures can be implemented. Because the employees expectation on welfare measures is more. It is essential for conducting special programmes on Human Resource Policies and Practices. It is suggested that, a separate department for HRD activities may be established in IT sector If the employee s grievance is reasonable, the workload of the employees can be reduced by the consultation with trade union and management. Conclusion This article reveals in general more than 60% of the employees are satisfied with Human Resource Policies and Practices followed in the company. The management will increase all type of allowances it impact all employees are satisfied in maximum level. In Employer and employee relationship around 85% of the employees are satisfied. More than 85% of the employees are satisfied with Labour welfare measures. The overall conclusion about the Human Resource Policies and Practices followed in My soft Global private limited, Bangalore is excellent. It shows that the reason for the vast development of IT sectors in total together groups. If the company continues the same stream of Human Resource Policies and Practices in future it may achieved many glorious things. References 1. 1.Beardwell and Len Holde, (1996), Human Resource Management, Machmillian India Ltd., New Delhi, 2. Alan D.Smith, WilliamT.Rupp (2004) Knowledge workers' perceptions of performance ratings Journal of Workplace Learning; Volume: 16 Issue: 3; 3. Fred Luthans: Organizational behavior, MC Graw-Hill Company, new Delhi, VII Edition Garge.S.C. (1976) Personnel Management its aspects in co-operative sugar Mills, Indian Co-operative Review Vol. XIIV Callaghan, George and Paul Thompson. (2002),"We Recruit Attitude: The Selection and Shaping of Routine Call Centre Labour." Journal of Management Studies, Vol 39 (March):, pp Schuler, Randall and Susan Jackson.(1999), Strategic Human Resource Management. London: Blackwell 7. 7.Budhwar,P, Paul,S.(2002),"Strategic HRM through the Cultural Looking Glass: Mapping Cognitions of British and Indian HRM Managers." Organization Studies Vol 12 (4),pp Jyothis, S.S (1986) Human Resources Management in co-operative sector: A Study on selected units in Visakapatnam District, New Delhi: inter-india Publications. 9. Sapru, R.K. (1987) Personnel Management in Commercial banks, New Delhi: Deep & Deep Publication. 10. Edmund W. Gordon and Stephanie Shipman (1979) Human diversity, pedagogy, and educational equity American Psychologist, Volume 34, Issue 10. Page 188