CHAPTER 5 Human Resource Management Practices in NGOs Managerial Perspective

Transcription

1 CHAPTER Human Resource Management Practices in NGOs Managerial Perspective.1 Introduction The present chapter describes Human Resource Management practices in Non-Governmental Organisation in Hyderabad Karnataka Region. This chapter exhibits employer s agreements/opinions towards Human Resource Management Practices in NGOs. Firstly it deals with managers/team leaders/ employers opinion about the HRM practices in the Non Government Organisations. Secondly it reveals the testing of hypothesis. The responses or agreements of NGO employers were tested with the help of statistical tools. For testing the significance of responses/opinions of the respondents towards HRM practices in NGOs a suitable statistical tool ( t-test ) was used in the study.

2 Table No..1 District wise respondent s distribution Districts Respondents Percent Cumulative Bidar Kalaburagi. 3. Yadgir Raichur Koppal Ballari The present study has taken respondents from the six districts in Hyderabad Karnataka Region. respondents taken from Kalaburagi district, 9 respondents from Ballari district. Each 8 respondents are taken from Bidar, Yadgir and Raichur districts. From Koppal district 7 respondents are taken as sample. It is clear from the table.1 that the researcher has taken care in taking samples from each district in HK region. Sample represents all the districts of study area. Graph No..1 District wise respondent s distribution Bidar Kalaburagi Yadgir Raichur Koppal Ballari Districts 1

3 . Demographic profile of the respondents The demographic profile of the NGO employers has been studied in terms of gender, age, educational qualification, religion, caste and experience in service. The demographic profile of the respondents is helpful to understand the influence of respondent s personal factors on HRM practices in NGOs. Table No.. Gender of the respondents Cumulative Gender Frequency Percent Male Female Gender is an important factor in determining the human resource of the organisation. Non Governmental Organisations are bought by both male and female employees. The classification of the respondents based on their gender is presented in table.. It is seen in table. that 34 respondents forming 8. of the total were male and the rest of the 1 respondents forming 3. were female. In this study, the male respondents constitute more than half of the total sample size of the study. Graph No.. Gender of the respondents 1 34 Male Female

4 Table No..3 Age of the respondents Age Below years 3 years 3 4 years 4 years and above Frequency Percent Cumulative Age distribution of respondents is presented in the table.3. It shows that most of the respondents are in the age group of 3 4 years that is 34. of the respondents. 3. of the respondents comes under the age group of 3 years... of respondents are being 4 years and above age category. Least of the respondent comes under the age group of below years which is only 8.. Graph No..3 Age of the respondents Below years years 31 4 years 41 years and above 3

5 Table No..4 Educational Qualification of the Respondents Education SSLC/PUC Graduation Post Graduation Other Qualification Frequency Percent Cumulative Respondents were asked to indicate their highest educational qualification. Collected data on the highest educational qualification is presented in the table.4. According to the given data in the above table, graduation has recorded as the highest educational qualification of most of the respondents in the sample. 8 employers/managers have passed graduation (graduation degree), 13 of the respondents have passed post graduation, surprisingly, respondents have professional educational qualification i.e. diploma in engineering, JOC (Job Oriented Course), etc. and 4 respondents are qualified their SSLC and pre- university education. Graph No..4 Educational Qualification of the Respondents Other Qualification Post Graduation 13 Graduation 8 SSLC/PUC

6 Table No.. Classification of the respondents on Religion Wise Religion Hindu Muslim Frequency Percent Cumulative On the basis of the field investigation respondents are classified on the religion wise. Table no.. shows that, 4 of the respondents are belonging to the Hindu religion, and 8 respondents of the study are belonging to the Muslim community. Maximum number of the respondents are being Hindu. Graph No.. Classification of the respondents on religion wise 8 4 Hindu Muslim

7 Table No.. Caste wise Classification of the respondents Caste General Merit OBC Scheduled Caste Scheduled Tribes Frequency Percent Cumulative Table. provides the information about the classification of respondents on caste base. 4. of the respondentss are under scheduled caste, 8. of the respondents are under the Other Backward Caste (OBC),. of the sample are general merit respondents, and least number of the respondents are scheduled tribes that is 1.. Graph No.. Cast wise Classification of the respondents Scheduled Tribes Scheduled Caste OBC 14 General Merit 1

8 .3 Career information of the respondents The study collected the previous work experience of the respondents. The research also considered the career information of the respondents along with the demographic information. In this section researcher gathered information relating to the respondents previous work experience like, in which sector they have worked, reason for leaving the job, why they are joined to NGOs, etc. The collected data are edited and presented in the following tables and graphs. Table No..7 Respondents Work Experience before Joining NGOs Opinion Yes No Frequency Percent Cumulative The researcherr collects the career information about the respondents. Among the respondents, 14 respondents (8. ) have worked in some other organisation before joining to the present organisation. 3 of the respondents (7. ) were not worked before joining the NGOs. Majority of the respondents are directly joined to the non-governmental organisations and started their career journey in the 7. of the present organisation only. It clearly specifies that sample employers/managers are having interest and involved in NGOs activities to enhance the society s conditions. Graph No..7 Respondents Work Experience before Joining NGOs No 3 Yes

9 Table No..8 Respondents Previous Work Experience in Various Sector Sector Frequency Percent Cumulative Private Cooperative NGO The above table shows that respondents are having work experience in other sectors before joining to the present NGO. There are 14 respondents having experience in other sector. Among the 14 samples in the study, 8 of the respondents are worked for private sector, 3 respondents worked in cooperative sector and remaining respondents have worked for NGOs. It is evident from the table.8 that more than fifty of the respondents are having experience in private sector. Graph No..8 Respondents Previous Work Experience in Various 9 Sectors Private Cooperative NGO 8

10 Table No..9 Reason for quitting the job Reason Frequency Percent Cumulative Low pay Poor working condition Other reason Table.9 showss that 14 of the respondents have worked for some other organisation before joining to present NGOs. Due to some reason they have left the job and joined the present NGO. of the respondents are left their job due to the low pay, 4 sample respondents of the study have left the job due to poor working condition in the organisation, and have left due to their own personnel reasons (other reason). Graph No..9 Reason for quitting the job Low pay Poor working condition Other season 9

11 Table No.. Experience of Service of the Respondents Service in years Less than years years 1 years 1 years and above Frequency Percent Cumulative Table no.. shows that 3 of the sample respondents have more than years to less than years of experience, 8. of the respondents have more than 1 years of experience and. of the respondents are having more than years to less than 1 years of experience in their field. Interestingly, 1. of the respondents among the respondents are having less than years of experience in the NGOs. The analysis reveals that 84. of the sample (4 respondents) have more than five years of experience which means that they are mature in their career and have a good level of experience and career competencies that can help to enhance their career opportunities. Graph No.. Experience of Service of the Respondents Less than years years 1 years 1 years and above

12 Table No..11 Respondents Services in present NGO Service in years Less than a year years years 11 1 years 1 years and above Frequency Percent Cumulative Table no..11 indicates that 17 of the respondentss have less than one year of experience in the present NGO, 17 of the respondents are having more than years to less than years of experience in the present organisation, of the respondents have more than years to less than years of service in the working NGO. Surprisingly, equal number(s) of respondents are having 11 to 1 years and more than 1 years of service in their working NGOs. It is clear from the above table that 8. (34 respondents) of the sample respondents are having less than ten years of service in their present working nongovernmental organisations. Graph No..11 Respondents Services in present NGO Less than a year years years 11 1 years 1 years and above 1

13 .4 Human Resource Planning in NGOs Human Resource Planning (HRP) aims at fulfilling the objectives of manpower requirement. It helps to mobilise the recruited resources for the productive activities. The human resource planning is an important process aiming to link business strategy and its operation. Recruitment is the process of attracting applicants with certain skills, abilities and other personal characteristics to job vacancies in an organisation. According to Denerley and Plumbley (199), recruitment is concerned with both engaging the required number of people, and measuring their quality. It is not only a matter of satisfying a company s needs, it is also an activity which influences the shape of the company s future. Recruitment policy may involve a commitment to broad principles such as filling vacancies with the best qualified individuals. It may embrace several issues such as extent of promotion from within, attitudes of enterprise in recruiting its old employees, women employees, part-time employees, friends and relatives of present employees. Recruitment policies may also involve the organisation system to be developed for implementing recruitment programmes and procedures. A recruitment policy in its broadest sense involves a commitment by the employer to, (i) find the best qualified persons for each job, (ii) retain the best and most promising of those hired, (iii) offer promising opportunities for lifetime working careers, and (iv) provide programmes and facilities for personal growth on the job. The selection process has to be very sound to build a first rate staff. One of the important aspects in personnel selection is individual difference. Systematic and accurate occupational information is necessary before the employees can be recruited, selected or placed on the job. The present study considered the important aspects of the recruitment and selection practices from the existing literature. The following analyses part represents the opinion of the respondents on

14 Human Resource Planning (recruitment and selection practices) in Non Governmental Organisation. Table No..1 Formal Policy of Recruitment and Selection in NGOs Response Yes No Frequency Percent Cumulative The recruitmentt and selection policies give the general direction, provide guidelines and inform employees of recruitment and selection practices in the organisation. Respondents of the present study, majority of respondents that is 7. (3 respondents) are aware about the formal policies of recruitment and selection in the organisation, they are indicated their response as yes. 3. of the respondents (1 respondents) are not aware about the formal polices. Graph No..1 Formal Policy of Recruitment and Selection in NGOs Yes No 1 3

15 Table No..13 Methods of Recruitment of Employees in NGOs Source of Recruitment Frequency Percent Cumulative Radio advertisement News paper advertisement Professional association (s) Employment agencies Employee referrals The data summarized in the table.13 provides information on the methods of recruitment of employees in the Non Governmental organisations. The data indicates that the 3. of the respondents are of the opinion that the recruitment is through professional associations, 8. of the respondents reveals that through the employee referrals, employment agencies also help in recruitment process to NGOs. NGOs recruit the human resource by advertising in radio and news papers. Graph No..13 Methods of Recruitment of Employees in NGOs Radio advertisement News paper advertisement Professional association (s) Employment agencies Employee referrals 4

16 Table No..14 Factors Considered for Recruitment and Selection in NGOs Cumulative Factors Frequency Percent Academic qualifications Work experience Interview The above table shows the factors considered for selecting of suitable candidates for the organisation, that is, academic qualification, work experience and interview process. An educational qualification is one of the major method of selection of a candidate to the organisation, that is about 4. of the respondents said that candidate were recruited on the basis of academic qualifications. Among the respondents, 19 employers/managers are said that recruitment is done on the basis of work experience and rest of the respondents opined that candidates were selected in the process of interview method. Researcher noticed that total 78. of the employers/managers prefer the selection of candidates on the basis of educational qualification and work experience. Graph No..14 Factors Considered for Recruitment and Selection in NGOs Interview 11 Work experience 19 Academic qualifications 1

17 Table No..1 RSP able to fill Qualified Candidates in NGOs Opinion Yes No Frequency Percent Cumulative Table.1 reveals the opinion of the employers on Recruitment and Selection Practices (RSP) in Non Governmental Organisations. 39 respondents from the sample are opined that, the recruitment and selection practice is able to fulfill the needed and qualified candidates for the non-governmental organisation. 11 of the respondents have said that no recruitmentt and selection practice is able to fulfill the requirement of the NGO. Majority of the respondents have opined that recruitment and selection practices helpful to hire the right candidate for the organisation. Graph No..1 RSP able to fill Qualified Candidates in NGOs Yes No 11

18 Table No..1 Vacancies filled by friends/relatives of existing employees Response Strongly Agree Agree Frequency Percent Cumulative Neither Agree/Disagree Disagree Strongly Disagree Table.1 presents the source of vacancies filled by friends/family members of the present working employees in NGOs. 8. (14 employers/managers) of the sample have strongly agreed that vacancies have filled through existing employees friends, family members, another 8. (14 employers/managers) of the respondents also agreed the statement. 4. (1 employers/managers) of the respondents are not clear regarding the statement,. of the respondent have strongly disagreed and equal have disagreed that the vacancies were filled by friends, family members of the working employees of the organisation. Graph No..1 Vacancies filled by friends/relatives of existing employees

19 Table No..17 Structured interviews practices in NGOs Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Table no..17 reveals the employer s response in practices in non-governmental organisation in Hyderabad Region. respondents from the study expressed their interviews Karnataka opinion as strongly agree about the structured interview practices in the NGOs, 1 of the respondents are agreed, and of the respondents are neither agreed nor disagreed about the structured interview practices in NGO. Rest of the respondents have disagreed that the structured interview practices in NGOs of HK region has adopted. Graph No..17 Structured interviews practices in NGOs Strongly Disagree Disagree Neither Agree/Disagree Agree 1 Strongly Agree 1 8

20 Table No..18 Formal tests conduct in NGOs before being hired Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Non Governmental Organisations are conducting the formal tests to candidates before hiring them. 4. (3 employers/managers) of the respondents are agreed that, Non Governmental Organisations have conducting the formal test at the time of hiring the employees. 4. (1 employers/ /managers) of the respondents have disagreed regarding the formal test conducting before hiring the employee. 1. ( employers/managers) of the sample are neither agreed nor disagreed. Graph No..18 Formal tests conduct in NGOs before being hired

21 Table No..19 Fully Informed about Required Qualification for the Job Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Qualification is one of the essential factor which was measure used in every organisation to recruit suitable candidate for required post. Non-governmental organisations are fully informed to candidates about the required qualification for the vacant job. 1 respondents (4. ) of the study said that NGOs are fully informed about the required qualification for the job, 1 respondents (4. ) of the sample are agreed and of the respondents (. ) weree no opinion about the matter. Rest of the respondents (1 respondents) have opined that the NGOs have not informed about the required qualification for the vacant post in the organisation. From the above table it is understood that, majority of the nongovernmental organisations have fully informed about the required qualification. The least number of NGOs were not properly informed regarding the qualification which is required for the job. considered for any type of job in an organisation. Qualification was one of the Graph No..19 Fully Informed about Required Qualification for the Job Strongly Disagree Disagreee Neither Agree/Disagree Agree 1 Strongly Agreee 1 1 7

22 . Performance Management System in NGOs Performance appraisal has been considered as a most significant and indispensable tool for an organisation, for the organisation it provides highly useful information for making decisions regarding various personal aspects such as promotions, demotions and transfer. Performance measure also link information gathering and decision making processes which provide a basis for judging the effectiveness of personnel sub divisions such as recruiting, selection, training and compensation. Accurate information plays a vital role in the organisation as a whole. It is easier for manager to see which employees need training or counseling to develop his/her skill/knowledge. According to Cummings, the overall objective of performance appraisal is to improve the efficiency of an enterprise by attempting to mobilse the best possible efforts from individuals employed in it. Such appraisals achieve our objectives including the salary reviews, the development and training of individuals, planning job rotation and assistance promotions, Performance appraisal provides important and useful information for the assessment of employee's skill, knowledge, ability and overall job performance. The following tables gives the NGOs employers/managers opinion about performance appraisal system in the organisation. 71

23 Table No.. Effective communication regarding PMS with The table no communication Management System with the employees regarding the Performance the respondents are strongly agreed that there is an effective communication management system with the employees regarding performance the statement), 1 of the respondents are clearly disagreed that there is effective communication regarding the PMS in NGOs. It is noticed that, maximum number of the respondents are accepted that there is an effective communication about the performance management system in NGOs. employees Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree shows the employers opinionn on their (PMS) in Non Governmental organisations. 18 of in NGOs. 14 of the sample respondents are agreed, of the respondents have no opinion (i.e. neutral opinion on Graph No.. Effective communication regarding PMS with employees

24 Table No..1 Effective implementation of PMS in NGOs is accountable Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Effective implementation of performance management system in every organisation is needed to measure performance of the employees. Implementation means to develop the new system (strategy) of measuring the performance of employee. The table no..1 shows the Non Governmental Organisations have effective implementation of PMS is accountable. 8. (34 respondents) of the respondents are agreed, of the respondents are neither agreed nor disagreed. Remaining, of the respondents are disagreed that there is an effective implementation of PMS in NGOs is accountable. fifty of the samples are said NGOs in Hyderabad More than Karnataka region has consideredd effective implementation of PMS practice. Graph No..1 Effective implementation of PMS in NGOs is accountable Strongly Disagree 4 Disagree Neither Agree/Disagree Agree 14 Strongly Agree 1 73

25 Table No.. PMS Communication to Execute Their Responsibilities Response Frequency Percent Cumulative Strongly Agree 3.. Agree. 8. Neither Agree/Disagree Disagree Strongly Disagree The above table reveals that the respondent s perception towards PMS is provided the sufficient information about employee s responsibilities in the NGOs. 3 sample (. ) respondents are strongly opined that PMS in Non Governmental Organisation provide sufficient information about the employee s responsibilities. of the respondents (. ) are agreed that sufficient information about the PMS is communicated to employees to execute their responsibilities in NGOs. 3 respondents were neither agreed nor disagreed, 3 are disagreed and 4 respondents are strongly disagreed. More than three quarter of the sample respondents have agreed that, Performance management system sufficiently informed to employees about their responsibilities. It is helpful to PMS to compares the actual performance with the planned or expected performance of employees. Graph No.. PMS Communication for Execute Their Responsibilities Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree 74

26 Table No..3 Performance appraisal is fair in NGOs Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Table no.3 shows that the NGOs employer s perception towards the performance appraisal system in the organisation. 48. of the respondents are strongly agreed that the performance appraisal is fair, 17 of the respondents are agreed. 4 of the sample respondents are opined disagreed; performance appraisal is fair in the organisation. of the respondents are strongly disagreed. The above table.4 clearly viewed that most of the NGOs are evaluated the employee s performance fairly. Graph No..3 Performance appraisal is fair in NGOs

27 Table No..4 NGOs managers inform about PE Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree The table no...4 shows that the managers are informed about the performance evaluation system in the organisation. 17 sample managers are strongly agreed that they are informed to employees about the performancee evaluation system, 19 respondents are agreed. 9 of the respondents are disagreed and respondents of the survey are neither agreed nor disagreed. Graph No..4 NGOs managers inform about PE

28 Table No.. Management respects employee s ability and knowledge Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Table no. indicates that the management respects the employee s ability and knowledge of the job in the NGOs. 4 of the respondents are strongly agreed that the management have respect towards the employees ability and knowledge, 1 of the respondents are agreed. respondents of the sample are having neutral stand. Above table reveals that the 8. of the respondents are opined as agree. Graph No.. Management respects employee s ability and knowledge

29 Table No.. Employees regularly receives formal result of PE Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree The above table indicates the employer s opinion on employees regularly receives formal evaluation of performance in the organisation. 4. of the sample are strongly agreed that they are regularly receives information about performance evaluation, 38. of the respondents are agreed. 1. of the sample were disagreed, that there is a messages of performance evaluation. It is clear from the study that the employee of the NGO has regularly receives information regarding his/her performance evaluation. Graph No.. Employees regularly receives formal result of PE Strongly Disagree Disagree 4 Neither Agree/Disagree 4 Agree 19 Strongly Agree

30 Table No..7 PE are set between supervisor and employee Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Table no..7 reveals the coordination between the supervisor and the employees for expected performance in the organisation. 7. (38 respondents) of the respondents are agreed that the employer set the coordination between supervisor/manager and employees relating to expected performance. 1. of the sample were disagreed that there is coordination between the supervisor/manager and employees in NGOs. It is noticed from the above table that in most of the NGOs, there is a good coordination set by the management to get the expected performance from their employees. Graph No..7 PE are set between supervisor and employee

31 Table No..8 Job performance is fair and equitable Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Respondent s opinion on job performance in the Non Governmental Organisations is fair and equitable is presented in table no..8. (. ) of the respondents are strongly agreed that there is a fair and equitable job performance evaluation in the organisation. 19 (38. ) respondents of the study are agreed that the job performance evaluation is fair and equitable in NGOs, (. ) of the respondents are neither agreed nor disagreed. Graph No..8 Job performance is fair and equitable

32 Table No..9 Pay raises based on job performance in NGO Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Table no.9 reveals the information about the employees pay raise is based on their job performance. 7. (3 samples) of the respondents have agreed as the pay raise is based on employees job performance in the organisation, 1. (8 respondents) of the sample are disagreed the statement. It is clear from the above table that the most of the respondents opined that the pay raise is on job performance only. Graph No..9 Pay raises based on job performance in NGO

33 Table No..3 Performance standards in NGOs Opinion Frequency Percent Cumulative Excellent Good Poor... Table.3 revealed that 1 respondents who represented 4 of the total have said that performance standers in NGOs are good, 19 respondentss representing 38 said about performance standers are excellent, and of the respondents representing. said as poor. It is indicated that there is a good performance standards were practiced by NGOs in the study area. Graph No..3 Performance standards in NGOs Excellent Good Poor 8

34 Table No..31 Respondents are clear about employees PE Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree. 9. Disagree Strongly Disagree 4... Table.31 reveals the employers opinion about the employees aware about their performance measured in the NGO. 7. of the respondents are agreed that they are clear about their performance to be count in NGOs,. of the sample are opined as neither agree nor disagree. There is a. respondents who disagreed. Graph No..31 Respondents are clear about their PE 3 Strongly Agree 1 Agree Neither Agree/Disagree Disagree 14 Strongly Disagree 83

35 Table No..3 Managers take Performance Appraisal Seriously Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Table no..3 shows that mangers are taking Performance appraisal seriously. It is surprisingly known that of the respondents are strongly agreed, respondents of the study are agreed and of the respondents are neither agreed nor disagreed. It is clear from the above table that the managers of NGOs, have considered performance appraisal seriously. Graph No..3 Managers take performance appraisal seriously

36 . Training Effectiveness in NGOs Training is a process of learning a sequence of programmed behavior. It is the application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job. Development is a related process. It covers not only those activities which improve job performance but also those which bring about growth of the personality, help individuals in the progress towards maturity and actualization of their potential capacities so that they become not only good employees but better human being. Training is short term process utilizing a systematic and organised procedure by which non managerial personnel learn technical knowledge and skills for a definite purpose. Development is a long term educational process utilizing a systematic and organised procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Training and Development helps in increasing the job knowledge and skills of employees at each level. The study collected response of the employers about the training effectiveness in NGOs, collected data from the respondents are summarized and analyzed below. 8

37 Table No..33 Language of Training programme in NGO Language Frequency Percent Cumulative Kannada English Both Kannada and English Non Karnataka region is language and one of Governmental organisations are organisingg a part of Karnataka State, Kannada the largest languages speaking in the country. imparted in the locall language i.e. Kannada. It clear from the above table that the majority of the trainees are trained in Kannadaa language, some NGOs organise in both languages i.e. Kannada and English. training programme for their employee s performance improvement. Hyderabad is a state Majority of the respondents (3 respondents) said that the training is Graph No...33 Language of Training programme in NGO Kannada 9 English 11 Both Kannada and English 8

38 Table No..34 Type of training techniques are used in NGOs Technique Frequency Percent Cumulative Case studies 3.. Workshop Lecturing Others 1... Non Governmental Organisations are organizing various types of training programmes, like case studies, lecturing, workshop, etc. most of the NGOs are following lecturing training techniques, 4 respondents were participated in lecturing training programme. 17 respondents of the sample were involved in workshop programmes, respondents of the sample are participated in others types of training programmes i.e. seminars, on field training, discussion with the experts. Graph No..34 Type of training techniques are used in NGOs Case studies Workshop Lecturing Others 87

39 Table No..3 NGOs conduct TP by competent facility Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree. 9. Disagree 4.. Strongly Disagree.. Table.3 indicates employers opinion about the competent facility in training programmes in NGOs. 17 of the respondents are strongly agreed, 1 respondents of the study are agreed, and employers of the sample are neutral. Interestingly, of the respondents are only disagreed about competent facility in training programme. Graph No..3 NGOs conduct TP by competent facility Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree 88

40 Table No..37 Employees gained information from TP Opinion Excellent Good Poor Frequency Percent Cumulative Above table provides the respondent s opinion towards training effectiveness on employees learning under training programme. 3 respondents are said about the training programme in the organisation helps to gain the information regarding the job is good. Out of the sample ( respondents), 18 respondents constituting 3 of the sample were of the opinion that the training effectiveness on employees were excellent. Surprisingly, 9 respondents (18. ) among the respondents opined that the training effectiveness is poor. Table.3 reveals that majority of the respondents are having positive opinion on training programme in NGOs. Graph No..3 Employees gained information from TP Poor 9 Good 3 Excellent

41 Table No..37 Employees feel comfortable with training environment Opinion Frequency Percent Cumulative Excellent Good Poor Table no..37 represents the employer s opinion regarding the comfortable at the time of training programme. 4. of the sample (1 respondents) is opined that there is a good comfortable environment at training period, 4. of the respondents ( employees) are said excellent. There is a poor training environment in the organisation said by 18 respondents (9 employers). The study noticed that most of the employers feel comfortable environment at the training period in their organisation. Graph No..37 Employees feel comfortable with training environment Poor, 9 Excellent, Good, 1 9

42 Table No..38 Training and development programme is well planned Opinion Frequency Percent Cumulative Excellent Good Poor Respondents expressed their perception on training and development programme were well planned in the NGOs. respondents of the sample employers are expressed their opinion on training and development programmes are excellently planned in NGOs, 19 employers among the respondents are said training and development programmes are good and 9 of the respondents are shared their views about the training and development plans were poor. Study reveals that 8. of the respondents are having good opinion about the training and development programmes. Graph No..38 Training and development programme is well planned Excellent Good Poor 91

43 Table No..39 Employers satisfaction with TP in NGOs Level of satisfaction Frequency Percent Cumulative Highly Satisfied Satisfied Neither Satisfied/ Dissatisfied. 8. Dissatisfied.. Highly Dissatisfied.. In non-governmental organisations, of the respondents are satisfied with the training programme, 18 of the respondents are highly satisfied with the training programmes in the organisations. And there is respondents who are dissatisfied with the the training programmes. It is surprising that more than three quarters (8. ) of the respondents are satisfied with their organisations training programmes as shown in graph.39. Graph No..39 Employees satisfaction with TP in NGOs 1 18 Highly Satisfied Satisfied Dissatisfied 9

44 Table No..4 TP help to improve the working condition Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree From the above table.4 it is clear that the respondents of the sample (44. ) are agreed that the training programme help to improve the working conditions in non-governmental organisations, 17 of the respondentss are strongly agreed that organisational working condition enhance through the training programmes. 8 respondents were no opinion on the training programme. 3 respondents of the study are disagreed the statement. ly, 78. of the respondents have agreed that training programme helps to develop the congenial working conditions in the Non Governmental Organisations. Graph No..4 TP help to improve the working condition

45 Table No..41 Employers receive formal feedback after training course Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Table.41 reveals the information of formal feedback of employees after training course in NGOs. 4. ( respondents) of the sample are agreed they receive formal feedback after training course, 38. (19 respondents) of the respondents are strongly agreed, and 7 respondents are neither agreed nor disagreed. Surprisingly, 4. ( respondents) of the respondents are disagreed, rest of the respondents ( respondents) are strongly disagreed. Graph No..41 Employees receive formal feedback after training course

46 .7 Rewards System in NGOs An incentive or reward can be anything that attracts the employee s attention and stimulates him to work. In the words of Burack and Smith, an incentive scheme is a plan or programme to motivate individual or group performance. An incentive programme may also include a variety of non monetary rewards or prizes. The aims of rewards are to motivate and retain people. Reward constitutes an important element in Human Resources Management. Reward Management is essentially about designing, implementing and maintaining pay systems which help to improve organizational performance. Reward management is the process of developing and implementing strategies, policies and systems which help the organization to achieve its objectives by obtaining and keeping the people it needs and by increasing their motivation and commitment. The following analysis part reveals employers opinion about rewards system in NGOs. 9

47 Table No..4 Implementation of Strategy of Reward System Facilities Opinion Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree No organisationn wants to lose efficient employees for unnecessary reasons. Many of organisations are specially implement the strategies of reward system for retaining the right kind of employees. Table no..4 indicates the opinion of the employers; NGOs implement the strategies in reward system facilities for retaining the right kind of employees. 18 of the respondents are strongly agreed, 19 respondents of the study are agreed and 9 respondents of the sample opined as neither agree nor disagree. It is noticed that three quarter of the employers are agreed that nongovernmental organisations reward system strategies were implemented for retaining efficient employees with the organisation. Graph No..4 Implementation of Strategy of Reward System Facilities Strongly Agreee Agree Neither Agree/ /Disagree Disagree 19 Strongly Disagree 9

48 Table No..43 Reward system in NGOs is immediate and appropriate Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Table no..43 shows the opinion of respondents on reward system in NGOs is immediate and appropriate. 4. of the respondents opined as strongly agree, 3. of the sample are agreed, and 14. of the respondents are neither agreed nor disagreed. 8 of the employees are strongly disagreed, 4. are disagreed. It is clearly understood that, there is a good reward system practices in Non Governmental Organisation in Hyderabad Karnataka region. Graph No..43 Reward system in NGOs is immediate and appropriate Strongly Agree Agree Neither Agree/Disagree 7 Disagree 4 Strongly Disagree 97

49 Table No..44 NGOs provide individual bonuses for their performance Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree 4... Management adopts bonuses system in practice to encourage employee s performance in the organisation. Above table.44 presents employees opinion in NGOs provide individual bonuses for their job performance. 1 of the respondents are agreed, 19 respondents of the study are strongly agreed, and of the respondents are neither agreed nor disagreed. Each of the respondents are disagreed and strongly disagreed. Majority of the respondents are opined that there is an individual bonuses system in NGOs to encourage employee s job performance. Graph No..44 NGOs provide individual bonuses for their performance Strongly Agree 1 Agree 4 Neither Agree/Disagree Disagree 19 Strongly Disagree 98

50 Table No..4 Resource used in training programme is satisfactory Level of satisfaction Frequency Percent Cumulative Highly Satisfied Satisfied Neither Satisfied /Dissatisfied Dissatisfied Highly Dissatisfied 3... The table no..4 indicates the opinion of employer s satisfaction on resources used in training programme in NGOs. 38. of the respondents are highly satisfied with resources used in training programme, 3. of the employers are satisfied. 1. of the sample respondents are neither satisfied nor dissatisfied. Interestingly. of the respondents are dissatisfied with resource used in training programme. Graph No..4 Resource used in training programme is satisfactory Highly Satisfied 3 Satisfied Neither Satisfied/Dissatisfied 8 19 Dissatisfied Highly dissatisfied 18 99

51 Table No..4 Training helps to perform better in NGOs Level of satisfaction Freque Percent Cumulative ncy Highly Satisfied Satisfied Neither Satisfied/ Dissatisfied Dissatisfied Highly Dissatisfied The above table no.4 shows the employer s satisfaction on training programmes helps to perform job in better manner in NGOs. 44. ( respondents) of the respondents are highly satisfied, 38 (19 respondents) of the sample are satisfied, and 14. of the employers are not given their response. ly 8. of the respondents are satisfied with the training programme, it s helpful to perform the job better than before. Graph No..4 Training helps to perform better in NGOs Highly Dissatisfied 1 Dissatisfied 1 Neither Satisfied/Dissatisfied 7 Satisfied 19 Highly Satisfied 1 3

52 Table No..47 Balancing of Work and Family Responsibilities Level of Satisfaction Frequency Percent Cumulative Highly Satisfied Satisfied Neither Satisfied /Dissatisfied Dissatisfied Highly Dissatisfied.. Table.47 reveals the employer s satisfaction level on NGOs supports to balance the work and family responsibilities. of the respondents (4. ) are highly satisfied, 17 of the respondents (34. ) are satisfied, and 9 of the respondents (18. ) are neutral i.e. neither satisfied nor dissatisfied. Graph No..47 Balancing of Work and Family Responsibilities Highly Satisfied Satisfied Neither Satisfied /Dissatisfied Dissatisfied Highly Dissatisfied Level of Response 31

53 Table No..48 Employees are willing to help employer Level of Satisfaction Frequency Percent Cumulative Highly Satisfied Satisfied Neither Satisfied /Dissatisfied. 9. Dissatisfied Highly Dissatisfied 4... The above table reveals the opinion of respondents on employees are willing to help employer in NGOs. Among the respondents, of the respondents are highly satisfied with employees help, 19 of the respondents are satisfied. respondents were no opinion (i.e. neither satisfied nor dissatisfied), each of the respondents opined as dissatisfied and highly dissatisfied. Graph No..48 Employees are willing to help employer 19 1 Highly Satisfied Satisfied Level of Response Neither Satisfied /Dissatisfied Dissatisfied Highly Dissatisfied 3

54 Table No..49 NGOs provide a Nice Working Environment Level of Satisfaction Highly Satisfied Satisfied Neither Satisfied /Dissatisfied Dissatisfied Highly Dissatisfied Frequency 19 3 Percent Cumulative Table no..49 shows the satisfaction of NGO employers on working environment. 4. of the respondents are highly satisfied, 38. of the respondents are satisfied. 1.. of the respondents have no response,. of the employers are dissatisfied with the working environment in NGOs. Most of the employers are satisfied with the present working condition in the organisation that is 78.. Graph No..49 NGOs provide a Nice Working Environment Level of Response 33

55 .9 Career Planning in NGOs Career planning means helping the employees to plan their career in terms of their capacities with regard to the organisational needs. It includes establishing an organisational system of career movement and growth opportunities from the point of entry of an individual in employment to the point of his retirement. It is a kind of management planning exercise to design the entire career of young employees in higher skilled, supervisory, and managerial positions. Thus, it is the discovery and development of talents, and planned deployment and redeployment of these talents. It is also referred to as a process of synthesizing and harmonising the needs of the organisation with the innate aspirations of the employees, so that while the latter realize self-fulfillment, the organisational effectiveness is improved. Generally, a career can be defined as a sequence of separate but related work activities that provide continuity, order and meaning to a person s life. It is not only a series of work related experiences, but also a series of properly sequenced role experiences, leading to an increasing level of responsibility, status, power and rewards. 34

56 Table No.. Training helps to develop employees career in NGOs Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Table no.. presents the employees make use of training programme for careerr development in NGOs. of the respondents are strongly agreed that the training helps to develop the career in same organisations, 18 of the respondents are agreed. respondents of the study are not clearly expressed their opinion, 4 of the respondents are disagreed and 3 respondents of the sample are strongly disagreed. It is clear from the above table that maximum number i.e. about 7. are agreed. Graph No.. Training helps to develop employees career in NGOs 4 3 Strongly Agree Agree Neither Agree/Disagree Disagree 18 Strongly Disagree 3

57 Table No..1 Individuals have clear career path in organisation Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree Table.1 reveals that employer s perception about the individual career path in the organisation. 4. (1 respondents) of the respondents are agreed, and of the respondents are neutral (neither agreed nor disagreed). Each two of the respondents opined as disagreed and strongly disagreed the statement. Interestingly 8. of the respondents are agreed that there is a clear career path in the organisation. Graph No..1 Individuals have clear career path in organisation 1 1 Level of Response 3

58 Table No.. Managers spend their rest of career in present NGO Response Frequency Percent Cumulative Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree 1... Table. indicates the manager/team leaders are happy to spend their rest of career in the present NGO. 1 of the respondents are strongly agreed, of the respondents are agreed. Among the respondents, 7 of the respondents are having neutral opinion (i.e. neither agreed nor disagreed). Interestingly each one of the respondents are opined as disagreed and strongly disagreed. Graph No.. Managers spend their rest of career in present NGO Strongly Agree Agree Neither Agree/Disagree Level of Response 1 1 Disagree Strongly Disagree 37

59 . HYPOTHESES TESTING The following is the analysis of section IV, V, VI, VII, VIII and IX of the questionnaire II. The questionnaire consists of nine important sections, among the nine sections which are the variable related to the HRM practices were considered for the testing the hypotheses. Section IV Human Resource Planning (Recruitment and Section), section V Training and Development, section VI Performance Appraisal System, section VII Reward System, section VIII - Employees Job Satisfaction, and IX Career Planning. The present study formulated hypothesis and used one sample t- test to assess the perception of employers towards Human Resource Management Practices in Non Governmental Organisations in Hyderabad Karnataka region. H: There is no negative perception of employers towards Human Resource Management practices in NGOs. Table No..3 Employers Perception towards HRM Practices in Sl. No. Statement NGOs 38 t- value t- test df P- value Result IV. Human Resource Planning Vacancies are filled by friends and 1 family members of current Accept employees in NGOs. Applicants are fully informed about the qualifications required to perform the job before being hired Accept V. Training and Development Programmes in NGO 3 Employees feel comfortable with the training environment Accept 4 The overall training programme in the organization is satisfactory Accept Purpose of training programme is to improve working condition Accept VI. Performance Appraisal Practices Clearly defined purpose of Performance Management System (PMS) is communicated effectively to all employees Accept