human resource development climate survey in information technology industry in india

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CHAPTER VIII

HUMAN RESOURCE DEVELOPMENT

CLIMATE SURVEY IN INFORMATION TECHNOLOGY

INDUSTRY IN INDIA

In these days, organisations are accepting that human beings are their most

important asset. The success of any organisation depends upon that how much they are

utilizing and satisfying their existing human resource according to its desirable goals. In a

knowledge economy, optimizing human and intellectual capital is the biggest challenge,

which an organisation has to face. Human resource development is a continuous process,

by which employees’ capabilities are sharpened, their full potential is realized and life-

long training is provided to them, to prepare them to play a vital role in present and future

jobs. To achieve these objectives there is need to create conducive climate by the

organisation.

A productive environment is necessary for effective learning and development in

an organisation. It requires a culture of team-work, management’s commitment towards

human resource development initiatives and the strong implementation of human

resource development sub-systems (selection, recruitment, training, performance and

motivation). Most of the organisations are focusing on the growth and development of

human resource and motivating them in a positive way. Human resource development

climate is considered as a pre-requisite to facilitating human resource development

system in the organisation.

The present study is carried on in selected different information technology

organisations – Tata Consultancy Services, Wipro Technologies, Infosys Technologies

Ltd., Hindustan Computer Ltd. (HCL), Dell International, Birlasoft, Pyramid Consulting

Inc., Quark Inc., Semi-Conductor Laboratory (SCL Ltd.), Alcatel-Lucent Technologies,

Attra, Kanbay International and Omnia Technologies from Delhi, Bangalore, Pune,

Chandigarh and Mohali respectively. The main objectives of this chapter are to assess the

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Table 8.1

Sample-size of Purposely Selected Information Technology Organisations

S. No. Name of Organisations Nature of Organisations Sample-size

1 Tata Consultancy Services Software 30

2 Wipro Technologies Software 30

3 Infosys Technologies Ltd. Software 30

4 Hindustan Computer Ltd.(HCL) BPO 30

5 Dell International BPO 50

6 Birlasoft Software 25

7 Pyramid Consulting Inc BPO 50

8 Semi-Conductor Laboratory (SCL) Hardware 30

9 Alcatel-Lucent Technologies Software 50

10 Attra Software 35

11 Kanbay International Inc. Software 40

12 Omnia Technologies BPO 50

13 Quark Software 50

Source: Primary Survey

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extent of human resource development climate prevailing in these organisations. For this

purpose 750 questionnaires were distributed to different employees. I could get only 500

filled questionnaires from the different employees with a response rate of 66 percent.

Questionnaires used in the work of Rao, T.V. and E. Abraham S.J. (1986), Paul, A.K. and

R.N. Anatharaman (2002) have been used in the present study. Some modifications have

been made in our questionnaire according to the requirements of our study. We have tried

to make it more effective instrument to measure the human resource development climate

in information technology industry.

Human resource development climate survey includes the ten different

dimensions in the study. These ten different dimensions are – rigorous selection process,

value-based induction, comprehensive training, team based job design, working-

conditions/environment, employee friendly work environment, development oriented

performance appraisal, compensation, career development and value-added incentives.

These dimensions include – 54 items in the questionnaire of human resource

development climate survey. In this study five-point Likert scale has been used to

evaluate the prevailing human resource development climate dimensions in information

technology organisations, in which mean score 5 indicates - almost always true (AAT),

mean score 4 indicates - mostly true (MT), mean score 3 indicates - sometimes true (ST),

mean score 2 indicates - rarely true (RT) and mean score 1 indicates - not at all true

(NAT). Mean score 4 indicates that employees in these organisations agree that good

human resource development climate prevailed in the organisations. It indicates that

human resource development climate is of a desirable level, whereas mean score 3

indicates an average human resource development and mean score 2 indicates poor

human resource development climate on each dimension. In the present study, mean

scores have been converted into percentage scores by using the formula, percentage score

= (Mean Score-1) 25. As per this measure, the score 1 represents - 0 percent, 2

represents - 25 percent, 3 represents - 50 percent, 4 represents - 75 percent and 5

represents - 100 percent. The percentage score indicates the degree to which a particular

dimension exists in that organisation out of the ideal 100. Hence, it is desirable for an

organisation to have percentage scores above 50 on each and overall on all items. For

evaluating the results of human resource development climate survey, the item-wise

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mean score and corresponding percentage scores are calculated. Standard deviation

formula is also applied to know the nature of the distribution. The mean score of all items

for each dimension gives the dimension score and after this, the total of all the means

gives the total human resource development climate score of the organisations.

Sample-size of Purposely Selected Information Technology

Organisations is as followings:

The table 8.1 indicates that the sample-size is differing in different organisations.

It ranged from 25 to 50. Out of total 13 information technology organisations, eight

organisations are software, four are BPOs and one is hardware.

Human Resource Development Climate in Information Technology

Organisations:

This chapter gives dimension-wise analysis of human resource development

climate in information technology industry. These dimensions are rigorous selection

procedure, value-based induction, comprehensive training, team-based job design,

working-conditions/environment, employee friendly work environment, compensation,

development oriented performance appraisal, career development and value-added

incentives.

Dimension 1: Rigorous Selection Process

Table 8.2 depicts the rigorous selection procedure in different information

technology organisations. Selection of a candidate is depending on either of the following

basis – written test, test on programming skills, technical interview and general

interview. Item-wise mean score and standard deviation regarding selection procedure

dimension are as following - written test 4.37 and 0.70, test on programming skills 4.41

and 0.71, technical interview 4.48 and 0.61 and general interview 4.49 and 0.64

respectively.

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Table 8.2

Dimension 1: Rigorous Selection Process (IT Industry)

(N=500)

(A ) Rigorous Selection Process

Mean %age SD

1. Select the candidates, our company

conducts,

(a) Written Test 4.37 84.15 0.70

(b) Test On Programming Skills 4.41 85.25 0.71

(c) Technical Interview 4.48 87.05 0.61

(d) General Interview 4.49 87.30 0.64

2. Our company looks at candidate’s ability to

work in a team. 4.41 85.35 0.70

Mean score of all items 4.43 85.82 0.67


Table 8.3

Dimension 2: Value-Based Induction (IT Industry)

(N=500)

(B) Value-Based Induction Mean %age SD

1. Our Company organizes a formal induction

programme for new comers very

effectively.

4.37 84.35 0.69

2. Induction training provides an excellent

opportunity for new comers to learn

comprehensively about,

(a) The organisation in general 4.20 80.10 0.71

(b) Its mission and goals 4.27 81.65 0.71

(c) Its norms and values 4.22 80.60 0.68

(d) Its customs 4.27 81.65 0.73

3. Induction training is used as an opportunity

in our company to create bonds between the

company and the new employees.

4.20 80.10 0.73

4. The new recruits find induction training very

useful in this organisation. 4.14 78.50 0.74



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The percentage score of general interview is highest 87.30 among different types

of selection procedure. The mean score and standard deviation of company looks at

candidate's ability to work in a team are 4.41 and 0.70 respectively. The overall mean

score, percentage and standard deviation of rigorous selection process dimension are -

4.43, 85.82 and 0.67, which indicates positive and favourable human resource

development climate in information technology industry.

Dimension 2: Value-Based Induction

Table 8.3 shows the human resource development climate for new comers in the

information technology organisations. The mean score and standard deviation for the

items that companies organize a formal effective induction programme for new comers

are 4.37 and 0.69 respectively. The mean score and standard deviation for item induction

training for new comers to learn comprehensively about organisation in general are 4.20

and 0.71, about mission and goals are 4.27 and 0.71, about norms and values are 4.22 and

0.68 and about customs are 4.27 and 0.73 respectively. The percentage of the score

among these, the items relating to mission and goals and customs are equal as well as

highest that is 81.65. The mean score and standard deviation for industry training as an

opportunity to create bonds between the company and the new employees are 4.20 and

0.73 respectively. In organisations new recruits find that induction training is very useful

in the information technology organisation with mean score and standard deviation are

4.14 and 0.74 respectively. The overall mean score, percentage and standard deviation are

4.24, 80.99 and 0.71 respectively. Hence, human resource development climate regarding

value-based induction dimension of new comers appears to be positive and high. It means

these organisations have given more emphasis on value-based induction to make feel new

employee homely.

Dimension 3: Comprehensive Training

Information technology industry being a knowledge-led industry, training plays a

vital role to improve the performance of the employees. The mean score and standard

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deviation are 4.19 and 0.76 respectively which shows that employees agree that the

training needs of each individual are identified in order to develop their skills in these

organisations in table 8.4. Mean score 4.05 and standard deviation 0.86 indicate the

employees agree that they take their training seriously when it is sponsored by the

organisation. Mean score 4.28 and standard deviation 0.77 convey that the maximum

employees agree that technical skills of the employees are constantly upgraded through a

variety of training programmes, workshops and seminars. The percentage of the item

number 3, of this dimension is relatively highest that is 81.90 as compare to other two

items, number 1 and number 2. In comprehensive training dimension 4.17, 79.30 and

0.80 are the total mean score, percentage and standard deviation. It shows that human

resource development is favourable to develop skills among employees to upgrade their

performance.

Dimension 4: Team-Based Job Design

An organisation’s success depends upon not a single person’s contribution, but

upon the contribution of whole team. Table 8.5 conveys that now a days, more emphasis

is given on the team work. Mean scores 4.15 and standard deviation 0.79, convey that

self-managed work teams and semi-autonomous work groups are the building blocks of

the work system. The actual job duties are shaped more by the employees than by a

specific job description with mean score and standard deviation are 4.09 and 0.76

respectively. In an organisation employees are given the details about the consumers and

their requirements with mean score and standard deviation is 4.36 and 1.11 respectively.

Mean score 4.08 and standard deviation 0.71 convey that majority of employees in

information technology organisations agree that involvement of individuals and groups in

decision-making affect their work. In this dimension, overall mean score is 4.17, which

indicates positive human resource development climate in information technology

industry. The overall percentage and standard deviation of this dimension are 79.24 and

0.84 respectively.

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Table 8.4

Dimension 3: Comprehensive Training (IT Industry)

(N=500)

(C) Comprehensive Training Mean %age SD

1. Each individual’s training needs are

identified in order to develop critical skills

needed for the assigned work.

4.19 79.80 0.76

2. When employees are sponsored for

training, they take it seriously. 4.05 76.20 0.86

3. The technical skills of the employees are

constantly upgraded through a variety of

training programmes, workshops and

seminars.

4.28 81.90 0.77



Table 8.5

Dimension 4: Team-Based Job Design (IT Industry)

(N=500)

(D) Team-Based Job Design Mean %age SD

1. Self-managed work teams and semi-

autonomous work groups are the building

blocks of the work system.

4.15 78.70 0.79

2. The actual job duties are shaped more by the

employees than by a specific job description. 4.09 77.25 0.76

3. Employees are given the details of the

consumers and their requirements. 4.36 84.05 1.11

4. Individuals and groups are involved in

making decisions that affect their work. 4.08 76.95 0.71



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Table 8.6

Dimension 5: Working-Conditions/ Environment (IT Industry)

(N=500)

(E) Working-Conditions/ Environment Mean %age SD

1. The quality of physical conditions provided in the

work-place is good. 4.33 83.20 0.74

2. Our company provides excellent infrastructure and

support services for high performance. 4.19 79.70 0.77

3. Sources of frequent interruption or distraction that

degrade the effectiveness of work environment are

identified and minimized.

4.15 78.80 0.72

4. Periodic improvements are made to the work

environment that increases effectiveness in

performing work.

4.11 77.75 0.75

5. Sanitation, ventilation and furnishing facilities in

the company are good. 4.24 80.95 0.75

6. Canteen and refreshment facilities arrangement are

good. 4.12 77.90 0.81

7. Safety standards maintained by the department are

good. 4.27 81.85 0.72



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Dimension 5: Working-Conditions/Environment

For any type of organisation, it is compulsory to provide healthy working-

conditions to employees under Factories Act 1948. Dimension 5 relates to healthy

working-conditions of the organisations. In information technology organisations, the

majority of employees agree that they are having clean, healthy and excellent working-

conditions. Table 8.6 shows that the mean score and standard deviation for physical

conditions are 4.33 and 0.74, for excellent infrastructure and support services are 4.19

and 0.77, for sanitation, ventilation and furnishing facilities are 4.24 and 0.75, for canteen

and refreshment facilities are 4.12 and 0.81 and for safety standards maintained by the

organisations are 4.27 and 0.72 respectively. It indicates healthy human resource

development climate in information technology industry in this dimension. Majority of

employees agree that their companies try to identify and minimize the sources of

interruption or distraction which degrade the effectiveness of work environment, with

mean score 4.15 and standard deviation 0.72. Periodic improvements are made to the

work environment that increases the effectiveness in performing work with mean score

4.11 and standard deviation 0.75. The highest percentage is 83.20 of item number 1

followed by 81.85 of item number 7 and by 80.95 of item number 5. The overall mean

score, percentage and standard deviation are 4.20, 80.02 and 0.75, which indicate good

human resource development climate in context of dimension of healthy working-

conditions.

Dimension 6: Employee Friendly Work Environment

In knowledge economy, human resource plays a vital role in the organisations.

The success mantra of these organisations is their human resource with specific and

technical knowledge. There must be friendly relationship between employees, employers

and management to achieve the organizational goals. The top management believes that

human resources, are an extremely important resource and they must be treated more

humanly, with mean score 4.16 and standard deviation 0.81 in table 8.7. The mean score

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and standard deviation for the item that top management makes sure that employees

enjoy their work are 4.06 and 0.80, for management to invest their time and other

resource to ensure the development of employees are 4.20 and 0.82, for the top

management to identify and utilize the potential of employees are 4.17 and 0.78

respectively. Seniors guide their juniors and prepare them for future responsibilities with

mean score and standard deviation are 4.02 and 0.81 and delegate their authorities to

juniors for future development are 4.06 and 0.82 respectively. Employees express their

feelings with their colleagues with mean score 4.02 and standard deviation 0.89, with

their superiors with mean score 4.04 standard deviation 0.70 and with their subordinates

with mean score 4.10 and standard deviation 0.76. The mean score and standard

deviation for employees being encouraged to take initiative without taking the instruction

from superiors are 3.98 and 0.88 respectively and for encouraging the employees to do

experiment with new methods and try out creative ideas are 4.01 and 0.78 respectively. In

case of weakness, the employees are communicated in a non-threatening way with mean

score and standard deviation is 4.03 and 0.81 respectively. Mean score and standard

deviation in case of employees being very informal and do not hesitate to discuss their

personal problems with their superiors/subordinates are 3.97 and 0.87 respectively.

Communication in the organisation is both at upwards and downwards are effective, with

mean score 4.04 and standard deviation 0.78. In information technology, people don't

have any fixed mental impression about each other, with mean score 4.03 and standard

deviation 0.81 and have team spirit, with mean score 4.12 and standard deviation 0.80.

The overall mean score, percentage and standard deviation of this dimension are 4.06,

76.59 and 0.81 respectively. The percentage score of item number 3, in this dimension is

80.10, whereas the percentage score of other items are less than 80.10. The overall mean

score, percentage and standard deviation of this dimension are 4.06, 76.59 and 0.81

respectively. It indicates good and positive human resource development climate

regarding openness, autonomy, experimentation and trust among employee, employer

and management of information technology organisations. This score is relatively lower

than that for other dimension.

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Table 8.7

Dimension 6: Employee Friendly Work Environment (IT Industry)

(N=500)

(F) Employee Friendly Work Environment Mean %age SD

1. The top management believes that human sources are

an extremely important resource and that they have to

be treated more humanly. 4.16 79.05 0.81

2. The top management of this organisation goes out of

its way to make sure that employees enjoy their work. 4.06 76.50 0.80

3. The top management is willing to invest a

considerable part of their time and other resource to

ensure the development of employees.

4.20

80.10

0.82

4. The top management of this organization makes

efforts to identify and utilize the potential of

employees. 4.17 79.15 0.78

5. Seniors guide their juniors and prepare them for

future responsibilities / roles they are likely to take-

up. 4.02 75.55 0.81

6. When seniors delegate authority to juniors, the

juniors use it as an opportunity for development. 4.06 76.55 0.82

7. Employees are not afraid to express or discuss their

feeling with their colleagues. 4.02 75.45 0.89

8. Employees are encouraged to take initiative and do

things on their own without having to wait for

instructions from supervisors. 3.98 74.50 0.88


feelings with their superiors. 4.04 76.00 0.78


feelings with their subordinates. 4.10 77.60 0.76

11. Employees are encouraged to experiment with

new methods and try out creative ideas. 4.01 75.15 0.78

12. Weakness of employees is communicated to them in

a non-threatening way. 4.03 75.75 0.81

13. Employees in this organisation are very informal and

do not hesitate to discuss their personal problems

with their superiors/subordinates. 3.97 74.30 0.87

14. Communication in the organisation is both at

upwards and downward is effective. 4.04 76.00 0.78

15. People in this organisation don’t have any fixed

mental impression about each other. 4.03 75.80 0.81

16. Team spirit is of high order in this organisation. 4.12 78.00 0.80



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Table 8.8

Dimension 7: Development Oriented Performance Appraisal

(IT Industry)

(N=500)

(G) Development Oriented Performance

Appraisal

Mean %age SD

1. Our performance appraisal system provides

feedback from superiors. 4.14 78.50 0.75

2. There is high employee participation in the

appraisal process. 4.05 76.30 0.75

3. Performance appraisal is based on

(a) Individual results 4.15 78.65 0.79

(b) Group results 4.15 78.75 0.69

(c) Quantifiable standards such as the value

of project completed. 4.14 78.50 0.76

(d) Qualitative standards such as teamwork. 4.17 79.30 0.76

4. The objective of the appraisal process is

employee’s development. 4.10 77.60 0.76

5. If performance problems occur they are

discussed with the appropriate individuals

or groups.

4.07 76.80 0.72

6. Performance appraisal reports in our

organisation are based on objective

assessment and adequate information and

not on favoritism.

4.14 78.55 0.73



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In information technology organisations, employees are assessed on the basis of

their performance. Various types of opportunities have been provided to employees to

develop their skills and to improve their existing performances. Table 8.8 conveys that in

case of item number 1 under this dimension i.e. appraisal-system-feedback is provided

from superiors, has mean score and standard deviation of 4.14 and 0.75 respectively. The

mean score and standard deviation for high employee’s participation in the appraisal

process are 4.05 and 0.75 respectively. Performance appraisal is based on individual

results, with mean score 4.15 and standard deviation 0.79, on group results, with means

score 4.15 and standard deviation 0.69, on quantifiable standards such as the value of

project completion, with mean score 4.14 and standard deviation 0.76 and on qualitative

standards such as teamwork, with mean score 4.17 and standard deviation 0.76. The

mean score and standard deviation for the item number 4 that is organisation’s objective

of appraisal process is employee’s development are 4.10 and 0.76, for discussing the

performance problem with the appropriate individuals or groups are 4.07 and 0.72 and for

appraisal reports being based on objective assessment and adequate information and not

on favouritism are 4.14 and 0.73 respectively. This dimension indicates favourable

human resource development climate in information technology. In this dimension

qualitative standards have highest percentage score that is 79.30. The total mean score,

percentage and standard deviation of development oriented performance appraisal are

4.12, 78.11 and 0.75 respectively. It depicts positive human resource development

climate.

Dimension 8: Compensation

Compensation refers to an effort which is undertaken by companies to make the

life of employee safe, happy and secure. It helps in the improvement of financial

conditions of employees. Table 8.9 shows that in information technology organisations,

each individual’s compensation package is determinated through a document procedure

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that is consistent with organisation’s compensation policy, strategy and plan, with mean

scores 4.04 and standard deviation 0.75. Compensation is determinated on the basis of

company’s goals, with mean score 4.13 and standard deviation 0.72. Mean score and

standard deviation for decision regarding an employee’s compensation package are

communicated to him are 4.06 and 0.75 and for company provides high pay package to

the high performer are 4.14 and 0.68 respectively. The overall mean score, percentage

and standard deviation of this dimension are 4.09, 77.29 and 0.73 respectively. Item

number 4 has the 78.45 highest percentage score. It conveys favourable human resource

development climate in information technology industry.

Dimension 9: Career Development

Career development is important for both, that is for an individual and

an organisation to achieve personal and personnel objectives. Career development refers

to the plans set for proper career advancement to achieve targets in the given time. Table

8.10 depicts that in information technology companies; a personal development plan is

created and maintained for each individual, with mean score 4.11 and standard deviation

0.83. Company provides every employee with opportunities to choose a career path to

suit the individual’s core competence, with mean score 3.98 and standard deviation 0.83.

An individual's development plan and activities are periodically reviewed to determine

whether the organisational competency needs will be met, with mean score 3.98 and 0.82

respectively. The mean score and standard deviation for individual to have clear career

path within the organisations are 3.90 and 0.81, for the information technology

organisations have created a learning environment in the organisations for both

professional and personal growth are 3.99 and 0.82 and for job rotation in the

organisations facilitates employee development are 4.01 and 0.84 respectively. This

dimension has the relatively highest percentage score that is 77.65 of item number 1,

followed by 75.25 of item number 6 and by 74.65 of item number 5 and so on. The

overall mean score, percentage and standard deviation of this dimension are 3.99, 74.83

and 0.83 respectively. It indicates that there is little bit need to improve the career

planning in the organisations to make human resource development climate more

effective and favourable.

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Table 8.9

Dimension 8: Compensation (IT Industry)

(N=500)

(H) Compensation Mean %age SD

1. Each individual’s compensation package

is determined through a document

procedure that is consistent with

organisation’s compensation policy,

strategy and plan.

4.04 76.10 0.75

2. Compensation is primarily determined

by results achieved / contribution to the

company.

4.13 78.15 0.72

3. Decisions regarding an individual’s

compensation package are

communicated to the individual.

4.06 76.45 0.75

4. In our company high performers are

given higher pay package. 4.14 78.45 0.68



Table 8.10

Dimension 9: Career Development (IT Industry)

(N=500)

(I) Career Development Mean %age SD

1. In our company a personal development

plan is created and maintained for each

individual.

4.11 77.65 0.83

2. Company provides every employee with

opportunities to choose a career path to suit

the individual’s core competence.

3.98 74.60 0.83

3. An individual’s development plan and

activities are periodically reviewed to

determine whether organisational

competency needs will be met.

3.98 74.45 0.82

4. Individuals in this company have clear

career paths within the organisation. 3.90 72.40 0.81

5. Our company has created a learning

environment in the organisation for both

professional and personal growth.

3.99 74.65 0.82

6. Job rotation in this organisation facilities

employee development. 4.01 75.25 0.84



238

Table 8.11

Dimension 10: Value-Added Incentives (IT Industry)

(N=500)

(J) Value-Added Incentives Mean %age SD

1. Employees are offered an extremely

flexible compensation and benefits

package like housing assistance, stock

options, soft loans and asset acquisition

assistance.

3.67 66.85 1.04

2. Extensive performance-based incentives

and bonuses are available to all

employees.

3.87 71.75 0.90



Table 8.12

Total of all Dimensions’ Mean Score, Percentage and Standard Deviation

(IT Industry)

(N=500)

Dimensions Mean Score of all

Dimensions

%age of all

Dimensions

SD of all

Dimensions

Rigorous Selection Process 4.43 85.82 0.67

Value-Based Induction 4.24 80.99 0.71

Comprehensive Training 4.17 79.30 0.80

Team-Based Job Design 4.17 79.24 0.84

Working-Conditions/

Environment

4.20 80.02 0.75

Employee Friendly Work

Environment

4.06 76.59 0.81

Development Oriented

Performance Appraisal

4.12 78.11 0.75

Compensation 4.09 77.29 0.73

Career Development 3.98 74.83 0.83

Value-Added Incentives 3.77 69.33 0.97

Total Average Human

Resource Development

Climate Score

41.23 - -


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Dimension 10: Value-Added Incentives

Incentives are the financial awards which are given to employees for their good

performances in past and also to motivate them to carry on such performances in future

also. Table 8.11 shows that employees are offered extremely flexible compensation and

benefits package like housing assistance, stock options, soft loans and asset acquisition

assistance with mean score 3.67 and standard deviation 1.04. Extensive performance-

based incentives and bonuses are available to all employees with mean score 3.87 and

standard deviation 0.90. Item number 2 has the highest percentage score 71.75 is

followed by item number 1 with percentage score 66.85. The overall mean score,

percentage and standard deviation of this dimension are 3.77, 69.30 and 0.97

respectively. It reflects satisfactory human resource development climate in information

technology industry. Relatively percentage scores are lower for this dimension.

Total of all Dimensions’ Mean Score, Percentage and Standard Deviation

Table 8.12 depicts that the total human resource development climate mean score

is 41.23, which indicates very favourable, positive and satisfactory human resource

development climate in the information technology industry. Being a knowledge and

human-led industry, it is necessary for this industry to develop, good and satisfactory

human resource climate for its own growth and survival.

A Comparative Analysis of Software, BPO and Hardware Industries:

After finding the human resource development climate in all organisations

simultaneously, an analysis of human resource development climate has been done

segment-wise. Information technology industry can be divided into three segments -

software, BPO and hardware. A comparative study has been made to analyze in which

type of organisation human resource development climate is very satisfactory. In present

study, eight organisations are software, four are BPO’s and one is hardware.

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Human Resource Development Climate in Software Organisations:

Tata Consultancy Services, Wipro Technologies, Infosys Technologies Ltd.,

Birlasoft, Alcatel-Lucent Technologies, Kanbay International, Attra and Quark are the

software organisations. The sample-size in these organisations is 290. There are 10

dimensions with 54 items in the present questionnaire in human resource development

climate.


Table 8.13 conveys that mean score and standard deviation in software

organisations in rigorous selection process are on the basis of written test, on

programming skills, technical interview and general interview. The mean score and

standard deviation for written test are 4.49 and 0.67 and for test on programming skills

are 4.59 and 0.60 respectively. Selection on the basis of general interview item has mean

score and standard deviation of 4.64 and 0.53, whereas on the basis of general interview

item, it is 4.70 and 0.52 respectively. The mean score and standard deviation for the item

that company looks at candidate’s ability to work in a team are 4.54 and 0.65

respectively.

The overall mean score, percentage and standard deviation on the basis of

selection process dimension are 4.59, 89.79 and 0.60 respectively. General interview has

the highest percentage score that is 92.59 which is followed by technical interview 91.03.

It depicts very satisfactory human resource development climate in software

organisations.


Table 8.14 indicates that mean score and standard deviation for a formal induction

programme for new-comers are 4.56 and 0.54. To learn about organisations in general

with mean score and standard deviation are 4.33 and 0.63, to learn its mission and goals

with mean score and standard deviation are 4.33 and 0.64, to learn its norms and values

with mean score and standard deviation are 4.31 and 0.59 and to learn about its customs

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Table 8.13

Dimension 1: Rigorous Selection Process (Software Sector)

(N=290)

(A ) Rigorous Selection Process Mean %age SD

1. Select the candidates, our company

conducts,

(a) Written Test 4.49 87.16 0.67




2. Our company looks at candidate’s ability

to work in a team.

4.54 88.45 0.65



Table 8.14

Dimension 2: Value-Based Induction (Software Sector)

(N=290)



programme for new comers very

effectively.

4.56 89.05 0.54







(d) Its customs 4.42 85.52 0.68

3. Induction training is used as an opportunity

in our company to create bonds between the

company and the new employees.

4.30 82.50 0.66

4. The new recruits find induction training

very useful in this organisation.

4.19 79.83 0.71



242

Table 8.15

Dimension 3: Comprehensive Training (Software Sector)

(N=290)





4.32 83.10 0.72

2. When employees are sponsored for training,

they take it seriously.

4.10 77.50 0.84




seminars.

4.34 83.45 0.73



Table 8.16

Dimension 4: Team-Based Job Design (Software Sector)

(N=290)





4.28 82.07 0.76

2. The actual job duties are shaped more by

the employees than by a specific job

description.

4.13 78.36 0.78


consumers and their requirements.

4.28 81.98 0.62


making decisions that affect their work.

4.24 80.95 0.64



243

with mean score and standard deviation are 4.42 and 0.68 respectively. The mean score

and standard deviation, to create bonds between the company and new employees are

4.30 and 0.66 respectively. Maximum employees with 4.19 mean score and 0.71 standard

deviation consider that induction training for new employee in an organisation is very

useful. The highest percentage is 89.05 of item number 1. For value-based induction

dimension the overall mean score, percentage and standard deviation are 4.35, 83.74 and

0.64 respectively. It conveys good human resource development climate in software

organisations.


In case of the dimension of comprehensive training, the table 8.15 shows that the

mean score and standard deviation are 4.32 and 0.72, for the need for training to develop

skills among employees. For taking training seriously when sponsored, the mean score

and standard deviation are 4.10 and 0.84 respectively. Through various training

programmes, workshops and seminars, technical skills of employees are constantly

upgraded with mean score and standard deviation are 4.34 and 0.73 respectively. The

highest percentage score is 83.45, which indicates that through training programmes,

workshop and seminars, technical skills of employees are constantly upgraded. The

overall dimensional mean score, percentage and standard deviation are 4.25, 81.35 and

0.76, which show favourable human resource development climate in software

organisations.


Self-managed work teams and semi-autonomous work groups are the building

blocks of the work systems in software organisations, with 4.28 mean score and 0.76

standard deviation shows in table 8.16. Mean score 4.13 and standard deviation 0.78,

convey that actual job duties are shaped more by the employees than by a specific job

description. In software organisations employees are given the detail of the customers

and their requirements with mean score 4.28 and standard deviation 0.62 and individuals

and groups are involved in decision-making with mean score 4.24 and standard deviation

0.64. Item number 1, of this dimension has the 82.07 highest percentage score. The

244

overall dimension’s mean score, percentage and standard deviation are 4.23, 80.84 and

0.70 respectively indicate a very positive human resource development climate.


Table 8.17 shows that in software organisations, the quality of physical conditions

provided in the work place are good with mean score 4.50 and standard deviation 0.62.

Organisations have excellent infrastructure with mean score 4.28 and standard deviation

0.67, have control over various sources of interruption and distraction with mean score

4.26 and standard deviation 0.66 and have periodic improvements in work environment

to increase the effectiveness in performing work with mean score 4.36 and standard

deviation 0.62. Mean score and standard deviation for sanitation, ventilation and

furnishing facilities are 4.39 and 0.62, for canteen and refreshment facilities are 3.56 and

0.98 and for safety standards are 4.39 and 0.61 respectively. In working-conditions

dimension, the overall mean score, percentage and standard deviation of this dimension

are 4.25, 81.16 and 0.68 respectively. In this dimension item number 1 has 87.50 highest

percentage score followed by 84.74 of item number 7. It depicts very favourable human

resource development climate in software organisations.


Table 8.18 depicts that in employee friendly work environment dimension, top

management considers human resource as an extremely important resource with mean

score 4.32 and standard deviation 0.73, to make sure that employees enjoy their work

with mean score 4.16 and standard deviation 0.73 and are ready to invest time and other

resources for employee’s development with mean score 4.35 and standard deviation 0.76.

Top management makes efforts to identify and utilize the potential of employees with

mean score 4.19 and standard deviation 0.75. In these organisations, seniors guide their

juniors and prepare them for future role to take up with mean score 4.10 and standard

deviation 0.74, they delegate their authority to juniors for development, with mean score

4.13 and standard deviation 0.75. The mean score and standard deviation for the item

employees are not afraid to express their feelings with their colleagues are 4.11 and 0.78,

for the item relating to express their feelings with superiors without any fear are 4.19 and

245

Table 8.17

Dimension 5: Working-Conditions/Environment (Software Sector)

(N=290)


1. The quality of physical conditions provided

in the work-place is good.

4.50 87.50 0.62

2. Our company provides excellent

infrastructure and support services for high

performance.

4.28 81.90 0.67

3. Sources of frequent interruption or

distraction that degrade the effectiveness of

work environment are identified and

minimized.

4.26 81.38 0.66

4. Periodic improvements are made to the work

environment that increases effectiveness in

performing work.

4.36 83.97 0.62

5. Sanitation, ventilation and furnishing

facilities in the company are good.

4.39 84.66 0.62

6. Canteen and refreshment facilities

arrangement are good.

3.56 63.97 0.98

7. Safety standards maintained by the

department are good.

4.39 84.74 0.61



246

Table 8.18

Dimension 6: Employee Friendly Work Environment (Software Sector)

(N=290)


1. The top management believes that human

sources are an extremely important resource and

that they have to be treated more humanly.

4.32 83.02 0.73

2. The top management of this organisation goes

out of its way to make sure that employees enjoy

their work.

4.16 78.97 0.73


considerable part of their time and other resource

to ensure the development of employees.

4.35 83.79 0.76

4. The top management of this organisation makes


employees.

4.19 79.83 0.75


future responsibilities/roles they are likely to

take-up.

4.10 77.59 0.74


juniors use it as an opportunity for development.

4.13 78.28 0.75

7. Employees are not afraid to express or discuss

their feeling with their colleagues.

4.11 77.84 0.78

8. Employees are encouraged to take initiative and

do things on their own without having to wait for

instructions from supervisors.

4.02 75.60 0.79


their feelings with their superiors.

4.19 79.83 0.68


their feelings with their subordinates.

4.22 80.60 0.66


new methods and try out creative ideas.

4.18 79.48 0.70

12. Weakness of employees is communicated to

them in a non-threatening way.

4.18 79.40 0.70

13. Employees in this organisation are very informal

and do not hesitate to discuss their personal

problems with their superiors/ subordinates.

4.17 79.22 0.78


upwards and downward is effective.

4.16 78.97 0.71


mental impression about each other.

4.12 78.10 0.75




247

0.68 and for the item relating to express the feelings with subordinates are 4.22 and 0.66

respectively. Top management encourages employees to take initiatives and do things

without any instructions with mean score and standard deviation is 4.02 and 0.79

respectively. For employees to do experiments with new methods and try out creative

ideas item has mean score and standard deviation of 4.18 and 0.70 respectively.

Weaknesses of employees are communicated to them in a non-threatening way, has the

mean score 4.18 and standard deviation 0.70. The mean score and standard deviation for

employees in organisations are very informal are 4.17 and 0.78 and for communication in

organisation are 4.16 and 0.71 respectively. People don’t have any fixed mental

impression about each other, item has mean score of 4.12 and standard deviation of 0.75.

The mean score and standard deviation for high team spirit in the organisations are 4.19

and 0.72 respectively. The overall mean score, percentage and standard deviation of this

dimension are 4.18, 79.40 and 0.73 respectively. Item number 3 has highest 83.79

percentage score. It conveys a good and favourable human resource development climate

which is prevailing in software organisations.


Table 8.19 refers to development oriented performance appraisal. The mean score

and standard deviation for the item employee’s performance appraisal system provides

feedbacks from superiors are 4.22 and 0.67 and for the high employee participation in the

appraisal process are 4.20 and 0.68 respectively. Performance appraisal is based on

individual’s result with mean score 4.22 and standard deviation 0.69, on group results

with mean score 4.20 and standard deviation 0.63, on quantifiable standards with mean

score 4.19 and standard deviation 0.74 and on qualitative standards with mean score 4.17

and standard deviation 0.69. If any type of performance problem occurs, it is discussed

with the appropriate individuals or groups with mean score 4.15 and standard deviation

0.67. The mean score and standard deviation for objective of appraisal is employee's

development is 4.11 and 0.70. The mean score and standard deviation for performance

248

appraisal reports on the basis of objective assessment and not favouritism are 4.20 and

0.72 respectively. Performance appraisal based on individual results, has the highest

percentage score that is 80.52. The over all mean score, percentage and standard

9deviation for this dimension are 4.19, 79.64 and 0.69, show a good human resource

development climate in software organisations.


Table 8.20 conveys that each employee’s compensation package is

determined by organisation’s compensation policy, strategy and plan with mean score

4.11 and standard deviation 0.70. Compensation is primarily determined by the results

achieved/contribution to the company with mean score 4.25 and standard deviation 0.67.

The mean score and standard deviation for decisions regarding compensation package of

an employee being communicated to individual are 4.16 and 0.76 and for paying higher

pay package to the high performers are 4.13 and 0.68 respectively. The organisations

have a good human resource development climate with overall mean score 4.16,

percentage 79.05 and standard deviation 0.70. Item number 2 has the highest 81.21

percentage score in this dimension.


Table 8.21 explains career development dimension. The mean score and

standard deviation to develop personal development plan for each individual are 4.19 and

0.84, for providing every employee to choose career path are 4.11 and 0.82 and for

review of individual’s development plan to meet the organisational needs are 4.07 and

0.84 respectively. Individuals have clear career paths within the organisations with mean

249

Table 8.19


(Software Sector)

(N=290)


Appraisal

Mean %age SD


feedback from superiors.

4.22 80.43 0.67


appraisal process.

4.20 80.09 0.68



(b) Group results 4.20 80.00 0.63


of project completed.

4.19 79.83 0.74



employee’s development.

4.11 77.84 0.70



or groups.

4.15 78.79 0.67




not on favoritism.

4.20 80.00 0.72



Table 8.20

Dimension 8: Compensation (Software Sector)

(N=290)


1. Each individual’s compensation package is

determined through a document procedure

that is consistent with organisation’s

compensation policy, strategy and plan.

4.11 77.67 0.70

2. Compensation is primarily determined by

results achieved/contribution to the

company.

4.25 81.21 0.67


compensation package are communicated

to the individual.

4.16 79.05 0.76

4. In our company high performers are given

higher pay package.

4.13 78.28 0.68



250

Table 8.21

Dimension 9: Career Development (Software Sector)

(N=290)


1. In our company a personal development plan

is created and maintained for each individual.

4.19 79.66 0.84




4.11 77.84 0.82





4.07 76.81 0.84

4. Individuals in this company have clear career

paths within the organisation.

3.99 74.83 0.83




4.10 77.50 0.81


employee development.

4.18 79.57 0.81



Table 8.22

Dimension 10: Value-Added Incentives (Software Sector)

(N=290)


1. Employees are offered an extremely flexible

compensation and benefits package like housing

assistance, stock options, soft loans and asset

acquisition assistance.

3.72 68.02 1.08

2. Extensive performance-based incentives and bonuses

are available to all employees.

3.92 72.93 0.87



251

score 3.99 and standard deviation 0.83. The mean score and standard deviation for

creating a learning environment in the organisation for professional and personal growth

are 4.10 and 0.81 and for job rotation facilities for employment are 4.18 and 0.81

respectively. Item number 1 has the highest 79.66 percentage score among different items

of this dimension. The overall mean score, percentage and standard deviation are 4.11,

77.70 and 0.82 respectively. This dimension shows positive human resource development

climate.


Under these, employees of organisations are offered an extremely flexible

compensation and benefits package with mean score 3.72 and standard deviation 1.08 in

table 8.22. Extensive performance based incentives and bonuses are available to all

employees with mean score 3.92 and standard deviation 0.87. The overall mean score,

percentage and standard deviation for this dimension are 3.82, 70.47 and 0.98

respectively. The overall mean score of this dimension is less as compare to other

dimensions of human resource development climate. This dimension of human resource

development climate of the software organisations needs some improvements.

Human Resource Development Climate in BPO Organisations:

In the present study, selected four BPO organisations are as following –

Hindustan Computer Limited (HCL), Omnia, Dell International and Pyramid Consulting.

The total sample-size of these organisations is 180. The human resource development

climate in these organisations is as following:


Table 8.23 shows that the selection of candidates is done on the

basis of written test with mean score 4.20 and standard deviation 0.75, on the basis of test

on programming skills with mean score 4.16 and with standard deviation 0.82, on the

basis of technical interview with mean score 4.26 and standard deviation 0.67 and on the

252

basis of general interview with mean score 4.21 and standard deviation 0.70. The

company looks at candidate's ability to work in a team with mean score 4.26 and standard

deviation 0.73. Selection on the basis of technical interview and candidate’s ability to

work in a team, both items have highest and same score that is 81.39 percent among

different other items, in rigorous selection process. Overall mean score, percentage and

standard deviation are 4.22, 80.39 and 0.73 respectively. It indicates favourable human

resource development climate in BPO organisations.


Induction programme of new employees in BPO’s is very effective with mean

score 4.11 and standard deviation 0.81 as shown in table 8.24. Induction training is

provided to new employees to learn about the organisation in general with mean score

4.00 and standard deviation 0.78, about its mission and goals with mean score 4.19 and

standard deviation 0.84, about its norms and values with mean score 4.11 and standard

deviation 0.81 and about its customs with mean score 4.06 and standard deviation 0.77.

The mean score and standard deviation for item, that is induction training is used as an

opportunity to create bonds between the new employee and company are 4.11 and 0.76

and for new recruits to find induction training very useful is 4.04 and 0.81 respectively.

Induction training is given to new employees to learn about organisation's mission and

goals have the highest 79.72 percentage score as compared to other items of this

dimension. The overall mean score, percentage and standard deviation are 4.09, 77.18

and 0.80, which depicts very positive human resource development climate in BPOs.


Table 8.25 explains that the comprehensive training is given to employees to

develop critical skills for the assigned work has mean score of 3.98 and standard

deviation of 0.81. The mean score and standard deviation for taking the training seriously

are 3.95 and 0.90 and for training programmes which develop skills of the employees

253

Table 8.23

Dimension 1: Rigorous Selection Process (BPO Sector)

(N=180)

(A) Rigorous Selection Process Mean %age SD

1. Select the candidates, our company conducts,

(a) Written Test 4.20 80.00 0.75




2. Our company looks at candidate’s ability to work in a team. 4.26 81.39 0.73



Table 8.24

Dimension 2: Value-Based Induction (BPO Sector)

(N=180)



programme for new comers very effectively.

4.11 77.64 0.81







(d) Its customs 4.06 76.39 0.77

3. Induction training is used as an opportunity in our

company to create bonds between the company and

the new employees.

4.11 77.78 0.76

4. The new recruits find induction training very useful

in this organisation.

4.04 76.11 0.81



Table 8.25

Dimension 3: Comprehensive Training (BPO Sector)

(N=180)


1. Each individual’s training needs are identified

in order to develop critical skills needed for the

assigned work.

3.98 74.58 0.81

2. When employees are sponsored for training,

they take it seriously.

3.95 73.75 0.90



training programmes, workshops and seminars.

4.19 79.86 0.83



254

Table 8.26

Dimension 4: Team-Based Job Design (BPO Sector)

(N=180)





3.98 74.44 0.81



description.

4.04 76.11 0.72



3.91 72.64 0.75



3.88 71.94 0.73



Table 8.27

Dimension 5: Working-Conditions/Environment (BPO Sector)

(N=180)


1. The quality of physical conditions

provided in the work-place is good.

4.06 76.39 0.82



performance.

4.02 75.56 0.88




minimized.

3.99 74.72 0.74

4. Periodic improvements are made to the

work environment that increases

effectiveness in performing work.

3.92 72.92 0.82


facilities in the company are good.

3.97 74.17 0.84


arrangement are good.

3.91 72.78 0.82


department are good.

4.02 75.56 0.82



255

continuously are 4.19 and 0.83 respectively. The highest percentage score in this

dimension is 79.86 of item number 3. The overall mean score, percentage and standard

deviation of comprehensive training dimension are 4.04, 76.06 and 0.85 respectively. It

conveys a favourable human resource development climate.


Table 8.26 conveys that in BPOs self-managed work teams and semi-autonomous

work group are considered the blocks of the work system with mean score 3.98 and

standard deviation 0.81. The mean score and standard deviation for the actual job duties

are shaped more by the employees than by a specific job description are 4.04 and 0.72

and for employees being given the details of consumers and their requirements are 3.91

and 0.75 and for involving employees in decision-making procedure are 3.88 and 0.73

respectively. Item number 2 has the highest 76.11 percentage score. The overall mean

score, percentage and standard deviation, which indicate good human resource

development climate are 3.95, 73.78 and 0.75 respectively. It needs improvement to

make human resource development climate better.


In these organisations the mean score and standard deviation for good physical

conditions of work place are 4.06 and 0.82 and for excellent infrastructure is 4.02 and

0.88 respectively in table 8.27. The mean score and standard deviation for the item

relating to reduction in interruption and distraction are 3.99 and 0.74 and for periodic

improvements are 3.92 and 0.82 respectively. Sanitation, ventilation and furnishing

facilities are moderately satisfactory with mean score 3.97 and standard deviation 0.84 in

these Organisations. Good canteen and refreshment facilities are prevailing in these

organisations with mean score 3.91 and standard deviation 0.82. For good safety

standards, mean score and standard deviation are 4.02 and 0.82 respectively. The highest

percentage score is 76.39 for item number 1, is followed by item number 2 and item

number 7 respectively. The overall mean score, percentage and standard deviation of this

dimension are 3.98, 74.58 and 0.82, which indicate favourable human resource

development climate.

256


Table 8.28 depicts the mean score and standard deviation regarding employee

friendly work environment dimension. The top management accepts that employees are

extremely important resource and must be treated more humanly with mean score 3.95

and standard deviation 0.84 in BPOs. Top management, goes out of its way to make sure

that employees enjoy their work with mean score 3.97 and standard deviation 0.87. The

mean score and standard deviation for investing time and other resources for the

development of employees are 4.02 and 0.86, for the item relating to efforts to identify

and utilize the potential of employees are 4.13 and 0.86, for seniors to guide the juniors to

prepare them for future responsibility are 3.94 and 0.91, for seniors to delegate authority

to juniors are 4.06 and 0.88 respectively. Employees are not afraid to express or discuss

their feeling with their colleagues, with mean score 4.04 and standard deviation 0.88,

with their superiors, with mean score 3.96 and standard deviation 0.74, with subordinates,

with mean score 4.06 and standard deviation 0.77 and employees are encouraged to take

initiative and do things on their own without have to wait for instructions from

supervisors with mean score 4.03 and 0.87. In BPOs, employees are relatively less

motivated to do experiments with new methods or ideas with mean score 3.84 and

standard deviation 0.77. The mean score and standard deviation for communicating the

weakness of employees in non-threatening way are 3.94 and 0.83, for employees are very

informal and do not hesitate to discuss their personal problems with any one are 3.81 and

0.86, for communication is both upward and downward ways are 4.00 and 0.79, for

people have not fixed mental impression about each other are 3.97 and 0.85 and for high

team spirit in organisations are 4.03 and 0.86 respectively. The top management makes

efforts to identify and utilize the potential of employees have highest 78.19 percentage

score as compare to other items of this dimension. The overall mean score and percentage

score of this dimension are 3.98 and 74.60, which indicates that there is need to improve

the relationship among employees, employers and management. The overall standard

deviation is 0.84 of this dimension.

257

Table 8.28

Dimension 6: Employee Friendly Work Environment (BPO Sector)

(N=180)


1. The top management believes that human sources

are an extremely important resource and that they

have to be treated more humanly.

3.95 73.75 0.84

2. The top management of this organisation goes out of

its way to make sure that employees enjoy their

work.

3.97 74.17 0.87


considerable part of their time and other resource to

ensure the development of employees.

4.02 75.42 0.86



employees.

4.13 78.19 0.86


future responsibilities / roles they are likely to take-

up.

3.94 73.61 0.91



4.06 76.39 0.88


feeling with their colleagues.

4.04 76.11 0.88

8. Employees are encouraged to take initiative and do

things on their own without having to wait for


4.03 75.83 0.87


feelings with their superiors.

3.96 73.89 0.74


feelings with their subordinates.

4.06 76.39 0.77

11. Employees are encouraged to experiment with new

methods and try out creative ideas.

3.84 71.11 0.77

12. Weakness of employees is communicated to them in

a non-threatening way.

3.94 73.61 0.83




3.81 70.14 0.86



4.00 75.00 0.79



3.97 74.17 0.85




258

Table 8.29


(BPO Sector)

(N=180)


Appraisal

Mean %age SD



4.08 76.94 0.82


appraisal process.

3.90 72.50 0.76



(b) Group results 4.10 77.50 0.77


of project completed.

4.06 76.53 0.80




4.12 77.92 0.86



or groups.

4.00 75.00 0.79




not on favoritism.

4.08 77.08 0.76



Table 8.30

Dimension 8: Compensation (BPO Sector)

(N=180)






4.01 75.28 0.79



company.

3.97 74.31 0.76



to the individual.

3.96 73.89 0.71


higher pay package.

4.13 78.33 0.69



259


Table 8.29 shows that the items relating to feedback regarding employees’

performance appraisal system is provided from superiors in BPOs has the mean score

4.08 and standard deviation 0.82. The mean score and standard deviation of item number

2 that is high employee participation in the appraisal process are 3.90 and 0.76 which are

low as compared to any other item in this dimension. Performance appraisal is based on

individual results with mean score 4.08 and standard deviation 0.89, group results with

mean score 4.10 and standard deviation 0.77, quantifiable standards with mean score 4.06

and standard deviation 0.80 and qualitative standards with mean score 4.18 and standard

deviation 0.86. The mean score and standard deviation for the item i.e. objective of

appraisal process is employee’s development are 4.12 and 0.86, for discussing the

performance appraisal with the appropriate individuals or groups are 4.00 and 0.79 and

for unbiased performance appraisal reports are 4.08 and 0.76. Item number 4 has the

highest 77.92 mean score. The overall mean score, percentage and standard deviation of

this dimension are 4.07, 76.67 and 0.81, thereby referring good human resource

development climate.


Table 8.30 shows the item i.e. employee’s compensation package is based on

organisational policy, strategy and plan has mean score 4.01 and standard deviation 0.79.

Mean score 3.97 and standard deviation 0.76 refer to average human resource

development climate in context of determination of compensation on the basis of results.

The mean score and standard deviation for decisions regarding an employee’s

compensation package are communicated to the employee are 3.96 and 0.71 and the high

performer gets high package are 4.13 and 0.69 respectively. Item number 4 has highest

78.33 percentage score which is followed by item number 1 with 75.28 percentage score.


75.45 and 0.74 respectively. It refers to very positive human resource development

climate.

260


BPO organisations develop a personal development plan and maintain it for each

employee with score 4.03 and standard deviation 0.84 is shown in table 8.31. The mean

score and standard deviation for opportunity for choosing a career path for every

employee are 3.80 and 0.85 respectively. Individual’s development plans are periodically

evaluated to meet the need of organisations, with mean score 3.84 and standard deviation

0.80 respectively. For clear career path for an employee in the organisation, mean score is

3.74 and standard deviation is 0.76 and for creating learning environment for professional

and personal growth, the mean score and standard deviation are 3.82 and 0.84

respectively. Job rotation in BPOs facilitates an employee’s development with mean

score is 3.77 and standard deviation is 0.86. The overall mean score, percentage and

standard deviation of this dimension are 3.88, 70.83 and 0.83, show an average human

resource development climate, which can be further improved.


Table 8.32 conveys that incentives like housing assistance, stock options, soft

loans and asset acquisition assistance are given to employees with mean score 3.73 and

standard deviation 0.92. Further extensive performance based incentives and bonuses are

available to all employees with mean score 3.89 and standard deviation 0.89 respectively.

This dimension conveys average human resource development climate with overall mean

score 3.81 and standard deviation 0.91 respectively. The overall percentage score of this

dimension is 70.21.

Human Resource Development Climate in Hardware Organisation:

In the present study, only one organisation from hardware sector has been

surveyed. The hardware organisation that is Semi-Conductor Laboratory (SCL) has been

selected with sample-size of 30 employees. Semi-Conductor Laboratory is a public sector

organisation.

261

Table 8.31

Dimension 9: Career Development (BPO Sector)

(N=180)


1. In our company a personal development

plan is created and maintained for each

individual.

4.03 75.83 0.84




3.80 70.00 0.85





3.84 70.97 0.80

4. Individuals in this company have clear

career paths within the organisation.

3.74 68.47 0.76




3.82 70.56 0.84



3.77 69.17 0.86



Table 8.32

Dimension 10: Value-Added Incentives (BPO Sector)

(N=180)


1. Employees are offered an extremely

flexible compensation and benefits package

like housing assistance, stock options, soft

loans and asset acquisition assistance.

3.73 68.19 0.92

2. Extensive performance-based incentives

and bonuses are available to all employees.

3.89 72.22 0.89



262

Table 8.33

Dimension 1: Rigorous Selection Process (Hardware Sector)

(N=30)

(A) Rigorous Selection Process Mean %age SD

1. Select the candidates, our company conducts,

(a) Written Test 4.20 80.00 0.48




2. Our company looks at candidate’s ability to

work in a team.

4.17 79.17 0.73



Table 8.34

Dimension 2: Value-Based Induction (Hardware Sector)

(N=30)



programme for new comers very effectively.

4.17 79.17 0.45







(d) Its customs 4.03 75.83 0.41

3. Induction training is used as an opportunity in our

company to create bonds between the company

and the new employees.

3.83 70.83 0.97

4. The new recruits find induction training very

useful in this organisation.

4.20 80.00 0.54



263


Table 8.33 conveys that in hardware organisation candidates are selected on the

basis of written test with mean score 4.20 and standard deviation 0.48, on the basis of test

on programming skills with mean score 4.17 and standard deviation 0.45, on the basis of

technical interview with mean score 4.30 and standard deviation 0.46 and on the basis of

general interview with mean score 4.17 and standard deviation 0.45. The mean score and

standard deviation for the item that is company looks at candidate’s ability to work in a

team are 4.17 and 0.73. The highest percentage score is 82.50 for the item number 1(c).


80.00 and 0.52 respectively, which depict favourable human resource development

climate in hardware organisation.


Hardware organisation organizes a formal induction programme for new-comer in

a very effective way with mean score 4.17 and standard deviation 0.45 respectively is

shown in table 8.34. The new comers learn about organisation in general with mean score

4.20 and standard deviation 0.60, about mission and goals of organisation with mean

score 4.13 and standard deviation 0.43, about norms and values with mean score 4.07 and

standard deviation 0.44 and about its customs with mean score 4.03 and standard

deviation 0.41. The mean score and standard deviation for induction training to create

bonds between the company and the new employees are 3.83 and 0.97 and considering

induction training useful for new employees are 4.20 and 0.54. The highest percentage

score is 80.00 for the item number 2(a) i.e. relating to induction training to new comers

about organisation in general and for item number 4 relating to considering induction

training being useful for new employee. The overall mean score, percentage and standard

deviation of this dimension are 4.09, 77.26 and 0.55, again indicate a very positive

human resource development climate.

264


Table 8.35 depicts that comprehensive training is given to each employee in

hardware organisation, to develop critical skills to accomplish the given project with

mean score 4.17 and standard deviation 0.52. The mean score and standard deviation for

taking training very seriously are 4.13 and 0.62 and for accepting that training

programmes, workshops and seminars, help in upgrading the skills continuously are 4.17

and 0.69 respectively. Item number 1 and number 3 of this dimension, have highest

percentage score that is 79.17. This dimension conveys a very favourable human resource

development climate with overall mean score 4.16, percentage 78.89 and standard

deviation 0.61.


Table 8.36 shows that mean score and standard deviation for self-managed work

teams and semi-autonomous work group are 3.87 and 0.67 and for actual job duties are

shaped more by the employee than by a specific job description are 3.93 and 0.68

respectively. In this organisation, details about consumer’s requirements are provided to

employees with mean score 3.90 and standard deviation 0.75. The mean score and

standard deviation for the participation of employees in making decisions that affect the

work are 3.73 and 0.81 respectively. In team-based job design dimension, item number 2

has the highest 73.33 percentage score. The overall mean score, percentage and standard

deviation of this dimension are 3.86, 71.46 and 0.73 respectively and convey an average

human resource development climate in hardware organisation. There is scope for

improvement in this dimension in this organisation.

265

Table 8.35

Dimension 3: Comprehensive Training (Hardware Sector)

(N=30)





4.17 79.17 0.52

2. When employees are sponsored for

training, they take it seriously.

4.13 78.33 0.62




seminars.

4.17 79.17 0.69



Table 8.36

Dimension 4: Team-Based Job Design (Hardware Sector)

(N=30)





3.87 71.67 0.67



description.

3.93 73.33 0.68



3.90 72.50 0.75



3.73 68.33 0.81



266

Table 8.37

Dimension 5: Working-Conditions/Environment (Hardware Sector)

(N=30)


1. The quality of physical conditions provided

in the work-place is good. 4.30 82.50 0.82



performance. 4.33 83.33 0.83




minimized. 4.13 78.33 0.96

4. Periodic improvements are made to the

work environment that increases

effectiveness in performing work. 4.20 80.00 0.95


facilities in the company are good. 4.43 85.83 0.84


arrangement are good. 4.43 85.83 0.76


department are good. 4.67 91.67 0.62



267


Table 8.37 conveys that hardware organisation has provided good physical

conditions at the work-place with mean score 4.30 and standard deviation 0.82 and also

has excellent infrastructure and support services with mean score 4.33 and standard

deviation 0.83. In order to make work more effective, organisation often tries to find out

and reduce the sources of interruption or distraction, with mean score 4.13 and standard

deviation 0.96. The mean score and standard deviation for effective periodic

improvements in working conditions are 4.20 and 0.95, for good sanitation, ventilation

and furnishing facilities are 4.43 and 0.84 and for good canteen and refreshment facilities

are 4.67 and 0.76 respectively. Good safety standards are adopted by organisation with

mean score 4.67 and standard deviation 0.62 respectively. In this organisation the highest

percentage score is 91.67, for very effective safety standards. The overall mean score,

percentage and standard deviation for this dimension are 4.36, 83.93 and 0.82

respectively, which indicates a very favourable and positive human resource development

climate in this dimension.


The top management considers human resource a vital asset and treats it more

humanly with mean score 3.90 and standard deviation 0.98 and ensures that employees

enjoy their work with mean score 3.67 and standard deviation 0.83 in table 8.38. The top

management is willing to invest its time and resources to ensure the development of

employees with mean score 3.90 and standard deviation 0.79 and also makes efforts to

identify and utilize the potential of employees with mean score 4.13 and standard

deviation 0.62. Seniors guide their juniors and prepare them for future role with mean

score 3.70 and standard deviation 0.82 and they delegate their authority to juniors with

268

mean score 3.43 and standard deviation 0.80 indicates an average human resource

development climate. Further employees are not afraid to express and discuss their

feelings with the colleagues, superiors and subordinates with mean score and standard

deviation are 3.10 and 0.91, 3.07 and 1.06 and 3.23 and 0.99 respectively. Employees are

encouraged to take initiatives and do things on their own without having to wait for

instructions from supervisors with mean score 3.23 and standard deviation 1.26 and they

are encouraged to experiment with new methods and try out creative ideas with mean

score 3.30 and standard deviation 0.94. The mean score and standard deviation for

employees in organisations are very informal and do not hesitate to discuss any personal

problem with any one are 3.07 and 0.96 respectively. Organisation communicates the

weakness of employees in a non-threatening way with mean score 3.13 and standard

deviation 0.96. The mean score and standard deviation for upward and downward

communication are 3.13 and 0.72 and for employees don’t have any fixed mental

impression about each other are 3.53 and 0.88 respectively. In this organisation there is

moderate team spirit with mean score 3.93 and standard deviation 1.03. Item number 4

have the highest 78.33 percentage score among different items of this dimension. The

overall mean score, percentage and standard deviation of employees' friendly work

environment dimension are 3.47, 61.67 and 0.91 respectively. This dimension conveys an

average human resource development climate in hardware organisation. It is a public

sector organisation; more emphasis is not given to establish good employee, employer

and management relations. Hence, there is a need to improve this dimension.

269

Table 8.38

Dimension 6: Employee Friendly Work Environment (Hardware Sector)

(N=30)


1 The top management believes that human sources

are an extremely important resource and that they

have to be treated more humanly.

3.90 72.50 0.98

2. The top management of this organisation goes out

of its way to make sure that employees enjoy their

work.

3.67 66.67 0.83


considerable part of their time and other resource

to ensure the development of employees.

3.90 72.50 0.79



employees.

4.13 78.33 0.62


future responsibilities/roles they are likely to take-

up.

3.70 67.50 0.82



3.43 60.83 0.80


their feeling with their colleagues.

3.10 52.50 0.91

8. Employees are encouraged to take initiative and

do things on their own without having to wait for


3.23 55.83 1.26


their feelings with their superiors.

3.07 51.67 1.06


their feelings with their subordinates.

3.23 55.83 0.99


new methods and try out creative ideas.

3.30 57.50 0.94

12. Weakness of employees is communicated to them

in a non-threatening way.

3.13 53.33 0.96




3.07 51.67 0.96



3.13 53.33 0.72



3.53 63.33 0.88




270

Table 8.39

Dimension 7: Development Oriented Performance Appraisal (Hardware Sector)

(N=30)

(G) Development Oriented Performance Appraisal Mean %age SD



3.77 69.17 0.88


appraisal process.

3.50 62.50 0.85



(b) Group results 3.97 74.17 0.75

(c) Quantifiable standards such as the value of

project completed.

4.10 77.50 0.70




3.93 73.33 0.63


discussed with the appropriate individuals or

groups.

3.73 68.33 0.63

6. Performance appraisal reports in our organisation

are based on objective assessment and adequate

information and not on favoritism.

3.93 73.33 0.57



Table 8.40

Dimension 8: Compensation (Hardware Sector)

(N=30)






3.63 65.83 0.75



company.

3.87 71.67 0.67

3 Decisions regarding an individual’s


to the individual.

3.67 66.67 0.70


higher pay package.

4.23 80.83 0.67



271


Table 8.39 shows that in hardware organisation performance appraisal system

provides feedbacks from superiors with mean score 3.77 and standard deviation 0.88.

Employee’s participation in the appraisal process is the highest with mean score 3.50 and

standard deviation 0.85. The mean score and standard deviation for individual results are

3.80 and 0.91, for group results are 3.97 and 0.75, for quantifiable standards are 4.10 and

0.70 and for qualitative standards are 4.17 and 0.73, all are the bases of performance

appraisal. The objective of appraisal process is employee’s development with mean score

3.93 and standard deviation 0.63. In any case if any problem occurs then it is discussed

with appropriate person or group with mean score 3.73 and standard deviation 0.63.

Performance appraisal reports are based on objective assessment and adequate

information and not on favouritism with mean score 3.93 and standard deviation 0.57.

The overall mean score, percentage and standard deviation are 3.88, 71.94 and 0.74

respectively. This data reveals that there is a need to improve the human resource

development climate in context of this dimension.


The compensation package is determined by a document procedure that is

consistent with organisation’s compensations policy, strategy and plan with mean score

3.63 and standard deviation 0.75 in table 8.40. Compensation is primarily determined by

results achieved/contribution to the company with mean score 3.87 and standard

deviation 0.67. The decision regarding an employee’s compensation package is

communicated to the employee with mean score 3.67 and standard deviation 0.70. The

mean score and standard deviation for high performer are given higher pay packages are

4.23 and 0.67 respectively. Item number 4 have the highest 80.83 percentage score in this

dimension. The human resource development climate is not very good in this

organisation as revealed by overall mean score, percentage and standard deviation of this

dimension are 3.85, 71.25 and 0.70 respectively.

272


Table 8.41 shows that mean score and standard deviation for organisation to

create and maintain a personal development plan for each employee are 3.77 and 0.62

and for providing every employee with opportunities to choose a career path which suit to

his skill are 3.83 and 0.58 respectively. For the item relating of individual’s development

plan and activities periodical review to meet organisational desires, the mean score and

standard deviation are 3.90 and 0.60 and for having clear career path for employees

within the organisation these values are 3.90 and 0.65 respectively. The company has

created learning environment for professional as well as personal growth with mean score

3.87 and standard deviation 0.56. The mean score and standard deviation for job rotation

for employee development are 3.80 and 0.65 respectively. Items 3 and 4 both have equal

and highest 72.50 percentage score. The overall mean score, percentage and standard

deviation are 3.84, 71.11 and 0.61 respectively. It conveys the need for improving human

resource development climate.


Table 8.42 depicts that employees are offered an extremely flexible compensation

and benefit package with mean score 2.90 and standard deviation 0.94. Extensive

performance based incentives and bonuses are given to all employees with mean score

3.30 and standard deviation 0.90. Item number 2 of this dimension has the highest 57.50

percentage score. The overall mean score, percentage and standard deviation of value-

added incentives dimension are 3.10, 52.50 and 0.92 respectively. The human resource

development climate, in context of this dimension is not high in this organisation and

needs some improvements.

273

Table 8.41

Dimension 9: Career Development (Hardware Sector)

(N=30)


1. In our company a personal development plan is

created and maintained for each individual.

3.77 69.17 0.62


opportunities to choose a career path to suit the

individual’s core competence.

3.83 70.83 0.58

3. An individual’s development plan and activities

are periodically reviewed to determine whether

organisational competency needs will be met.

3.90 72.50 0.60

4. Individuals in this company have clear career

paths within the organisation.

3.90 72.50 0.65

5. Our company has created a learning environment

in the organisation for both professional and

personal growth.

3.87 71.67 0.56



3.80 70.00 0.65



Table 8.42

Dimension 10: Value-Added Incentives (Hardware Sector)

(N=30)


1. Employees are offered an extremely flexible

compensation and benefits package like housing

assistance, stock options, soft loans and asset


2.90 47.50 0.94

2. Extensive performance – based incentives and

bonuses are available to all employees.

3.30 57.50 0.90



274

Mean Score, Percentage and Standard Deviation of the Organisations on

Dimensions of Human Resource Development Climate

In the present study, all different types of information technology organisations

have been studied. All surveyed organisations have been classified into three segments -

software organisations, BPO organisations and hardware organisation. Most of the

organisations in the present study are MNCs and private organisations excepting single

hardware organisation (SCL), which is a public organisation. The total mean score of

human resource development climate of the survey shows that human resource

development climate is highly positive, good, satisfactory and favourable in software

organisations with 42.13 mean scores. Whereas total mean score of human resource

development climate in BPO organisations is 39.99 and in hardware organisation is

38.81. There is only a difference of 1.18 score between these two segments. Hardware

organisation in present study is a public organisation; there is not so open culture as in

software and BPOs (either MNC or private organisations). The overall total mean score

of human resource development climate of all dimensions are 41.23, which depicts good

and favourable human resource development climate.

Item-wise ANOVA Analysis of Software, BPOs and Hardware Sectors:

In this chapter one- way ANOVA analysis has been used to analyse the item-wise

mean differences among the means of three sectors viz software, BPOs and hardware.

Human resource development climate survey includes the ten different dimensions in the

study. These ten dimensions include – 54 items in the questionnaire of human resource

development climate survey. ANOVA analysis has been applied on these 54 items. Item-

wise ANOVA analysis of software, BPOs and hardware sectors indicates that whether the

sector-wise mean scores of various items in the human resource development climate

survey are significantly different from each other or not. If the calculated value of F

statistic of an item is higher than the tabulated value at 1% or 5% level of significance,

we can conclude that there are significant mean differences among sectors that are

software, BPOs and hardware. Results of ANOVA show that most of the item-mean

scores of these sectors are significantly different from each other as the calculated values

of F ratio are higher than tabulated values of F ratio. Thus null hypothesis of equal means

of these three sectors is rejected.

275

Table 8.43

Mean Score, Percentage and Standard Deviation of the Organisations on Dimension

of Human Resource Development Climate

Sectors Software BPO Hardware

Dimensions Mean

Score

%age SD Mean

Score

%age SD Mean

Score

%age SD

Rigorous Selection

Process

4.59 89.79 0.60 4.22 80.39 0.73 4.20 80.00 0.52

Value-Based Induction 4.35 83.74 0.64 4.09 77.18 0.80 4.09 77.26 0.55

Comprehensive

Training

4.25 81.35 0.76 4.04 76.06 0.85 4.16 78.89 0.61

Team-Based Job

Design

4.23 80.84 0.70 3.95 73.78 0.75 3.86 71.46 0.73

Working-conditions/

Environment

4.25 81.16 0.68 3.98 74.58 0.82 4.36 83.93 0.82

Employee Friendly

Work Environment

4.18 79.40 0.73 3.98 74.60 0.84 3.47 61.67 0.91

Development Oriented


4.19 79.64 0.69 4.07 76.67 0.81 3.88 71.94 0.74

Compensation 4.16 79.05 0.70 4.02 75.45 0.74 3.85 71.25 0.70

Career Development 4.11 77.70 0.82 3.83 70.83 0.83 3.84 71.11 0.61

Value-Added

Incentives

3.82 70.47 0.98 3.81 70.21 0.91 3.10 52.50 0.92

Total Human Resource

Development Climate

42.13 - - 39.99 - - 38.81 - -


276

Table 8.44

Item-wise ANOVA Analysis of Software, BPOs and Hardware Sectors

Particulars ANOVA Sum of

Squares

df Mean

Squares

F

(A) Rigorous Selection

Process

1. Select the candidates, our

company conducts

(a) Written Test Between groups 10.2450 2 5.12 *10.6950

Within groups 238.0448 497 0.48

Total 248.2898 499

(b) Test On Programming

Skills

Between groups 22.3740 2 11.19 *24.1041

Within groups 230.6634 497 0.46

Total 253.0374 499

(c) Technical Interview Between groups 17.9180 2 8.96 *26.3083

Within groups 169.2479 497 0.34

Total 187.1659 499

(d) General Interview Between groups 31.1940 2 15.60 *45.0530

Within groups 172.0577 497 0.35

Total 203.2517 499

2. Our company looks at

candidate’s ability to work

in a team.

Between groups

10.6590

2

5.33

*11.2001

Within groups 236.4939 497 0.48

Total 247.1529 499

(B) Value-Based Induction

1. Our Company organizes a

formal induction

programme for new comers

very effectively

Between groups 24.9140 2 12.46 *29.4054

Within groups 210.5439 497 0.42

Total 235.4579 499

2. Induction training provides

an excellent opportunity for

new comers to learn

comprehensively about

(a) The organisation in general Between groups 12.1010 2 6.05 *12.6871

Within groups 237.0207 497 0.48

Total 249.1217 499

(b) Its mission and goals Between groups 52.8960 2 26.45 *52.3851

Within groups 250.9238 497 0.50

Total 303.8198 499

(c) Its norms and values Between groups 5.7090 2 2.85 *6.3531

Within groups 223.3059 497 0.45

277


Squares

df Mean

Squares

F

Total 229.0149 499

(d) Its customs Between groups 16.0500 2 8.03 *16.1418

Within groups 247.0870 497 0.50

Total 263.1370 499

3. Induction training is used

as an opportunity in our

company to create bonds

between the company and

the new employees.

Between groups 8.4650 2 4.23 *8.1267

Within groups 258.8444 497 0.52

Total 267.3094 499

4. The new recruits find

induction training very

useful in this organisation.

Between groups 2.6330 2 1.32 2.4088

Within groups 271.6307 497 0.55

Total 274.2637 499

(C) Comprehensive Training

1. The training needs of each

individual are identified in

order to develop critical

skills needed for the

assigned work.

Between groups 12.8660 2 6.43 *11.4740

Within groups 278.6477 497 0.56

Total 291.5137 499

2. When employees are

sponsored for training, they

take it seriously

Between groups 2.7680 2 1.38 1.8891

Within groups 364.1167 497 0.73

Total 366.8847 499

3. The technical skills of the

employees are constantly

upgraded through a variety

of training programmes,

workshops and seminar

Between groups 2.5590 2 1.28 2.1834

Within groups 291.2439 497 0.59

Total 293.8029 499

(D) Team- Based Job Design

1. Self-managed work teams

and semi-autonomous work

groups are the building

blocks of the work system

Between groups 12.4550 2 6.23 *10.3795

Within groups 298.1916 497 0.60

Total 310.6466 499

2. The actual job duties are

shaped more by the

employees than by a

specific job description

Between groups 1.6820 2 0.84 1.4652

Within groups 285.2663 497 0.57

Total 286.9483 499

3. Employees are given the

details of the consumers and

their requirements

Between groups 17.5880 2 8.79 *18.9639

Within groups 230.4703 497 0.46

Total 248.0583 499

4. Individuals and groups are

involved in making

decisions that affect their

work

Between groups 18.0920 2 9.05 *19.0696

Within groups 235.7605 497 0.47

Total 253.8525 499

(E) Working-Conditions/

Environment

1. The quality of physical

conditions provided in the

Between groups 21.5300 2 10.77 *21.0435

Within groups 254.2444 497 0.51

278


Squares

df Mean

Squares

F

work-place is good. Total 275.7744 499

2. Our company provider

excellent infrastructure and

support services for high

performance.

Between groups 8.2260 2 4.11 *7.0365

Within groups 290.5088 497 0.58

Total 298.7348 499

3. Sources of frequent

interruption or distraction

that degrade the

effectiveness of work

environment are identified

and minimized

Between groups 7.5200 2 3.76 *7.4581

Within groups 250.5617 497 0.50

Total 258.0817 499

4. Periodic improvements are

made to the work

environment that increases

effectiveness in performing

work

Between groups 21.5060 2 10.75 *20.6140

Within groups 259.2534 497 0.52

Total 280.7594 499

5. Sanitation, ventilation and

furnishing facilities in the

company are good

Between groups 20.8470 2 10.42 *19.9317

Within groups 259.9115 497 0.52

Total 280.7585 499

6. Canteen and refreshment

facilities arrangement are

good

Between groups 29.2980 2 14.65 *17.5169

Within groups 415.6297 497 0.84

Total 444.9277 499

7. Safety standards maintained

by the department are good

Between groups 19.9890 2 9.99 *20.9107

Within groups 237.5467 497 0.48

Total 257.5357 499

(F) Employee Friendly Work

Environment

1. The top management

believes that human sources

are an extremely important

resource and that they have

to be treated more humanly.

Between groups 17.3900 2 8.70 *13.9209

Within groups 310.4259 497 0.62

Total 327.8159 499

2. The top management of this

organisation goes out of its

way to make sure that

employees enjoy their work

Between groups 8.9210 2 4.46 *7.1704

Within groups 309.1701 497 0.62

Total 318.0911 499

3. The top management is

willing to invest a

considerable part of their

time and other resource to

ensure the development of

employees.

Between groups 15.7230 2 7.86 *12.2185

Within groups 319.7741 497 0.64

Total 335.4971 499

4. The top management of this

organisation makes efforts

to identify and utilize the

potential of employees.

Between groups 0.5760 2 0.29 0.4697

Within groups 304.7140 497 0.61

Total 305.2900 499

5. Seniors guide their juniors Between groups 6.0800 2 3.04 *4.6540

279


Squares

df Mean

Squares

F

and prepare them for future

responsibilities / roles they

are likely to take-up

Within groups 324.6410 497 0.65

Total 330.7210 499

6. When seniors delegate

authority to juniors, the

juniors use it as an

opportunity for

development

Between groups 13.3460 2 6.67 *10.3695

Within groups 319.8318 497 0.64

Total 333.1778 499

7. Employees are not afraid to

express or discuss their

feeling with their

colleagues.

Between groups 28.3680 2 14.18 *20.7587

Within groups 339.5893 497 0.68

Total 367.9573 499

8. Employees are encouraged

to take initiative and do

things on their own without

having to wait for

instructions from

supervisors.

Between groups 17.7890 2 8.89 *12.0781

Within groups 365.9977 497 0.74

Total 383.7867 499



feelings with their

superiors.

Between groups 35.9040 2 17.95 *33.4542

Within groups 266.6973 497 0.54

Total 302.6013 499



feelings with their

subordinates.

Between groups 27.3330 2 13.67 *25.8023

Within groups 263.2421 497 0.53

Total 290.5751 499

11. Employees are encouraged

to experiment with new

methods and try out creative

ideas.

Between groups 28.1120 2 14.06 *25.6248

Within groups 272.6203 497 0.55

Total 300.7323 499

12. Weakness of employees is

communicated to them in a

non-threatening way.

Between groups 32.2830 2 16.14 *27.3854

Within groups 292.9421 497 0.59

Total 325.2251 499

13. Employees in this

organisation are very

informal and do not hesitate

to discuss their personal

problems with their

superiors/ subordinates.

Between groups 41.6450 2 20.82 *30.7284

Within groups 336.7818 497 0.68

Total 378.4268 499

14. Communication in the

organisation is both at

upwards and downward is

effective.

Between groups 29.3070 2 14.65 *26.5630

Within groups 274.1701 497 0.55

Total 303.4771 499

15. People in this organisation

don’t have any fixed mental

impression about each

other.

Between groups 10.7310 2 5.37 *8.4710

Within groups 314.7977 497 0.63

Total 325.5287 499

16. Team spirit is of high order

in this organisation.

Between groups 3.9620 2 1.98 **3.1270

Within groups 314.8529 497 0.63

280


Squares

df Mean

Squares

F

Total 318.8149 499

(G) Development Oriented


1. Our performance appraisal

system provides feedback

from superiors.

Between groups 6.6110 2 3.31 *5.9611

Within groups 275.5916 497 0.55

Total 282.2026 499

2. There is high employee

participation in the appraisal

process.

Between groups 19.6500 2 9.83 *18.7307

Within groups 260.6966 497 0.52

Total 280.3466 499

3. Performance appraisal is

based on

(a) Individual results

Between groups

5.7440

2

2.87

*4.6888

Within groups 304.4259 497 0.61

Total 310.1699 499

(b) Group results Between groups 2.1470 2 1.07 2.2458

Within groups 237.5667 497 0.48

Total 239.7137 499

(c) Quantifiable standards such

as the value of project

completed.

Between groups 1.9250 2 0.96 1.6483

Within groups 290.2140 497 0.58

Total 292.1390 499

(d) Qualitative standards such

as teamwork.

Between groups 0.0210 2 0.01 0.0182

Within groups 287.1985 497 0.58

Total 287.2195 499

4. The objective of the

appraisal process is


Between groups 0.9140 2 0.46 0.7951

Within groups 285.6615 497 0.57

Total 286.5755 499

5. If performance problems

occur they are discussed

with the appropriate

individuals or groups.

Between groups

6.2060

2

3.10

*6.0433

Within groups 255.1908 497 0.51

Total 261.3968 499

6. Performance appraisal

reports in our organisation

are based on objective

assessment and adequate

information and not on

favoritism.

Between groups

3.0150

2

1.51

2.8595

Within groups 262.0167 497 0.53

Total 265.0317 499

(H) Compensation

1. Each individual’s

compensation package is

determined through a

document procedure that is

consistent with

Between groups

6.2490

2

3.12

*5.6959

Within groups 272.6307 497 0.55

Total 278.8797 499

281


Squares

df Mean

Squares

F

organisation’s

compensation policy,

strategy and plan.

2. Compensation is primarily

determined by results

achieved / contribution to

the company.

Between groups

10.2540

2

5.13

*10.1741

Within groups 250.4519 497 0.50

Total 260.7059 499

3. Decisions regarding an

individual’s compensation

package are communicated

to the individual.

Between groups

9.2630

2

4.63

*8.4722

Within groups 271.6939 497 0.55

Total 280.9569 499

4. In our company high

performers are given higher

pay package.

Between groups 0.3290 2 0.16 0.3506

Within groups 233.1874 497 0.47

Total 233.5164 499

(I) Career Development

1. In our company a personal

development plan is created

and maintained for each

individual.

Between groups 6.2060 2 3.10 **4.5211

Within groups 341.1115 497 0.69

Total 347.3175 499

2. Company provides every

employee with

opportunities to choose a

career path to suit the

individual’s core

competence.

Between groups 11.4080 2 5.70 *8.4823

Within groups 334.2115 497 0.67

Total 345.6195 499

3. An individual’s

development plan and

activities are periodically

reviewed to determine

whether organisational

competency needs will be

met.

Between groups 6.0690 2 3.03 *4.5909

Within groups 328.5071 497 0.66

Total 334.5761 499

4. Individuals in this company

have clear career paths

within the organisation.

Between groups 7.5080 2 3.75 *5.8411

Within groups 319.4140 497 0.64

Total 326.9220 499

5. Our company has created a

learning environment in the

organisation for both

professional and personal

growth.

Between groups 8.5490 2 4.27 *6.5191

Within groups 325.8778 497 0.66

Total 334.4268 499

6. Job rotation in this

organisation facilities


Between groups 20.0720 2 10.04 *14.8311

Within groups 336.3138 497 0.68

Total 356.3858 499

(J) Value-Added Incentives

1. Employees are offered an Between groups 18.9620 2 9.48 *9.0488

282


Squares

df Mean

Squares

F

extremely flexible

compensation and benefits

package like housing

assistance, stock options,

soft loans and asset


Within groups 520.7370 497 1.05

Total 539.6990 499

2. Extensive performance –

based incentives and

bonuses are available to all

employees.

Between groups 10.5440 2 5.27 *6.7168

Within groups 390.0916 497 0.78

Total 400.6356 499


* Significant at 1% level of significance

** Significant at 5% level of significance

283

Calculated values of some items are lower than tabulated values, so null

hypothesis is accepted, hence there is no sector-wise mean differences. The calculated

value of F ratio of item number 4 of dimension 2, i.e. new recruits find induction training

very useful that is 2.4088, which is less than tabulated value of F ratio, hence mean

difference is insignificant. Likewise the calculated value of F ratio of item number 2 of

dimension 3, i.e. the employees take training seriously when sponsored, is 1.8891, which

is less than tabulated value of F ratio, hence mean difference is not significant. The

calculated value of F ratio of item number 3 of dimension 3, i.e. through various training

programmes, workshops and seminars, technical skills of employees are constantly

upgraded, is 2.1834, which is less than tabulated value of F ratio, hence mean difference

is non-significant.

The calculated value of F ratio of item number 2 of dimension 4, i.e. the actual

job duties are shaped more by the employees than by a specific job description is 1.4652,

which is less than tabulated value of F ratio, so mean difference is not significant.

Further, the calculated value of F ratio of item number 4 of dimension 6, i.e. efforts to

identify and utilize the potential of employees, is 0.4697, which is less than tabulated

value of F ratio, therefore mean difference is insignificant.

The calculated value of F ratio of item number 3(a) of dimension 7, i.e.

performance appraisal is based on group results is 2.2458, which is less than tabulated

value of F ratio, so mean difference is not significant. Likewise the calculated value of F

ratio of item number 3(b) of dimension 7, i.e. performance appraisal is based on

quantifiable standards is 1.6483, which is less than tabulated value of F ratio, hence mean

difference is insignificant. Again, the calculated value of F ratio of item number 3(c) of

dimension 7, i.e. performance appraisal is based on qualitative standards is 0.0182, which

is less than tabulated value of F ratio, so mean difference is non-significant.

Further the calculated value of F ratio of item number 4 of dimension 7, i.e. the

objective of appraisal is employee's development is 0.7951, which is less than tabulated

value of F ratio, hence mean difference is insignificant. Again the calculated value of F

ratio of item number 6 of dimension 7, i.e. performance appraisal reports are on the basis

of objective assessment and not favouritism is 2.8595, which is less than tabulated value

of F ratio, hence mean difference is not significant. The calculated value of F ratio of

284

item number 4 of dimension 9 for high performer gets high package is 0.3506, which is

less than tabulated value of F ratio, so mean difference is insignificant. The calculated

values of F ratio of most of items and sub-items that is 52 items out of 63 items are

higher than tabulated values of F ratio, so overall item-wise mean differences in different

sectors are significant.

Human resource development climate in information technology industry

(software, hardware and call centers) as revealed from the surveyed data is good, positive

and favourable. Employees are highly satisfied with the prevailing human resource

development practices and human resource policies in information technology industry.

Information technology industry being an advance and fastest growing industry, knows

the value and importance of its human resource. The human resource in information

technology industry are knowledgeable, trained and experts who handle this dynamic

industry successfully without any pressure. Management and owners of information

technology industry know that the success of the industry depends upon the satisfaction

of human resource. Hence, to satisfy its human resource, it provides various facilities -

good working conditions, good and friendly relations with employees, good

infrastructure, advance and multiple-skills training, high wage rates and perks to its

employees.

The selection procedure is the most critical stage through which an organisation

can get right person on right job and by it an organisation can identify the abilities of the

person. In information technology industry knowledge workers are necessary to handle

the challenge of this industry. Through various rounds an organisation gets right persons

according to its requirements. A new employee's adjustment is necessary to understand

the goals, missions and policies and to adjust him according to the organisational

requirements. In information technology industry multi-skill training is given to

employees because of its complicated, dynamic and technical nature. More, emphasis is

given on team-work, to maintain unity, interaction and co-ordination among employees

to attain organisational goals.

In this industry physical conditions, infrastructure, safety standards and canteen

and refreshment facilities are up to the mark. Sanitation, ventilation and furnishing

facilities are good. The work environment of information technology industry is very

285

much open. The employees, employers and management have friendly relationship.

There is freedom to all employees to express their views without any fear. Seniors give

responsibilities to the juniors and encourage them to take risks; it increases the

confidence level of the employees. Such human resource development climate

encourages employee’s confidence level, creates the feeling of belongingness and creates

feeling of freedom and trust on each other. In information technology industry, most of

the time, employees are promoted on the basis of their performance and there is no

favouritism. Information technology industry motivates the employees for good

performance. This industry pays high wages, perks and compensation and also promotes

career plans for personal as well as organisational development. Attractive bonus,

flexible compensation and benefits, soft loans, stock options are provided to employees

on the basis of their performance.

Survey indicates satisfactory human resource development climate in information

technology organisations with mean score 41.23. In spite of all these, in information

technology organisations mean score and percentage for career development and value-

added incentives dimensions are relatively low. In information technology industry

employees have less clear career path, have fewer opportunities to choose suitable career

path and create less learning environment for their professional and personal growth.

Employees state that less compensation and benefit packages like housing assistance,

stock options, soft loans and asset acquisition assistance are provided to them. Low

extensive performance-based incentives and bonuses are available to all employees.

Hence, human resource development department should continue and try to improve

human resource development climate of the organisation and must be favourable to the

employees for their satisfaction. Management should also take a good look at the existing

human resource development climate and must review it periodically. Similarly

comparative analysis of segments shows that human resource development is excellent in

software sector, whereas in BPO and hardware there is scope for improvement.

human resource development climate survey in information technology industry in india

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