EMPLOYEE’S PERCEPTION OF HR PRACTICES AND ITS IMPACT

IN TEXTILE INDUSTRY
Introduction
Human resource management (HRM) is the expansion of personnel management beyond its traditional scope,
which mainly includes the five core systems of recruitment, training, and compensation, to encompass other
organizational tasks and systems that place a greater emphasis on the human element. A new position known
as an HR manager began to appear in the West with the expansion of industry in the late 19th century,
ushering in the modern era of human resource management. In the 1950s, nevertheless, it became a strategic
asset for the Japanese, elevating its significance. Management came to the conclusion that an organized and
militant labor force was necessary for efficiency, and that a "Human approach" to employees yielded better
results on an organizational and national level. This knowledge led to the creation of the phrase human
resource management. After that, HRM became the organization's focal point. Consequently, human resource
management (HRM) has grown in importance and now plays an integral part in the management of genuinely
world-class organizations.
At the turn of the century, organizations must have systems in place to ensure they can stay competitive in
both domestic and international markets. The priorities of the firm's manufacturing or production were the
primary focus in the early 20th century. Human resource management (HRM) is the business process that
ensures employees and the company work together to achieve their goals.
There are numerous procedures in the textile business that go from raw materials (fibers) to a finished
garment. For this, we are in need of highly-motivated individuals with technical expertise. Because people here
believe and anticipate differently, there are some subtle variations in the breadth and approach to the HR idea
as it pertains to textiles. When compared to other origins or industries, the textile business has a very distinct
work environment, and managers here must devote a great deal of time (around 80%) to managing human
resources. Conflict (grievance) between departments or between workers and management is a typical
occurrence in the textile industry; HRM is a tool for effectively resolving these types of disputes. In order to
reduce the likelihood of misunderstandings, HRM enhances communication, collaboration, and involvement. A
department's inability to do its job persists even in companies with highly trained employees when upper
management refuses to engage with them.
Attracting and retaining the appropriate people at the right time with the correct compensation is the
fundamental idea behind human resource management. Human resource management in the textile industry
should assign competent workers to positions that allow them to fully express their skills; otherwise, issues
abound in the spinning production line. Employers in the textile industry are legally obligated to view their
workers as an asset. When you put the appropriate person in the proper job, provide them the training they
need, and give them enough chances to advance in their careers, even a regular person may become an asset.
Wages and salaries that increase over time (promotional) are a big deal in the textile industry, therefore HR
addressed the problem and devised a system that works for everyone involved. Human resources acts as an
intermediary between upper management and staff. The textile sector has recently emerged from a
challenging period, and in their pursuit of a global market share, they are considering making systemic
improvements. Better productivity and production, upgraded infrastructure, social compliance, labor issues,
coordination, and customer relationships are just a few of the challenges that the industry is still facing. Despite
some progress in addressing these issues, one crucial component that could propel the industry forward—
human resource management, which encompasses HRD—has been overlooked.
"The industry wasn't doing very well because of some sectoral problems and problems with excise, customs,
etc., but with the kind of packages that have been announced recently, we are now picking up," says D K Nair
of the Indian Cotton Mills Federation (ICMF). Indeed, there has been an upward trend in the last three to four
months, as evidenced by the rising demand for the prices of yarn, textiles, and shares. Jobs should be easier to
come by "as the industry's situation improves," he says. Industries are putting out significant effort to fulfill
rising demand in both domestic and international markets, since the textile sector is currently experiencing a
boom as a result of quota free trade. There is now a dearth of qualified workers because of this. To deal with
this kind of issue, HRM could be useful. Human resource management will be particularly crucial in the Indian
context due to the country's 20% increase in fabric production compared to last year, which has resulted in a
large number of job openings. And now businesses have come to understand that their growth curves will
fluctuate unless they invest in hiring and training new employees. These days, businesses can't function
without a large pool of qualified candidates. A competent specialist would unquestionably raise their quality
and production in service of the organization's objectives; yet, HRM failure is the primary cause of business
closure for many organizations.

LITERATURE REVIEW
Human Resource Practices (HRP) are specifically formulated strategies and processes implemented to
effectively oversee and optimize the utilization of human resources in order to achieve corporate objectives.
These initiatives are designed to improve the capacity, effectiveness, dedication, and output of the human
resources (Zahoor et al., 2015). Human Resource Practices (HRPs) varies between firms based on the specific
needs of employees, with diverse strategies employed to manage different employee groups (Piasecki, 2019;
Presbitero et al., 2016). HR research has shown that there are various methods for assessing HRPs, but there is
currently no universally recognized definition for determining the most significant ones based on both
theoretical and empirical grounds (Mahmood et al., 2019). Multiple empirical studies have demonstrated that
the implementation of Human Resource Practices (HRPs) such as performance appraisal, training and
development, compensation, grievance redressal, health and safety, and employee work participation has a
significant impact on the effectiveness of skilled human resources (Khan et al., 2019; Sheikh et al., 2018;
Subramaniam et al., 2011). This study aims to investigate the impact of several Human Resource Practices
(HRPs) on employee retention by considering the mediating influence of Job Satisfaction (JS).

The study's theoretical framework is based on the social exchange theory (SET), which serves as a foundation
for understanding employer and employee relationships within the context of HRPs and Employee Retention
(ER) (Coyle-Shapiro and Conway, 2005). The concept of Social Exchange Theory (SET) refers to the dynamic
relationship between individuals and organizations, as analyzed by Cook et al. (2013). Additionally, this idea
posits that individuals demonstrate enhanced performance when firms use effective Human Resource
Practices (HRPs). Piasecki (2019) posits that the characteristics of HRPs can be effectively elucidated through
the utilization of the Social Exchange Theory (SET) in order to facilitate employee development and promote
long-term retention.
Retaining employees is a more cost-effective approach compared to hiring new ones, and it is a crucial factor
in determining the robustness of a company organization (Kundu and Lata, 2016; Presbitero et al., 2016).
Organizations invest significant resources in training individuals to acclimate to the corporate setting. Losing a
highly valued employee can result in a financial loss equivalent to two and a half times their wage (Kapoor,
2015; Nazia and Begum, 2013). Business units must establish a conducive environment to ensure the retention
of employees for the purpose of economic recovery (Singla, 2017). Employees can be retained through the use
of reward, recognition, and respect, commonly referred to as the 3 Rs. These factors contribute to increased
productivity by creating a positive work environment (Nazia and Begum, 2013) and enhancing the alignment
between employees and the organization (Presbitero et al., 2016). Presbitero et al. (2016) conducted a study
to determine the direct and indirect impacts of HRPs on employee retention, namely through the use of
remuneration. Therefore, Employee Retention (ER) relies heavily on the Human Resource Practices (HRPs)
used inside the business. Implementing effective HRPs leads to Job Satisfaction (JS), which in turn contributes
to Employee Retention (ER) (Krishna, 2019; Papa et al., 2018; Rombaut and Guerry, 2020). The current study is
being conducted in the textile industry to explore novel HR practices (HRPs) and their influence on employee
retention, with the aim of enhancing the organizational work culture.
According to multiple studies, compensation and awards are widely regarded as the most effective method for
employee retention (Rombaut and Guerry, 2020). An appropriate compensation system boosts employee
motivation, leading to increased productivity, efficiency, and a competitive edge. It also fosters a sense of
security, lowering stress and positively impacting employee performance (Galeti´c and Klindˇzi´c, 2020;
Subramaniam et al., 2011). According to Cherif (2020), employees who receive higher salaries are often
believed to demonstrate greater dedication to their work and are more likely to remain with their current
employer for a longer period of time. This holds true regardless of their job satisfaction level, as stated by
Ngoma and Ntale (2019). Performance appraisal is a significant human resources technique that assesses the
strengths and flaws of employees' performance (Kalia and Mishra, 2023). Performance appraisal is the
evaluation of an employee's performance and advancement in a certain job, as well as their potential for
future growth (Gupta, 2012). The equitable remuneration and evaluation of performance contribute to a
favorable mindset and dedication among employees, so elevating the job satisfaction level of employees
(Ngoma and Ntale, 2019), ultimately leading to enhanced employee retention. The implementation of
remuneration and appraisal procedures guarantees work excellence and fosters employee loyalty and
contentment, hence promoting job satisfaction and employee retention (Lasisi et al., 2020; Waheed et al.,
2018).
In Singla's (2017) study, Employee Work Participation (EWP) was identified as a crucial factor in the
organization's decision-making process. Employee engagement refers to the level of emotional and mental
commitment that employees have towards the goals and shared tasks of a business. Employee welfare
programs (EWP) play a crucial role in organizational decision-making by promoting industrial peace and
harmony, resulting in enhanced productivity, dedication, a sense of belongingness, and ultimately, the success
of the business (Bhatti and Qureshi, 2007; Kapoor, 2015; Manzoor et al., 2019). Ni et al. (2020) state that EWP
is a crucial measure of the overall well-being of a business and has a substantial influence on employee
performance, job satisfaction, and employee retention. The experience of belongingness fosters dedication,
leading to employee advancement, contentment, and consequently, improved organizational performance
(Ngoma and Ntale, 2019). Similarly, Suhartanto and Brien (2018) discovered that there is a causal relationship
between work engagement and job satisfaction. Employees that exhibit high levels of work participation
demonstrate a more favorable disposition towards their work and organization, as well as enhance their work
abilities. This, in turn, contributes to job satisfaction (Ni et al., 2020) and promotes employee retention over an
extended period.
Training is a methodical procedure that aligns career objectives with personal abilities, enabling individuals to
gain the essential skills required to effectively fulfill their job duties (Armstrong, 2012; Gupta, 2012;
Subramaniam et al., 2011). An business can better its relationship with its employees by prioritizing and
allocating resources to their Training and Development (TAD), which will equip them with greater knowledge
and improved abilities, leading to increased job satisfaction and dedication (Ngoma and Ntale, 2019). Similarly,
Piaralal et al. (2016) discovered that empowerment and training had a favorable impact on service recovery
performance, which in turn has a beneficial effect on customer satisfaction (JS). Lasisi et al. (2020) emphasized
the significance of training and development in organizations, as it increases innovation and contributes to job
satisfaction (JS) and employee proactivity. Rombaut and Guerry (2020) argue that employers ought to offer
opportunities for advancement and enhancement by means of internal or external training. It guarantees that
a firm has a proficient staff capable of managing the demands of expansion and a constantly changing business
environment (Singla, 2017). Additional training and development opportunities offer employees the chance to
advance in their careers and serve as a source of motivation for them to remain with their companies
(Piasecki, 2019).
According to Cherif (2020) and Ni et al. (2020), JS is a crucial factor in fostering employees' dedication to a firm.
employment satisfaction (JS) refers to the good emotions that an employee experiences in relation to their
employment (Beuren et al., 2022). Social exchange theory upholds the concept of reciprocity, which suggests
that when employees are treated well and receive fair treatment from their employer, they are more likely to
exhibit positive work reactions and have a high degree of job satisfaction (Ahmad and Umrani, 2019; Al
Doghan et al., 2019; Ling et al., 2018). Human resource practices such as remuneration, work-life balance, and
organizational climate have been found to positively impact job satisfaction (Ma et al., 2016; Stamolampros et
al., 2019). Ni et al. (2020) propose that the acquisition of job satisfaction (JS) inside an organization is
facilitated by adhering to effective human resource practices (HRPs), as supported by social exchange theory.
From the standpoint of the Social Exchange Theory (SET), employees view effective Human Resource Practices
(HRPs) as an indication of the employer's recognition and support, which in turn enhances Job Satisfaction (JS)
(Piasecki, 2019). Garg (2019) discovered that JS serves as a mediator between high-performance work
behaviors and organizational performance. Huang and Su (2016) found that JS plays a moderating role in
reducing employees' turnover intention. Azeem et al. (2020) stated that job discontent triggers employees'
contemplation of quitting the organization. Content employees perceive their work environment as a
significant element that improves employee satisfaction (Stamolampros et al., 2019; Tripathi and Kalia, 2022).
Research investigations have shown that there is a negative correlation between the low level of JavaScript
and error rates (Moore et al., 2020; Nazia and Begum, 2013). Organizations can enhance job satisfaction (JS)
and employee retention (ER) by hiring human resource professionals (HRPs) who prioritize the long-term
development and well-being of employees (Coudounaris et al., 2020; Mahmood et al., 2019; Piasecki, 2019).

SCOPE OF THE STUDY

This study is aimed at understanding the employees perception of HR practices in Tectile industries in Karur
District of Tamil Nadu using Stepwise Regression Model. This study confined to the employees Textile
Industries in Karur District only. This study tries to address the relationship between employees perception on
HR practices and its impact on Performance Appraisal, Performance feedback & counselling, Career Planning &
Development, Training & Development, Rewards & Recognition.
OBJECTIVE OF THE STUDY
To study the employees perception of HR practices and its impact on Performance Appraisal, Performance
feedback & counselling, Career Planning & Development, Training & Development, Rewards & Recognition.

CRITERIA FOR THE STUDY

On the basis of literature review following criteria were selected for the purpose of study
 Performance Appraisal.
 Performance Feedback and Counselling
 Career Planning and Development
 Training and Development
 Rewards and Recognition

RESEARCH DESIGN TABLE

The study is focused on Human Resource Management Practices followed in Textile Industries in Karur. The
study depends on collection of primary as well as secondary data. Following tables presents research design
applied for the study.

Table 1 Research design of the study

Sr. No. Parameters

1 Type of research Descriptive Research
2 Nature of Research Quantitative
3 Research Instrument Structured Questionnaire and Interviews
4 Survey Period 2020-2022
5 Method of data collection. Sample survey
6 Universe Employees in Textile Industries in Karur
7 No. of Textile Industries 31 (On the Data Available from UAM and DIC)
8 Total Population in all Companies Approx 2800
9 No. of Companies selected 8
10 Total Population in 8 Selected Companies 984
11 Sample Size (from Krejcie Morgan Table) 278
12 Total Sample taken for the study 430
12 Data Collection source. Primary and secondary Source
13 Primary source Structured Questionnaire
Books, references, Periodicals, Project Reports,
14 Secondary Sources.
News, Papers and Interviews.
15 Tools for Descriptive Data analysis Tabulation, Percentage Analysis
16 Statistical Software SPSS,
17 Test Stepwise Regression Analysis

RESEARCH METHODOLOGY AND TECHNIQUES

The research is based on Primary as well as secondary data. Primary data is collected through sample survey
through questionnaire and secondary data is collected through Books, Journals, Research Papers, Websites etc.
Sample size computation The population for the current study comprised of 31 Textile companies, in order to
select the right portion of the population as sample approximately 25% of the companies were randomly
chosen for selection of sample elements. Hence 8 companies were covered under the study. Sample size of
278 was determined using Krejcie Morgan Table. The researcher had collected 430 respondents were picked
equal proportion from each of the 8 companies. The researcher was able to collect only 435 filled-in
questionnaires out of 450 which was circulated to all the textile companies. The scrutiny of the Questionnaire
revealed that 5 Questionnaires were not usable as they were not filled completely and hence rejected for
further analysis. Finally 430 questionnaires were taken for the analysis.
Secondary Data
Secondary Data was collected through various books, references, journals, magazines, newspaper articles,
periodicals and websites.
SELECTION AND CONSTRUCTION OF VARIABLES
So as to identify the Perception of HR practices all the HR items are pooled which have been derived from a
variety of sources including Hornsby and Kurato (1990), Osterman (1994), Pfeffer (1994), Arthur (1994),
Huselid, et al., (1997). The present research aims to make a perceptional analysis of human resource
management practices relating to employees recruitment, selection, promotion, compensation packages,
training and development practices in textile companies in Karur, and the way these are linked with employees'
impact on intention to turnover.
Questionnaires
In order to obtain the primary data, the following are the Sections of the questionnaires that were
administered to the respondents:
Section I – Demographic Profile of the Respondents
Section II – Employees Perception towards HR Practices
Section III – Job Satisfaction and Job Performance Questionnaire
Section IV – Turnover Intention Scale (TIS6)

Pre-Testing and Drafting Final Questionnaires

The preliminary draft of Questionnaire was pre-tested on 60 employees. This helped in improving and finalizing
both the questionnaires. The respondents were asked to evaluate their answers on all the items included in the
final questionnaires. All the items were measured on a five-point Likert scale.
The pre-testing of questionnaires emphasized on various other factors influencing the perceptions and
expectations of the respondents relating to issues on HR practices and policies. So, the final questionnaires
included the items regarding these measures also. Table 2 exhibits the details about variables undertaken for
the study.
Table 2 Variables Undertaken for Research in Questionnaire
Category Number of Questions Source

Demographics 11 Self-constructed
Hornsby and Kurato (1990), Osterman
(1994), Pfeffer (1994), Arthur (1994),
Employee Perception Towards HR Huselid, et al., (1997), Snell and Dean (1992),
38
Practices Tahir Masood Querishi (2006), Mark
Christopher (2008), Dubey, et al.(1989); Nath
(2008)
Job Satisfaction 4 Rubaish (2011)

Turnover Intentions Scale (TIS6) 6 Bothma and Rootdt (2012)

ANALYSIS
Stepwise Regression Analysis Predicting Performance Appraisal

Table 3
Model R R-Square Adjusted Std. Error of
R-Square Estimate
1 0.149a 0.022 0.020 8.11647
2 0.207b 0.043 0.038 8.04066
a. Predictors : (Constant), Marital status
b. Predictors : (Constant), Marital status, Native place

Model Sum of df Mean F Sig.

Square Square
Regression 643.687 1 643.687 9.771 0.002a
1 Residual 28195.392 428 65.877
 Total 28839.079 429

Regression 1232.579 2 616.290 9.532 0.000 b

2 Residual 27606.500 427 64.652

Total 28839.079 429

a. Predictors : (Constant), Marital status

b. Predictors : (Constant), Marital status, Native place
c. Dependent Variable : Performance Appraisal Total

Un-standardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error Beta
(Constant) Marital 78.413 1.180 66.454 0.000
1 status 2.519 0.806 0.149 3.126 0.002
(Constant) Marital 80.953 1.440 56.208 0.000
2 status 2.500 0.798 0.148 3.132 0.002
Native place -1.294 0.429 -0.143 -3.018 0.003
a. Dependent Variable : Performance Appraisal Total

Excluded Variables
Partial Collinearity
Model Beta In t Sig. Correlation Statistics
Tolerance
Designation 0.000a -0.009 0.993 0.000 0.988
Gender 0.031a 0.637 0.524 0.031 0.956
Age -0.013 a
-0.264 0.792 -0.013 0.998
1 Educational -0.081 a
-1.688 0.092 -0.081 0.998
Qualification
Service 0.095a 1.623 0.105 0.078 0.657
Native Place -0.143 a
-3.018 0.003 -0.145 1.000
Designation -0.005b -0.101 0.920 -0.005 0.987

Gender 0.042b 0.858 0.391 0.042 0.952

2
Age -0.014b -0.285 0.776 -0.014 0.998
Educational -0.065 b
-1.357 0.176 -0.066 0.984
Qualification
Service 0.114b 1.948 0.052 0.094 0.651
a. Predictors in the model : (Constant), Marital status
b. Predictors in the model : (Constant), Marital status, Native place
c. Dependent Variable : Performance Appraisal Total

The result of regression analysis such as cumulative R2, adjusted R square, step t and p values have been given
in the table 3.
An attempt has been made to find out whether the variables – executive’s marital status and native place
would be possible predictors of performance appraisal. The results show that the two variables are significant
and in predicting the performance appraisal. The executive’s marital status is poised to predict their
perception towards performance appraisal to an extent of 0.020 which is found to be statistically significant
at 0.01 level, (t cal 3.132) 0.002<0.01.
The second variable of executive’s native place also along with marital status is able to predict their
perception towards performance appraisal to a higher level of significant at 0.01 level, (t cal 3.018)
0.003<0.01.
The obtained F-value has also proved this fact. (F cal 9.771) 0.002<0.01, so executive’s marital status and
native place are the predicting variables for their perception of performance appraisal.

Stepwise Regression Analysis Predicting Performance Feedback and Counselling

Table 4
Model R R-Square Adjusted Std. Error of
R-Square Estimate
1 0.283 a
0.080 0.078 9.44779
2 0.302b 0.091 0.087 9.40234
a. Predictors : (Constant), Native place
b. Predictors : (Constant), Native place, Designation
Model Sum of df Mean F Sig.
Square Square
Regression 3338.161 1 3338.161 37.398 0.000a
1 Residual 38203.581 428 89.261
Total 41541.742 429

Regression 3793.217 2 1896.608 21.454 0.000 b

2 Residual 37748.525 427 88.404

Total 41541.742 429

a. Predictors : (Constant), Native place

b. Predictors : (Constant), Native place, Designation
c. Dependent Variable : Performance Feedback and Counseling Total

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
(Constant) Native 89.772 1.079 -0.283 83.171 0.000
1 place -3.082 0.504 -6.115 0.000
(Constant) 91.961 1.444 63.689 0.000

2 Native place -3.115 0.502 0.287 -6.209 0.000

Designation -1.545 0.681 -0.105 -2.269 0.024

b. Dependent Variable : Performance Feedback and Counseling Total

Excluded Variables
Partial Collinearity
Model Beta In t Sig. Correlation Statistics
Tolerance
Designation -0.105a -2.269 0.024 -0.109 0.999
Gender 0.069a 1.496 0.135 0.072 0.995

Age -0.007a -0.156 0.876 -0.008 1.000

1 Marital status 0.068a 1.465 0.144 0.071 1.000

Educational -0.044a -0.933 0.352 -0.045 0.986
Qualification
Service -0.032a -0.688 0.492 -0.033 0.993
Gender 0.058b 1.256 0.210 0.061 0.983
Age -0.005b -0.099 0.921 -0.005 0.999
Marital status 0.057b 1.226 0.221 0.059 0.988
 Educational -0.044b -0.948 0.344 -0.046 0.986
2 Qualification
Service -0.018b -0.379 0.705 -0.018 0.974
a. Predictors in the model : (Constant), Native place
b. Predictors in the model : (Constant), Native place, Designation
c. Dependent Variable : Performance Feedback and Counseling Total

The result of regression analysis such as cumulative R2, adjusted R square, step t and p values have been given
in the table 4.
An attempt has been made to find out whether the variables – executive’s native place and designation
would be possible predictors of performance feedback and counseling. The results show that the two
variables are significant and in predicting the performance feedback and counseling. The executive’s native
place is poised to predict their perception towards performance feedback and counseling to an extent of
0.078 which is found to be statistically significant at 0.01 level, (t cal 6.209) 0.000<0.01.
The second variable of executive’s designation also along with native place is able to predict their perception
towards performance feedback and counseling to a higher level of significant at 0.01 level, (t cal 2.269)
0.024<0.01.
The obtained F-value has also proved this fact. (F cal 37.398) 0.000<0.01, so executive’s native place and
designation are the predicting variables for their perception of performance feedback and counseling.

Stepwise Regression Analysis Predicting Career Planning and Development

Table 5
Model R R-Square Adjusted Std. Error of
R-Square Estimate
1 0.129a 0.017 0.014 4.97972
a. Predictors : (Constant), Native place
Model Sum of df Mean F Sig.
Square Square
Regression Residual 180.425 1 180.425 7.276 0.007a
Total 10613.391 428 24.798
10793.816 429
a. Predictors : (Constant), Native place
b.Dependent Variable : Career Planning and development Total
Unstandardized Standardized t Sig.
Coefficients Coefficients
Model B Std. Error Beta
(Constant) Native place 42.477 0.569 -0.129 74.664 0.000
-0.716 0.266 -2.697 0.007
a. Dependent Variable : Career Planning and development Total

Excluded Variables
Model Beta In t Sig. Partial Collinearity
Correlation Statistics
Tolerance
Designation -0.090a -1.887 0.060 -0.091 0.999
Gender 0.067a 1.396 0.163 0.067 0.995
Age -0.043 a
-0.898 0.370 -0.043 1.000
Marital status 0.075a 1.575 0.116 0.076 1.000
Educational Qualification 0.016a 0.333 0.739 0.016 0.986
Service -0.020a -0.417 0.677 -0.020 0.993
a. Predictors in the model: (Constant), Native place
b. Dependent Variable : Career planning and development Total

The result of regression analysis such as cumulative R2, adjusted R square, step t and p values have been given
in the table 5.
An attempt has been made to find out whether the variable – executive’s native place would be possible
predictor of career planning and development. The results show that the variable is significant and in
predicting the career planning. The executive’s native place is poised to predict their perception towards
career planning and development to an extent of
0.014 which is found to be statistically significant at 0.01 level, (t cal 2.697) 0.007<0.01.
Native place is the only variable that was contributed significantly for predicting career planning and
development of executives. The R2 value is 0.017, which is statistically significant (t cal 2.697) 0.007<0.01. The
F-value also proved the same.
The obtained F-value has also proved this fact. (F cal 7.276) 0.007<0.01, so executive’s native place is the
predicting variable for their perception of career planning and development.

Stepwise Regression Analysis Predicting Training and Development

Table 6
Model R R-Square Adjusted R-Square Std. Error of Estimate

1 0.208a 0.043 0.041 9.50594

2 0.242 b
0.058 0.054 9.44194
a. Predictors : (Constant), Native place
b. Predictors : (Constant), Native place, Designation
Model Sum of df Mean F Sig.
Square Square
Regression 1746.464 1 1746.464 19.327 0.000a
1 Residual 38494.583 426 90.363
Total 40241.047 427

Regression 2352.181 2 1176.091 13.192 0.000 b

2 Residual 37888.865 425 89.150

Total 40241.047 427

a. Predictors : (Constant), Native place

b. Predictors : (Constant), Native place, Designation
c. Dependent Variable : Training and Development Total
Unstandardized Standardized t Sig.
Coefficients Coefficients
Model B Std. Error Beta

1 (Constant) Native 85.144 1.087 78.326 0.000

place -2.236 0.509 -0.208 -4.396 0.000

(Constant) Native 87.706 1.460 60.072 0.000

2 place -2.288 0.506 -0.213 -4.525 0.000
Designation -1.798 0.690 -0.123 -2.607 0.009

a. Dependent Variable : Training and Development Total

Excluded Variables
Partial Correlation Collinearity
Model Beta In t Sig. Statistics
Tolerance
Designation -0.123a -2.607 0.009 -0.125 0.998
Gender 0.001a 0.015 0.988 0.001 0.995

Age -0.044a -0.919 0.358 -0.045 1.000

Marital status 0.089a 1.880 0.061 0.091 1.000
 Educational -0.073a -1.533 0.126 -0.074 0.986
1 Qualification
Service -0.058a -1.230 0.219 -0.060 0.993
Gender -0.013b -0.267 0.790 -0.013 0.984
Age -0.040b -0.842 0.401 -0.041 0.999
Marital status 0.077b 1.623 0.105 0.079 0.989
Educational -0.073b -1.543 0.124 -0.075 0.986
Qualification
2
Service -0.042b -0.889 0.375 -0.043 0.975

a. Predictors in the model: (Constant), Native place

b. Predictors in the model: (Constant), Native place, Designation
c. Dependent Variable : Training and Development Total
The result of regression analysis such as cumulative R2, adjusted R square, step t and p values have been given
in the table 6.
An attempt has been made to find out whether the variables – executive’s native place and designation
would be possible predictors of training and development. The results show that the two variables are
significant and in predicting the training and development. The executive’s native place is poised to predict
their perception towards training and development to an extent of 0.041 which is found to be statistically
significant at 0.01 level, (t cal 4.525) 0.000<0.01.
The second variable of executive’s designation also along with native place is able to predict their perception
towards training and development to a higher level of significant at 0.01 level, (t cal 2.607) 0.009<0.01.
The obtained F-value has also proved this fact. (F cal 19.327) 0.000<0.01, so executive’s native place and
designation are the predicting variables for their perception of training and development.

Stepwise Regression Analysis Predicting Reward and Recognition

Table 7
Model R R-Square Adjusted Std. Error of
R-Square Estimate
1 0.195 a
0.038 0.036 5.41431
2 0.228b 0.052 0.047 5.38206
a. Predictors : (Constant), Native place
b. Predictors : (Constant), Native place, Designation
Model Sum of df Mean F Sig.
Square Square
Regression 497.735 1 497.735 16.979 0.000a
1 Residual 12546.731 428 29.315
Total 13044.465 429

Regression 675.761 2 337.881 11.665 0.000 b

2 Residual 12368.704 427 28.967

Total 13044.465 429

a. Predictors : (Constant), Native place

b. Predictors : (Constant), Native place, Designation
c. Dependent Variable : Reward and Recognition Total

Unstandardized Standardized t Sig.

Coefficients Coefficients
Model B Std. Error Beta
 1 (Constant) Native 42.939 0.619 69.417 0.000
place -1.190 0.289 -0.195 -4.121 0.000

(Constant) 44.308 0.827 53.608 0.000

2 Native place -1.211 0.287 -0.199 -4.217 0.000

Designation -0.967 0.390 -0.117 -2.479 0.014

a. Dependent Variable : Reward and Recognition Total

Excluded Variables
Partial Collinearity
Model Beta In t Sig. Correlation Statistics
Tolerance
Designation -0.117a -2.479 0.014 -0.119 0.999

Gender 0.062a 1.300 0.194 0.063 0.995

Age -0.026a -0.544 0.587 -0.026 1.000

1
Marital status 0.071a 1.493 0.136 0.072 1.000

Educational -0.008a -0.173 0.863 -0.008 0.986

Qualification
Service -0.055a -1.147 0.252 -0.055 0.993

Gender 0.049b 1.036 0.301 0.050 0.983

Age -0.023b -0.484 0.628 -0.023 0.999

2

Marital status 0.058b 1.233 0.218 0.060 0.988

Educational -0.009b -0.186 0.852 -0.009 0.986

Qualification
Service -0.039b -0.815 0.415 -0.039 0.974

a. Predictors in the model: (Constant), Native place

b. Predictors in the model: (Constant), Native place, Designation
c. Dependent Variable : Reward and Recognition Total

The result of regression analysis such as cumulative R2, adjusted R square, step t and p values have been given
in the table 7.
An attempt has been made to find out whether the variables – executive’s native place and designation
would be possible predictors of reward and recognition. The results show that the two variables are significant
and in predicting the reward and recognition. The executive’s native place is poised to predict their perception
towards reward and recognition to an extent of 0.036 which is found to be statistically significant at 0.01 level,
(t cal 4.217) 0.000<0.01.
The second variable of executive’s designation also along with native place is able to predict their perception
towards reward and recognition to a higher level of significant at 0.01 level, (t cal 2.479) 0.014<0.01.
The obtained F-value has also proved this fact. (F cal 16.979) 0.000<0.01, so executive’s native place and
designation are the predicting variables for their perception of reward and recognition.
Stepwise Regression Analysis Predicting Overall HRD Practices
Table 8
Model R R-Square Adjusted Std. Error of
R-Square Estimate
1 0.226a 0.051 0.049 0.41363
2 0.248 b
0.061 0.057 0.41183
a. Predictors : (Constant), Native place
b. Predictors : (Constant), Native place, Marital Status
Model Sum of df Mean F Sig.
Square Square
Regression 3.930 1 3.930 22.973 0.000a
1 Residual 73.226 428 0.171
Total 77.156 429

Regression 4.736 2 2.368 13.964 0.000 b

2 Residual 72.420 427 0.170

Total 77.156 429

a. Predictors : (Constant), Native place

b. Predictors : (Constant), Native place, Marital Status
c. Dependent Variable : Overall HRD Practices Total

Unstandardized Standardized t Sig.

Coefficients Coefficients
Model B Std. Error Beta

1 (Constant) Native 4.308 0.047 91.175 0.000

place -0.106 0.022 -0.226 -4.793 0.000

(Constant) 4.185 0.074 56.728 0.000

2 Native place -0.105 0.022 -0.225 -4.797 0.000

Marital Status 0.089 0.041 0.102 2.180 0.030

b. Dependent Variable : Overall HRD Practices Total

Excluded Variables
Partial Collinearity
Model Beta In t Sig. Correlation Statistics
Tolerance
Designation -0.100a -2.128 0.034 -0.102 0.999
Gender 0.056a
1.195 0.233 0.058 0.995
Age -0.045a -0.955 0.340 -0.046 0.999
Marital status 0.102a 2.180 0.030 0.105 1.000
1
Educational Qualification -0.047a -0.997 0.319 -0.048 0.986
Service -0.040a -0.850 0.396 -0.041 0.993
Designation -0.090 b
-1.904 0.058 -0.092 0.987
Gender 0.036b 0.758 0.449 0.037 0.952
Age -0.036b -0.771 0.441 -0.037 0.991
Educational Qualification -0.052b -1.104 0.270 -0.053 0.984
2 Service 0.030b 0.524 0.600 0.025 0.651
a) Predictors in the model: (Constant), Native place
b) Predictors in the model : (Constant), Native place, Marital Status
c) Dependent Variable : Overall HRD Practices Total
The result of regression analysis such as cumulative R2, adjusted R square, step t and p values have been given
in the table 8.
An attempt has been made to find out whether the variables – executive’s native place and marital status
would be possible predictors of overall HRD practices. The results show that the two variables are significant
and in predicting the overall HRD practices. The executive’s native place is poised to predict their perception
towards overall HRD practices to an extent of 0.049 which is found to be statistically significant at 0.01 level, (t
cal 4.797) 0.000<0.01.
The second variable of executive’s marital status also along with native place is able to predict their
perception towards overall HRD practices to a higher level of significant at 0.01 level, (t cal 2.180) 0.030<0.01.
The obtained F-value has also proved this fact. (F cal 22.973) 0.000<0.01, so executive’s native place and
marital status are the predicting variables for their perception of overall HRD practices.

CONCLUSIONS
It is possible that the findings cannot be generalized to a wider population due to the state-level context;
nevertheless, future researchers have the opportunity to conduct a study that encompasses multiple cultures.
Second, the research is based on cross-sectional data; longitudinal research has the potential to overcome the
limitations of the current study in terms of its ability to predict outcomes. Third, in order to extrapolate
patterns and trends, we have utilized a quantitative technique. The human resource practices that were
chosen for this study are not exhaustive, and there is room for adjustment in accordance with the
requirements of various industries for the purpose of future research. In conclusion, we propose that in the
future, for a more in-depth investigation, a qualitative or hybrid study would be appropriate.

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