Chapter IV

CHAPTER - IV
ANALYSIS OF THE DATA AND INTERPRETATION

Staff and Operating Engineers are the two major groups of employees in
Mando Automotive India Limited. Both differ in their personal, economic and social
status. Now let us study the social – economic profile of the staff and OE’s in detailed
manner.
4.1 Personal and Organizational Profile of Staff

Human resources are the source of achieving competitive advantage because
of their capability to convert the other resources (Money, Machine, Method and
Material) into output (Product/ Service). People are one of the most important factors
providing flexibility and adaptability to organizations. Several national and
international literatures pertaining to effectiveness of HR practices insisted on gender,
age, educational qualification, designation and experience as vital in determining the
employee’s perception towards the existing HR practices in their organizations. In the
present research, the researcher considers gender, age, education, region, employment
status and experience of employees in Mando Automotive limited. In the preliminary
investigation, it is necessary to present the descriptive statistics pertaining to the
personal and organizational profile of the employees. The application of simple
percentage analysis brought the following results.
4.1.1 Gender of the Employees

The male and female employees differ in the perception towards various HR
practices in their organization. The gender is an important segmentation to perceive
the organizational variables and correlating with their work-life balance. The
following frequency distribution reveals the Staff segmentation over gender in table
4.1
Table 4.1: The Staff Segmentation over Gender
Frequency Percent
Valid Male 166 83.0
Female 34 17.0
Total 200 100.0
Source: primary data
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From the above table it is clear that the male employees (83%) dominate the
sample size of staff followed by female employees, which constitute just 17%. Now a
days the world is focusing more on gender equality, gender mainstreaming and
women empowerment. The above table shows that there is no gender equality in the
study firm. It is important to emphasize that the concept of gender is not
interchangeable with women. Gender refers to both women and men, and the
relations between them. Promotion of gender equality should concern this
organization, as it does not reflect the gender diversity initiatives promoted by
several industrial and non-governmental organizations. The ultimate beneficiary of
gender diversity will be the organizations that practice and foster those initiatives.
Gender equality is the preferred terminology within the United Nations, rather
than gender equity. Gender equity denotes an element of interpretation of social
justice, usually based on tradition, custom, religion or culture, which is most often to
the detriment to women. Such use of equity in relation to the advancement of women
is unacceptable. There is a dual rationale for promoting gender equality. Firstly, that
equality between women and men – equal rights, opportunities and responsibilities -
is a matter of human rights and social justice. Secondly, that greater equality between
women and men is a precondition for sustainable people-centered development. The
perceptions, interests, needs and priorities of both women and men must be taken into
consideration not only as a matter of social justice but because they are necessary to
enrich development processes. 198 Now let us proceed to the age group of employees in
elaborate manner.
4.1.2 Age Group of the Respondents

There is evidence to suggest that more people suffer from age discrimination
than any other form of discrimination. Good practices are those measures that combat
age barriers and/or promote age diversity. Experience, Knowledge and management
also differ according the age differences. Frequency distribution used by the
researcher present information about the age categories of respondent. The Table 4.2
presented the following results:
198
www.un.org/womenwatch/osagi/pdf/factsheet2.pdf
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Table 4.2: The Age Categories of Staff
Frequency Percent
Valid 20-30 54 27.0
30-40 123 61.5
40-50 23 11.5
Total 200 100.0

From the results in the Table 4.2, the majority of the respondents
belong to the 30 -40 years age group (61.5%), 27% belong to the 20-30 years age
group and 11.5% belong to the 40 - 50 years age group. There is age diversity in this
organization. Middle age people are more in Mando. Based on the table above the
researcher recommends the organization to have policy of “Age Management”.
First, age management refers to a body of knowledge and practice that is

potentially transferable and valuable in the field of business. Second, it refers to a
range of approaches that have evolved cross culturally and have been extensively
researched and documented. Third, while terms other than ‘age management’ might
well describe some of the practices adopted by UK employers in relation to age,
packaging diversity and anti-discrimination initiatives as part (but not the whole) of
the age management process, could lead the organization to consider other elements
available to maximize the contribution of older workers.
After reviewing good practices around the human resource management of

older people, the researcher is drawn to the conclusion that the term ‘age
management’ is indeed part of a widely accepted body of terminology and practice. It
is generally accepted as such, at all levels in organizations, among the professional
bodies supporting management practice and among policy makers seeking to
influence the way issues of age and employment is managed at work. This company
needs young and energetic people for hard work. At the same time, it also should have
the experienced employees to maintain the quality and strength of the organization.
Now let us go little further to the level of education of the employees.
4.1.3. Level of Education
Human Resource Management is concerned with acquisition and utilization of

the ‘human resource’ or people as employees and the nature of the employment
relationship. This covers key processes such as: recruitment and selection; training
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and developing; rewarding and managing performance; and influencing employee
behavior, including securing cooperation and commitment, but also recognizing and
managing conflict at work. These are an integral part of the strategic and management
concerns in work organizations of all kinds.
To find the level of education of staff Frequency tabulation is used by the

researcher. Table 4.3 presented the following results:
Table 4.3: Showing the Staff’s Level of Education
Frequency Percent
Valid Diploma 18 9.0
Graduate 156 78.0
Post Graduate 25 12.5
Others 1 .5
Total 200 100.0

It is obvious from the data pertaining to education that the majority of the
respondents are Graduate 78% (156) and 12.5% (25) are postgraduate and 9% (18) of
respondents are diploma and .5% (1) comes under other category.
Qualification prepares the staff for better employment status or supports their
current and future role in the organization. It gives opportunities for personal growth
and engagement in learning. Therefore, Mando can prepare the ground to increase the
educational qualification of staff by providing incentives or loan for higher studies or
promotions for qualified persons at regular intervals. Still it needs to grow in the path
of human resources specialization. This urges us to study the geographical and
cultural background of the employees.
4.1.4 Region of the Respondents

India is a country located in southern Asia. With over 1.2 billion people, India
is the most populous democracy in the world. It is a federal constitutional
republic governed under a parliamentary system consisting of 28 states and 7 union
territories. All states, as well as the union territories of Puducherry and the National
Capital Territory of Delhi, have elected legislatures and governments, both patterned
on the Western model. The remaining five union territories are directly ruled by the
centre through appointed administrators. In 1956, under the States Reorganisation
Act, states were reorganized on a linguistic basis. Since then, their structure has
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remained largely unchanged. Each state or union territory is further divided into
administrative districts.
The total geographical area of India is 3,287,240 square kilometers

(1,269,210 sq mi) Population density is rounded to the nearest integer. As per census
data 2011, the total population of India is: 1,210,193,422.
The following frequency distribution reveals region wise participation of Staff.
Table 4.4: The Region Wise Participation of Staff
Frequency Percent
Valid East 12 6.0
North 24 12.0
Northeast 4 2.0
South 152 76.0
West 8 4.0
Total 200 100.0

A glance through the Table Majority of the staff [76% (152)] from southern
region and 12% (24) from North region and 6% (12) from East region and 4% (8)
from West region and then 2% (4) from Northeast region. People of India have the
specialty of multi cultural and multi linguistic characteristics. Though they have
different geography, language, culture, and religion, they are united by their
nationality.
Culturally, employees in developing countries hold values completely

different from those in developed countries. Individual national culture value
orientations have on the preference for the design of HR policies and practices. India
is differing from this statement because it has six regions and 27 states. Each is like
one country. Each state people has a different perception of HR polices and practices.
The researcher suggests that the organization need a much better

understanding of how cultural values operate and influence HRM at the individual
level. Smith 199 argues that there is a linkage between cultural values and several
organizational behaviors, such as norms of acceptable behavior, types of conflict, and
preferred leadership styles. In the present case majority of the people from Southern
199
Smith, P.B. (1992) ‘Organisational Behaviour and National Cultures’, British Journal of
Management, 3: 9–51.
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region are working in the company. The company can increase the number of staff
from other regions.
4.1.5 Employment Status of Respondents

To establish the procedures for the determination of employment status, and
the eligibility for benefits, each employee is assigned a position that identifies his/her
employment status. In Mando the employment status of staff is divided into two i.e.
Staff and Shop Floor. The following frequency distribution reveals segmentation
Employment status of respondents.
Table 4.5: Employment Status of Respondents
Frequency Percent
Valid Shop Floor 64 32.0
Staff 136 68.0
Total 200 100.0

From the above table it is found that the sample unit of staff is dominated by
68% (136) of staff followed by only 32% (64) of shop floor. This table shows the
there is less staff in the shop floor level. There is less communication between staff in
shop floor and the staff of Mando. The employment status of the employees will
change the interest of the employees towards the growth of the company. Besides
employment status, experience also has a decisive influence on the perception of
people. Let us now see the details pertaining to experience of staff.
4.1.6 Experience of Staff Respondents.

Gaining experience involves possessing the skills that employers seek out,
acquiring educational qualifications and finding various ways to gain work experience
in the field. Frequency tabulation is used by the researcher to present the tenure of
respondents at the organization.
Table 4.6: Experience of Staff
Frequency Percent
Valid 1-5 years 20 10.0
5-10 years 131 65.5
10-15 years 44 22.0
20 and Above 5 2.5
Total 200 100.0
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A look at the Table 4.6 would reveal that the experience of staff. 65.5% (131)
of staff have experience of 5 – 10 years. 22% (44) of staff have 10 – 15 years of
experience, 10% (20) of staff have 1 -5 years of experience 2.5% (5) of staff have 20
& above years of experience.
Productive experience is critical, not only for the good of the organization but
also for the good of individual employees and their teams. From the above table it can
be seen 2.5% of staff are having 20 and above years of experience. Inexperienced or
Under experienced staff is a lost resource to the organization in terms of opportunity
cost because even if the employee has enough work to earn a salary, the added
marginal labor value will not be realized. The employee will also not have the
advantage of utilizing his/her full potential and get extra rewards. However, over
utilization of staff experience will lead to stress, fatigue, and other health problems or
even the risk of loss of life.
4.2 Personal and Organizational Profile of Operating Engineers

(OEs)
The operating Engineers are the second major category in Mando Automotive
India Limited. Let us study the personal, organizational and social status of the OE
respondents.
4.2.1 Gender of the Employees

Gender distributions of the OEs distributed by Frequency tabulation. Table
below presented the results of the OE respondents.
Table 4.7: Respondent of OEs by Gender
Frequency Percent
Valid Male 292 64.6
Female 160 35.4
Total 452 100.0

From the above table it is found that 64.6% (292) male employees dominate
the sample size of OE’s. Female OE’s are only 35.4% (160). The job nature of
Operating Employees is very rough and tough. They have to work with machines.
Male young diploma holders of mechanical engineering prefer this job. Young
Female employees who acquired diploma in mechanical engineering prefer this job
before their marriage. Due to technical and hazardous nature of job, it is not possible
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to practice gender equality but the organization can try to give more importance in
recruiting female employees. Organization cannot think of women empowerment
especially for this job.
4.2.2 Respondent Category by Age
OE’s are divided in four age categories. The researcher to present the age of
respondent distribution categories of the respondents used frequency tabulation. Table
4.8 presents the following results:
Table 4.8: OEs Age Wise Distribution
Frequency Percent
Valid Below 20 26 5.8
20-30 374 82.7
30-40 51 11.3
40-50 1 .2
Total 452 100.0

A look at the table would reveal that the majority of OE’s are from the age
group of 20 – 30 [82.7% (374) ] and 11.3% (51) of OE’s comes under the age group
of 30 – 40 and 5.8% (26) of OE’s are from the category of below 20 years. Just 2%
(1)of OE is from 40 – 50 age category. This study shows that majority of Youngsters
are working in the OE plant.
Students after completing their diploma joined in this company. After initial
training, they are receiving salary. For them it is new experience of handling money in
their young age. Therefore, they are happy to work. However, the initial enthusiasm
disappears once they began to understand the complexity of their job. They sometime
even think of quitting their job. This may be important reason why 20 – 30 age groups
of OE’s are the majority in the shop floor. The other possible reason for less number
of other categories is that people may be stagnated at this level
4.2.3 Level of Education

Educational qualification plays an important function in the general
context of all administrative responsibility of managing OE’s. The following
frequency distribution reveals the OE’s level of education.
100
Table 4.9: OEs Level of Education
Frequency Percent
Valid Diploma 443 98.0
Graduate 8 1.8
Others 1 .2
Total 452 100.0

From the above table it is found that the sample size of OE’s secured diploma
is dominated by diploma holders with 98% (443) and 1.8% (8) of OE’s secured
graduate degree. Shop floor section is meant for diploma holders. The organization
gives a lot of opportunity to do higher studies part time. Inspiring, nurturing, caring
and thanking are the four objectives of OE model. Mando inspires the OE’s with
different rewards, nurtures them by giving many opportunities for specialization, and
cares financial and moral support to the OE’s.
4.2.4 Region
There are five regions of OE’s in Mando. The following frequency distribution
reveals the employees dissection of region.
Table 4.10: OEs Dissection of Region
Frequency Percent
Valid East 40 8.8
North 67 14.8
Northeast 34 7.5
South 264 58.4
West 47 10.4
Total 452 100.0

A look at the above table makes it obvious that 58.4% (264) respondents of
OE’s is from southern region, 14.8% (67) respondents are from North region, 10.4% (
47) are from west region, 8.8% (40) are from East region, lastly 7.5% (34) are from
north east region. Compared with staff, the OE’s of south is little less. It is good sign
that OE’s from different regions are encouraged. The company is in the process of
introducing OE’s from other region.
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4.2.5 Employment Status
To establish the procedures for the determination of employment status,
outline of the eligibility for benefits, each employee is assigned a position that
identifies his/her employment status. The employment status is divided in to Staff and
Shop Floor.
Table 4.11: Employment Status of OEs
Frequency Percent
Valid Shop Floor 446 98.7
Staff 6 1.3
Total 452 100.0

The above table shows that majority of OE’s comes under 98.7% (446) Shop
floor categories and 1.3% (6) is seniors (shift in-charge). As it was mentioned earlier
this shop floor section is meant for OE’s with few senior staff members. The OE’s are
the producers of the company products. The work nature of OE’s is very practical.
They are asked to strictly follow the rules and techniques prescribed for them.
4.2.6 Experience of the OEs

Gaining experience involves possessing the skills that employers seek out,
acquiring educational qualifications and finding various ways to gain work experience
in the field. Production and profit of the organization will also increase based on
experienced people. The following frequency distribution reveals the experience of
the OE’s.
Table 4.12: Experience of the OEs
Frequency Percent
Valid 1-5 years 384 85.0
5-10 years 65 14.4
10-15 years 2 .4
20 and Above 1 .2
Total 452 100.0

It is very clear from the above table that majority of OE’s i.e., 85% (384)
comes under the category of 1- 5 years of experience and 14.4% (65) respondents of
OE’s are come under 5 – 10 years category and less people come under 10 years and
above category. It is a good sign that company is showing signs of maturity. Majority
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of OE’s are coming under the one to five years experience group. The company gives
lot of opportunity for OE’s to get promotion in different branches of Mando. The
well-qualified and experienced OE’s are sent abroad also for training and exposure.
International companies are also recruiting the OE’s of Mando. A good number of
OE’s who have more than five years of experience are settled in different countries.
However, the presence of a high number of less experienced OEs and less number of
more experienced OEs does not augur well for the company. It should make efforts to
retain the employees for longer tenure.
4.3 Opinion of Staff on HR Audit Practices

The entire study has been designed to analyze the important elements of HR
process in Mando from HR Audit perspective. This is because the study unit namely
Mando selected these elements of Hr process and subjected them to regress
examination in terms of validity and relevance. These important elements are Staff
structure, manpower, performance management, talent identification, creation &
retention, organization culture, record maintenance, women‘s grievance committee
and HRIS. As part of the analysis, the researcher scrutinized the international and
national literature pertaining to each of these elements and finally decided to pick up
and use Likerts 5 point scale for studying the perception of each sample respondent
regarding these elements. To begin with the researcher has discussed about HR
structure and employees perception of these structures utility and value in terms of
organizational and individual goal accomplishment.
4.3.1 HR Structure
HR structure as the term suggests refers to the hierarchy involved in the HR
management. This structure acts as a strategic link between an organization’s business
strategy and people. They also play an indispensable role in executing those business
strategies. The top line executives hold the pivotal role in any HR structure because
they represent the best source of evaluating information. The opinion of staff
presented in the following table
Table 4.13: HR Structure

Variables N Mean SD SEM
Business strategy has link with HR 200 4.4350 .72692 .05140
The policies of the company and the HR department 200 4.4750 .70131 .04959
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From the above table it is found that the mean values of the two variables
4.4350 and 4. 4750 with consistent standard deviation of .72692 and .70131. The
standard errors are sufficient to calculate the ‘T’ values as presented in the table
below
Table 4.14: Significance of the HR Structure

Variables Test Value = 3
T df Sig. (2-T)
Lower Upper Lower
Business strategy has link with HR 27.918 199 .000
The policies of the company and the HR
29.744 199 .000
department
Source: primary data, C.I. of Diff  Confidence Interval of the Difference
From the above table it is found that the ‘T’ values 27.918 and 29.744 are
statistically significant at 5% level. Therefore, it can be concluded that the staff of
Mando strongly agree that the existing HR structure in their organization has a very
good link with the company’s business strategy. This involves establishing the
organization structure in a way that will enable the realization of the intended mission,
vision, goals, objectives, strategies and tasks. It is like an African saying that ‘you
scratch your back where your hand can reach’. No single organizational structure can
suit all organizations because the suitability of an organizational structure will depend
on where the organization is, and what its future prospects are. If the mission of the
organization involves rapid growth and expansion, a tall bureaucratic structure may
not be desirable because such a structure slows the decision making process, which in
turn, stifles flexibility, creativity and innovation. A personnel officer who is
fundamentally responsible for effective manning levels in the organization has the
mandate to become part of the organizational structure design team. The staff gave a
strong opinion that the company’s policies are very optimistic in supporting the
extension level works of HR departments.
4.3.2 Manpower
Manpower planning is the determination of right number and right skills of
human force to suit present and future needs. Manpower planning is the strategy for
the requisition, utilization, improvement and preservation of an enterprise’s human
resource. It relates to establishing job specifications or the quantitative requirements
of jobs determining the number of personnel required and developing sources of
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Manpower. Manpower planning is a process determining requirements of right the
number and the right kind of human force at the right place and the right time.
Objectives of Manpower planning of Mando are to ensure optimum use of

human resources currently employed. to assess future skills requirement, to provide
control measures to ensure that necessary resources are available as and when
required, to determine requirement level, to anticipate redundancies and avoid
unnecessary dismissals and assess training and development needs. The result in the
section below is generated to assess the Manpower planning process required for
effective Human Resource Management Service Delivery. Item mean tabulation is
used to present the results as presented in table below.
Table 4.15: Manpower Planning

Manpower planning process 200 4.3200 .70718 .05001
Clear job description 200 4.1000 .71593 .05062
HR Planning 200 4.2550 .86818 .06139
From the above table it is found that the mean values of variables 4.3200,
4.1000 and 4.2550 with consistent standard deviation .70718, .71593 and .86818. The
standard errors are sufficient enough to calculate the ‘T’ values as presented in the
table below
Table 4.16: Significance of Manpower Planning

Test Value = 3
Variable T Df Sig.(2-T)
Lower Upper Lower
Manpower planning process 26.397 199 .000
Clear job description 21.729 199 .000
HR Planning 20.443 199 .000
From the above table it is found that the ‘T’ values 26.397, 21.729 and 20.443
are statistically significant at 5% level. Therefore, it can be concluded that the staff of
Mando strongly agree that Mando Company has an effective Manpower process. It
involves a process of enabling the organization to have the right people, doing the right
jobs at the right time. This is in line with the challenges facing managers in staffing
the organization. It is about planning for the number and quality of employees
required under different job categories. The Manpower process is to make sure that
staffing process such as recruitment, selection, placement, promotions, transfers and
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downsizing are effective. HR audit practices help the Mando company to have clear
job description for each job/position and clear competency map. Mando is doing HR
planning according to the skills, knowledge and education of existing employees.
4.3.3 Performance Management

Performance management is the process through which supervisors, those they
lead gain a shared understanding of work expectations, and goals, exchange
performance feedback, identify learning and development opportunities, and evaluate
performance results. HRM practices enhance organizational performance. The results
in the section below were generated to assess the Performance Management required
for effective Human Resource Management Service Delivery. Item mean tabulation is
Table 4.17: The Performance Management

Individual KRA sheets 200 4.1800 .58249 .04119
All annual appraisal forms for all employees 200 4.2200 .46115 .03261
All annual appraisal forms for every year 200 4.1650 .45697 .03231
Final approved performance rating 200 3.9450 .83994 .05939
Refresher training for appraisers 200 3.7650 .74333 .05256
Midterm review of KRAs 200 4.1700 .89167 .06305
Job Description( JD) 200 4.1600 .90471 .06397
JD No. relevant as per their current JD 200 4.2100 .77388 .05472
4.2200, 4.1650, 3.9450, 3.7650, 4.1700, 4.1600, and 4.2100 with consistent standard
deviation .58249, .46115, .45697, .83994, .74333, .89167, .90471 and .77388. The
below
Table 4.18: The Significance of Performance Management
Test Value = 3
Variables t Df Sig.(2-T)
Lower Upper Lower
Individual KRA sheets 28.649 199 .000
All annual appraisal forms for all employees 37.414 199 .000
All annual appraisal forms for every year 36.054 199 .000
Final approved performance rating 15.911 199 .000
Refresher training for appraisers 14.554 199 .000
Midterm review of KRAs 18.557 199 .000
Job Description( JD) 18.133 199 .000
JD No. relevant as per their current JD 22.112 199 .000
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From the above table it is found that the ‘T’ values 28.649, 37.414, 36.054,
15.911, 14.554, 18.557, 18.133, and 22.112 are statistically significant at 5% level.
Therefore it can be concluded that the staff of Mando strongly agree that all
employees have approved individual KRA sheets for every year and all annual
appraisal forms have been filed & signed by apprisee & appraisers for all employees.
Final approved performance rating is communicated to all employees regularly.
Mando staff members strongly agree that Midterm review of KRAs is completed
regularly in July as applicable, Job Description (JD) have been reviewed for each job
during midterm review and all employees have been allotted JD. No. relevant as per
their current JD.
Staff of Mando moderately agree for two performance management variables

that is
i) All annual appraisal forms have been filled & signed by appraisee &
appraisers for every year.
ii) All appraisers have undergone refresher training on assessment skills 2

months before final appraisal previous year.
The HR audit of performance management recommends the organization to

pay attention on managing performance of the individual. The HR department has to
initiate the system, process, techniques and tools of individual, teams and
organizational performance measurement. It has to ensure that performance targets for
individuals, teams, sections and departments are set and agreed upon and measures to
address performance gaps are in place and are working. This is not an easy task
because it requires a value judgment about employees. Indeed, there are no other
areas of HR management that make HR officers more uncomfortable and unpopular
than the appraisal function. This is because whatever process or tool is used to
appraise staff and reward them accordingly, there is always tacit or explicit
dissatisfaction from staff based on the feelings that such decisions were biased.
Progress has been made towards improving staff appraisal systems, which will be
covered later under performance management. The following two suggestions will
help the Mando to satisfy staff .The filled annual forms filed and signed by the
appraisee and appraisers for every year can be reduced to six months so that this
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practice will satisfy the staff of Mando. The training program for appraisers on
assessment skills has to be updated.
4.3.4 Talent Identification, Creation and Retention

Retention of key talent — those employees who are the strongest performers,
have high potential or are in critical jobs — is even more important during economic
recoveries when organizations compete aggressively for market share and talent. Key
talent disproportionally contributes to current organization performance and to future
performance since key employees often become organization leaders. Losing key
talent costs considerably more since these employees’ impact and contribution are
greater than that of typical employees. Estimates suggest that the cost of employee
turnover often ranges from 50% to 200% of the employee’s annual salary based on
the type and level of job he/she holds. These costs are substantial and have moderate
rates of turnover. The overall opinion of staff offered in the following table
Table 4.19: Talent Identification, Creation and Retention

Human Capital (HC) list 200 4.5650 .81183 .05741
Awareness of HC list 200 4.1150 .55977 .03958
Development dialogue 200 4.0250 .60515 .04279
Development/ growth plan 200 3.9150 .62428 .04414
Exit interview 200 3.9650 .72554 .05130
The full & final settlement 200 3.7550 .96937 .06854
From the above table it is found that the mean values of variables are 4.5650,
4.1150, 4.0250, 3.9150, 3.9650, and 3.7550 with consistent standard deviation .81183,
.55977, .60515, .62428, .72554, and .96937 the standard errors are sufficient enough
to calculate the ‘T’ values as presented in the table below
Table 4.20: The Significance of Talent Identification, Creation and Retention

Test Value = 3
Variables t Df Sig. (2-T)
Lower Upper Lower
Human Capital (HC) list 27.262 199 .000
Awareness of HC list 28.170 199 .000
Development dialogue 23.954 199 .000
Development/ growth plan 20.728 199 .000
Exit interview 18.810 199 .000
The full & final settlement 11.015 199 .000
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From the above table it is found that the ‘T’ values 27.262,, 28.170, 23.954,
20.728, 18.810 and 11.015 are statistically significant at 5% level. Therefore it can be
concluded that the staff of Mando strongly agree that Human Capital (HC) list is
available in the company, Department heads are aware of HC list of their departments
and Development dialogue has been completed in Human Capital list.
The HR audit recommends the organization to strengthen three areas which

are moderately accepted by Staff of Mando. They are as follows
• Employees up to L2 in HC list have a copy of their development/
growth plan,
• Exit interview is conducted regularly in our plant
• The full final settlement of employees separated has been completed
within 1 month.
Effective employee utilization is critical, not only for the good of the
organization but also for the good of individual employees and their teams. HR
department makes sure that the availability of the HC list to L1 and L2 employees of
staff.
4.3.5 Organization Culture

Organizational culture refers to a system of shared meanings held by members
that distinguishes one organization from other organizations. Organizational culture
provides employees with a clear understanding of the way things are done in that
organization. Organizational culture is the perceived, subjective influence of the
formal system, the informal‚ style of managers and other significant environmental
factors on the attitudes, beliefs, values and motivation of the people in a particular
organization.
The concept of culture is seen as a kind of bridge between the individual and
the organization. Culture performs a number of functions within an organization. It
creates a distinction between one organization and another, it conveys a sense of
identity for role incumbents, it facilitates the generation of commitment, and it
enhances social system stability. Finally, culture sells as a sense-making and control
mechanism that guides and shapes the attitudes and behavior of employees.
One of the major reasons for the widespread popularity of and interest in
organizational culture stems from the argument (or assumption) that certain
organizational cultures lead to superior organizational financial performance.
109
Organizational culture may create competitive advantage is by defining the
boundaries of the organization in a manner which facilitates individual interaction
and/or by limiting the scope of information processing to appropriate levels.
The results in the section below were to assess the Organization Culture
essential for effective Human Resource Management Service Delivery. Item mean
tabulation is used to present the results as presented in table below.
Table 4.21: Organization Culture

Monthly calendar 200 4.3550 .91825 .06493
Adherence to the calendar 200 4.3800 .86565 .06121
Ideas of employees 200 3.7800 .82766 .05852
Availability duty manager 200 3.8950 .63719 .04506
Employee Satisfaction Survey 200 4.0600 .71340 .05045
Follow up of GPTW Survey 200 3.9800 .74994 .05303
Communication meetings 200 4.2300 .68516 .04845
Participation in communication meeting 200 3.9750 .62154 .04395
Annual Medical checkup 200 3.9600 .85561 .06050
Doctor facility 200 3.6900 .99945 .07067
4.3800, 3.7800, 3.8950, 4.0600, 3.9800, 4.2300, 3.9750, 3.9600 and 3.6900 with
consistent standard deviation .91825, .86565, .82766, .63719, .71340, .74994, .68516,
.62154, .85561, and .99945 the standard errors are sufficient enough to calculate the
‘T’ values as presented in the table below
Table 4.22: The Significance of Organization Culture

Test Value = 3
Variables T Df Sig. (2-T)
Lower Upper Lower
Monthly calendar 20.869 199 .000
Adherence to the calendar 22.545 199 .000
Ideas of employees 13.328 199 .000
Availability duty manager 19.864 199 .000
Employee Satisfaction Survey ( ESS) 21.013 199 .000
Follow up of GPTW Survey 18.481 199 .000
Communication meetings 25.388 199 .000
Participation in communication meeting 22.185 199 .000
Annual Medical checkup 15.868 199 .000
Doctor facility 9.763 199 .000
110
19.864, 21.013, 18.481, 25.388, 22.185, 15.868 and 9.763 are statistically significant
at 5% level. Therefore it can be concluded that the staff of Mando strongly agree that
there is a monthly calendar made for staff working on line. More than 70% of staff
adheres to the calendar. Staff members of Mando strongly agree that 100% employees
have given at least 2 ideas after working on line. This shows the participation and
responsibility of the staff. They strongly agree that the communication meetings at
plant level are held regularly.
Staff members strongly agree that Employee Satisfaction Survey (ESS) or

GPTW Survey is conducted in every year. However, the staff agreed that the Follow
up Action is taken on GPTW Survey moderately. The HR audit helps the company to
regularize the follow up action based on ESS.
The staff of Mando moderately agrees that all employees in general (1st and
2nd shift) are covered in communication meetings. Annual Medical checkup is done
for all and there is doctor facility available within the plant. There is a duty manager
nominated to be available on phone for C Shift on weekly basis. The organization has
to reform the methods of conducting communication meetings. The availability of
duty manager and medical check up can be informed well in advance to the staff
members.
4.3.6 Training
The sixth HR audit practice of staff is Training. There are essentially three
main types of employee training programs: formal, employer-supported offsite
training (e.g., tuition reimbursement programs); formal, employer-provided on-site
training (e.g., employee induction programs); and informal, on the-job training (e.g.,
coaching and mentoring). In addition, training and development policies include those
that promote an “internal labor market” by providing opportunities for development
and career advancement within the firm. Formal, on-site, employer-provided training
programs, such as formal induction programs, have had a consistently positive
relationship with performance in a number of meta-analyses and quality empirical
studies. The results in the section below help to assess the training essential for
effective Human Resource Management Provision Delivery. Item mean tabulation is
111
Table 4.23: Training
40 hours of training 200 4.3850 1.03544 .07322
Training and appraisal Discussion 200 4.4650 .96615 .06832
Training Report 200 4.5250 .80162 .05668
Bond for employees 200 4.7050 .50919 .03600
4.4650, 4.5250 and 4.7050 with consistent standard deviation 1.03544, .96615, .80162
and .50919 the standard errors are sufficient to calculate the ‘T’ values as presented in
the table below
Table 4.24: The Significance of Training

Test Value = 3
Variables T df Sig. (2-T)
Lower Upper Lower
40 hours of training 18.916 199 .000
Training and appraisal Discussion 21.444 199 .000
Training Report 26.904 199 .000
Bond for employees 47.355 199 .000
From the above table it is found that the ‘T’ values 18.916, 21.444, 26.904 and
47.355 are statistically significant at 5% level. Therefore it can be concluded that the
staff of Mando strongly agree that Employees get 40 hours of training. Employee for
training is identified during appraisal Discussion. On completion of training there is a
report submitted on main points learnt from the training. There is a Bond for
employees sent on training to abroad / MBA / NITIE / Conversion Trainings / STOE,
etc., There are minimum 80% adherence to training plan for every year. The staff of
Mando is happy with the training policies and methods. It shows that the staff are
trained properly. They have the same mind of the employer.
4.3.7 Recruitment, Selection and Induction

Recruitment, Selection and Induction also has an important role to play in
ensuring worker performance and positive organizational outcomes. Mando claimed
that selection of workers occurs not just to replace departing employees or add to the
workforce but rather aims to put in place workers who can perform at a high level and
demonstrate commitment.
Recruitment and selection forms a core part of the central activities underlying
in Mando human resource management: namely, the acquisition, development and
112
reward of workers. It frequently forms an important part of the work of human
resource managers.
All employees require induction. The character of the induction will vary, but
all staff need some form of program, whether they are in academic, technical,
professional or support roles, senior or junior appointments, full or part-time,
permanent or on a short-term contract, new to the organization or an internal
appointment. Depending on the situation, more or less information will be required.
The results in the section below were help to assess the recruitment, selection and
Induction essential for effective Human Resource Management Provision Delivery.
Item mean tabulation is used to present the results as presented in table below.
Table 4.25: Recruitment, Selection and Induction

Pre- employment Medical checkup 200 4.4300 .58033 .04104
Structured Induction program 200 4.3850 .65492 .04631
A mentor (Buddy) system 200 4.2350 .72276 .05111
4.3850 and 4.2350 with consistent standard deviation .58033, .65492 and .72276 the
standard errors are sufficient enough to calculate the ‘T’ values as presented in the
table below
Table 4.26: The Significance of Recruitment, Selection and Induction

Test Value = 3
Lower Upper Lower
Pre- employment Medical checkup 34.848 199 .000
Structured Induction program for new joiners 29.907 199 .000
A mentor (Buddy) system 24.165 199 .000
From the above table it is found that the ‘T’ values 34.848, 29.907 and 24.165 are
Mando strongly agree that the HR department properly maintains the policies of
recruitment, selection and induction policies. The table above shows that the pre-
employment Medical checkup regularly is done. There is structured Induction
program for new joiners as per their level. A mentor (Buddy) has been assigned to
every new joiner.
113
4.3.8 Record Maintenance
The eighth HR audit practice of Mando is Record Maintenance. The Records
Management Office will provide active records and filing system advice to custodians
on topics such as: Electronic filing methods, Indexing methods, Filing supplies and
equipment, File labeling and color coding methods, and Retrieval systems.
The results in the section below help to assess the Records Management
essential for effective Human Resource Management Provision Delivery. Item mean
tabulation is used to present the results as presented in table below.
Table 4.27: Record Maintenance

Availability of PF Nomination forms 200 4.4400 .64691 .04574
Mediclaim insurance 200 4.4200 .59613 .04215
Leave accumulation details 200 4.2150 .70801 .05006
Personnel Manual 200 4.1300 .62855 .04445
Access of Personnel Manual 200 4.0050 .79254 .05604
4.4200, 4.2150, 4.1300 and 4.0050 with consistent standard deviation .64691, .59613,
.70801, .62855 and .79254 the standard errors are sufficient enough to calculate the
Table 4.28: The Significance of Record Maintenance

Test Value = 3
Lower Upper Lower
Availability of PF Nomination forms 31.480 199 .000
Mediclaim insurance 33.687 199 .000
Leave accumulation details 24.269 199 .000
Personnel Manual 25.425 199 .000
Access of Personnel Manual 17.933 199 .000
25.425 and 17.933 are statistically significant at 5% level. Therefore, it can be
concluded that the staff of Mando strongly agree that the Record maintenance of
Mando is very systematic and advanced. The above results shows that the nomination
forms related to PF are available for all employees. Documentation related to
Mediclaim insurance has been completed. Leave accumulation details are accessible
114
by employees. This Company has Personnel Manual where the policies and practices
are updated every year. Employees have easy access of Personnel Manual.
4.3.9 Women’s Grievance Committee

Mando has adopted the guidelines in Compliance with the Sexual Harassment
of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 (“Sexual
Harassment Act”) and guidelines laid down by the Supreme Court of India in its 13
August 1997 judgment on the Writ Petition (Criminal) Vishaka vs. State of Rajasthan
for prevention and deterrence of sexual harassment in the workplace. The sense of
security at the workplace/study place will improve women’s participation in overall
progress, resulting in their economic empowerment and inclusive growth as whole.
The results in the section below were provoked to assess the women’s
Grievance essential for effective Human Resource Management Provision Delivery.
Item mean tabulation is used to present the results as presented in table below.
Table 4.29: Women’s Grievance Committee

The president of WGC 200 4.2200 .62735 .04436
Members of WGC 200 4.1550 .68800 .04865
Representatives from NGO 200 3.6950 .65123 .04605
WGC meetings 200 3.9500 .61595 .04355
Policy on sexual harassment 200 3.9550 .53329 .03771
Awareness program 200 3.8750 .64922 .04591
4.1550, 3.6950, 3.9500, 3.9550 and 3.8750 with consistent standard deviation .62735,
.68800, .65123, .61595, .53329 and .64922 the standard errors are sufficient enough to
calculate the ‘T’ values as presented in the table below
Table 4.30: The Significance of Women’s Grievance Committee

Test Value = 3
Variables t df Sig. (2-T)
Lower Upper Lower
The president of WGC 27.502 199 .000
Members of WGC 23.742 199 .000
Representatives from NGO 15.093 199 .000
WGC meetings 21.812 199 .000
Policy on sexual harassment 25.325 199 .000
Awareness program on sexual harassment 19.060 199 .000
115
21.812, 25.325 and 19.060 are statistically significant at 5% level. Therefore, it can be
concluded that the staff of Mando strongly agree that the president of Women’s
Grievance and Sexual Harassment committee is a female employee and Women
committee consists of minimum 3 members.
Staff members moderately agree that the Women committee has

representatives from NGO, Women committee meetings are being held once in a
month, there is a policy on sexual harassment & it is displayed and awareness
program on sexual harassment are conducted. The above four areas are accepted by
the staff moderately. The organization has to concentrate on women empowerment.
The empowerment of women concerns women gaining power and control over
their own lives. It involves awareness-raising, building self-confidence, expansion of
choices, increased access to and control over resources and actions to transform the
structures and institutions which reinforce and perpetuate gender discrimination and
inequality. Empowerment should not be seen as a zero-sum game where gains for
women automatically imply losses for men. Increasing women’s power in
empowerment strategies does not refer to power over, or controlling forms of power,
but rather to alternative forms of power: power to; power with and power from within
which focus on utilizing individual and collective strengths to work towards common
goals without coercion or domination.
4.3.10 HRIS
A human resource information system (HRIS) is software containing a
database that allows the entering, storage and manipulation of data regarding
employees of a company. It allows for global visualization and access of important
employee information. The use of Human Resource Information Systems (HRIS) has
been advocated as an opportunity for human resource (HR) professionals to become
strategic partners with top management. The idea has been that HRIS would allow the
HR function to become more efficient and to provide better information for decision-
making.
The results in the section below help to assess the HRIS essential for effective
Human Resource Management Provision Delivery. Item mean tabulation is used to
present the results as presented in table below.
116
Table 4.31: HRIS
IT system to support HR processes 200 4.7550 .60565 .04283
Personal details maintained through the system 200 4.7300 .64745 .04578
Leave management 200 4.6350 .58608 .04144
4.7300 and 4.6350 with consistent standard deviation .60565, .64745 and .58608 the
below
Table 4.32: The Significance of HRIS

Test Value = 3
Lower Upper Lower
IT system to support HR processes 40.980 199 .000
Personal details maintained through the system 37.788 199 .000
Leave management 39.452 199 .000
From the above table it is found that the ‘T’ values 40.980, 37.788 and 39.452 are
Mando strongly agree that the Company has an IT system to support HR processes.
Personal details of all employees are maintained through the system. Leave
management is through system only. This result shows that the organization has an
effective HRIS and HRIS of Mando strongly satisfied the staff by its activities.
4.3.11 Over all Opinion of Staff on HR Audit Practices of Mando

The researcher summarizes the opinion of the staff regarding HR practices in
the following table 4.33.
Table 4.33: Over all Opinion of Staff on HR audit Practices of Mando

HR Audit
S.No Strongly Agree Moderately Agree
Practices
1 HR structure 1. Business strategy and HR
Dept.
2. Executing of policies of
the company
2 Man power 1. Manpower planning
2. Clear job description
3. HR planning
117
3 Performance 1. Approved KRA sheets 1.Final approved
Management 2. Appraisal forms for all performance rating
3. Appraisal form for every 2. Appraisers training
year
4. Midterm review of KRA
5. Job Description
6. Job Description number
4 Talent 1. HC list 1. growth plan
Identification 2. Awareness of HC list 2. Exit interview
3. Development dialogue 3. Final settlement
5 Organization 1. Monthly calendar 1.Ideas of Staff
culture 2. Adherence to the calendar 2.Availibility of Duty
3. ESS Manager
4. Follow up of ESS 3.Communication
5. Communication meeting meeting for shift 1&2
at plant level 4. Medical check up
5. Doctor facility
6 Training 1. 40 hours of training
2. Appraisal Discussion
3. Training report
4. Bond
5. Training plan
7 Recruitment, 1. Pre-employment medical
Selection and check up
Induction 2. Induction program
3. Buddy system
8 Record 1. Nomination forms
maintenance 2. Mediclaim Insurance
3. Leave details
4. Personnel manual
5. Access of manual
9 WGC 1. President of WGC 1. Rep. from NGO
2. WGC committee 2.WGC meeting
3.Policy on sexual
harassment
4. Awareness program
10 HRIS 1. IT system
2. Personaal details
3. Leave Management
4.4. Opinion of OE’s on HR Audit Practices.
The second major group of Mando is Operating Engineers. There are nine HR
audit practices for OE’s of Mando. They are as follows.
 Recruitment
 Induction
 Training
 Appraisal / Retention
118
 Recognition
 Contractual on line
 Infrastructure
 MandoRedresal Forum (MRF)
 Women’s Grievance Committee
The researcher concentrates on the above nine HR audit practices in a detailed
manner.
4.4.1 Recruitment
Recruitment is the process of locating potential applicants and encouraging
them to apply for existing or anticipated job opening. During this process, efforts are
made to inform the applicants about requirement of the job, qualification required to
perform the job and the career opportunity available to the candidate in the
organization. On the basis of availability of present human resources in the
organization decision will be made with regards to filling up the vacancy from within
the organization or outside the organization. These decisions are made on the basis of
organization’s human resources policies, and the requirement of the vacancy to be
filled. Another important factor in the success of recruitment is how much the firm is
willing to offer in terms of salary and other benefits in comparison to other
organizations in the area. Good recruiting system requires the effectiveness by pre-
screening the employees on the basis of their interest in the organization. The
screening is usually done by conducting a telephonic/ web-based interview prior to
actual interview process. This helps weeding out the applicants who do not have real
interest in the organization. The process of pre-screening saves a lot of time and
makes the whole system effective.
The results in the section below were generated to assess the recruitment
process required for effective Human Resource Management Service Delivery. Item
mean tabulation is used to present the results in the table below.
Table 4.34: Recruitment of OEs

The initial IQ test 452 4.5752 .67328 .03167
Recruitment team 452 4.2854 .72672 .03418
Feedback from the new joinee 452 4.1858 .81067 .03813
Feedback from supervisor 452 4.0177 .75025 .03529
Source: Primary Data
119
4.2854, 4.1858 and 4.0177 with consistent standard deviation .67328, .72672, .81067
and .75025. The standard errors are sufficient to calculate the ‘T’ values as presented
in the table below
Table 4.35: The ‘T’ Values of Recruitment of OEs

Test Value = 3
Lower Upper Lower
The initial IQ test 49.741 451 .000
Recruitment team 37.604 451 .000
Feedback from the new joinee 31.099 451 .000
Feedback from supervisor 28.839 451 .000
From the above table it is found that the ‘T’ values 49.741, 37.604, 31.099 and
28.839 are statistically significant at 5% level. Therefore, it can be concluded that the
OE’s of Mando strongly agree that the initial IQ test is being conducted before
selecting the candidate. The Recruitment team includes at least one Manager
(Production/HR) and an ex-student from same region / institute). Feedback is taken
from the new joiners in regular intervals. Feedback is taken from the supervisor about
new joiners after 3-4 weeks.
4.4.2 Induction
All employees require induction. The character of the induction will vary, but
all staff need some form of program, whether they are in academic, technical,
professional or support roles, senior or junior appointments, full or part-time,
permanent or on a short-term contract, new to the organization or an internal
appointment. Depending on the situation, more or less information will be required.
Employees are familiarized with their new immediate work unit and
environment, including local work practices, standards, safe work procedures,
administrative procedures and training in relevant systems by having Induction
program. Mando also include mandatory training programs. An induction period is
meant to ensure that new members of staff settle into their roles as quickly and
effectively as possible. Tailor-made programs have also been shown to increase staff
retention. The results in the section below were generated to assess the induction
mean tabulation is used to present the results in table below.
120
Table 4.36: Induction of OEs
Induction training by Anand U certified PTT 452 4.4978 .78652 .03699
Joining of fresh recruits 452 4.1195 .83911 .03947
Training modules 452 4.2212 .78776 .03705
Inaugural address 452 4.1460 .81336 .03826
Buddy system 452 4.4381 .82809 .03895
New joinees’s induction training 452 4.3164 .80981 .03809
Entertainment Activities 452 4.2190 .89010 .04187
Apprentices/ trainees 452 3.9845 .92140 .04334
4.1195, 4.2212, 4.1460, 4.4381, 4.3164, 4.2190 and 3.9845with consistent standard
deviation .78652, .83911, .78776, .81336, .82809, .80981, .89010 and .92140. The
below
Table 4.37: The ‘T’ Values of Induction of OEs

Test Value = 3
Lower Upper Lower
Induction training by Anand U certified PTT 40.486 451 .000
Joining of fresh recruits 28.364 451 .000
Training modules 32.959 451 .000
Inaugural address 29.955 451 .000
Buddy system 36.920 451 .000
New joinees’s induction training 34.559 451 .000
Entertainment Activities 29.117 451 .000
Apprentices/ trainees 22.716 451 .000
29.955, 36.920, 34.559, 29.117 and 22.716 are statistically significant at 5% level.
Therefore, it can be concluded that the OE’s of Mando strongly agree that Anand U
certified PTT conducts induction training. Joining of fresh recruits is done on fixed
days in a month. Detailed training modules are available for OE’s. OE’S have a copy
of training modules in their hand. The Plant Head welcomes the fresher. The Buddy
system is followed by the organization to train the fresher. Buddy system in the plant
is as per Guidelines from Corporate HR. Welcome Party, City Dharsan and Quiz
competition are for new joiners within 3 months of their joining. New joiners have
undergone induction training before being employed on M/C. OE’s moderately agreed
121
that Apprentices/ trainees are not put for night training within 2 months of joining. It
shows that they do not like night training.
4.4.3 Training
Training involves an expert working with learners to transfer to them certain
areas of knowledge or skills to improve in their current jobs. Development is a broad,
ongoing multi-faceted set of activities (training activities among them) to bring
someone or an organization up to another threshold of performance, often to perform
some job or new role in the future. Employees must be trained, and where possible
developed to meet their own career needs and the need of the organization. In Mando
training is job or task-oriented. It aims at enabling individuals to perform better on the
jobs they are currently doing. Therefore, Mando developed and implemented training
and development systems and programs that best help to achieve its objectives. The
results in the section below were generated to assess the Manpower planning process
required for effective Human Resource Management Service Delivery. Item mean
tabulation is used to present the results in table below.
Table 4.38: Training of OEs

40 Hours of training 452 4.2832 1.11207 .05231
Criteria for selection 452 4.0885 .85600 .04026
Conversion trainings 452 4.2212 .87320 .04107
STAR program 452 4.1327 1.08204 .05089
Training history record 452 1.8319 .82803 .03895
4.0885, 4.2212, 4.1327 and 1.8319with consistent standard deviation 1.11207, .85600,
.87320, 1.08204 and .82803. The standard errors are sufficient to calculate the ‘T’
values as presented in the table below
Table 4.39: The ‘T’ Value of Training of OEs

Test Value = 3
Lower Upper Lower
40 Hours of training 24.532 451 .000
Criteria for selection 27.035 451 .000
Conversion trainings 29.734 451 .000
STAR program 22.257 451 .000
Training history record -29.993 451 .000
122
22.257 and -29.993 are statistically significant at 5% level. Therefore, it can be
concluded that the OE’s of Mando strongly agree that every year OE’s are undergoing
40 hours of training which is arranged by the organization.
Criteria for selection as cell IDs/ TL has been laid down. HR department does
the selection. All OE’s know the selected candidates. HR identifies conversion
trainings for the ATMAC qualified OEs. Mando is conducting STAR program for
supervisors and cell leaders. Those who attended the STAR Program will be selected
as supervisors and cell leaders. All the cell leaders / supervisors have been trained in
STAR program.
OEs are strongly disagreeing that Training history record is not available for
employees. They are aware of training history record and it is available for OE’s.
4.4.4 Appraisal / Retention

The fourth HR audit practice of OE’s is Appraisal/ Retention. Executives have
recognized the significance of executive coaching in their professional performance,
both personally and organizationally. During the first years of executive coaching, it
was seen as an executive crutch to assist non-performers. Today, executive coaching
is looked upon as a necessary tool and in some cases reserved only for senior
executives. The results in the section below were generated to assess the Appraisal /
Retention process required for effective Human Resource Management Service
Delivery. Item mean tabulation is used to present the results in table below.
Table 4.40: Appraisal / Retention of OEs

Personal records 452 4.5000 .78087 .03673
Increment letters 452 3.9712 1.12680 .05300
Summary of exit interviews 452 4.0465 .85283 .04011
Action plans from exit interviews 452 3.9535 .78232 .03680
All Absconding cases 452 4.2345 .88988 .04186
OE attrition 452 4.1394 .91818 .04319
Retention of apprentices / trainees 452 4.0597 .85978 .04044
Relationship with top Management 452 4.1814 .81983 .03856
Knowledge & special allowance 452 4.2788 .89700 .04219
Service 452 4.0111 1.07887 .05075
3.9712, 4.0465, 3.9535, 4.2345, 4.1394, 4.0597, 4.1814, 4.2788 and 4.0111with
123
consistent standard deviation .78087, 1.12680, .85283, .78232, .88988, .91818,
.85978, .81983, .89700 and 1.07887. The standard errors are sufficient to calculate the
Table 4.41: The ‘T’ Value of Appraisal / Retention of OEs

Test Value = 3
Variables t df Sig. (2-T)
Lower Upper Lower
Personal records 40.840 451 .000
Increment letters 18.325 451 .000
Summary of exit interviews 26.087 451 .000
Analysis of & action plans from exit interviews 25.913 451 .000
All Absconding cases 29.494 451 .000
OE attrition 26.382 451 .000
Retention of apprentices / trainees 26.205 451 .000
Relationship with top Management 30.637 451 .000
Knowledge allowance & special allowance 30.309 451 .000
Service 19.924 451 .000
25.913, 29.494, 26.382, 26.205, 30.637, 30.309 and 19.924 are statistically significant
at 5% level. Therefore it can be concluded that the OE’s of Mando strongly agree that
HR have records of Mobile no./ address of all OEs, Summary of exit interviews with
analysis & corrective actions is sent to plant head, all Absconding cases are closed &
reported with a maximum of 40 days from the date of last attendance, OE attrition in
last 3 months is above the affordable Retention of apprentices / trainees hired in last 6
months is not encouraging, there is a structured process followed by HR to establish
connect with every OE once in a month (Eg. Lunch with JMD, Write to know, MRF
& Hostel Meeting), Criteria of knowledge allowance & special allowance is displayed
on Notice Board and Service Award accumulated amount for every OE is displayed
on notice board every month.
OEs moderately agree that the increment letters to OEs have been issued by
10th of the month and there is evidence of analysis of exit interviews & action plans.
The organization has to concentrate on the above two areas where the OE’s are not
fully satisfied. Delivery of increment letters and analysis of exit interviews & action
plans will affect the OE’s personally. They will be eager to get increment. This is the
basic expectation of the human being to be recognized. The employer should study
the employee’s psychology and do the needful to the employees. In the same way, the
124
OE’s also expect the evidence of analysis of exit interview and follow up action. This
is a basic drive of the OE’s to know the analysis of exit interview and follow up
action.
4.4.5 Recognition
Recognition of work performance focuses on employees’ work process, most
notably the creativity, innovation and continuous improvement they bring to their
work methods. In the context of the work process, the main indicators for this type of
recognition manifest themselves when individuals (or teams) feel recognized for their
expertise, skills, ingenuity and professional qualifications in the way they perform
their duties and solve problems. Subjects usually come away with a heightened sense
of esteem and personal competency.
Mando understands the importance of offering awards and incentives that

recognize, validate and value outstanding work. It keeps the employees motivated and
is an effective methods of reinforcing company expectations and goals, especially in
times when merit budgets are low (or even frozen), promotions are rare, health care
premiums are on the rise and overall job satisfaction is low.
The results in the section below were generated to assess the Recognition
mean tabulation is used to present the results in table below.
Table 4.42: Recognition of OEs

Recognition criteria 452 4.3274 .88036 .04141
Recognition of 10% OEs each month 452 4.0155 .91899 .04323
Annual calendar 452 4.2345 .92170 .04335
OEs involvement in HR events 452 4.1504 .84204 .03961
Recreational avenues 452 4.3496 .73670 .03465
4.0155, 4.2345, 4.1504 and 4.3496 with consistent standard deviation .88036, .91899,
.92170, .84204 and .73670. The standard errors are sufficient to calculate the ‘T’
values as presented in the table below
125
Table 4.43: The ‘T’ Value of Recognition of OEs
Test Value = 3
Lower Upper Lower
Recognition criteria 32.057 451 .000
Recognition of 10% OEs each month 23.493 451 .000
Annual calendar 28.476 451 .000
OEs involvement in HR events 29.047 451 .000
Recreational avenues 38.947 451 .000
29.047 and 38.947are statistically significant at 5% level. Therefore, it can be
concluded that the OE’s of Mando strongly agree that recognition criteria of the
company is defined and compiled with HR practices. The OE’s are happy with
recognition HR audit practices of Mando. The Recognition criteria of Mando is
defined, compiled, and practiced by the employer as well as employees. Mando
recognizes 10% OEs each month. It shows that the HR department is recruiting OE’s
every month.
The HR department prepares annual calendar for monthly HR events. OEs are
involved in planning and conducting the HR events. The participation of OE’s in the
HR events are encouraged by the organization. Nowadays employees need relaxation.
They have a lot of stress. In order to enjoy happiness in their life Mando offers
recreational avenues for OEs after office hours like GYM, Volley Ball etc.
4.4.6 Contractual on line

The sixth HR audit practice is contractual on line. Contractual are helping the
OEs in work line. Contractual on line facility is available in Mando. The results in the
section below were generated to assess the contractual opinion for effective Human
Resource Management Service Delivery. Item mean tabulation is used to present the
results as presented in table below.
Table 4.44: Contractual on line of OEs

Contract labor working on stations 452 4.1460 .89883 .04228
From the above table it is found that the mean values of variables 4.1460 with
consistent standard deviation .89883. The standard errors are sufficient to calculate
the ‘T’ values as presented in the table below
126
Table 4.45: The ‘T’ Value of Contractual on line of OEs
Test Value = 3
Lower Upper Lower
Contract labor working on stations 27.107 451 .000
From the above table it is found that the ‘T’ values 27.107 are statistically
significant at 5% level. Therefore, it can be concluded that the OE’s of Mando
strongly agree that our company has contract labor working on stations where OEs
work.
An employment contract is written most frequently for high level jobs and for
senior employees who have a lot to lose if an employment relationship does not work
out as planned. An employment contract is also negotiated for union represented
employees. A union contract covers employment issues that an employment contract
may not, such as grievance procedures, hours of employment, representation by a
union steward, and layoff procedures.
4.4.7 Infrastructure
Infrastructure projects in developing countries like India are perceived as
highly vulnerable to risks that constrain financing. Some of the notable risks that need
to be reckoned are risks arising during the period of construction leading to time and
cost over-runs, operational risks, market risks, interest rate risks, foreign exchange
risks, payment risks, regulatory risks and political risks. At times, in the absence of
proper risk mitigation mechanism, the costs of the projects tend to increase and such
high level of risks cannot be traded off against high returns.
The aim of the policy makers should be to reduce perceived risks by

introducing greater policy clarity and, at the same time, providing an environment that
will reassure investors. Infrastructure is the important factor determining the interest
of employees to work more. The results in the section below were generated to assess
the facility of infrastructure required for effective Human Resource Management
Service Delivery.
Item mean tabulation is used to present the results in table below.
127
Table 4.46: Infrastructure of OEs
Separate boys and girls hostel 452 4.4602 .62873 .02957
Boys accommodation in 1st year 452 4.3186 .73873 .03475
Amenities 452 4.2190 .76410 .03594
Cleanliness in the hostels 452 4.0951 .88459 .04161
Security measures in the hostels 452 4.3208 .81080 .03814
Transport facilities 452 4.2788 .80585 .03790
Lady security guard in transport 452 4.0111 1.01097 .04755
Furniture facilities 452 4.0907 .86990 .04092
4.3186, 4.2190, 4.0951, 4.3208, 4.2788, 4.0111 and 4.0907 with consistent standard
deviation .62873, .73873, .76410, .88459, .81080, .80585, 1.01097 and .86990. The
below
Table 4.47: The ‘T’ Value of Infrastructure of OEs

Test Value = 3
Lower Upper Lower
Separate boys and girls hostel 49.375 451 .000
Boys accommodation in 1st year 37.948 451 .000
Amenities 33.918 451 .000
Cleanliness in the hostels 26.320 451 .000
Security measures in the hostels 34.633 451 .000
Transport facilities 33.737 451 .000
Lady security guard in transport 21.262 451 .000
Furniture facilities 26.657 451 .000
26.320, 34.633, 33.737, 21.262 and 26.657are statistically significant at 5% level.
Therefore, it can be concluded that the OE’s of Mando strongly agree that Mando has
separate boys and girls hostel. The company helps boys find accommodation in 1st
year. Amenities like newspapers, carom board etc., are provided in hostels. The toilets
are clean in the hostels. Security is provided in girls’ & boys’ hostels. Transport is
provided for pickup & drop from hostels. There is a lady security guard in transport
provided to drop girls to hostel after 10pm. Furniture is provided as per guidelines in
girls’ & boys’ hostels. OE’s are happy with the infrastructure facilities of Mando.
Safety measures in the working spot, transport facilities and peaceful living in the
hostels are attracting the OE’s to work in the Mando Automotive India Limited.
128
4.4.8 Mando Redressal Forum (MRF )
Mando Redresal Form is created by the organization based on the HRM rules
and regulations. The results in the section below were generated to assess the MRF
for effective Human Resource Management Service Delivery. Item mean tabulation is
Table 4.48: Mando Redressal Forum (MRF ) of OEs

Frequency of MRFs 452 4.4049 .80864 .03804
Resolvable issues 452 4.2102 .88725 .04173
Permanent members of the MRF forum 452 4.2633 .79308 .03730
4.2102 and 4.2633 with consistent standard deviation .80864, .88725 and .79308. The
below
Table 4.49: The ‘T’ Value of Mando Redressal Forum (MRF ) of OEs
Test Value = 3
Lower Upper Lower
Frequency of MRFs 36.936 451 .000
Resolvable issues 28.998 451 .000
Permanent members of the MRF forum 33.865 451 .000
From the above table it is found that the ‘T’ values 36.936, 28.998 and
33.865are statistically significant at 5% level. Therefore it can be concluded that the
OE’s of Mando strongly agree that they have frequency of MRFs. Resolvable issues
are open more than 1 month.
The plant head and HR Head are permanent members of the MRF forum and
at least one of them attends each meeting. The problems faced by the OE’s are settled
through MRF. MRF helps the OE’s to express their wishes and views to the top level
management. MRF creates inter personal relationship between the plant head and
OE’s.
129
Table 4.50: Women’s Grievance Committee of OEs
The president of WGC 452 4.1571 .92973 .04373
Women committee 452 4.1084 .83664 .03935
Representatives from NGO 452 4.0597 .83889 .03946
Women committee meetings 452 4.0265 .82058 .03860
Policy on sexual harassment 452 4.1748 .91452 .04302
Awareness program on sexual harassment 452 4.1858 .95159 .04476
The variables of Women’s Grievance Committee are same for OE’s and Staff.
The results in the section below were provoked to assess the women’s Grievance
essential for effective Human Resource Management Provision Delivery. Item mean
tabulation is used to present the results as presented in table above.
4.1084, 4.0597, 4.0265, 4.1748 and 4.1858 with consistent standard deviation .92973,
.83664, .83889, .82058, .91452 and .95159. The standard errors are sufficient to
calculate the ‘T’ values as presented in the table below
Table 4.51: The ‘T’ Value of Women’s Grievance Committee of OEs

Test Value = 3
Lower Upper Lower
The president of WGC 26.459 451 .000
Women committee 28.166 451 .000
Representatives from NGO 26.857 451 .000
Women committee meetings 26.597 451 .000
Policy on sexual harassment 27.311 451 .000
Awareness program on sexual harassment 26.494 451 .000
26.597, 27.311 and 26.494 are statistically significant at 5% level. Therefore, it can be
concluded that the OE’s of Mando strongly agree with the WGC’s policies and
practices. The president of Women’s Grievance/ Sexual Harassment committee is a
female employee. Women committee consists of minimum three members. The
women committee has representatives from NGO.
The women committee meetings are being held once in a month. There is a
policy on sexual harassment & it is displayed. Mando conducts awareness program on
sexual harassment. Though the female employees are not equal, they are satisfied and
130
happy with WGC policies and practices. Mando protects and safeguards the rights of
women and provides security to work in the shop floor. Female OE’s are satisfied and
proud to work in Mando.
4.4.10 Over all Opinion of OE’s on HR Audit Practices of Mando

The researcher summarizes the opinion of the OE’s regarding HR practices in
the following table
Table 4.52: Overall Opinion of OE’s on HR Audit Practices of Mando

HR audit Moderately Strongly
practices of OE’S
Strongly Agree
Agree Disagree
Recruitment 1.Initial test
2. Recruitment team
3.Feeback from Joiner
4. Feedback from supervisor
Induction 1.Induction training Night
2. Joining of fresh recruits training
3.Training Modules
4.Welcoming
5.Buddy system
6.New joinees M/C training
7. welcome party
Training 1.40 hours training Non
2. Selection criteria availability
3.Conversion training training
STAR program record
Appraisal/ 1.Personal details 1.Increment
retention 2. Summary of Exit interview letters
3. Absconding cases 2. Exit
4. OE attrition interview
5. Retention of apprentices
6. personal meet of JMD
7. Knowledge allowance
8. Service award
Recognition 1.Recognition criteria
2.recognition of 10% of OE’s
3. Annual calendar
4. HR events planning
5. Recreation
Contractual on Availability of contract labor
line
Infrastructure OE’s strongly agreed
Infrastructure facilities
MRF MRF policies are strongly
accepted by OE’s
WGC WGC’s activities are strongly
accepted by OE’s
131
4.5 Experience of the Employees is a Critical Determinant of Their
Perception of HR Practices
After exhaustive analysis of data pertaining to staff and OE categories of

employees the researcher proceeded with the discussion aimed at testing the
Hypothesis. The purpose of this analysis of data at the stage is to test the hypothesis
based on the results to prove or disprove them.
Classification and Association of Staff on the Basis of the Existing HR

Audit Practices
After reviewing national and international literatures the researcher identified

10 HR Audit practices prevailing in Mando for staff. They are as follows. HR
Structure, Manpower, Performance Management, Talent identification, Creation and
Retention, Organization Culture, Training, Recruitment, Selection & Induction,
Record maintenance, Women’s Grievance Committee and Human Information
System. Based on the perceptual difference, staff are classified into different
categories in the following tables.
Table: 4.53: Final Cluster Centers

Cluster 1 Cluster 2
Hr structure 3.60 4.63
Manpower 3.21 4.43
Performance 3.26 4.27
Talent 3.07 4.26
OC 3.11 4.22
Training 3.17 4.77
Recruit 3.69 4.49
RM 3.62 4.37
WGC 3.17 4.14
HIS 3.80 4.89
source: Primary Data
Table: 4.54: Number of Cases in Each Cluster

Cluster 1 34.000 17%
Cluster 2 166.000 83%
Valid 200.000 100%
From the above table it is clear that the first cluster consists of 17% of
employees who moderately agree with the existing HR practices. Therefore this group
of employees may be named Pessimistic employees. The second group consists of
132
83% of employees who strongly agree with the HR practices. Hence they can be
named as Optimistic employees.
Association between Experience of Staff& Clusters of Staff
The two clusters of Staff namely Pessimistic employees and Optimistic

Employees and their association with 1-5 years, 5-10, 10-15, 20 above years of
experience are presented in the table 4.55
Table: 4.55: Crosstab of Staff

Experience Total
Variables
1-5yrs 5-10yrs 10-15yrs 20 + 1.00
PE 1 Count 13 13 6 2 34
% within staffcluster 38.2% 38.2% 17.6% 5.9% 100%
O E 2 Count 7 118 38 3 166
Total Count 20 131 44 5 200
From the above table it is found that 38.2% of Pessimistic Employees are
found to be in 1- 10 years of experience and 71.1% of Optimistic Employees are
distributed over the 5-10 years of experience. It is further found that 17.6% Optimistic
Employees are distributed in the 10- 15 years of experience and 1.8% of Optimistic
Employees are found above 20 years of experience. This leads to computation of Chi-
Square statistics and the results thereof are presented in the table 4.56
Table: 4.56: Chi-Square Tests of Staff

Asymp. Sig.
Variables
Value df (2-sided)
Pearson Chi-Square 39.534(a) 3 .000
Likelihood Ratio 29.944 3 .000
Linear-by-Linear Association 6.950 1 .008
N of Valid Cases 200
a 3 cells (37.5%) have expected count less than 5.
The minimum expected count is .85. Source: Primary Data
From the above table it is found that the Pearson Chi-Square statistics 39.534
and p = .000 are statistically significant at 5% level. Therefore, it can be concluded
that there is association between the perceptual difference among Staff regarding HR
Audit practices and their years of experience. The employees with 1 -5 years of
experience have a different perception regarding HR Audit practices at Mando from
those with 5 -10 years of experience and above.
133
Experience gives better understanding of HR audit practices. Pessimistic
employees are having less years of experience that is one to five years of experience.
We can see less pessimistic employees in 5-10 years of experience and above.
Optimistic employees who have more than five years of experience are agreeing the
HR audit practices they acquired.
Classification of OE’s on the Basis of the Existing HR Audit Practices
The existing HR Audit practices of OE’s are Recruitment, Induction, Training,

Appraisal / Retention, Recognition, Contractual on line, Infrastructure, Mando
Redressed Forum and Women’s Grievance Committee. On the basis of these the
perceptual difference among the OE’s are classified through cluster analysis as stated
in the following tables
Table: 4.57: Final Cluster Centers of OEs

Cluster 1 Cluster 2
Recruitment 3.54 4.46
Induction 3.32 4.49
Training 2.81 3.95
Appraisal 3.06 4.42
Recognition 3.28 4.46
Contractual 3.05 4.44
Infrastructure 3.57 4.40
MRF 3.31 4.56
WGC 3.12 4.38
Table: 4.58: Number of Cases in each Cluster
Cluster 1 95.000 21%
Cluster 2 357.000 79%
Valid 452.000 100%
From the above table it is found that the first cluster consist of 21% of
employees who moderately agree with the HR practices and disagree with the training
methods. Therefore, the group of employees can be named Improvement Seekers.
The second group consist of 79% of employees who strongly agree with the HR
practices. Hence, they can be named Fulfilled Employees.
134
Association between Experience of OE’s & Clusters of OE’s
The two clusters of OE’s namely Improvement seekers and fulfilled

Employees and their association with 1-5 years, 5-10, 10-15, and 20 above are
presented in the table 4.59
Table: 4.59: Crosstab of OEs

Experience Total
Variables
1-5 Yrs 5-10yrs 10-15yrs 20+ 1.00
IS 1 Count 93 2 0 0 95
% within OES 97.9% 2.1% .0% .0% 100.0%
FE 2 Count 291 63 2 1 357
% within OES 81.5% 17.6% .6% .3% 100.0%
Total Count 384 65 2 1 452
% within OES 85.0% 14.4% .4% .2% 100.0%
From the above table it is found that 97.9% of Improvement seekers are found
to be in 1- 5 years of experience and 17.6% of fulfilled Employees are distributed
over the 5-10 years of experience. It is further found that no improvement seekers are
distributed in the 10- 15 years of experience and .3% of fulfilled Employees are found
above 20 years of experience. This leads to computation Chi- Square statistics as
presented in the table 4.60
Table: 4.60: Chi-Square Tests of OEs

Variables Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 15.772(a) 3 .001
Likelihood Ratio 21.810 3 .000
Linear-by-Linear Association 14.698 1 .000
N of Valid Cases 452
a 4 cells (50.0%) have expected count less than 5. The minimum expected count is .21.
From the above table it is found that the Pearson Chi-Square statistics 15.772
and p = .001 are statistically significant at 5% level. Therefore, it can be concluded
that there is association between the perceptual differences among OE’s regarding HR
Audit practices and their years of experience. The employees with different years of
experience have different perceptions regarding HR Audit practices at Mando. The
high percentage of Improvement seekers are found within one to five years of
experience. We will not find any improvement seekers more than five years of
experience. The fulfilled employees have more than five years of experience differ
from other group.
135
It becomes apparent that there are significant differences among employees
across the whole organization. These differences are perhaps influenced by the
number of years of experience gained by them in Mando Automotive India Limited.
The experience-based differences in their perception require the management to
evolve and adopt experience specific HR practices and policies. Since there are
significant differences in perception among different experienced group it may be
concluded that experience of the employees is a critical determinant of their
perception of HR practices. As such, experience holds relevance in perception
formation among employees.
4.6 Staff’s HR Audit Perception

To find employees HR Audit perception the researcher uses the factor
analysis. Through this factor analysis, the common factor is identified. In this stage,
the researcher applied total variance, Component Matrix, Communalities and
component score coefficient matrix tests for each category with intention of testing
and deciding whether the data are fit for the application of factor analysis and cluster
analysis. The whole section focuses on identifying the departments performing well in
each of the selected categories like HR structure, Manpower, Performance
management, Talent identification, Organization Culture, Training Recruitment,
Selection & Induction, Record maintenance, Women’s Grievance committee and
HRIS. It also aims at disclosing the best groups for implementing the suggestions to
be made. The section begins with the analysis of HR structure of the Mando.
4.6.1 HR Structure
The results of Total variance of HR structure is presented in the table 4.61
Table 4.61: Total Variance of HR Structure

Initial Eigenvalues Extraction Sums of Squared Loadings
Component Total % of Variance Cumulative % Total % of Variance Cumulative %
1 1.815 90.747 90.747 1.815 90.747 90.747
2 .185 9.253 100.000
Extraction Method: Principal Component Analysis.

Based on Eigen value>1 criteria it has been decided to retain the first factor.
The First factor captures 90.7% of the total information. Then component matrix of
HR structure was carried on the results are presented in the table 4.62
136
Table 4.62: Component Matrix of HR Structure
Component
Variables
1
Company's business strategy has link with HR .953
The policies of the company are supporting the HR department .953
Extraction Method: Principal Component Analysis. a. 1 components extracted.
The researcher has decided to name the underlying factors based on the
loadings of component matrix based on the high loadings pattern. The Factor is
named as Implementation of Business strategy in HR. Having completed the
component matrix of HR structure, The researcher attempted communality test for
further validation of the data so that Factor analysis and Cluster analysis can be done.
Table 4.63: Communalities of HR Structure

Variables Initial Extraction
Company's business strategy has link with HR 1.000 .907
The policies of the company are supporting the HRdepartment 1.000 .907
Extraction Method: Principal Component Analysis. Source: primary data
Communality is the amount of information about each variable captured by
the selected underlying factors and from the above table we can conclude the
communality is high for both the variables, which indicates the factor is able to
capture the majority of the information in the underlying variables. Further, the
component score coefficient Matrix of HR Structure was done to probe the data.
Table 4.64: Component Score Coefficient Matrix of HR Structure

Component
Variables 1
Company's business strategy has link with HR .525
The policies of the company are supporting the HR department .525
Source: primary data, Extraction Method: Principal Component Analysis. Rotation
Method: Varimax with Kaiser Normalization. Component Scores.
The above table provides the Factor scoring coefficients based on the equation
we have obtained the factor scores for the Factor “Implementation of Business
strategy in HR”
4.6.2 Man Power

The results of total variance of manpower is presented in the table 4.65
137
Table 4.65: Total Variance of Man Power
1 2.292 76.403 76.403 2.292 76.403 76.403
2 .419 13.971 90.374
3 .289 9.626 100.000

Chart 4.1: Perception of Man Power
Scree Plot
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3
Component Number
Based on Eigen value>1 criteria the researcher retained the first factor. The
First factor captures 76.4% of the total information.
Table 4.66: Communalities of Man Power

The company has an effective Manpower planning process 1.000 .732
The company has clear job description for each job/position
and has clear competency map 1.000 .747
The company is doing HR Planning according to the skills,
knowledge and education of existing employees 1.000 .813
From the above table it can be concluded that communality is high (>0.5)for
all the variables which indicates the retained factor is able to capture majority of the
information in the underlying variables. Now, component matrix of manpower was
carried out in table 4.67
Table 4.67: Component Matrix of Man Power

Component
Variables 1
The company has an effective Manpower planning process .856
The company has clear job description for each job/position and has
clear competency map .864
knowledge and education of existing employees .902
Extraction Method: Principal Component Analysis. a. 1 components extracted
138
As has been done earlier, the underlying factors based on the component
matrix with the high loadings pattern was named as “Manpower Planning and
Competencies”. Further the component score co-efficient matrix was carried out in
table 4.68
Table 4.68: Component Score Co-efficient Matrix of Man Power

Component
Variables
1
The company has an effective Manpower planning process .373
The company has clear job description for each job/position and
has clear competency map .377
knowledge and education of existing employees .393
Source: primary data, Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization. Component Scores.
The above table provides the Factor scoring coefficients. Based on this
equation, The researcher obtained the factor scores for the factor “Manpower
Planning and Competencies”
4.6.3 Performance Management

The analysis of Total Variance of Performance Management was drawn from
Table 4.69
Table 4.69: Total Variance of Performance Management

Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings
Component Total % of Variance Cumulative % Total % of Variance Cumulative % Total % of Variance Cumulative %
1 4.313 53.909 53.909 4.313 53.909 53.909 3.687 46.092 46.092
2 1.345 16.818 70.728 1.345 16.818 70.728 1.971 24.636 70.728
3 .993 12.415 83.143
4 .444 5.552 88.694
5 .343 4.289 92.983
6 .244 3.051 96.034
7 .180 2.255 98.289
8 .137 1.711 100.000

Chart 4.2: Perception of Performance Management
Scree Plot
5
2
Eigenvalue
0
1 2 3 4 5 6 7 8
Component Number
139
Based on Eigen value>1 criteria the researcher retained first two factors. The
First two factors combined captures 70.73% of the total information. Further the
Communalities of Performance Management was developed in Table 4.70
Table 4.70: Communalities of Performance Management

All employees have approved individual KRA sheets for every year 1.000 .561
All annual appraisal forms have been filed & signed by appraise & appraisers
for all employees 1.000 .779
for every year 1.000 .666
Final approved performance rating is communicated to all employees
regularly 1.000 .562
All appraisers have undergone refresher training on assessment skills 2
months before final appraisal previous year 1.000 .737
Midterm review of KRAs is completed regularly in July as applicable 1.000 .752
Job Description( JD) have been reviewed for each job during midterm review 1.000 .844
All employees have been allotted JD. No. relevant as per their current JD 1.000 .756
From the above table the researcher concluded that communality is high
(>0.5)for all the variables which indicates the factors are able to capture majority of
the information in the underlying variables. Now, the researcher moves to the
statistical test of Rotated Component Matrix of Performance Management in Table
4.71
Table 4.71: Rotated Component Matrix of Performance Management

Component
Variables
1 2
All employees have approved individual KRA sheets for every year .479 .575
for all employees .165 .867
for every year .063 .813
Final approved performance rating is communicated to all employees
regularly .667 .343
All appraisers have undergone refresher training on assessment skills 2
months before final appraisal previous year .850 .122
Midterm review of KRAs is completed regularly in July as applicable .860 .110
Job Description( JD) have been reviewed for each job during midterm
review .913 .100
All employees have been allotted JD. No. relevant as per their current JD .828 .267
Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 3 iterations.
140
The researcher has named the underlying factors based on the rotated
component matrix depends on the high loadings pattern. The Factors naming are as
follows
Factor 1: Appraisal Process Leveraging to Learning Management and change management

Factor 2: Flow of Appraisal Processes
To confirm the validity of the factors, the researcher continues Component

Score Coefficient Matrix of Performance Management test in Table 4.72
Table 4.72: Component Score Coefficient Matrix of Performance Management

Component
Variables
1 2
All employees have approved individual KRA sheets for every year .043 .266
All annual appraisal forms have been filed & signed by appraise & appraisers for
all employees -.125 .517
All annual appraisal forms have been filed & signed by appraise & appraisers for
every year -.148 .504
Final approved performance rating is communicated to all employees regularly .155 .079
All appraisers have undergone refresher training on assessment skills 2 months
before final appraisal previous year .263 -.100
Midterm review of KRAs is completed regularly in July as applicable .269 -.109
Job Description( JD) have been reviewed for each job during midterm review .289 -.127
All employees have been allotted JD. No. relevant as per their current JD .225 -.003
The above table confirms the Factor scoring coefficients based on these
equations the researcher obtained the factor scores for the two factors namely
“Appraisal Process Leveraging to Learning Management and change management”
and “Flow of Appraisal Processes”.
4.6.4 Talent Identification, Creation and Retention
Total Variance of Talent Identification, Creation and Retention was carried

out in Table 4.73
Table 4.73: Total Variance of Talent Identification, Creation and Retention

1 3.999 66.645 66.645 3.999 66.645 66.645
2 .702 11.693 78.338
3 .601 10.024 88.363
4 .341 5.676 94.039
5 .229 3.812 97.850
6 .129 2.150 100.000
141
Based on Eigen value>1 criteria the researcher retained first factor. The First
factor combined captures 66.65% of the total information. Further Communalities of
Talent Identification, Creation and Retention was analyzed in Table 4.74
Chart 4.3: Perception of Talent Identification, Creation and Retention

Scree Plot
5
2
Eigenvalue
0
1 2 3 4 5 6
Component Number
Table 4.74: Communalities of Talent Identification, Creation and Retention

Initial Extraction
Human Capital (HC) list is available in the company 1.000 .511

Department heads are aware of HC list of their departments 1.000 .627
Development dialogue has been completed in Human Capital list 1.000 .769
Employees up to L2 in HC list have a copy of their development/ growth plan 1.000 .766
Exit interview is conducted regularly in our plant 1.000 .587
The full & final settlement of employees separated has been completed
within 1 month 1.000 .738
Source: primary data Extraction Method: Principal Component Analysis.
The communality is high (>0.5) for all the variables which indicates the factor
is able to capture majority of the information in the underlying variables. The test is
further developed through the Component Matrix of Talent Identification, Creation
and Retention in Table 4.75
Table 4.75: Component Matrix of Talent Identification, Creation and Retention

Component
Variables
1
Human Capital (HC) list is available in the company .715
Department heads are aware of HC list of their departments .792
Development dialogue has been completed in Human Capital list .877
Employees up to L2 in HC list have a copy of their development/ growth plan .875
Exit interview is conducted regularly in our plant .766
The full & final settlement of employees separated has been completed within 1 month .859
a. 1 components extracted.
The underlying factors based on the component matrix on the high loadings
pattern, the researcher has named the Factor as “Execution of Human Capital”. To
142
validate the factor the researcher apply the Component Score Coefficient Matrix of
Talent Identification, Creation and Retention in Table 4.76
Table 4.76: Component Score Coefficient Matrix of Talent Identification,

Creation and Retention
Component
Variables
1
Human Capital (HC) list is available in the company .179
Department heads are aware of HC list of their departments .198
Development dialogue has been completed in Human Capital list .219
Employees up to L2 in HC list have a copy of their development/ growth plan .219
Exit interview is conducted regularly in our plant .192
The full & final settlement of employees separated has been completed
within 1 month .215
The above table provides the Factor scoring coefficients based on this
equation, the researcher has obtained the factor score for the factor “Execution of
Human Capital”
4.6.5 Organization Culture

Total Variance of Organization Culture was carried out in Table 4.77
Table 4.77: Total Variance of Organization Culture

1 4.898 48.977 48.977 4.898 48.977 48.977 4.076 40.756 40.756
2 1.428 14.279 63.256 1.428 14.279 63.256 1.960 19.596 60.352
3 1.157 11.573 74.829 1.157 11.573 74.829 1.448 14.477 74.829
4 .712 7.120 81.949
5 .605 6.047 87.995
6 .389 3.891 91.886
7 .347 3.473 95.360
8 .247 2.472 97.831
9 .173 1.731 99.562
10 .044 .438 100.000

Chart 4.4: Perception of Organization Culture
Scree Plot
6
2
Eigenvalue
0
1 2 3 4 5 6 7 8 9 10
Component Number
143
Based on Eigen value>1 criteria, the researcher was retained first three factors.
The First three factors combined captures 74.83% of the total information. Further
Communalities of Organization Culture was discussed in Table 4.78
Table 4.78: Communalities of Organization Culture

There is a monthly calendar made for staff working on line 1.000 .848
Adherence to the calendar is + 70% 1.000 .785
100% employees have given at least 2 ideas after working on line 1.000 .847
There is a duty manager nominated to be available on phone for C
Shift on weekly basis 1.000 .860
Employee Satisfaction Survey ( ESS) or GPTW Survey is
conducted in every year 1.000 .693
Follow up Action is taken on GPTW Survey 1.000 .822
The communication meetings at plant level are held regularly 1.000 .789
All employees in general (1st and 2nd shift) are covered in
communication meeting 1.000 .493
Annual Medical checkup is done for all 1.000 .638
There is doctor facility available within the plant 1.000 .708
From the above table the researcher concluded that the communality is high
(>0.5) for all the variables which indicates the factors are able to capture majority of
the information in the underlying variables. Now, the researcher was used Rotated
Component Matrix of Organization Culture to find the appropriate factor in Table
4.79
Table 4.79: Rotated Component Matrix of Organization Culture

Component
Variables 1 2 3
There is a monthly calendar made for staff working on line .839 .292 -.242
Adherence to the calendar is + 70% .814 .286 -.199
100% employees have given at least 2 ideas after working on line .229 .889 .061
There is a duty manager nominated to be available on phone for C
Shift on weekly basis .169 .902 .131
Employee Satisfaction Survey ( ESS) or GPTW Survey is
conducted in every year .555 .247 .569
Follow up Action is taken on GPTW Survey .746 .277 .434
The communication meetings at plant level are held regularly -.082 .056 .883
.686 .058 .139
communication meeting
.790 .063 .096
Annual Medical checkup is done for all
.813 .197 .092
There is doctor facility available within the plant
Source: primary data. Extraction Method: Principal Component Analysis.
component matrix and its high loadings pattern. The Factors naming are as follows
144
Factor 1: Work culture and Compensation and Benefits
Factor 2: Manager Employee Relationship
Factor 3: Employee Satisfaction Measures
To assure the factors reliability, the researcher has used The Component Score
Coefficient Matrix of Organization Culture in Table 4.80
Table 4.80: Component Score Coefficient Matrix of Organization Culture
Component
Variables
1 2 3
There is a monthly calendar made for staff working on line .223 .037 -.251
Adherence to the calendar is + 70% .214 .034 -.218
100% employees have given at least 2 ideas after working on line -.133 .563 -.064
There is a duty manager nominated to be available on phone for C Shift on
weekly basis -.159 .578 -.010
Employee Satisfaction Survey ( ESS) or GPTW Survey is conducted in
every year .099 -.018 .365
Follow up Action is taken on GPTW Survey .162 -.026 .253
The communication meetings at plant level are held regularly -.083 -.039 .648
communication meeting .208 -.134 .062
Annual Medical checkup is done for all .243 -.149 .025
There is doctor facility available within the plant .220 -.060 .006
The above table provides the Factor scoring coefficients based on these
equations; the researcher has obtained the factor scores for the three factors namely
“Work culture and Compensation and Benefits”, “Manager Employee Relationship”
and “Employee Satisfaction Measures”.
4.6.6 Training
The results of Total Variance of Training is presented in table 4.81
Table 4.81: Total Variance of Training

1 4.005 80.093 80.093 4.005 80.093 80.093
2 .516 10.316 90.409
3 .241 4.823 95.232
4 .131 2.630 97.862
5 .107 2.138 100.000
145
Chart 4.5: Perception of Training
Scree Plot
5
Eigenvalue 1
0
1 2 3 4 5
Component Number
Based on Eigen value>1 criteria the researcher has retained first factor. The
First factor captures 80.09% of the total information. Communalities of Training test
is carried out in Table 4.82
Table 4.82: Communalities of Training

Employees get 40 hours of training 1.000 .877
Employee for training are identified during appraisal Discussion 1.000 .835
On completion of training there is a report submitted on main points
learnt from the training 1.000 .844
There is Bond for employees sent on training abroad/ MBA/ NITIE/
Conversion Trainings/ STOE, etc., 1.000 .623
There is minimum 80% adherence to training plan for every year 1.000 .827
From the above table the researcher has concluded that the communality is
high (>0.5) for all the variables which indicates the factor are able to capture majority
of the information in the underlying variables. To find the appropriate factor name the
Component Matrix of Training test is applied in Table 4.83
Table 4.83: Component Matrix of Training

Component
Variables
1
Employees get 40 hours of training .936
Employee for training are identified during appraisal Discussion .914
On completion of training there is a report submitted on main pointslearnt from
the training .918
There is Bond foremployees sent ontraining abroad/ MBA/NITIE/ Conversion
Trainings/ STOE, etc., .789
There is minimum 80%adherence to training plan for every year .909
146
The researcher has named the underlying factors based on the component
matrix and its high loadings pattern. The Factor is named as “Learning Management
and Follow-ups”. Further the Component Score coefficient Matrix of Training test is
applied in Table 4.84
Table 4.84: Component Score Coefficient Matrix of Training

Component
Variables
1
Employees get 40 hours of training .234
Employee for training are identified during appraisal Discussion .228
On completion of training there is a report submitted on main points learnt
from the training .229
There is Bond for employees sent on training abroad/ MBA/ NITIE/
Conversion Trainings/ STOE, etc., .197
There is minimum 80% adherence to training plan for every year .227
Rotation Method: Varimax with Kaiser Normalization. Component Score
The above table provides the Factor scoring coefficients. Based on these
equations the researcher has obtained the factor scores for the factor “Learning
Management and Follow-ups”
4.6.7 Recruitment, Selection & Induction
Total Variance of Recruitment, Selection & Induction was carried out in Table
4.85
Table 4.85: Total Variance of Recruitment, Selection & Induction

1 2.332 77.745 77.745 2.332 77.745 77.745
2 .483 16.090 93.835
3 .185 6.165 100.000

Chart 4.6: Perception of Recruitment, Selection & Induction
Scree Plot
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3
Component Number
147
Based on Eigen value>1 criteria the researcher has retained first four factors.
The First four factors combined captures 77.75% of the total information. Then, the
Communalities of Recruitment, Selection & Induction test is applied in Table 4.86
Table 4.86: Communalities of Recruitment, Selection & Induction

Pre- employment Medical checkup regularly is done 1.000 .805
There is structured Induction program for new joiners as per their level 1.000 .866
A mentor (Buddy) has been assigned to every new joinee 1.000 .662
The communality is high (>0.5) for all the variables which indicates the
factors are able to capture majority of the information in the underlying variables.
Further, the Component Matrix of Recruitment, Selection & Induction test was
carried out in Table 4.87 to find the factor name.
Table 4.87: Component Matrix of Recruitment, Selection & Induction

Component
Variables
1
Pre- employment Medical checkup regularly is done .897
There is structured Induction program for new joiners as per their level .930
A mentor (Buddy) has been assigned to every new joinee .814
matrix and its high loadings pattern. The Factor is named as “Recruitment and
Mentoring”. To ascertain the name of the factor the Component Score Coefficient
Matrix of Recruitment, Selection & Induction was analyzed in Table 4.88
Table 4.88: Component Score Coefficient Matrix of Recruitment, Selection &

Induction
Component
Variables
1
Pre- employment Medical checkup regularly is done .385
There is structured Induction program for new joiners as per their level .399
A mentor (Buddy) has been assigned to every new joinee .349
equation the researcher has obtained the factor score for the factor “Recruitment and
Mentoring”.
148
4.6.8 Record Maintenance
Total Variance of Record Maintenance is presented in Table 4.89
Table 4.89: Total Variance of Record Maintenance

1 2.639 52.786 52.786 2.639 52.786 52.786 2.153 43.056 43.056
2 1.263 25.263 78.049 1.263 25.263 78.049 1.750 34.993 78.049
3 .651 13.021 91.070
4 .280 5.595 96.666
5 .167 3.334 100.000

Chart 4.7: Perception of Record Maintenance
Scree Plot
3.0
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3 4 5
Component Number
Based on Eigen value>1 criteria the researcher has retained first two factors.
The First two factors combined captures 78.05% of the total information.
Table 4.90: Communalities of Record Maintenance

Nomination forms related to PF are available for all employees 1.000 .708
Documentation related to Mediclaim insurance has been completed 1.000 .883
Leave accumulation details are accessible by employees 1.000 .576
Our Company has Personnel Manual 1.000 .862
Employees have easy access of Personnel Manual 1.000 .873
This test is requires Rotated Component Matrix for further analysis (Table 4.91).
Table 4.91: Rotated Component Matrix

Component
Variables
1 2
Nomination forms related to PF are available for all employees .821 .183
Documentation related to Mediclaim insurance has been completed .934 .101
Leave accumulation details are accessible by employees .743 .156
Our Company has Personnel Manual .177 .912
Employees have easy access of Personnel Manual .148 .922
149
component matrix and its high loadings pattern. The Factors naming are as follows;
Factor 1: Record Maintenance

Factor 2: Documentation
To assume the factors reliability the Component Score Coefficient Matrix of

Record Maintenance test was developed in Table 4.92
Table 4.92: Component Score Coefficient Matrix of Record Maintenance

Component
Variables
1 2
Nomination forms related to PF are available for all employees .395 -.044
Documentation related to Mediclaim insurance has been completed .470 -.119
Leave accumulation details are accessible by employees .359 -.046
Our Company has Personnel Manual -.087 .554
Employees have easy access of Personnel Manual -.104 .566
equations the researcher has obtained that the factor scores for the four factors namely
“Record Maintenance” and “Documentation”.

Total Variance of Women’s Grievance Committee was carried out in Table
4.93
Table 4.93: Total Variance of Women’s Grievance Committee

1 3.927 65.447 65.447 3.927 65.447 65.447
2 .780 13.007 78.454
3 .581 9.682 88.136
4 .400 6.664 94.800
5 .205 3.409 98.209
6 .107 1.791 100.000
150
Chart 4.8: Perception of Women’s Grievance Committee
Scree Plot
5
Eigenvalue
1
0
1 2 3 4 5 6
Component Number
Based on Eigen value>1 criteria it has been decided to retain the first four
factors. The First four factors combined captures 65.44% of the total information.
Then the Communalities of Women’s Grievance Committee was carried and the
results are presented in Table 4.94
Table 4.94: Communalities of Women’s Grievance Committee

The president of Women's Grievance / Sexual Harassment
committee is a female employee 1.000 .644
Women committee consist of minimum 3 members 1.000 .743
Women committee have representatives from NGO 1.000 .526
Women committee meetings are being held once in a month 1.000 .764
There is a policy on sexual harassment & it is displayed 1.000 .589
Our company conducts awareness program on sexual harassment 1.000 .662
Further, the Component Matrix of Women’s Grievance Committee was applied and
The outcome was presented in Table 4.95
Table 4.95: Component Matrix of Women’s Grievance Committee

Component
Variables
1
The president of Women's Grievance / Sexual Harassment committee is a female employee .802
Women committee consist of minimum 3 members .862
Women committee have representatives from NGO .725
Women committee meetings are being held once in a month .874
There is a policy on sexual harassment & it is displayed .768
Our company conducts awareness program on sexual harassment .814
151
The researcher has decided to name the underlying factors based on the rotated
component matrix and its high loadings pattern. The Factor is named as “Women’s
Grievance”.
Further, the Component of Score Coefficient Matrix of Women’s Grievance

Committee was done to probe the data.
Table 4.96: Component of Score Coefficient Matrix of Women’s Grievance

Committee
Component
Variables
1
The president of Women's Grievance / Sexual Harassment committee is a female
employee .204
equation the researcher has obtained the factor scores for the factor “Women’s
Grievance”.
4.6.10 Human Resource Information System (HRIS)

Total Variance of Human Resource Information System (HRIS) was carried
and the results are presented in Table 4.97
Table 4.97: Total Variance of Human Resource Information System (HRIS)

1 2.387 79.566 79.566 2.387 79.566 79.566
2 .488 16.272 95.838
3 .125 4.162 100.000

Based on Eigen value>1 criteria It has been decided to retain the first four
Then, the Communalities of Human Resource Information System (HRIS) was
carried out and the results are discussed in Table 4.98
152
Chart 4.9: Perception of Human Resource Information System (HRIS)
Scree Plot
3.0
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3
Component Number
Table 4.98: Communalities of Human Resource Information System (HRIS)

Our company has an IT system to support HR processes 1.000 .895
Personal details of all employees are maintained through the system 1.000 .842
Leave management is through system only 1.000 .650
Further, the Component Matrix of Human Resource Information System (HRIS)
Component Matrix of Human Resource Information System (HRIS) is analyzed in
Table 4.99
Table 4.99: Component Matrix of Human Resource Information System (HRIS)

Component
Variables
1
Our company has an IT system to support HR processes .946
Personal details of all employees are maintained through the system .918
Leave management is through system only .806
The researcher has decided to name the underlying factors based on the
component matrix and its high loadings pattern. The Factor is named as “IT Support
to HR data”. To make sure the factor, the Component Score Coefficient Matrix of
Human Resource Information System was applied in Table 4.100
Table 4.100: Component Score Coefficient Matrix of Human Resource

Information System (HRIS)
Component
Variables
1
Our company has an IT system to support HR processes .396
Personal details of all employees are maintained through the system .384
Leave management is through system only .338
153
equation the researcher has obtained the factor scores for the factor “IT Support to HR
data”.
4.6.11 Audit Effectiveness
Having completed the naming of the factors of HR Audit Practices, the

researcher was decided to find the name of the factors of twelve variables of HR
Audit Effectiveness. The Total Variance of Audit Effectiveness was carried out and
the results are presented in Table 4.101
Table 4.101: Total Variance of Audit Effectiveness

1 3.722 31.021 31.021 3.722 31.021 31.021 2.553 21.272 21.272
2 1.734 14.450 45.470 1.734 14.450 45.470 2.469 20.573 41.845
3 1.564 13.029 58.500 1.564 13.029 58.500 1.822 15.182 57.027
4 1.390 11.583 70.082 1.390 11.583 70.082 1.567 13.056 70.082
5 .987 8.224 78.306
6 .674 5.614 83.920
7 .600 4.997 88.917
8 .448 3.732 92.649
9 .400 3.330 95.978
10 .247 2.060 98.038
11 .124 1.037 99.075
12 .111 .925 100.000

Chart 4.10: Perception of Audit Effectiveness
Scree Plot
4
1
Eigenvalue
0
1 2 3 4 5 6 7 8 9 10 11 12
Component Number
Based on Eigen value>1 criteria it has been decided to retain the first four
Then, the Communalities of Audit Effectiveness was carried and the results are
presented in Table 4.102
154
Table 4.102: Communalities of Audit Effectiveness
Increase in the individual efficiency 1.000 .744
Conducive inter personal relationship 1.000 .836
Increase in the monetary and non monetary benefits 1.000 .675
Considerable increase in the productivity 1.000 .632
Significant quality of worklife 1.000 .785
Job security is ensured 1.000 .571
Carrier growth and opportunities are more 1.000 .700
Decreased job related problems 1.000 .754
Perfection in the ethical behaviour and organizational culture 1.000 .796
Increase in the personality development 1.000 .626
There is a significant decision making abilities 1.000 .645
Able to realize the profitability of the organization 1.000 .647
From the above table it has been concluded that the communality is high
(>0.5) for all the variables which indicates the factors are able to capture majority of
the information in the underlying variables. Rotated Component Matrix of Audit
Effectiveness was analyzed in Table 4.103
Table 4.103: Rotated Component Matrix of Audit Effectiveness

Variables Component
1 2 3 4
Increase in the individual efficiency .653 .524 -.114 .172
Conducive inter personal relationship .368 .824 -.123 .084
Increase in the monetary and non monetary benefits .224 .790 .001 .028
Considerable increase in the productivity .407 .255 .625 -.101
Significant quality of worklife .113 -.046 .872 .092
Job security is ensured -.021 .658 .372 .010
Carrier growth and opportunities are more -.275 .604 .504 -.077
Decreased job related problems -.108 .012 .177 .843
Perfection in the ethical behaviour and organizational culture .167 .066 -.152 .861
Increase in the personality development .768 .113 -.048 .144
There is a significant decision making abilities .759 .050 .190 -.176
Able to realize the profitability of the organization .694 .092 .396 .031
Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 11
iterations.
component matrix and its high loadings pattern. The Factors naming are as follows;
Factor 1: Competency and Talent Management
Factor 2: Career Management
Factor 3: Production Management and Quality Control
Factor 4: Soft skill Management and Emotional Intelligence
155
Further, the Component Score Coefficient Matrix of Audit Effectiveness was
carried out in Table 4.104
Table 4.104: Component Score Coefficient Matrix of Audit Effectiveness

Component
Variables 1 2 3 4
Conducive inter personal relationship .043 .357 -.184 -.002
Increase in the monetary and non monetary benefits -.023 .352 -.099 -.025
Considerable increase in the productivity .113 -.004 .316 -.066
Significant quality of worklife .002 -.141 .523 .095
Job security is ensured -.138 .286 .151 -.006
Carrier growth and opportunities are more -.252 .290 .248 -.044
Decreased job related problems -.096 -.034 .147 .559
Perfection in the ethical behaviour and organizational culture .042 -.015 -.072 .543
Increase in the personality development .335 -.068 -.082 .056
There is a significant decision making abilities .339 -.110 .053 -.138
Able to realize the profitability of the organization .281 -.110 .184 .006
Rotation Method: Varimax with Kaiser Normalization.
The above table provides the Factor scoring coefficients. Based on these four
equations the researcher has obtained the factor scores for the four factors namely
Competency and Talent Management, Career Management, Production Management
and Quality Control, Soft skill Management and Emotional Intelligence. The
explanation of four factors is as follows;
Factor 1: Competency and Talent Management made out of the following four
variables; a) Increase in individual efficiency, b) Increase in personality development,
c) significant decision-making abilities and d) Profitability of the Organization.
Factor.2: Career Management is drawn out of four variable which follows that,
a) Conducive interpersonal relationship, b) Increase monetary and Non-
monetary benefits, Job security and Career growth.
Factor.3: Production Management and Quality Control was named out of two
variables Considerable increase in productivity and Significant quality of work life.
Factor.4: Soft skill Management and Emotional Intelligence was coined out of
two variables are as follows; Decreased job related problems and Perfection in ethical
behavior and organization culture.
4.6.12 Factor Analyses for Staff HR Audit Practices of Mando

The preceding section have made it amply clear that the data pertaining to HR
Practices are free from any obvious defect and do not suffer from multi collinearities.
This has enabled the researcher to apply the pinnacle statistical test of factor analysis
156
and clustering. The factor analysis results for different HR Practices and HR Audit
Effectiveness are presented in the following tables.
Table 4.105: Factor Scores: Staff

Dep IBF MPC APL FAP UHC WCB MER ESM LMF R&M RM D WG IT
Exp 0.68 0.77 0.51 1.44 1.12 0.83 1.10 1.12 0.28 0.30 -0.28 1.23 1.10 0.13
Fin -0.67 0.51 0.13 -0.08 0.02 0.02 0.12 0.23 0.18 0.36 0.79 -0.01 0.03 -0.02
Gen -0.58 0.40 0.63 -0.34 -0.13 0.14 -0.19 -0.13 0.25 0.74 0.68 0.07 0.03 0.30
HR 0.70 0.81 0.65 1.36 1.19 0.67 1.08 0.86 0.37 0.71 0.64 1.10 1.50 0.27
IT 0.80 1.17 0.48 0.58 0.64 0.10 0.08 1.73 0.41 1.12 -0.69 0.01 0.04 0.53
MT 0.24 0.26 0.23 0.04 -0.04 -0.26 0.11 1.01 0.04 0.04 0.18 -0.06 0.33 -0.08
Mar 0.36 -0.61 0.35 -0.59 -0.35 -0.17 -0.02 1.35 0.14 0.29 0.48 -0.49 0.16 0.17
PD -0.46 -0.22 -0.16 -0.53 0.12 0.10 -0.17 -0.13 0.02 -0.39 -0.44 -0.23 -0.17 0.01
PPC -0.13 0.01 -0.11 0.08 -0.16 -0.12 0.23 -0.33 -0.11 0.25 0.42 0.29 -0.31 0.09
PE -0.59 -0.56 -0.22 0.06 -0.17 -0.06 0.41 -0.31 0.08 -0.71 0.65 -0.15 0.01 -0.28
QC 0.00 -0.27 -0.29 -0.12 -0.13 -0.02 -0.05 -0.34 -0.30 -0.20 -0.24 -0.36 -0.34 0.13
SC&L 0.31 0.01 0.04 0.05 -0.08 -0.03 -0.88 -0.44 0.14 -0.17 -0.77 0.31 0.06 -0.53
SQA 0.59 0.08 -0.09 -0.18 -0.26 -0.43 0.16 -0.22 0.02 0.55 -0.49 -0.24 -0.34 -0.14
VD -0.67 -0.17 0.11 -0.32 0.30 0.31 0.39 -0.20 0.63 -0.52 1.19 -0.18 0.58 0.53
The results of above table paved the way for Ranking of each factors
separately.
Table 4.106: Factor Score: Rankings Of Staff On Each Factors Separately

Dep IBF MPC APL FAP UHC WCB MER ESM LMF R&M RM D WG IT
Exp 3 3 3 1 2 1 1 3 4 6 10 1 2 7
Fin 13 4 7 8 6 7 7 6 6 5 2 7 8 10
Gen 11 5 2 12 9 4 13 7 5 2 3 5 9 3
HR 2 2 1 2 1 2 2 5 3 3 5 2 1 4
IT 1 1 4 3 3 5 9 1 2 1 13 6 7 1
MT 7 6 6 7 7 13 8 4 10 9 8 8 4 11
Mar 5 14 5 14 14 12 10 2 7 7 6 14 5 5
PD 10 11 12 13 5 6 12 8 12 12 11 11 11 9
PPC 9 8 11 4 11 11 5 12 13 8 7 4 12 8
PE 12 13 13 5 12 10 3 11 9 14 4 9 10 13
QC 8 12 14 9 10 8 11 13 14 11 9 13 13 6
SC&L 6 9 9 6 8 9 14 14 8 10 14 3 6 14
SQA 4 7 10 10 13 14 6 10 11 4 12 12 14 12
VD 13 10 8 11 4 3 4 9 1 13 1 10 3 1
A glance through the above table 4.98 would reveal the staff’s perception over
the factors of HR Practices are as follows;
1. Implementation of Business Strategy in HR (IBF)
The department of IT staff has scored well in the implementation of business

strategy relevant to Human Resources (HR). This result shows that the IT department
staff has strongly accepted that there is a strong link between the business strategies
and HR Practices and this facilitated the effective execution of business strategies of
IT department in particular and the company in general. The HR staff have also
secured highly vis-a.vis the implementation of business strategy. This is proved by the
157
fact that they have secured the second highest ranking among all the staff.
Interestingly the staff at higher levels in the hierarchy known conventionally as expats
staff has accepted that this company is doing well in efficiently executing business
strategy by harmonizing such strategies with HR Practices in an ambiguous manner.
On the pessimistic side a few of the departments such as VD Staff, Finance Staff,
Production Engineering Staff and general staff have scored rather poorly in this
category. This can be interpreted as their dissatisfaction over the connectivity between
business strategy and HR Practices. Understandably, the lack of effective coordination
between business strategy and HR Practices could very well accept the functioning of
these departments and fulfillment of objectives and goals of these department and
organization in a prompt and efficient manner. The organization may do well by
focusing on those departments where perception of employees is negative concerning
this HR Practices.
2. Manpower Planning and Competencies (MPC)
The IT department staff have scored highly on Manpower planning and

competencies. This shows that the objectives of Manpower planning are satisfactory
to the members of this department. The HR staff and Expats scored second and third
rankings. They too accept that the Mando ltd have effective manpower process with
clear job description for each job position, proper HR planning with due relevance for
skills, Knowledge, Education and Experience of existing employees. Marketing,
Production Engineering and QC staff have secured low-level rankings. It shows that,
they are not satisfied with the company’s Manpower planning and Competencies
Management policies. This result necessitate a modification in the Manpower
planning process of the effective HRM service delivery. They are not sure of
competency map of the company. The company needs to pay attention to satisfy the
Marketing, Production Engineering and QC staff to have better HR Manpower
planning.
3. Appraisal Process Leveraging to Learning Management and Change

Management (APL)
The HR staff members have scored highly on Appraisal Process Leveraging to

Learning Management and change management. The HR department staff strongly
agree that the appraisal process of Mando enable then to gain a shared understanding
158
of work expectations and goals, exchange performance feedback like KRA sheets,
Annual appraisal forms, refresher training, mid-term review and job descriptions.
General staff have secured the second highest rank. It shows that the general staff also
accepted the views of the HR staff of Mando. The Expats staff also confirm this fact
by claiming third place. QC Staff, Production Engineering and PD Staff are
dissatisfied of Appraisal Process Leveraging to Learning Management and change
management of Mando Ltd. The dissatisfied staff are dealing with Production, Quality
and Development. The company needs to pay attention to modify the appraisal
process so that the present appraisal system more objective reliable and free of harsh
criticisms. This is a prerequisite for improving the performance of these departments
showing low marks.
4. Flow of Appraisal Processes (FAP)
The Expats staff secured high level ranking. The top level managers agree that
there is a smooth Flow of Appraisal Processes in Mando Automotive India Ltd. In
line with the Expats, the HR staff have scored the second highest ranking. It is a clear
evidence that the flow of appraisal processes of Mando is well designed and followed.
This fact is also confirmed by the IT staff. In contrast the Marketing staff, PD and
General staff are not happy with the Flow of Appraisal Processes. They may be
expecting their management to enhance the quality of refresher training, job analysis,
etc.
5. Utilization of Human Capital (UHC)
HR staff highly secured on Execution of Human Capital. HR staff prepare the

Human Capital (HC) list and the department heads are aware of HC list. The HR staff
believe in development dialogue with employees. The department of HR. accepts
growth plan of employees. The exit interview conducted by the company and full &
final settlement of employees are strongly accepted by the HR staff. Expats staff are
aware of value and level of utilization of Human Capital satisfactory. The IT staff also
affirms that the Execution of Human Capital of Mando. Marketing staff, SQA and
Production Engineering staff are disagreeed with the policies relating to Human
Capital practices of Mando. It is clear evidence that these staff are not aware of HC
list. They may perhaps have less confidence in development dialogue and growth plan
of the company.
159
6. Work culture, Compensation, and Benefits (WCB)
The Expat staff are highly appreciated for Work Culture, Compensation, and
Benefits of Mando India Ltd. Work culture provides the employees with a clear
understanding of the way things are done. Expats of Mando perceived that the
subjective influence of the formal system, the informal, style of managers and other
significant organizational culture factors of the people will lead the organization to a
higher level. The HR and VD staff appreciate the practices of organizational culture
of Mando. SQA, Maintenance, Marketing are not comfortable with the work culture
and compensation practices of Mando company. The dissatisfaction over economic
factors like compensation will have an adverse effect on the performance and
productivity of these departments. It may be noted here that the poor rating may not
necessarily mean a poor performance by these departments; rather, it only means
relatively lesser performance by these departments; compared to other institutions it
may be a creditable performance.
7. Manager Employee Relationship (MER)
Expat, HR & Production Engineering department staff have secured high

rankings. It is thus clear that, there is a harmonious interpersonal relationship between
managers and employees of these departments. SC & L, General staff & PD staff may
not have accepted the prevailing manager employee relationship as very cordial. The
management can look into manager employee relationship in these departments.
8. Employee Satisfaction Measures (ESM)
IT, Marketing, Expats staff are highly satisfied with the employee satisfaction
measures. In contrast SC&L, QC & PPC – Employee satisfaction level is poor. The
employer satisfaction measures which is indeed an outcome of assorted HR practices
is crucial to the survival and growth of any organization of any size and nature. In the
case of Mando the outlook of employees in certain core departments towards
employer satisfaction measures are not very satisfactory. Though there may not be
any looming threat in the short term, the organization ought to be careful in arresting
the negative perception if any among the employees as it may have implications for
the organization in the long run.
160
9. Learning Management and Follow-ups (LMF)
VD, IT, HR staff expressed that there is a high possibility of learning

opportunities and Follow-ups. QC, PPC, PD staff have negative opinion that there are
least possibilities of learning and Follow-up actions.
10. Recruitment and Mentoring (R&M)
IT, General, HR staff have high regard about the policies and practices of
Recruitment and Mentoring. However, Production Engineering, VD, PD staff are not
highly satisfied with the policies of Recruitment and Mentoring. It may indicate the
disinterest of the employees to work in the specific department of the company.
11. Record Maintenance (RM)
VD, Finance, General staff are highly satisfied with the Record Maintenance.
SC&L, IT & SQA staff have pessimistic opinion over the Record Maintenance policy
of the company.
12. Documentation (D)
Expats, HR,SC&L staff are highly appreciative of the Documentation of the

Mando Ltd. Marketing, QC,SQA staff have a poor opinion about the documentation.
13. Women’s Grievance (WG)
HR, Expat, VD staff agreed with the regulations of Women’s Grievance

policies. SQA,QC, PPC staff have less regard for Women’s Grievance policies.
Grievances concerning women specific policies may have negative fall out for the
work force diversity initiative of the studied organization. It is thus essential for the
company to look carefully in to the causes of low satisfaction about women’s
grievance policies
14. IT Support to HR Data (IT)
IT, VD, General staff strongly accept the IT department constantly supports
the HR department. SC&L, Production Engineering, SQA staff are not aware of IT
support to HR data. It has almost become a common phenomena in large
organizations to have high quality HRIS to support HR data transactions. As far as
management concern IT, VD and general staff are highly appreciate of the IT
environment created and supported by management for the HR management.
161
However, certain departments like SC&L, PE and SQA are either unaware of IT
support of HR data or unimpressed by the IT measures of the management for
fostering HR activities.
4.6.13 Factor Analyses for Staff on HR Audit Effectiveness of Mando
The researcher has strived to assess the nature of perception of employees

belonging to different departments about four critical factors that have a bearing on
the audit effectiveness as mentioned earlier. Those factors are;
1. Competency and Talent Management (CTM)
2. Career Management (CM)
3. Production Management and Quality Control (PMQC)
4. Soft-skills Management and Emotional Management (SM&EM)
The researcher has done factor analysis on competency and Talent

management in the first instance and the results are presented in Table 4.107
Table 4.107: Factor Scores: Staff Audit Effectiveness
GROUP CTM CM PM&QC SM&EM

Expats 0.30855 0.76657 0.59829 0.86107
Finances 0.37238 0.31818 -0.4971 -1.01842
General 0.28976 0.59322 -0.77401 -0.9777
HR -0.24442 0.5432 0.00396 0.24587
IT -0.92119 -0.7409 1.47925 -0.47881
Maintenance -0.32295 0.04294 0.72756 -0.16572
Marketing 0.256474 0.17676 0.53688 -0.42049
PD 0.22648 0.15156 -0.07534 0.39199
PPC 0.01559 0.20189 0.3458 -1.25637
PE 0.979449 -1.98785 0.16481 0.70245
QC -0.3275 0.01413 -0.58248 0.28338
SC&L 0.026089 0.08484 0.37808 0.38194
SQA 0.342089 0.62855 0.12891 0.37509
VD 0.621495 -2.16255 -0.13865 1.03688
162
Table 4.108: Factor Score: Rankings of All Plants on Each Factors
GROUP CTM CM PM&QC SM&EM

Expats 5 1 3 2
Finances 3 5 12 13
General 6 3 14 12
HR 11 4 9 8
IT 14 12 1 11
Maintenance 12 10 2 9
Marketing 7 7 4 10
PD 8 8 10 4
PPC 10 6 6 14
PE 1 13 7 3
QC 13 11 13 7
SC&L 9 9 5 5
SQA 4 2 8 6
VD 2 14 11 1
It is apparent from the above-mentioned table that the different departments
have fared differently in their scorings pertaining to the four factors.
1. Competency and Talent Management
As regards competency and Talent management, the Production Engineering

staff have scored highly which indicate that they have affirmative perception about
Mando’s competency and Talent Management strategies. It may be safely assumed
that the audit practices of this company paved the way for effective and state of the art
maintenance and management of competency and talents in this company. This
positive perception does augur well for this department. A few other departments like
VD department, Finance department, SQA have also indicated a positive perception
about competency and Talent management in Mando ltd. It may be disheartening to
note that the pivotal departments like IT,QC & Maintenance have shown a negative
outlook towards the policies & strategies of Mando Ltd. regarding competency &
Talent management. According to this result of this analysis the company should
concentrate on improving the effectiveness of its auditing method as related to
competency and talent management. It is an urgent necessity for this company to
work on the existing competency & talent management techniques, so that the
163
departments which performed less than their expectation acquire a positive image of
Competency & Talent Management through their experience.
2. Career Management
In career management, the Expat staff have scored highly which indicate that
there is a conducive interpersonal relationship among the employees, there is job
security, increase of monetary benefits and Career growth & opportunities constitute
career management. The SQA and General staff also positively perceived that there is
proper career management in Mando. The IT, Production Engineering and VD staff
are not very pleased towards the policies of career management. The company has to
pay attention to improving the factors affecting career management specially for the
departments with high negative perception.
3. Production Management and Quality
In the area of Production Management and Quality control, the IT,

Maintenance and Expat staff are ranked highly for their productivity and significant
Quality of work life. It is a clear sign that the Manpower, material, money, machine
are maintained properly. In contrast, the Finance, General staff and QC department
staff have scored lowest rankings. It is surprising that the QC staff themselves have
showed negative feelings towards production and QC initiatives. This does not speak
well about the QC policies of the study unit at least from the point of view of certain
crucial departments like Finance, General Staff and QC.
4. Soft skills management and Emotional Management
As regards to Soft skills management and Emotional Management the

department of VD staff have secured high rank. It is important to note that there are
few job related problems and there is high perfection in ethical behavior and
organizational culture. The Expats and Production Engineers liked the company’s
policies and practices relating to Soft skills management and Emotional Management.
The PPC, Finance and General staff s expressed pessimistic opinion towards Soft
skills management and Emotional Management. It is a great surprise that the
significant groups of the company do not favor the policies and practices of Soft skills
management and Emotional Management. The company can have an eye on Soft
skills management and Emotional Management so that the least favored groups can be
satisfied.
164
4.6.14 Cluster Analysis of Observations:HR Audit Effectiveness Factors
Competency and Talent Management, Career Management, Production
Management and Quality Control and Soft skill Management and Emotional
Intelligence are the four factors of HR Audit effectiveness. The Squared Euclidean
Distance, Average Linkage - Amalgamation Steps are analyzed in the following
tables.
Table 4.109: Squared Euclidean Distance, Average Linkage-Amalgamation Steps

Step Number Similarity Distance Clusters New Number of
of Level Level Joined Cluster Observations in
Clusters New Cluster
1 13 98.6783 0.1608 2 3 2 2
2 12 97.9427 0.2503 8 12 8 2
3 11 97.0199 0.36258 10 14 10 2
4 10 96.9568 0.37025 8 13 8 3
5 9 96.6353 0.40937 4 8 4 4
6 8 96.261 0.45491 6 7 6 2
7 7 92.9202 0.86136 1 4 1 5
8 6 90.6753 1.13449 6 9 6 3
9 5 89.5971 1.26567 1 11 1 6
10 4 83.7215 1.98053 1 6 1 9
11 3 77.9425 2.68363 1 2 1 11
12 2 58.3508 5.06726 1 5 1 12
13 1 32.6762 8.19097 1 10 1 14
To attain the value of clusters the final partition cluster step was analyzed in
the following table.
Table 4.110: Final Partition - Number of clusters: 5

Cluster Number of Within cluster Average Distance Maximum Distance
Observations sum of squares from centroid from Centroid
Cluster1 6 1.99878 0.533986 0.849466
Cluster2 2 0.0804 0.200502 0.200502
Cluster3 1 0 0 0
Cluster4 3 0.90796 0.531429 0.673554
Cluster5 2 0.18129 0.301073 0.301073
To find the HR Audit Effectiveness the cluster centroids test is presented in
the table below
165
Table 4.111: Cluster Centroids
Cluster Cluster Cluster Cluster Grand
Variable Cluster 1
2 3 4 5 centroid
Competency and
0.055215 0.33107 -0.92119 -0.01696 0.80047 0.115878
Talent Management
Career Management 0.364807 0.455701 -0.7409 0.14053 -2.0752 -0.09782
Production and
0.075236 -0.63556 1.47925 0.536745 0.01308 0.163996
Quality control
Soft Skill and
Emotional 0.423224 -0.99806 -0.47881 -0.6142 0.86967 -0.00277
Management
To justify the HR Audit Effectiveness, the distances between cluster centroids
are applied in the below table.
Table 4.112: Distances Between Cluster Centroids

Cluster1 Cluster2 Cluster3 Cluster4 Cluster5
Cluster1 0 1.61544 2.2273 1.15963 2.59079
Cluster2 1.61544 0 2.78245 1.31989 3.24576
Cluster3 2.2273 2.78245 0 1.58151 2.95169
Cluster4 1.15963 1.31989 1.58151 0 2.83791
Cluster5 2.59079 3.24576 2.95169 2.83791 0
The results of a above tables explained in the dendrogram chart below.
Chart 4.11: Dendrogram (Staff)
Dendrogram with Average Linkage and Squared Euclidean Distance
32.68
Similarity
55.12
77.56
100.00
f f f f f f f f f f f f f f
af af af af af af af af af af af af af af
St St St St St St St St St St l St St St St
s L e g s IT ngg
rt HR PD C & A QC nc tin PP
C
ce ra VD
pe S SQ na r ke an ne E
Ex a in Ge n
nt a F
ct
io
ai M
M o du
Pr
Observations
Cluster Membership:
Cluster 1: Experts Staff, HR Staff, PD Staff, QC Staff, SC&L Staff, SQA Staff
Cluster 2: Finances Staff, General Staff
166
Cluster 3: IT Staff
Cluster 4: PPC Staff, Marketing Staff, Maintenance Staff
Cluster 5: Production Engineer Staff, VD Staff
The results of a above tables is summarized in the following table.
Table 4.113: Staff Cluster Details (HR Audit Effectiveness)
Cluster 1 High performance in Career Management and Soft skill
Management and Moderate performance in competency and
production management
Cluster 2 Excellent in Career Management, High in competency and poor in
production management and quality
Cluster 3 Excellent in production management and quality and moderate in
soft skills, low in career management and very poor in competency
management
Cluster 4 High Performance in Production management, moderate in career
management and low in competency and talent management
Cluster 5 Excellent in competency management and Soft skill, Low in
production and poor in management
4.6.15 Cluster Analysis of Observations: HR Audit Practices
In this section, HR Audit practices are analyzed through the cluster analyses.
The Squared Euclidean Distance, Average Linkage - Amalgamation Steps are
analyzed in the following tables.
Table 4.114: Squared Euclidean Distance, Average Linkage-Amalgamation Steps

of Level Level Joined Cluster Observations
Clusters in New Cluster
1 13 95.7027 0.7617 8 11 8 2
2 12 95.1085 0.8671 2 3 2 2
3 11 92.4457 1.3391 1 4 1 2
4 10 90.2098 1.7354 2 9 2 3
5 9 89.5936 1.8446 6 7 6 2
6 8 87.6278 2.1931 8 13 8 3
7 7 86.4897 2.3948 10 14 10 2
8 6 85.4262 2.5834 8 12 8 4
9 5 81.2385 3.3257 2 10 2 5
10 4 75.6197 4.3216 2 8 2 9
11 3 73.9624 4.6154 2 6 2 11
12 2 57.1006 7.6043 1 5 1 3
13 1 27.1041 12.9215 1 2 1 14
167
Table 4.115: Final Partition - Number of clusters: 5
Cluster Number of Within cluster Average Maximum Distance
Observations sum of squares Distance from from Centroid
centroid
Cluster1 2 0.66954 0.57859 0.57859
Cluster2 5 5.33735 1.0178 1.20677
Cluster3 1 0 0 0
Cluster4 2 0.92232 0.67909 0.67909
Cluster5 4 3.22449 0.88372 1.06367
To find the HR Audit Practices the cluster centroids test is presented in the
table below

Grand
Variable Cluster1 Cluster2 Cluster3 Cluster4 Cluster 5
centroid
IBF 0.68694 -0.5261 0.80088 0.30016 0.110918 0.042015
MPC 0.79159 0.035036 1.17052 -0.17669 -0.10125 0.155037
APL 0.58051 0.10882 0.4827 0.28787 -0.12491 0.161709
FAP 1.40099 -0.11806 0.57708 -0.27802 -0.19703 0.103187
UHC 1.15063 -0.02779 0.63543 -0.19872 -0.0872 0.146537
WCB 0.748 0.059 0.10401 -0.21517 -0.09619 0.077137
MER 1.0921 0.19045 0.08157 0.04563 -0.23331 0.169718
ESM 0.98984 -0.14677 1.73226 1.1846 -0.2831 0.301063
LMF 0.32245 0.205728 0.41199 0.08986 -0.03018 0.153181
R&M 0.50933 0.02429 1.12159 0.16501 -0.05113 0.170515
RM 0.17979 0.747806 -0.69049 0.32929 -0.48558 0.151742
D 1.16511 0.00442 0.00979 -0.27499 -0.12767 0.092961
WG 1.29919 0.069344 0.03983 0.24302 -0.19777 0.191421
IT 0.19768 0.124564 0.53098 0.04363 -0.13172 0.079252
To justify the HR Audit Practices, the distances between cluster centroids are
applied in the below table.
Table 4.117: Distances between Cluster Centroids

Clusters Cluster1 Cluster2 Cluster3 Cluster4 Cluster5
Cluster1 0 3.46102 2.69622 3.35878 3.83457
Cluster2 3.46102 0 3.33753 1.73385 1.56462
Cluster3 2.69622 3.33753 0 2.5204 3.14837
Cluster4 3.35878 1.73385 2.5204 0 1.8571
Cluster5 3.83457 1.56462 3.14837 1.8571 0
Source: primary data.
The results of a above tables explained in the dendrogram chart below.
168
Chart 4.12: Dendrogram
Dendrogram with Average Linkage and Squared Euclidean Distance
27.10
Similarity
51.40
75.70
100.00
f f f f f f f f f f f f f f
af af af af af af af af af af af af af af
St St St St l St St St St St St St St St St
ts HR IT es a C g VD PD Q C SQ A C &
L ce g
per nc ner PP Eng S an ket
in
a n
Ex Fi
n Ge n ta ar
ctio a in M
u M
od
Pr
Observations
Cluster Membership
Cluster 1: Expats Staff, HR Staff
Cluster 2: Finances Staff, General Staff, PPC Staff, Production Engg Staff,
VD Staff
Cluster 3: IT Staff
Cluster 4: Maintenance Staff, Marketing Staff
Cluster 5: PD Staff, QC Staff, SC&L Staff
The results of the above tables is summarized in the following table.
Table 4.118: Staff Cluster Details of HR Audit Practices.

Cluster 1 Excellent inflow of appraisal process, Execution of Human capital,
Manager Employee Relationship, Documentation and Women’s
Grievance, High performance of manpower planning,
Implementation of business strategies, Appraisal process, work
culture and Recruitment practices. Moderating Employee satisfaction
measures, Learning management and IT support for HR data.
Cluster 2 High performance in Record maintenance, Moderate in appraisal
process, Learning management and IT support, Low performance in
Manpower planning, flow of appraisal process, Recruitment,
Documentation and Women’s Grievance. Poor in work culture,
Employee satisfaction.
169
Cluster 3 Excellent in employee satisfaction measures, manpower planning.
High performance of implementation of business strategy. Moderate
in flow of appraisal, Execution of Human capital, learning
management, IT support. Low in appraisal process, work culture,
manager employer relationship, and Documentation. Poor in Record
maintenance.
Cluster 4 Excellent in Employee satisfaction, Moderate implementation of
Business strategy, Record maintenance. Low in appraisal process,
learning management, Recruitment, Women’s Grievance, manager
employer relationship and IT support. Poor in Manpower planning,
flow of appraisal, execution of human capital, work culture and
Documentation.
Cluster 5 Moderate implementation of Business strategy and rest of the HR
Practices are poor.
4.7 OE’s HR Audit Perception
In this stage, the researcher applied total variance, Component Matrix,

Communalities and component score coefficient matrix tests for each category of OEs
with intention of testing and deciding whether the data are fit for the application of
factor analysis and cluster analysis. The whole section focuses on identifying the
departments performing well in each of the selected categories like Recruitment,
Induction, Training, Appraisal/ Retention, Recognition, Contractual On line,
Infrastructure, MRF and Women’s Grievance committee. It also aims at disclosing the
best groups of OEs for implementing the suggestions to be made. The section begins
with the analysis of OEs Recruitment practices of the Mando.
4.7.1 Recruitment
The results of Total Variance of Recruitment of OEs are presented in the
Table 4.119
Table 4.119: Total Variance of Recruitment of OEs

1 2.138 53.452 53.452 2.138 53.452 53.452
2 .941 23.533 76.985
3 .622 15.553 92.538
4 .298 7.462 100.000

Based on Eigen value>1 criteria it has been decided to retain first four factors.
The First four factors combined captures 53.45% of the total information. Then, the
Communalities of Recruitment of OEs are analyzed in Table 4.120
170
Chart 4.13: Perception of Recruitment of OEs
Scree Plot
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3 4
Component Number
Table 4.120: Communalities of Recruitment of OEs

The initial IQ test is being conducted before selecting the candidate 1.000 .652
Recruitment team includes at least one Manages ( Production/HR ) and
ex-student from same region / institute 1.000 .367
Feedback is taken from the newjoinee in regular intervals 1.000 .516
Feedback is taken from supervisor about new joinee after 3-4 weeks 1.000 .603
The communality is high for most of the variables that indicates the factors are
able to capture the majority of the information in the underlying variables.
Table 4.121: Component Matrix of Recruitment of OEs

Component
Variables
1
The initial IQ test is being conducted before selecting the candidate .807
Recruitment team includes at least one Manages ( Production/HR ) and
ex-student from same region / institute .606
Feedback is taken from the new joinee in regular intervals .719
Feedback is taken from supervisor about new joinee after 3-4 weeks .777
component matrix and its high loadings pattern. The Factor is named as “Recruitment
Policies”. Thus, to verify the factor the Component Score Coefficient Matrix of
Recruitment of OEs are tested in table 4.122
171
Table 4.122: Component Score Coefficient Matrix of Recruitment of OEs
Component
Variables
1
The initial IQ test is being conducted before selecting the candidate .378
Recruitment team includes at least one Manages ( Production/HR ) and ex-
student from same region / institute .283
Feedback is taken from the new joinee in regular intervals .336
Feedback is taken from supervisor about new joinee after 3-4 weeks .363
The above table provides the factor scoring coefficients based on this equation
the researcher has obtained the factor scores for the factor “Recruitment Policies”.
4.7.2 Induction
The Total Variance of Induction of OEs are analyzed in table 4.123
Table 4.123: Total Variance of Induction of OEs

1 4.228 52.855 52.855 4.228 52.855 52.855
2 .944 11.801 64.655
3 .673 8.419 73.074
4 .537 6.715 79.789
5 .513 6.411 86.200
6 .428 5.347 91.547
7 .362 4.520 96.068
8 .315 3.932 100.000

Chart 4.14: Perception of Induction of OEs
Scree Plot
5
2
Eigenvalue
0
1 2 3 4 5 6 7 8
Component Number
The First four factors combined captures 52.86% of the total information.
172
Table 4.124: Communalities of Induction of OEs
Induction training is conducted by Anand U certified PTT 1.000 .670
Joining of fresh recruits is done on fixed days in a month 1.000 .534
Detailed training modules are available 1.000 .483
The welcome address is given by Plant Head 1.000 .523
Buddy system in the plant is as per Guidelines from Corporate HR 1.000 .570
New joinees have undergone induction training before being employed on M/C 1.000 .437
Welcome Party, City Dharsan and and Quiz competition are for new joinees
within 3 months of their joining 1.000 .595
Apprentices/ trainees are not put for night training within 2 months of joining 1.000 .417
The communality is high for most of the variables which indicates the factors
are able to capture majority of the information in the underlying variables. In order to
verify the factor Component Matrix Induction of OEs are analyzed in Table 4.125
Table 4.125: Component Matrix Induction of OEs

Component
Variables
1
Induction training is conducted by Anand U certified PTT .819
Joining of fresh recruits is done on fixed days in a month .730
Detailed training modules are available .695
The welcome address is given by Plant Head .723
Buddy system in the plant is as per Guidelines from Corporate HR .755
New joinees have undergone induction training before being employed on M/C .661
within 3 months of their joining .772
Apprentices/ trainees are not put for night training within 2 months of joining .646
component matrix and its high loadings pattern. The Factor is named as “Induction
follow-ups”. The Component Score Coefficient Matrix of Induction of OEs are
analyzed in table 4.126
173
Table 4.126: Component Score Coefficient Matrix of Induction of OEs
Component
Variables
1
Induction training is conducted by Anand U certified PTT .194
Joining of fresh recruits is done on fixed days in a month .173
Detailed training modules are available .164
The welcome address is given by Plant Head .171
Buddy system in the plant is as per Guidelines from Corporate HR .179
New joinees have undergone induction training before being employed on M/C .156
within 3 months of their joining .182
Apprentices/ trainees are not put for night training within 2 months of joining .153
equation the researcher has obtained the factor scores for the factor “Induction follow-
ups”.
4.7.3 Training
The Total Variance of Training of OEs are presented below in table 4.127
Table 4.127: Total Variance of Training of OEs

1 2.530 50.602 50.602 2.530 50.602 50.602
2 .959 19.171 69.772
3 .626 12.520 82.292
4 .524 10.480 92.773
5 .361 7.227 100.000

Chart 4.15: Perception of Training of OEs
Scree Plot
3.0
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3 4 5
Component Number
Based on Eigen value>1 criteria it has been retained first four factors. The
First four factors combined captures 50.6% of the total information. Thus, the results
of the Communalities of Training of OEs are presented in table 4.128
174
Table 4.128: Communalities of Training of OEs
40 hours of training per year is attended all the employees 1.000 .691
Criteria for selection as cell IDs/ TL has been laid down & known to all 1.000 .578
HR identifies conversion trainings for the ATMAC qualified Oes 1.000 .536
All the cell leaders / supervisors have been trained in STAR program 1.000 .581
Training history record is not available for employees 1.000 .145
factors are able to capture majority of the information in the underlying variables. The
Component Matrix of Training of OEs are analyzed below table 4.129
Table 4.129: Component Matrix of Training of OEs

Component
Variables
1
40 hours of training per year is attended all the employees .831
Criteria for selection as cell IDs/ TL has been laid down & known to all .760
HR identifies conversion trainings for the ATMAC qualified Oes .732
All the cell leaders / supervisors have been trained in STAR program .762
Training history record is not available for employees -.380
Extraction Method: Principal Component Analysis. a. 1 components extracted.
matrix based on the high loadings pattern. The Factor is named as “Training
Programs”. The Component Score Coefficient Matrix of Training of OEs are analyzed
below table 4.130
Table 4.130: Component Score Coefficient Matrix of Training of OEs

Component
Variables
1
40 hours of training per year is attended all the employees .329
Criteria for selection as cell IDs/ TL has been laid down & known to all .300
HR identifies conversion trainings for the ATMAC qualified Oes .289
All the cell leaders / supervisors have been trained in STAR program .301
Training history record is not available for employees -.150
equation the researcher has obtained the factor scores for the factor “Training
Programs”.
175
4.7.4 Appraisal / Retention
The total Variance of Appraisal / Retention of OEs has been analyzedbelow
table 4.131
Table 4.131: Total Variance of Appraisal / Retention of OEs

1 5.151 51.509 51.509 5.151 51.509 51.509 3.243 32.428 32.428
2 1.135 11.355 62.864 1.135 11.355 62.864 3.044 30.437 62.864
3 .853 8.526 71.390
4 .566 5.659 77.049
5 .504 5.042 82.091
6 .465 4.646 86.737
7 .382 3.822 90.559
8 .351 3.515 94.073
9 .320 3.196 97.270
10 .273 2.730 100.000

Chart 4.16: Perception of Appraisal / Retention of OEs
Scree Plot
6
2
Eigenvalue
0
1 2 3 4 5 6 7 8 9 10
Component Number
Based on Eigen value>1 criteria the researcher has retained first two factors.
The First two factors combined captures 62.86% of the total information. The
Communalities of Appraisal / Retention of OEs are mentioned in the table below
4.132
Table 4.132: Communalities of Appraisal / Retention of OEs

HR have records of Mobile no./ address 1.000 .599
The increment letters 1.000 .726
Summary of exit interviews 1.000 .610
There is evidence 1.000 .540
All Absconding cases 1.000 .608
OE attrition 1.000 .673
Retention of apprentices / trainees 1.000 .668
There is a structured process 1.000 .569
allowance & special allowance 1.000 .619
Service Award 1.000 .675
176
Rotated Component Matrix of Appraisal / Retention of OEs has been analyzed in the
table 4.133
Table 4.133: Rotated Component Matrix of Appraisal / Retention of OEs
Variables Component
1 2
HR have records of Mobile no./ address .380 .674
The increment letters .747 .410
Summary of exit interviews .298 .722
There is evidence .685 .266
All Absconding cases .330 .706
OE attrition .770 .284
Retention of apprentices / trainees .033 .817
There is a structured process .750 .085
allowance & special allowance .380 .689
Service Award .757 .318
Source: primary data.Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.a. Rotationonverged in 3 iterations.
component matrix based on the high loadings pattern. The Factors naming are as
follows;
Factor 1 : Appraisal Procedures
Factor 2: Appraisal Follow-ups
The Component Score Coefficient Matrix of Appraisal / Retention of OEs are

presented in table 4.134
Table 4.134: Component Score Coefficient Matrix of Appraisal/Retention of OEs
Variables Component
1 2
HR have records of Mobile no./ address -.033 .243
The increment letters .248 -.029
Summary of exit interviews -.093 .298
There is evidence .265 -.087
All Absconding cases -.071 .279
OE attrition .303 -.106
Retention of apprentices / trainees -.263 .441
There is a structured process .361 -.210
allowance & special allowance -.038 .251
Service Award .285 -.083
177
“Appraisal Procedures” and “Appraisal Followups”.
4.7.5 Recognition
In the table 4.135 the Variance of Recognition of OEs are analyzed
Table 4.135: Total Variance of Recognition of OEs

1 2.552 51.035 51.035 2.552 51.035 51.035
2 .984 19.673 70.708
3 .584 11.679 82.388
4 .534 10.682 93.069
5 .347 6.931 100.000

Based on Eigen value>1 criteria the researcher retained first four factors. The
First four factors combined captures 51.03% of the total information. The
Communalities of Recognition of OEs are analyzed in table 4.136
Chart 4.17: Perception of Recognition of OEs

Scree Plot
3.0
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3 4 5
Component Number
Table 4.136: Communalities of Recognition of OEs

Recognition criteria of our company 1.000 .697
Our company recognizes 10% OEs each month 1.000 .552
There is annual calendar for monthly HR events 1.000 .622
OEs are involved in planning 1.000 .380
Recreational avenues 1.000 .302
The communality is high (>0.5)for all the variables which indicates the factors
are able to capture majority of the information in the underlying variables. The
Component Matrix of Recognition of OEs are discussed in table 4.137
178
Table 4.137: Component Matrix of Recognition of OEs
Component
Variables
1
Recognition criteria of our company .835
Our company recognizes 10% OEs each month .743
There is annual calendar for monthly HR events .789
OEs are involved in planning .616
Recreational avenues .549
component matrix based on the high loadings pattern. The Factor is named as
“Recognition”. The Component Score Coefficient Matrix of Recognition of OEs are
Table 4.138: Component Score Coefficient Matrix of Recognition of OEs

Component
Variables
1
Recognition criteria of our company .327
Our company recognizes 10% OEs each month .291
There is annual calendar for monthly HR events .309
OEs are involved in planning .241
Recreational avenues .215
equation the researcher has obtained the factor scores for the factor “Recognition”.
4.7.6 Infrastructure
The Total Variance of Infrastructure of OEs are analyzed in table 4.139
Table 4.139: Total Variance of Infrastructure of OEs

1 3.294 41.173 41.173 3.294 41.173 41.173 2.158 26.981 26.981
2 1.288 16.101 57.274 1.288 16.101 57.274 1.874 23.427 50.408
3 1.007 12.591 69.865 1.007 12.591 69.865 1.557 19.458 69.865
4 .626 7.824 77.690
5 .517 6.458 84.148
6 .490 6.128 90.275
7 .420 5.251 95.526
8 .358 4.474 100.000
179
Chart 4.18: Perception of Infrastructure of OEs
Scree Plot
3.5
3.0
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3 4 5 6 7 8
Component Number
Communalities of Infrastructure of OEs are discussed in table 4.140
Table 4.140: Communalities of Infrastructure of OEs

Our company has separate boys and girls hostel 1.000 .787
Company helps boys find accommodation in 1st year 1.000 .715
Amenities are provided in hostels 1.000 .715
The toilets are clean in the hostels 1.000 .649
Security is provided in girl's & boys' hostels 1.000 .709
Transport is provided for pickup & drop from hostels 1.000 .666
There is a lady security guard in transport 1.000 .653
Furniture is provided as per guidelines in girls' & boys' hostels 1.000 .696
Rotated Component Matrix of Infrastructure of OEs are analyzed in table 4.141
Table 4.141: Rotated Component Matrix of Infrastructure of OEs

Component
Variables
1 2 3
Our company has separate boys and girls hostel .089 .092 .878
Company helps boys find accommodation in 1st year .792 -.094 .280
Amenities like newspapers, carom board etc.are provided in hostels -.008 .785 .314
The toilets are clean in the hostels .571 .542 -.171
Security is provided in girl's & boys' hostels .223 .417 .697
Transport is provided for pickup & drop from hostels .769 .143 .235
There is a lady security guard in transport .210 .760 .176
Furniture is provided as per guidelines in girls' & boys' hostels .716 .419 -.087
180
component matrix based on the high loadings pattern. The Factors naming are as
follows
Factor 1 : Basic Accommodation Requirements
Factor 2: Add-on Facilities
Factor 3: Security Measures
The Component Score Coefficient Matrix of Infrastructure of OEs are

Table 4.142: Component Score Coefficient Matrix of Infrastructure of OEs

Component
Variables
1 2 3
Our company has separate boys and girls hostel -.051 -.140 .637
Company helps boys find accommodation in 1st year .466 -.327 .160
Amenities like newspapers, carom board etc.are provided in hostels -.231 .505 .074
The toilets are clean in the hostels .216 .285 -.296
Security is provided in girl's & boys' hostels -.037 .099 .420
Transport is provided for pickup & drop from hostels .396 -.140 .078
There is a lady security guard in transport -.084 .461 -.046
Furniture is provided as per guidelines in girls' & boys' hostels .324 .142 -.220
equations the researcher obtained the factor scores for the three factors namely “Basic
Accommodation Requirements”, “Add-on Facilities” and “Security Measures”.
4.7.7 Mando Redresal Forum (MRF ) Forum

The Total Variance of MRF Forum of OEs are analyzed in table 4.143
Table 4.143: Total Variance of MRF Forum of OEs

1 1.920 64.016 64.016 1.920 64.016 64.016
2 .719 23.974 87.990
3 .360 12.010 100.000
181
Chart 4.19: Perception of MRF Forum of OEs
Scree Plot
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3
Component Number
The First four factors combined captures 64.02% of the total information. The
Communalities of MRF Forum of OEs are analyzed in table 4.144
Table 4.144: Communalities of MRF Forum of OEs

We have frequency of MRFs 1.000 .786
Resolvable issues are open more than 1 month 1.000 .531
The plant head and HR Head 1.000 .603
Component Matrix of MRF Forum of OEs are analyzed in table 4.145
Table 4.145: Component Matrix of MRF Forum of OEs

Component
Variables
1
We have frequency of MRFs .886
Resolvable issues are open more than 1 month .729
The plant head and HR Head .777
The researcher named the underlying factor based on the component matrix
based on the high loadings pattern. The Factor is named as “MRF”. The Component
Score coefficient Matrix of MRF Forum of OEs are mentioned below table 4.146
Table 4.146: Component Score coefficient Matrix of MRF Forum of OEs

Component
Variables
1
We have frequency of MRFs .462
Resolvable issues are open more than 1 month .380
The plant head and HR Head .404
182
equation we have obtained the factor scores for the factor “MRF”.

The Total Variance of Women’s Grievance Committee of OEs are analyzed in
table 4.148
Table 4.147: Total Variance of Women’s Grievance Committee of OEs

1 3.455 57.578 57.578 3.455 57.578 57.578
2 .721 12.020 69.598
3 .538 8.973 78.571
4 .509 8.486 87.057
5 .473 7.878 94.934
6 .304 5.066 100.000

Chart 4.20: Perception of Women’s Grievance Committee of OEs
Scree Plot
4.0
3.5
3.0
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3 4 5 6
Component Number
Communalities of Women’s Grievance Committee of OEs are analyzed below table
4.148
Table 4.148: Communalities of Women’s Grievance Committee of OEs

Variables Initial Extractio
The president of Women's Grievance/ Sexual Harassment committee 1.000 .583
Women committee consist of minimum 3 members 1.000 .539
Women committee have representatives from NGO 1.000 .544
Women committee meetings are being held once in a month 1.000 .525
There is a policy on sexual harassment & it is displayed 1.000 .619
Our company conducts awareness program on sexual harassment 1.000 .645
183
Component Matrix of Women’s Grievance Committee of OEs are analyzed in table
4.149
Table 4.149: Component Matrix of Women’s Grievance Committee of OEs

Component
Variables
1
The president of Women's Grievance/ Sexual Harassment committee .763
component matrix based on the high loadings pattern. The Factor is named as
“WGC”. The Component Score Coefficient Matrix of WGC of OEs are analyses in
table 4.150
Table 4.150: Component Score Coefficient Matrix of WGC of OEs

Component
Variables
1
The president of Women's Grievance/ Sexual Harassment committee .221
equation the researcher has obtained the factor scores for the factor “WGC”.
4.7.9 Audit Effectiveness
The Total Variance of Audit Effectiveness of OEs are analyzed in table 4.151
184
Table 4.151: Total Variance of Audit Effectiveness of OEs
1 2.317 19.312 19.312 2.317 19.312 19.312 1.988 16.564 16.564
2 2.027 16.893 36.206 2.027 16.893 36.206 1.811 15.091 31.655
3 1.608 13.401 49.607 1.608 13.401 49.607 1.726 14.384 46.038
4 1.139 9.493 59.100 1.139 9.493 59.100 1.567 13.062 59.100
5 .945 7.876 66.976
6 .808 6.731 73.706
7 .672 5.600 79.306
8 .613 5.110 84.416
9 .589 4.906 89.323
10 .507 4.225 93.548
11 .465 3.878 97.425
12 .309 2.575 100.000

Chart 4.21: Perception of Audit Effectiveness of OEs
Scree Plot
2.5
2.0
1.5
1.0
Eigenvalue
.5
0.0
1 2 3 4 5 6 7 8 9 10 11 12
Component Number
The First four factors combined captures 59.01% of the total information. The
Communalities of Audit Effectiveness of OEs are analyzed table 4.152
Table 4.152: Communalities of Audit Effectiveness of OEs

Increase in the individual efficiency 1.000 .750
Conducive inter personal relationship 1.000 .656
Increase in the monetary and non monetary benefits 1.000 .713
Considerable increase in the productivity 1.000 .642
Significant quality of work life 1.000 .512
Job security is ensured 1.000 .345
Carrier growth and opportunities are more 1.000 .539
Decreased job related problems 1.000 .467
Perfection in the ethical behaviour and organizational culture 1.000 .675
Increase in the personality development 1.000 .575
There is a significant decision making abilities 1.000 .556
Able to realize the profitability of the organization 1.000 .662
The communality is high (>0.5) for most of the variables which indicates the
Rotated Component Matrix of Audit Effectiveness of OEs are analyzed in table 4.153
185
Table 4.153: Rotated Component Matrix of Audit Effectiveness of OEs
Component
Variables
1 2 3 4
Conducive inter personal relationship -.417 .351 .232 .552
Increase in the monetary and non monetary benefits .620 .493 .272 -.107
Considerable increase in the productivity -.046 .025 .799 .016
Significant quality of worklife -.067 .689 -.173 -.056
Job security is ensured -.406 .031 -.107 .410
Carrier growth and opportunities are more .706 -.074 -.171 -.074
Decreased job related problems .155 -.351 .505 .253
Perfection in the ethical behaviour and organizational culture .296 .197 -.557 .488
Increase in the personality development -.158 -.109 .096 .727
There is a significant decision making abilities .739 .040 .073 -.046
The researcher named the underlying factors based on the rotated component
matrix based on the high loadings pattern. The Factors naming are as follows;
Factor 1: Career Management Factor 2: Quality of Work life

Factor 3: Production Management Factor 4: Personal Development
The Component Score Coefficient Matrix of Audit Effectiveness of OEs are

Table 4.154: Component Score Coefficient Matrix of Audit Effectiveness of OEs

Component
Variables
1 2 3 4
Increase in the individual efficiency .033 .478 .052 .051
Conducive inter personal relationship -.179 .237 .144 .288
Increase in the monetary and non monetary benefits .279 .296 .219 -.044
Considerable increase in the productivity -.060 .120 .504 -.091
Significant quality of work life -.067 .383 -.009 -.048
Job security is ensured -.160 .011 -.093 .242
Carrier growth and opportunities are more .376 -.097 -.140 .060
Decreased job related problems .107 -.154 .234 .144
Perfection in the ethical behavior and organizational culture .234 .013 -.396 .432
Increase in the personality development .008 -.066 -.033 .472
There is a significant decision making abilities .380 -.001 .022 .051
“Career Management”, “Quality of Work life”, “Production Management” and
“Personal Development”.
186
4.7.10 Factor Analyses for OEs HR Audit Practices of Mando
The preceding section have made it amply clear that the data pertaining to HR
Practices of OEs are free from any obvious defect and do not suffer from multi
collinearities. This has enabled the researcher to apply the pinnacle statistical test of
factor analysis and clustering. The factor analysis results for different HR Practices of
OEs and OEs HR Audit Effectiveness are presented in the following tables.
Table 4.155: Factor Scores - OEs

GROUP RP IF TP AP AF R BAR AF SM MRF WGC
OE CCA -0.25 -0.23 -0.23 -0.09 -0.08 -0.18 -0.02 -0.14 -0.19 -0.20 -0.15
OE CCM 0.06 -0.18 -0.05 -0.32 0.12 -0.12 -0.13 -0.08 -0.18 -0.05 0.01
OE CHM -0.02 -0.05 -0.13 -0.01 0.04 0.03 0.11 -0.15 0.12 -0.08 -0.04
OE DBA -0.16 -0.56 -0.05 -0.17 0.01 -0.31 0.05 0.08 -0.09 -0.35 0.01
OE IVA 0.28 0.07 -0.14 0.19 -0.08 0.15 0.53 -0.55 0.81 0.21 0.19
OE MBA -0.27 0.24 0.01 0.02 -0.67 -0.13 -0.42 0.24 0.29 -0.09 -0.49
OE MCA 0.09 -0.04 -0.26 0.05 -0.10 -0.13 0.15 0.02 0.16 -0.11 0.01
OE MCM 0.14 0.11 0.09 -0.05 0.37 0.05 0.09 0.09 -0.11 0.02 0.09
OE MSG 0.56 0.43 0.29 0.36 0.54 0.64 0.04 0.32 -0.23 0.37 0.29
OE SHOX 0.36 0.38 0.44 0.35 0.31 0.50 0.17 0.02 0.01 0.50 0.49
OE Senior -0.12 -0.08 -0.21 -1.08 0.51 -0.38 -0.61 0.21 -0.44 -0.22 -0.21
OE WCA 0.21 0.33 0.47 0.38 0.13 0.23 0.28 0.09 -0.24 0.64 0.18
Table 4.156: Factor Score: Rankings Of OEs On Each Factors Separately
GROUP RP IF TP AP AF R BAR AF SM MRF WGC
OE CCA 11 11 11 9 9 10 9 10 9 10 10
OE CCM 7 10 6 11 6 7 10 9 8 6 8
OE CHM 8 8 8 7 7 6 5 11 4 7 9
OE DBA 10 12 7 10 8 11 7 6 6 12 6
OE IVA 3 6 9 4 10 4 1 12 1 4 3
OE MBA 12 4 5 6 12 9 11 2 2 8 12
OE MCA 6 7 12 5 11 8 4 8 3 9 7
OE MCM 5 5 4 8 3 5 6 4 7 5 5
OE MSG 1 1 3 2 1 1 8 1 10 3 2
OE SHOX 2 2 2 3 4 2 3 7 5 2 1
OE Senior 9 9 10 12 2 12 12 3 12 11 11
OE WCA 4 3 1 1 5 3 2 5 11 1 4
The results of the above table give the individual department rankings to find
the appropriate perception of OEs of Mando. Let us discuss in detail.
187
1. Recruitment Policies (RP)
MSG department have obtained higher scores. They are highly satisfied with
the recruitment policies of Mando. Departments like SHOX and IVA also ranked
second and third highest rankings. It is a clear sign that the recruitment policies are
concerned with identifying the range of applicants for appropriate perspective
employee for an organization. The MBA,CCA and DBA departments have good
number of OEs compared with other departments have secured very low rankings.
These departments have negative opinion about the recruitment policies of Mando.
The result urges the organization to modify the recruitment practices that will attract
the OEs to find the better placements.
2. Induction follow-ups (IF)
In the area of Induction follow ups the MSG departments have secured high
scores. This leads the OEs belonging to MSG department to have better understanding
about induction follow up with the mind of the company. The SHOX and WCA
departments also firmly confirm that the induction training programs, Training
modules and the other follow up actions which are carried out by the company, satisfy
the good number of OEs. The DBA, DBA, CCA & CCM departments have expressed
their negative opinion towards induction follow up practices. The half portion of
employees are not fully satisfied the induction follow up programs. These
departments may require the special attention of the management.
3. Training Programs (TP)
The OEs belonging to WCA department have obtained highest ranking in

training programs along with WCA,SHOX and MSG department as they strongly
affirm that the training program are job and task oriented. These groups assure that
there is a growth of both the individual and organizational if they attend the training
programs. The MCA, CCA and senior OEs have poor rankings. This is quite obvious
that the seniors are dissatisfied about the training programs. The senior OEs may not
fine the effective programs to progress further. The organization can scrutinize the
low-level areas of training programs, which can seek more attention of the senior
OEs.
188
4. Appraisal Process (AP)
In line with the training programs the WCA department has scored high level
ranks in appraisal process. The WCA departments strongly believed that there is a
significant and transforming measure by practicing appraisal process which developed
the personal efficiency and organization productivity. The MSG, and SHOX
department having good number of employees also happy with the OEs appraisal
process. On the contrary, the senior, CCM and DBA departments have obtained
poorest rankings of appraisal process. This result is not pleasing because the senior
OEs are not in favor of the policies and practices of appraisal process.
5. Appraisal Follow ups (AF)
Every company has to undergo appraisal follow ups programs for better
development and to meet the internal and external current challenges forced by
competing factors. The MSG departments have secured highest ranking and it shows
that the appraisal follow-ups would satisfy the emerging interest of the OEs. The
MCM and senior OEs are pleased by the appraisal follow up programs. Rather the
remarkable departments like MBA,MCA and IVA departments have developed
negative perception towards appraisal follow ups which can create chaos among the
employees growth and organization growth.
6. Recognition (R)
As we discussed earlier the MSG department repeatedly have scored high

rank. This is the evidence that the recognition practices played a vital role to capture
the attentions of the OEs and to stimulate the working measure of OEs, which
ascertain the high performance of employees. The SHOX,WCA also favored the
above factor. DBA ,CCA and senior OEs have a negative opinion towards recognition
process.
7. Basic Accommodation Requirements (BAR)
IBA, WCA,SHOX departments have obtained high rankings. It shows that

they are happy with the facilities of Basic Accommodation Requirements provided by
the company. The senior MBA,CCM OEs are pessimistic about the Basic
Accommodation Requirements especially on the shop floor.
189
8. Add-on Facilities (AF)
In this field the MSG, MBA & senior OEs have secured highest rankings
whereas IBA,WCA and SHOX department OEs expects more add on facilities from
Mando.
9. Security Measures (SM)
Since OEs are working with machines, there is a high necessity for
strengthening security measures regularly in the shop floor. It is highly accepted by
the IBA,MBA,MCA departments whereas the senior WCA and MSG departments felt
that the security measures provided by the company is not applicable to their
expectations. This can disturb the smooth running of the organization.
10. Mando Redressal Forum (MRF)
WCA departments have attained the highest ranking about MRF. The
communicative aspects have powerful impact in the life of the OEs as well as in the
organization. The positive opinion is confirmed by SHOX and MSG departments,.
But DBA, senior and CCA are highly dissatisfied about the functions of MRF.
11. WGC
SHOX, MSG and IBA departments have secured high rankings of WGC. The
majority of the women OEs come under this department. Of course, this result shows
that there is a continuous effort made by WGC for the women empowerment in
Mando. In contrast, MBA, Senior and CCA departments are not pleased with the
functioning of WGC.
4.7.11 Factor Analyses for OEs HR Audit Effectiveness of Mando

The OEs HR audit effectiveness factor scores and rankings are presented in
the below table
190
Table 4.157: Factor Scores - OEs
GROUP Career Quality of Production Personal
Management Work life Management Development
OE CCA -0.08492 0.0661 -0.05546 -0.00902
OE CCM 0.04788 -0.28336 -0.3409 0.03092
OE CHM -0.16614 0.05042 -0.05801 0.25368
OE DBA -0.17028 0.30116 0.02334 -0.05026
OE IVA 0.3626 0.12341 0.43798 -0.49424
OE MBA 0.36989 0.03699 0.20194 -0.23499
OE MCA -0.07881 -0.15596 0.07798 0.15053
OE MCM 0.04067 0.10552 -0.02911 -0.21959
OE MSG 0.44656 0.4755 -0.10298 -0.59766
OE SHOX -0.10652 0.02973 0.05476 0.17901
OE Senior 0.35289 -1.08133 -0.19687 0.02282
OE WCA 0.08491 -0.55383 0.15667 -0.4207
Table 4.158: Factor Score: Rankings Of OEs On Each Factors Separately
GROUP Career Quality of Production Personal
Management Work life Management Development
OE CCA 9 5 8 6
OE CCM 6 10 12 4
OE CHM 11 6 9 1
OE DBA 12 2 6 7
OE IVA 3 3 1 11
OE MBA 2 7 2 9
OE MCA 8 9 4 3
OE MCM 7 4 7 8
OE MSG 1 1 10 12
OE SHOX 10 8 5 2
OE Senior 4 12 11 5
OE WCA 5 11 3 10
It is apparent from the above-mentioned table that the different departments
have fared differently in their scorings pertaining to the four factors.
1. Career Management
In the field of Career Management the MSG departments have scored high
ranks followed by MBA and IVA department. The MSG,IVA and MBA department
make up half of the OE employees in the company. They believe that there is career
growth and development opportunities are more. They also strongly accept that there
is continuous assurance of job security and increase in monetary and non-monetary
benefits. The departments like DBA, WCA and CCM have scored poor rankings. It
191
shows their slight dissatisfaction over career management policies of the company as
compared to other departments.
2. Quality of Work Life
MSG department believes that this company provides a desirable Quality of

work life for the OEs. Further, the departments like DBA and IVA confirm this
perception. As against this, the engineers of WCA and CCM have developed a
negative opinion towards the Quality of work life. This warrants the immediate
attention of the management.
3. Production Management
IVA, MBA and WCA departments have scored highly on this factor, it is
obvious that the OEs contribution is more in the field of Production Management.
That outcome of production management is most by through the hard work of the OEs
is an undeniable fact in this company. This may be the reason why there are fewer job
related problems among OEs. The CCM, Senior and MSG departments are not
favourly disposed towards production management policies of the company and this
is borne out by their low rankings.
4. Personal Development
The CHM, SHOX and MCA departments have rated this factor highly in their
assessment. These departments generally consist of a higher number of OEs than staff
and they admit that there is rapid personal development after joining this company.
They are proud of working in this company and also feel that their individual
efficiency is developed; they also feel that there is a good scope in ethical behavior
and chance for learning decision making abilities. In contrast, the MSG, IVA and
WCA departments have a predominantly negative opinion towards personal
development initiatives of Mando.
4.7.12 Cluster Analysis of Observations: OE HR Audit Factors

In this section, OEs HR Audit factors are analyzed through the cluster
analyses.
The Euclidean Distance, Average Linkage - Amalgamation Steps are analyzed

in the following tables;
192
Table 4.159: Euclidean Distance, Average Linkage: Amalgamation Steps
of Level Level Joined Cluster Observations in
Clusters New Cluster
1 11 86.6522 0.33272 3 7 3 2
2 10 78.4006 0.53841 1 2 1 2
3 9 77.076 0.57143 10 12 10 2
4 8 76.2179 0.59282 1 4 1 3
5 7 73.7406 0.65457 3 8 3 3
6 6 71.3348 0.71454 9 10 9 3
7 5 71.1582 0.71895 1 3 1 6
8 4 49.457 1.2599 1 6 1 7
9 3 43.0355 1.41996 1 5 1 8
10 2 38.4901 1.53327 1 9 1 11
11 1 27.039 1.81871 1 11 1 12
Table 4.160: Final Partition: Number of clusters: 5
Cluster1 6 1.13553 0.424412 0.559537
Cluster2 1 0 0 0
Cluster3 1 0 0 0
Cluster4 3 0.45801 0.383243 0.443275
Cluster5 1 0 0 0
To find the OEs HR Audit factors the cluster centroids test is presented in the
table below
Variable Cluster1 Cluster2 Cluster3 Cluster4 Cluster5 Grand centroid
RP -0.02394 0.27684 -0.26629 0.37583 -0.11877 0.072968
IF -0.15828 0.06962 0.24225 0.378707 -0.08081 0.03479
TP -0.10539 -0.14086 0.01183 0.40211 -0.20983 0.019594
AP -0.09768 0.18829 0.02208 0.3625 -1.08307 -0.03094
AF 0.059902 -0.07829 -0.67474 0.323217 0.51272 0.090729
R -0.11225 0.15004 -0.12977 0.45415 -0.37953 0.027477
BAR 0.041647 0.52765 -0.42035 0.16198 -0.60872 0.019533
AF -0.03146 -0.55336 0.23614 0.143763 0.20973 0.011255
SM -0.04794 0.81042 0.29137 -0.15235 -0.43938 -0.00686
MRF -0.1283 0.21048 -0.09107 0.501543 -0.22069 0.052798
WGC -0.01118 0.18794 -0.48507 0.321117 -0.21469 0.032036
193
To justify the OEs HR Audit factors, the distances between cluster centroids
are applied in the table 4.162.

Clusters Cluster1 Cluster2 Cluster3 Cluster4 Cluster5
Cluster1 0 1.30886 1.18886 1.36779 1.39918
Cluster2 1.30886 0 1.77344 1.5275 2.49272
Cluster3 1.18886 1.77344 0 1.89253 1.8786
Cluster4 1.36779 1.5275 1.89253 0 2.26722
Cluster5 1.39918 2.49272 1.8786 2.26722 0
The results of the above tables are explained in the dendrogram chart below.
Dendrogram with Average Linkage and Euclidean Distance
27.04
51.36
Similarity
75.68
100.00
A M A M CA CM BA A SG X CA or
CC CC DB CH M M M E
IV M HO W e ni
E E S
O OE O OE OE OE OE O OE OE OE E
S
O
Observations
Cluster Membership
Cluster 1: OE CCA, OE CCM, OE CHM, OE DBA, OE MBA, OE MCA, EM MCM
Cluster 2: OE IVA
Cluster 3: OE MBA
Cluster 4: OE MSG, OE SHOX, OE WCA
Cluster 5: OE Senior
194
Table 4.163: OEs Cluster Details of HR Audit Practices
Cluster Moderate of appraisal follow ups and basic accommodation
1 requirements. all other performance of OEs HR practices are poor.
Cluster High performance in safety measures, moderate in recruitment
2 policies, basic accommodation and MRF. Low performance of
induction, appraisal procedures and WGC. Poor performance in
training, appraisal follow ups and add-on facilities
Cluster Moderate performance in induction follow ups, low performance in
3 training programs, appraisal procedures, add-on facilities and
security measures. Poor performance in recruitment policies,
appraisal follow ups, basic accommodation, recognition, MRF and
WGC.
Cluster Moderate performance in recruitment policies, induction follow ups,
4 training programs, appraisal procedures, appraisal follow ups,
recognition, MRF and WGC. Low performance in basic
accommodation and add-on facilities and poor performance in
security measures.
Cluster Moderate in appraisal follow ups, low performance in addon
5 facilities and poor performance in recruitment policies, induction
follow ups, training programs, appraisal procedures, recognition,
basic accommodation, security measures, MRF and WGC.
4.7.13 Cluster Analysis of Observations: Career Management, Quality
of Work life, Production Management and personal Development
In this section, OEs Career Management, Quality of Work life, Production

Management and personal Development are analyzed through the cluster analyses.
The Euclidean Distance, Average Linkage - Amalgamation Steps are analyzed in the
following tables:
Table 4.164: Euclidean Distance, Average Linkage: Amalgamation Steps
of Level Level Joined Cluster Observations
Clusters in New Cluster
1 11 91.1223 0.14925 3 10 3 2
2 10 85.9322 0.2365 3 7 3 3
3 9 85.1459 0.24972 1 8 1 2
4 8 82.0554 0.30168 1 4 1 3
5 7 78.5164 0.36117 5 6 5 2
6 6 76.7514 0.39085 1 3 1 6
7 5 67.1677 0.55196 1 2 1 7
8 4 61.063 0.65459 5 9 5 3
9 3 51.2471 0.81962 11 12 11 2
10 2 50.4742 0.83261 1 5 1 10
11 1 37.0862 1.05768 1 11 1 12
195
Table 4.165: Final Partition Number of clusters: 4

Cluster1 7 0.531958 0.253918 0.437508
Cluster2 3 0.329157 0.324321 0.419471
Cluster3 1 0 0 0
Cluster4 1 0 0 0
To find the OEs Career Management, Quality of Work life, Production
Management and personal Development the cluster centroids test is presented in the
table below

Variable Cluster1 Cluster2 Cluster3 Cluster4 Grand
centroid
Career Management -0.07402 0.393017 0.35289 0.08491 0.091561
Quality of Work life 0.01623 0.211967 -1.08133 -0.55383 -0.0738
Production -0.04677 0.17898 -0.19687 0.15667 0.014112
Management
Personal Development 0.047896 -0.4423 0.02282 -0.4207 -0.11579
To justify the OEs OEs Career Management, Quality of Work life, Production
Management and personal Development, the distances between cluster centroids are
applied in the below table

Clusters Cluster1 Cluster2 Cluster3 Cluster4
Cluster1 0 0.74006 1.18745 0.781791
Cluster2 0.74006 0 1.42542 0.826038
Cluster3 1.18745 1.42542 0 0.819616
Cluster4 0.78179 0.82604 0.81962 0
The results of the above tables are explained in the dendrogram chart below.
196
Dendrogram with Average Linkage and Euclidean Distance
37.09
58.06
Similarity
79.03
100.00
A
CM
A M OX CA M A BA SG or CA
CC DB CH CC IV ni
E M E SH M E M M e W
O OE O OE OE OE OE O OE OE E
S
OE
O
Observations
Cluster Membership
Cluster 1: OE CCA, OE CCM, OE CHM, OE DBA, OE MCA, EM MCM, OE

SHOX
Cluster 2: OE IVA, OE MBA, OE MSG
Cluster 3: OE Senior
Cluster 4: OE WCA
Table 4.168: OEs Cluster Details of HR Audit Effectiveness
Cluster Moderate performance in personal development, Low level of Quality of

1 work life and poor performance in career management & production
management.
Cluster Moderate performance in career management and Quality of work life, Low
2 performance in production management and poor performance in personal
development.
Cluster Moderate performance in career management, Low performance in personal
3 development and poor performance of Quality of work life and production
management.
Cluster High performance in career management, low performance in production
4 management and poor performance in Quality of work life and personal
development
An overview of the whole analysis carried out makes it clear, that there are
significant differences in the perception pattern of staff and OE categories in Mando
197
Automotive India Limited. Specifically speaking the staff consistently perceives the
HR policies and practices in a more positive manner than the OE’s of this company.
The perceptual differences may have been caused by different nature of job and work
practices performed by these two distinct groups. It may thus be inferred that the
second hypothesis namely employee perception of HR practices differ significantly
between staff and OE categories in Mando Automotive India Limited stands good and
proved.
4.8 Test of difference in effectiveness between regions among Staff
To find the association between personal and organizational variables of

employees and their HR audit perception the researcher uses the one way ANOVA.
The Descriptives of effectiveness between regions among Staff are presented in Table
4.169
Table 4.169: Descriptives of effectiveness between regions among Staff

Effectiveness Score
95% Confidence Interval for
Mean
N Mean Std. Deviation Std. Error Lower Bound Upper Bound Minimum Maximum
East 12 -.2772212 .70074568 .20228785 -.7224538 .1680113 -2.07362 .50616
North 24 .1517887 .28336909 .05784247 .0321325 .2714450 -.61889 .54817
Northeast 4 -.5824852 .65055209 .32527604 -1.6176587 .4526884 -1.55229 -.17312
South 152 .0039747 .54615697 .04429918 -.0835516 .0915009 -1.98185 .54817
West 8 .1761895 .66761348 .23603701 -.3819493 .7343283 -1.33210 .54817
Total 200 .0000000 .54800887 .03875008 -.0764135 .0764135 -2.07362 .54817

Further, the Anova Of effectiveness between regions among Staff and the
results are carried out in Table 4.170
Table 4.170: Anova Of Effectiveness between Regions among Staff

Effectiveness Score
Sum of
Squares df Mean Square F Sig.
Between Groups 3.083 4 .771 2.652 .034
Within Groups 56.679 195 .291
Total 59.762 199

There is a significant difference in Effectiveness score between the regions.
The difference is significant at 5% level. The Multiple Comparisons of Dependent
Variable – Effectiveness (Post Hoc Tests) test is presented in table 4.171
198
Table 4.171: Multiple Comparisons of Dependent Variable – Effectiveness (Post
Hoc Tests)
LSD
Mean
Difference 95% Confidence Interval
(I) Region (J) Region (I-J) Std. Error Sig. Lower Bound Upper Bound
East North -.4290100 * .19061196 .026 -.8049357 -.0530843
Northeast .3052639 .31126803 .328 -.3086201 .9191480
South -.2811959 .16166077 .084 -.6000239 .0376321
West -.4534107 .24607899 .067 -.9387287 .0319072
North East .4290100 * .19061196 .026 .0530843 .8049357
Northeast .7342739 * .29116458 .012 .1600380 1.3085099
South .1478141 .11841973 .213 -.0857338 .3813619
West -.0244008 .22009974 .912 -.4584823 .4096808
Northeast East -.3052639 .31126803 .328 -.9191480 .3086201
North -.7342739 * .29116458 .012 -1.3085099 -.1600380
South -.5864599 * .27308991 .033 -1.1250489 -.0478708
West -.7586747 * .33014960 .023 -1.4097971 -.1075523
South East .2811959 .16166077 .084 -.0376321 .6000239
North -.1478141 .11841973 .213 -.3813619 .0857338
Northeast .5864599 * .27308991 .033 .0478708 1.1250489
West -.1722148 .19556375 .380 -.5579064 .2134768
West East .4534107 .24607899 .067 -.0319072 .9387287
North .0244008 .22009974 .912 -.4096808 .4584823
Northeast .7586747 * .33014960 .023 .1075523 1.4097971
South .1722148 .19556375 .380 -.2134768 .5579064
*. The mean difference is significant at the .05 level.
Chart 4.24: Means Plots
.4
.2
0.0
Mean of Effectiveness Score
-.2
-.4
-.6
-.8
East North Northeast South West
Region
There is significant difference in effectiveness score between East and North

the difference is significant at 5%level, Northern region employees have significantly
lower effectiveness score when compared to East region employees.
There is significant difference in effectiveness score between North and

Northeastern the difference is significant at 5%level, Northeastern employees region
199
employees have significantly lower effectiveness score when compared to North
region employees.
There is significant difference in effectiveness score between South and

employees have significantly lower effectiveness score when compared to South
region employees.
There is significant difference in effectiveness score between West and

employees have significantly lower effectiveness score when compared to West
region employees.
4.9 Test of difference in Effectiveness between Regions among OEs

To find the association between personal and organizational variables of
employees and their HR audit perception the researcher uses the one way ANOVA.
The Descriptives in Effectiveness between regions among OEs are presented in Table
4.172
Table 4.172: Descriptives in Effectiveness between Regions among OEs

Efficiency Score
95% Confidence Interval for
Mean
N Mean Std. Deviation Std. Error Lower Bound Upper Bound Minimum Maximum
East 40 .1494 .53359 .08437 -.0212 .3201 -1.49 1.10
North 67 .1183 .51908 .06342 -.0083 .2449 -1.09 1.14
Northeast 34 -.0375 .66940 .11480 -.2710 .1961 -1.83 1.06
South 264 -.0495 .48988 .03015 -.1089 .0099 -1.47 1.10
West 47 .0093 .47801 .06972 -.1311 .1496 -1.10 1.06
Total 452 .0000 .51546 .02425 -.0476 .0476 -1.83 1.14

Further the Anova – Effectiveness between regions among OEs is analyzedin
Table 4.173
Table 4.173: Anova – Effectiveness between Regions among OEs

Efficiency Score
Sumof
Squares df Mean Square F Sig.
Between Groups 2.530 4 .632 2.410 .049
Within Groups 117.300 447 .262
Total 119.830 451
200
There is a significant difference in Effectiveness score between the regions.
The difference is significant at 5% level. The Multiple Comparisons (Post Hoc Tests)
test is carried out in Table 4.174
Table 4.174: Multiple Comparisons (Post Hoc Tests)

Dependent Variable: Efficiency Score
LSD
Mean
Difference 95% Confidence Interval
(I) Region (J) Region (I-J) Std. Error Sig. Lower Bound Upper Bound
East North .0311 .10236 .761 -.1700 .2323
Northeast .1869 .11949 .118 -.0479 .4218
South .1989 * .08692 .023 .0281 .3698
West .1402 .11020 .204 -.0764 .3568
North East -.0311 .10236 .761 -.2323 .1700
Northeast .1558 .10786 .149 -.0562 .3678
South .1678 * .07008 .017 .0301 .3055
West .1091 .09747 .264 -.0825 .3006
Northeast East -.1869 .11949 .118 -.4218 .0479
North -.1558 .10786 .149 -.3678 .0562
South .0120 .09334 .898 -.1714 .1955
West -.0467 .11533 .685 -.2734 .1799
South East -.1989 * .08692 .023 -.3698 -.0281
North -.1678 * .07008 .017 -.3055 -.0301
Northeast -.0120 .09334 .898 -.1955 .1714
West -.0588 .08110 .469 -.2181 .1006
West East -.1402 .11020 .204 -.3568 .0764
North -.1091 .09747 .264 -.3006 .0825
Northeast .0467 .11533 .685 -.1799 .2734
South .0588 .08110 .469 -.1006 .2181
*. The mean difference is significant at the .05 level.

Chart 4.25: Means Plots of OEs
.2
.1
Mean of Efficiency Score
0.0
-.1
East North Northeast South West
Region
201
There is significant difference in effectiveness score between East and South
the difference is significant at 5%level, Southern region employees have significantly
lower effectiveness score when compared to East region employees.
There is significant difference in effectiveness score between North and South

the difference is significant at 5%level, Southern employees region employees have
significantly lower effectiveness score when compared to North region employees.
4.10 Influence HR Audit on HR Policies and practices Effectiveness -

Staff (Logistic Regression)
Effectiveness score is defined as a weighed factor scores of Audit

Effectiveness Factors. Where the Eigen value (Information captured by the factors) as
used as weights.
Effectiveness is defined as a binary variable (0,1) based on the weighed factor

scores being positive or negative.
In other words the dependent variable for Binary Logistic Regression is

defined as Effectiveness=1 if Weighted Score>0, Effectiveness=0 if Weighted
score<=0.
1 ( High Efectiveness ) , if Aggregated Effectiveness − Factor Score > 0

Dep var = 
 0 ( Low Efectiveness ) , if Aggregated Effectiveness − Factor Score < 0
Table 4.175: Case Processing Summary for Staff
g y
a
Unweighted Cases N Percent
Selected Cases Included in Analysis 200 100.0
Missing Cases 0 .0
Total 200 100.0
Unselected Cases 0 .0
Total 200 100.0
a. If weight is in effect, see classification table for the total
number of cases.

Table 4.176: Dependent Variable Encoding of Staff
Original Value Internal Value
.00 0
1.00 1
202
Table 4.177: Model Summary of Staff
-2 Log Cox &Snell Nagelkerke

Step likelihood RSquare RSquare
1 50.790 .590 .865
Table 4.178: Classification Table of Staff

Predicted
Effectiveness Percentage
Observed .00 1.00 Correct
Step 1 Effectiveness .00 49 3 94.2
1.00 10 138 93.2
Overall Percentage 93.5
a. The cut value is .500

Table 4.179: Varible in the Equation of Staff
B S.E. Wald df Sig. Exp(B)
Step
a FACTOR_2 3.709 1.352 7.528 1 .006 40.833
1 FACOR_4 3.880 1.702 5.200 1 .023 48.443
FACTOR_7 4.810 2.708 3.155 1 .046 122.791
FACTOR_9 1.871 .553 11.457 1 .001 6.498
Constant 3.791 1.013 14.008 1 .000 44.314
a. Variable(s) entered on step 1: FACTOR_2, FACOR_4, FACTOR_5, FACTOR_9.
Based on the Classification table we can conclude that the Sensitivity of the
Model is 0.932 which indicates the model is able to predict 93.2% of Effectiveness=1
correctly. The Specificity of the Model is 0.942 which indicate the model is able to
predict 94.2% of Effectiveness=0 correctly. High value of Both Sensitivity and
specificity indicates a high performing model. The Nagelkerke R square is 0.865
which also indicates a high performing model.
The Significant Variables that Influence Audit Effectiveness are as Follows:
Factor 2: Manpower Planning and Competencies, P-value of 0.006<0.01

indicates Factor 2 is highly significant at 1% level. Manpower Planning and
Competencies has a significant effect on Audit Effectiveness. Increase in Manpower
Planning and Competencies increases the Effectiveness of Audit process significantly.
Factor 4: Flow of Appraisal Processes, P-value of 0.023<0.05 indicates Factor

4 is significant at 5% level. Flow of Appraisal Processes has a significant effect on
203
Audit Effectiveness. Increase in Flow of Appraisal Processes increases the
Effectiveness of Audit process significantly.
Factor 7: Manager Employee Relationship, P-value of 0.046<0.05 indicates

Factor 7 is significant at 5% level. Manager Employee Relationship has a significant
effect on Audit Effectiveness. Increase in Manager Employee Relationship increases
the Effectiveness of Audit process significantly.
Factor 9: Learning Management and Follow-ups, P-value 0.001<0.01 indicates

Factor 9 is highly significant at 1% level. Learning Management and Follow-ups has a
significant effect on Audit Effectiveness. Increase in Learning Management and
Follow-ups increases the Effectiveness of Audit process significantly.
4.11 Influence HR Audit on HR Policies & practices Effectiveness-

OEs
Effectiveness score is defined as a weighed factor scores of Audit

Effectiveness Factors. Where the Eigen value (Information captured by the factors) as
used as weights.
Effectiveness is defined as a binary variable (0, 1) based on the weighed factor

scores being positive or negative.
In other words the dependent variable for Binary Logistic Regression is

defined as Effectiveness=1 if Weighted Score>0, Effectiveness=0 if Weighted
score<=0.
1 ( High Efectiveness ) , if Aggregated Effectiveness − Factor Score > 0

Dep var = 
 0 ( Low Efectiveness ) , if Aggregated Effectiveness − Factor Score < 0
Table 4.180: Case Processing Summary of OEs
a
Unweighted Cases N Percent
Selected Cases Included in Analysis 452 100.0
Missing Cases 0 .0
Total 452 100.0
Unselected Cases 0 .0
Total 452 100.0
a. If weight is in effect, see classification table for the
total number of cases.
204
Table 4.181: Dependent Variable Encoding of OEs
Original Value Internal Value
.00 0
1.00 1

Table 4.182: Model Summary of OEs
-2Log Cox &Snell Nagelkerke

Step likelihood RSquare RSquare
1 32.868 .640 .962

Table 4.183: Classification Table of OEs
Predicted
Effectiveness Percentage
Observed .00 1.00 Correct
Step 1 Effectiveness .00 102 5 95.3
1.00 2 343 99.4
Overall Percentage 98.5
a. The cut value is .500

Table 4.184: Variables in the Equation of OEs
B S.E. Wald df Sig. Exp(B)

Step
a FAC_1 1.017 .523 3.774 1 .042 2.764
1 FAC_2 3.190 1.261 6.398 1 .011 24.296
FAC_3 3.828 1.646 5.406 1 .020 45.980
FAC_6 3.468 .926 14.035 1 .000 32.064
FAC_7 1.474 .678 4.728 1 .030 4.367
Constant 3.290 .851 14.940 1 .000 26.856
a. Variable(s) entered on step 1: FAC_1, FAC_2, FAC_3, FAC_6,
FAC_7.
The Sensitivity of the Model is 0.994 which indicates the model is able to
predict 99.4% of Effectiveness=1 correctly. The Specificity of the Model is 0.953
which indicates the model is able to predict 95.3% of Effectiveness=0 correctly. High
value of both Sensitivity and specificity indicates a high performing model. The
Nagelkerke R square is 0.962 which indicates a high performing model.
The Significant Variables that Influence Audit Effectiveness are as Follows:
Factor 1: Recruitment Policies, P-value of 0.042<0.05 indicates Factor 1 is

significant at 5% level. Recruitment policy has a significant effect on Audit
205
Effectiveness. Increase in Recruitment policy increases the Effectiveness of Audit
process significantly.
Factor 2: Induction follow-ups, P-value of 0.011<0.05 indicates Factor 2 is

significant at 5% level.
Induction follow-ups have a significant effect on Audit Effectiveness. Increase

in Induction follow-ups increases the Effectiveness of Audit process significantly.
Factor 3: Training Programs, P-value of 0.02<0.05 indicates Factor 3 is

significant at 5% level.
Training Programs has a significant effect on Audit Effectiveness. Increase in

Training Programs increases the Effectiveness of Audit process significantly.
Factor 6: Recognition, P-value <0.01 indicates Factor 6 is highly significant at

1% level.
Recognition has a significant effect on Audit Effectiveness. Increase in

Recognition increases the Effectiveness of Audit process significantly.
Factor 7: Basic Accommodation Requirements, P-value 0.03<0.05 indicates

Factor 7 is significant at 5% level.
Basic Accommodation Requirements has a significant effect on Audit

Effectiveness. Increase in Basic Accommodation Requirements increases the
Effectiveness of Audit process significantly.
The above statistical analysis clearly indicates that the HR audit practices
significantly influence the effectiveness of HR policies and practices of Mando
Automotive India Limited. In other words, HR audit is a sure way of enhancing the
efficiency of HR practices in a qualitative manner. Generally the organization
members comprising staff and OEs concerned with a view that the HR audit is an
useful exercise in enhancing the quality of HR practices. In other words it may be said
that organizational members do not consider HR audit as an exercise in futility as they
are aware of the existence of HR audit system and practices of Mando. By extension
of these factors, it may be inferred that the hypothesis that organizational members
tend to view HR audit as an exercise in futility due to its obscurity and qualitative
nature does not hold good and is thus rejected.
206
4.12 Corporate Initiatives to Popularize the Uses and Viability of HR
audit Practices are Grossly Inadequate and Unpersuasive
Though the research studies on HR auditing are few and far in between even at
the global arena, the few studies conducted hitherto reveal the growing importance of
HR audit practices for the companies. These studies have clearly proved the utility
value of HR audits in enhancing the quality and efficacy of the HR practices of
organizations both from the individual and organizational perspectives. In case of
India, Mando is one of the leading companies practicing HR audit in an optimal and
cost-effective manner. The number of coveted rewards and honors bestowed on this
company vouch for its sagacity in the usage of HR auditing for shaping and reshaping
its HR policies. However, most other companies in India are simply ignorant about
the role, relevance and even existence of HR audits, leave alone the implementation
of HR audits. This may present a bleak picture of the HR audit practices but this
practice is fast catching up at least in transnational companies. As far as India is
concerned, it is true that corporate initiatives to popularize the uses and viability of
HR audit practices are grossly inadequate and unpersuasive. It may thus be concluded
based on the empirical studies conducted on HR audit in different parts of the world
and the researcher’s own experience that the hypothesis that corporate initiatives to
popularize the uses and viability of HR audit practices are grossly inadequate and
unpersuasive holds partially true.
207

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CHAPTER - IV

ANALYSIS OF THE DATA AND INTERPRETATION

4.1 Personal and Organizational Profile of Staff

4.1.1 Gender of the Employees

Table 4.1: The Staff Segmentation over Gender

Source: primary data

4.1.2 Age Group of the Respondents

Source: primary data

First, age management refers to a body of knowledge and practice that is

After reviewing good practices around the human resource management of

4.1.3. Level of Education

Human Resource Management is concerned with acquisition and utilization of

To find the level of education of staff Frequency tabulation is used by the

Table 4.3: Showing the Staff’s Level of Education

Source: primary data

4.1.4 Region of the Respondents

The total geographical area of India is 3,287,240 square kilometers

The following frequency distribution reveals region wise participation of Staff.

Table 4.4: The Region Wise Participation of Staff

Source: primary data

Culturally, employees in developing countries hold values completely

The researcher suggests that the organization need a much better

4.1.5 Employment Status of Respondents

Table 4.5: Employment Status of Respondents

Source: primary data

4.1.6 Experience of Staff Respondents.

Table 4.6: Experience of Staff

Source: primary data

4.2 Personal and Organizational Profile of Operating Engineers

4.2.1 Gender of the Employees

Table 4.7: Respondent of OEs by Gender

Source: primary data

4.2.2 Respondent Category by Age

Table 4.8: OEs Age Wise Distribution

Source: primary data

4.2.3 Level of Education

Source: primary data

Table 4.10: OEs Dissection of Region

Source: primary data

Table 4.11: Employment Status of OEs

Source: primary data

4.2.6 Experience of the OEs

Table 4.12: Experience of the OEs

Source: primary data

4.3 Opinion of Staff on HR Audit Practices

Table 4.13: HR Structure

Table 4.14: Significance of the HR Structure

Objectives of Manpower planning of Mando are to ensure optimum use of

Table 4.15: Manpower Planning

Table 4.16: Significance of Manpower Planning

4.3.3 Performance Management

Table 4.17: The Performance Management

Staff of Mando moderately agree for two performance management variables

ii) All appraisers have undergone refresher training on assessment skills 2

The HR audit of performance management recommends the organization to

4.3.4 Talent Identification, Creation and Retention

Table 4.19: Talent Identification, Creation and Retention

Table 4.20: The Significance of Talent Identification, Creation and Retention

The HR audit recommends the organization to strengthen three areas which