A Dissertation Project Report

On
“THE ANALYSIS OF HUMAN RESOURCE
POLICIES AND ENGAGEMENT IN TCS WITH
SPECIAL REFERENCE TO LUCKNOW”
Submitted in Partial Fulfillment of the Requirements for the Degree of
MASTER OF BUSINESS ADMINISTRATION
In
HUMAN RESOURCE
By

RASHI DWIVEDI

Under the guidance of

Dr. RITU SINGH
(Assistant Professor)

UNIVERSITY OF LUCKNOW
2023-24
 CERTIFICATE
This is to certify that Ms. Rashi Dwivedi (Roll No. 2210013025383) has carried out the
Dissertation Project entitled “THE ANALYSIS OF HUMAN RESOURCE POLICIES
AND ENGAGEMENT IN TCS WITH SPECIAL REFERENCE TO LUCKNOW”
submitted to the Department of Business Management, Faculty of Commerce & Management,
University of Lucknow in partial fulfillment for the award of the Degree of Master of Business
Administration from University of Lucknow under my supervision.
It is also certified that
(i) This project work embodies the original work of the candidate and has not been earlier
submitted elsewhere for the award of any degree.

(ii) The candidate has worked under my supervision for the prescribed period.

(iii) The project work fulfills the requirements of the norms and standards prescribed by the
Integral University, Lucknow, India.

(iv) No published work (figure, data, table, etc.) has been reproduced in the thesis without
express permission of the copyright owner(s).

Therefore, I deem this work fit and recommend submission for the award of the aforesaid
degree.

Signature of Supervisor
Dr. Ritu Singh
Department of Business Management
University of Lucknow

Date:
Place: Lucknow
 DECLARATION

I hereby declare that the report of the Dissertation Project work titled “THE ANALYSIS OF
HUMAN RESOURCE POLICIES AND ENGAGEMENT IN TCS WITH SPECIAL
REFERENCE TO LUCKNOW” is an authentic record of the project work carried out by me
under the supervision of Dr. Ritu Singh, Assistant Professor, Department of Business
Management at University of Lucknow. No part of the project work has been presented
elsewhere for any other degree or diploma earlier.

I declare that I have faithfully acknowledged and referred to the works of other researchers,
wherever their published works have been cited in this report. I further certify that I have not
willfully taken other’s work, para, text, data, results, tables, figures, etc. reported in journals,
books, magazines, reports, dissertations, theses, etc., or available on the websites, without their
permission.

Date: Signature: _____________

Rashi Dwivedi
(Roll No. 2210019025383)
 ACKNOWLEDGEMENT

First and foremost, I would like to express my utmost gratitude to God, The Almighty, for His
abundant blessings and guidance throughout my project journey, enabling me to complete this
work.

I am sincerely grateful to Prof. Alok Kumar Rai Hon’ble Vice Chancellor University of
Lucknow, for granting me the opportunity to pursue my MBA at University of Lucknow.

I would like to express my sincere gratitude to my supervisor, Dr. Ritu Singh, Assistant
Professor, Department of Business Management. Her unwavering support, patience, and
expertise have been instrumental in the completion of this study.

I would like to express my heartfelt gratitude Prof. Vinita Kacher, the Hon’ble OSD (IMS)
University of Lucknow Department of Business Management for their insightful suggestions
and constant motivation in carrying out this project work.

Once again, I am deeply grateful to all the individuals mentioned above for their unwavering
support and contributions to my project journey.

Rashi Dwivedi

(Roll No. 2210019025383)

 EXECUTIVE SUMMARY
Objective
The objective of this study is to analyze the human resource (HR) policies and employee
engagement at Tata Consultancy Services (TCS), a leading global IT services and consulting
company. This analysis aims to identify the key elements of TCS's HR policies that contribute to
employee satisfaction and engagement, along with areas for improvement.

Methodology
The study employs a mixed-method approach, combining quantitative and qualitative data.
Quantitative data is gathered from employee surveys, HR reports, and company statistics, while
qualitative data is collected through interviews with HR professionals and employees. The study
focuses on multiple HR policy dimensions, including talent acquisition, training and development,
compensation and benefits, performance management, and employee engagement initiatives.

Key Findings
Talent Acquisition: TCS has a robust recruitment process that attracts top talent from across the
globe. The company leverages campus recruitment, employee referrals, and external hiring
platforms to maintain a consistent flow of new talent. This comprehensive approach supports TCS's
growth strategy and contributes to its reputation as an employer of choice.
Training and Development: TCS invests heavily in employee training and development, offering
a range of programs to enhance skills and foster career growth. This commitment to continuous
learning is a key factor in employee engagement, with many employees valuing the opportunities
for personal and professional development.
Compensation and Benefits: TCS offers competitive compensation packages and a comprehensive
benefits program. This includes health insurance, retirement plans, and other perks that contribute
to employee satisfaction. The company's compensation policies are designed to reward
performance and retain top talent.
Performance Management: TCS employs a structured performance management system that
includes regular feedback, goal setting, and performance appraisals. This system allows employees
to understand expectations and align their goals with organizational objectives, fostering a culture
of continuous improvement.
 TABLE OF CONTENT

Sr. No. Title

I Declaration

II Certificate by Guide

III Acknowledgement

1 Introduction/Executive Summary

2 Literature Review

3 Conceptual Background

4 Research Methodology

5 Data Analysis & Interpretation

6 Finding, Suggestion & Conclusion

7 Bibliography

8 Questionnaire
 CHAPTER:-1
Introduction of
Human Resource Management

1
 INTRODUCTION

Human Resource Management (HRM) is concerned with the human being in an

organization. “The management of man” is a very important and challenging job
because of the dynamic nature of the people .No two people is similar in mental
abilities, tacticians, sentiments, and behavior; they differ widely also as a group and are
subject to many varied influences. People are responsive, they feel, think and act
therefore they can not be operated like a machine or shifted and altered like template in
a room layout. They therefore need a tactful handing by management personal.

Human Resource Management is management function that helps manager torecruit

select, train and develop organization members. Or Human Resource Management is
a process of making the efficient and effective use of human resources so that the set
goals are achieved. It is the approach thought which organization can utilize the
manpower not only for the benefits of the organization butfor the growth, development
and self satisfaction of the concerned people.

In the words of Dunn and Stephens,” The HRM is the process of attracting, holding
and motivating all manager line and staff,”

The National Institute of Personal Management (NIPM) of India has defined

human resource as “that part of management which is concerned with people at work
and with their relationship within an enterprise. Its aim is to bring together and develop
into an effective organization of the men and women who make up anenterprise and
having regard for the well-being of the individual and of working group, to enable them
to make their best contribution to its success.”

2
History of Human Resource Management;

Personnel administration, which emerged as a clearly defined field by the 1920s (at
least in the US), was largely concerned the technical aspects of hiring, evaluating,
training, and compensating employees and was very much of "staff" function in most
organizations. The field did not normally focus on the relationship of disparate
employment practices on overall organizational performance or on the systematic
relationships among such practices. The field also lacked a unifying paradigm.

HRM developed in response to the substantial increase in competitive pressures

American business organizations began experiencing by the late 1970s as a result of
such factors as globalization, deregulation, and rapid technological change. These
pressures gave rise to an enhanced concern on the part of firms to engage in strategic
planning--a process of anticipating future changes in the environment conditions (the
nature as well as level of the market) and aligning the various components of the
organization in such a way as to promote organizational effectiveness.

Human resource management (HRM), also called personnel management, consists of

all the activities undertaken by an enterprise to ensure the effective utilization of
employees toward the attainment of individual, group, and organizational goals.

An organization's HRM function focuses on the people side of management. Itconsists

of practices that help the organization to deal effectively with its people during the
various phases of the employment cycle, including pre-hire, staffing, and post-hire. The
pre-hire phase involves planning practices. The organization mustdecide what types of
job openings will exist in the upcoming period and determine the necessary
qualifications for performing these jobs. During the hire phase, the organization selects
its employees. Selection practices include recruiting applicants, assessing their
qualifications, and ultimately selecting those who are deemed to be the most qualified.

3
Evolution and developments of HRM

The history of development of HR management in India is comparatively of recent

origin. But Kautilya had dealt with some of the important aspects of human resources
management in his “Arthasastra,” written in 400 B.C. Government in those days
adapted the techniques of HRM as suggested by Kautilya. In its modem sense, it has
developed only since independence. Though the importance of labour officers was
recognized as early as 1929, the appointment of officers to solve labour and welfare
problems gained momentum only after the enactment of the Factories Act of 1948.
Section 49 of the Act required the appointment of Welfare Officers in companies
employing more than 500 workers. At the beginning, Government was concerned only
with limited aspects of labour welfare. The earliest labour legislation in India dealt with
certain aspects of Indian labourers (Regulation of Recruitment, Forwarding and
Employment) sent to various British colonies in 1830. Important phases of evolution of
HRM are presented in Exhibit:

Period Development Status Outlook Emphasis Status

1920s- Beginning Pragmatism Statutory, welfare Clerical

1930s of capitalists paternalism

Struggling for Technical, Introduction of Administrative

1940s - recognition legalistic Techniques
1960s
1970s Achieving Professional Regulatory, Managerial
conforming,
imposition
Sophistication Legalistic, Standards on
impersonal other
1980s
functions
1990s Promising Philosophical Human values,
productivity Executive
through
people

Table 1.1 Evolution and Developments of HRM in India

4
Function of Human Resource Management

Human Resource Management has an important role to play in equippingorganizations

to meet the challenges of an expanding and increasingly competitive sector. Increase in
staff numbers, contractual diversification and changes indemographic profile which
compel the HR managers to reconfigure the role and significance of human resource
management

HR management can be thought of as seven interlinked functions taking place within

organisation, as depicted in Figure below.

1. Strategic HR Management: As a part of maintaining organizational

competitiveness, strategic planning of HR effectiveness can be increased
through the use of HR metrics and HR technology. Human resource planning
function determine the number and type of employees needed to accomplish
organizational goals.

2. Equal Employment Opportunity: Compliance with equal employment

opportunity (EEO) laws and regulations affect all other HR activities.\

3. Staffing: The aim of staffing is to provide a sufficient supply of qualified

individuals to fill job in an organization. Job analysis, recruitment and selection
are the main functions under staffing.

4. Talent Management and Development: Beginning with the orientation of new

employees, talent management and development includes different types of
training. Orientation is the first step towards helping a new employee to adjust
himself with the new job and the employer. It is a method to acquaint new
employees with particular aspects of their new job, including pay and benefit
programmes, working hours and company rules and expectations.

5
5. Total Rewards: Compensation in the form of pay, incentives and benefits are
the rewards given to the employees for performing organizational work.
Compensation management is the method for determining how much employees
should be paid for performing certain jobs. Compensation affects staffing and in
the matter of staffing; people are generally attracted to organizations offering a
higher level of pay in exchange of the work performed.

6. Risk Management and Worker Protection: HRM addresses various

workplace risks to ensure protection of workers by meeting legal requirements and
being more responsive to concern for workplace health and safety along with
disaster and recovery planning.
7. Employee and Labor Relations: The relationship between managers and their
employees must be handled legally and effectively. Employer and employee rights
must be addressed. It is important to develop, communicate and update HR policies
and procedures so that managers and employees alike know what isexpected. In
some organizations, union/management relations must be addressed as well.

STRATEGIC HR
MANAGE
MENT

EQUAL EMPLOY
EMPLOYEE MENT
AND LABOUR OPPORTUNITY
RELATION

RISK HR
MANAGE FUNCTION
STAFFING
MENT &
WORKER
PROTECTION

TALENT
MANAG
TOTAL
EMENT
REWARDS
& DEVELO

Fig -1 Function of HR

6
Significance /Need of Human Resource Management

HRM becomes significant for business organization due to the following reasons.

1. Objective:-
HRM helps a company to achieve its objective from time to time by creating a positive
attitude among workers. Reducing wastage and making maximum use of resources etc.

2. Facilitates professional growth:-

Due to proper HR policies employees are trained well and this takes them ready for
future promotions. Their talent can be utilized not only in the company in which they
are currently working but also in other companies which the employees may join in the
future.

3. Better relations between union and management:-

Healthy HRM practices can help the organization to maintain co-ordinal relationship
with the unions. Union members start realizing that the company is also interested in
the workers and will not go against them therefore chances of going on strike are greatly
reduced.

4. Helps an individual to work in a team/group:-

Effective HR practices teach individuals team work and adjustment. The individuals
are now very comfortable while working in team thus team work improves.

5. Identifies person for the future:-

Since employees are constantly trained, they are ready to meet the job requirements.
The company is also able to identify potential employees who can be promoted in the
future for the top level jobs. Thus one of the advantages of HRM is eparing people for
the future.

7
6. Allocating the jobs to the right person:-
If proper recruitment and selection methods are followed, the company will be able to
select the right people for the right job. When this happens the number of people leaving
the job will reduce as the will be satisfied with their job leading to decrease in labour
turnover.

7. Improves the economy:-

Effective HR practices lead to higher profits and better performance by companies due
to this the company achieves a chance to enter into new business and start new ventured
thus industrial development increases and the economy improves.

Importance of Human Resource Management

Ten Reasons Why the Human Resources Department Is Important:

1. Human Capital Value: Having an in-house human resources function is important.

An in-house human resources staff or a human resources expert on staff can increase
the understanding of how important human capital is to the company's bottom line. For
small businesses, in particular, human capital is critical because so many smaller firms
have employees who perform cross-functional duties. With a smaller workforce, if just
one person leaves, it leaves the company with a huge gap to fill and a potential threat
to the company's profitability.

2. Conflict Resolution: Workplace conflict is inevitable, given the diversity of

personalities, work styles, backgrounds and levels of experience among employees. A
human resources manager or a staff person specially trained to handle employee
relations matters can identify and resolve conflict between two employees or a manager
and employee and restore positive working relationships.

8
3. Budget Control: Human resources curbs excessive spending through developing
methods for trimming workforce management costs, which includes negotiating better
rates for benefits such as health care coverage. In addition, human resources ensures
competitive and realistic wage-setting based on studying the labor market, employment
trends and salary analysis based on job functions. As some small businesses have
budget constraints, this human resources function is especially helpful.

4. Training and Development: Human resources conducts needs assessments for the
organization's current workforce to determine the type of skills training and employee
development necessary for improving skills and qualifications. Companies in the
beginning or growth phases can benefit from identifying training needs for existing
staff. It's much less expensive than the cost to hire additional staff or more qualified
candidates. In addition, it's a strategy that also can reduce turnover and improve
employee retention.

5. Employee Satisfaction: Human resources specialists usually are charged with the
responsibility of determining the level of employee satisfaction -- often an ambiguous
measurement at best. With carefully designed employee surveys, focus groups and an
exit interview strategy, human resources determines what underlies employee
dissatisfaction and addresses those issues to motivate employees.

6. Performance Improvement: Human resources develops performance

management systems. Without a human resources staff person to construct a plan that
measures performance, employees can wind in jobs that aren't suitable for their skills
and expertise. Additionally, employees whose performance falls below the employer's
expectations can continue on the payroll, thereby creating wasted money on low-
performing employees.
7. Cost Savings: The cost to hire new or replacement workers, including training and
ramp-up time, can be exorbitant for employers, especially small businesses. With a
well-constructed recruitment and selection process, the human resources function can

9
minimize expenses regarding advertising job postings, training new employees and
enrolling new employees in benefits plans.

8. Sustaining Business: Through succession planning that human resources develops,

the company identifies employees with the promise and requisite capabilities to
eventually transition into leadership roles with the company. This is an important
function as it can guarantee the organization's stability and future success.

9. Corporate Image: Businesses want to be known as the "employer of choice."

Employers of choice are the companies that receive recognition for the way they treat
employees; they are the companies for whom people want to work. Becoming an
employer of choice means human resources balances recruiting the most qualified
applicants, selecting the most suitable candidates and retaining the most talented
employees.

10. Reliability: Human resources ensures the workforce embraces the company's
philosophy and business principles. From the perspective of a small business, creating
a cohesive work environment is imperative. The first opportunity human resources has
to accomplish this is through wise hiring decisions that identify desirable professional
traits, as well as orientation and on-boarding programs.

10
Scope of Human Resource Management

The major HRM activities include HR planning, job analysis, job design, employee
hiring, employee and executive remuneration, employee motivation, employee
maintenance, industrial relations and prospects of HRM.
The scope of Human Resources Management extends to:
All the decisions, strategies, factors, principles, operations, practices, functions,
activities and methods related to the management of people as employees in any type
of organization.
All the dimensions related to people in their employment relationships, and all the
dynamics that flow from it. The scope of HRM is really vast. All major activities n the
working life of a worker – from the time of his or her entry into an organization until
he or she leaves it comes under the purview of HRM. American Society for Training
and Development (ASTD) conducted fairly an exhaustive study in this field and
identified nine broad areas of activities of HRM.
These are given below:
• Human Resource Planning
• Design of the Organization and
• JobSelection and Staffing
• Training and Development
• Organizational Developmentompensation and Benefits
• Employee Assistance Union/Labour Relations
• Personnel Research and Information System

1) Human Resource Planning: The objective of HR Planning is to ensure that the

Organization has the right types of persons at the right time at the right place. It prepares
human resources inventory with a view to assess present and future needs, availability
and possible shortages in human resource.
Thereupon, HR Planning forecast demand and supplies and identify sources of
selection. HR Planning develops strategies both long-term and short-term, to meet the
man-power requirement.

11
2) Design of Organization and Job:
This is the task of laying down organization structure, authority, relationship and
responsibilities. This will also mean definition of work contents for each position in the
organization. This is done by ―job description‖. Another important step is ―Job
specification. Job specification identifies the attributes of persons who will be most
suitable for each job which is defined by job description.

3) Selection and Staffing:

This is the process of recruitment and selection of staff. This involves matching people
and their expectations with which the job specifications and career path available within
the organization.

4) Training and Development: This involves an organized attempt to find outtraining

needs of the individuals to meet the knowledge and skill which is needed not only to
perform current job but also to fulfill the future needs of the organization.

5) Organizational Development: This is an important aspect whereby ―Synergetic

effect‖ is generated in an organization i.e. healthy interpersonal and inter-group
relationship within the organization.

6) Compensation and Benefits: This is the area of wages and salaries administration
where wages and compensations are fixed scientifically to meet fairness and equity
criteria. In addition labour welfare measures are involved which include benefits and
services.

7) Employee Assistance: Each employee is unique in character, personality,

expectation and temperament. By and large each one of them faces problems every day.
Some are personal some are official. In their case he or she remains worried. Such
worries must be removed to make him or her more productive and happy.

8) Union-Labour Relations: Healthy Industrial and Labour relations are very

important for enhancing peace and productivity in an organization. This is one of the
areas of HRM.

12
9) Personnel Research and Information System: Knowledge on behavioral science
and industrial psychology throws better insight into the workers expectations,
aspirations and behavior. Advancement of technology of product and production
methods have created working environment which are much different from the past.
Globalization of economy has increased competition many fold. Science ofergonomics
gives better ideas of doing a work more conveniently by an employee. Thus, continuous
research in HR areas is an unavoidable requirement. It must alsotake special care
for improving exchange of information through effective communication systems on a
continuous basis especially on moral and motivation.

13
Objectives of Human Resource Management

1) Societal Objectives: seek to ensure that the organization becomes socially

responsible to the needs and challenges of the society while minimizing the negative
impact of such demands upon the organization. The failure of the organizations to use
their resources for the society‘s benefit in ethical ways may lead to restriction.

2) Organizational Objectives: it recognizes the role of HRM in bringing about

organizational effectiveness. It makes sure that HRM is not a standalone department,
but rather a means to assist the organization with its primary objectives. The HR
department exists to serve the rest of the organization.

3) Functional Objectives: is to maintain the department‘s contribution at a level

appropriate to the organization‘s needs. Human resources are to be adjusted to suit the
organization‘s demands. The department‘s value should not become too expensive at
the cost of the organization it serves.

4) Personnel Objectives: it is to assist employees in achieving their personal goals, at

least as far as these goals enhance the individual‘s contribution to the organization.
Personal objectives of employees must be met if they are to be maintained, retained and
motivated. Otherwise employee performance and satisfaction may decline giving rise
to employee turnover.

14
Challenges in Human Resource Management:

The HR Managers of today may find it difficult because of the rapidly changing
business environment and therefore they should update their knowledge and skills by
looking at the organization‘s need and objectives.

1. Managing the Vision: Vision of the organization provides the direction to business
strategy and helps managers to evaluate management practices and make decisions. So
vision management becomes the integral part of the process of Man managementin
times to come.

2. Internal Environment: Creating an environment which is responsive to external

changes, providing satisfaction to the employees and sustaining through culture and
systems is a challenging task.

3. Changing Industrial Relations: Both the workers and managers have to be

managed by the same HRM Philosophy and this is going to be a difficult task for the
managers of tomorrow.

4. Building Organizational Capability: Even in the adverse circumstances the

employees have to be made to live in psychological state of readiness to continually
change.

5. Job Design and Organization Structure: Instead of depending on foreign

concepts we need to focus on understanding the job, technology and the people
involved in carrying out the tasks.

6. Managing the Large Work Force: Management of large workforce poses the
biggest problem as the workers are conscious of their rights.

8. Employee Satisfaction: Managers should be aware of techniques to motivate their

employees so that their higher level needs can be satisfied.

15
9. Modern Technology: There will be unemployment due to modern technology and
this could be corrected by assessing manpower needs and finding alternate
employment.

10. Computerized Information System: This is revolutionary in managerial decision

making and is having impact on coordination in the organization.

11. Managing Human Resource Relations: As the workforce comprises of educated

and uneducated, managing the relations will be of great challenge. One of the
challenges HR managers face is issues of up gradation of the skill set through training
and development in the face of high attrition. Indian companies are recognizing their
responsibilities to enhance the employee‘s opportunity to develop skills and abilities
for full performance within the position and for career advancement.

16
New Trends in Human Resource Management

Attitude Surveys

Better Communication Channels

Change in the Work-Life

Job Redesign

Job Enlargement

New approaches to compensation and rewards

Career Planning

Performance Appraisal

Decentralisation

Breaking down the hierarchical structure

Facilitating Empowerment

Initiating and facilitating process of change

Enlarging the knowledge base

Developing team spirit

Facilitating the employees desires of self-actualisation.

17
 Chapter-2
REVIEW OF
LITERATURE

18
 REVIEW OF LITERATURE

According to Kossek and Ozeki (1998), work-life balance policies can lead to improved
employee well-being and job satisfaction. Flexible work arrangements and support for
employees' personal lives are essential components of such policies.
Additionally, Garavan (1997) discusses the concept of learning organizations, emphasizing the
need for companies to promote a culture of continuous learning. TCS's focus on training and
development aligns with this approach, providing employees with opportunities for personal
and professional growth.
Cascio (2018) discusses the importance of ongoing feedback in performance management,
suggesting that regular feedback sessions can lead to better employee performance and
engagement. This aligns with TCS's focus on performance appraisals and goal setting.
Competitive compensation and benefits are key components of effective HR policies.
According to Milkovich and Newman (2008), a well-structured compensation system can
motivate employees and attract top talent. TCS's comprehensive benefits program, which
includes health insurance, retirement plans, and other perks, reflects these principles.
Comprehensive literature review on human resource (HR) policies and employee engagement
in large organizations, such as Tata Consultancy Services (TCS), involves an exploration of
various themes including recruitment and talent acquisition, employee training and
development, compensation and benefits, performance management, employee engagement,
work-life balance, and diversity and inclusion. This review synthesizes insights from notable
studies and research to understand the elements that contribute to successful HR policies and
high levels of employee engagement.
Cox (1993) suggests that diversity initiatives should go beyond compliance and aim to create
an inclusive organizational culture. Companies that successfully integrate diversity and
inclusion into their HR policies are more likely to attract and retain a diverse pool of talent.
Diversity and inclusion are increasingly important in HR policies. Roberson (2006) discusses
the benefits of a diverse workforce, linking it to enhanced innovation and problem-solving
capabilities. TCS's focus on diversity and inclusion aligns with this perspective, emphasizing
the need for a diverse employee base.
Employee engagement is a multifaceted concept encompassing various factors that contribute
to an employee's commitment to their organization. Kahn (1990) defines employee engagement

19
as the extent to which employees invest their cognitive, emotional, and physical resources in
their work. TCS's employee engagement initiatives, including team-building activities and
recognition programs, align with this definition.
Employee training and development are integral to fostering a skilled and engaged workforce.
Armstrong and Taylor (2014) stress the importance of continuous learning and career growth
opportunities in HR policies. Organizations like TCS, known for their robust training programs,
align with the findings of Noe et al. (2006), who suggest that comprehensive training programs
can lead to increased employee satisfaction and engagement.
Heneman and Judge (2000) emphasize the link between compensation and job satisfaction.
They suggest that a fair and competitive compensation package contributes to higher employee
morale and lower turnover rates. This is further supported by research from Lawler (2003),
who notes that compensation systems should be designed to reward performance and align with
organizational goals.
Performance management systems are crucial for aligning employee objectives with
organizational goals. According to Aguinis (2019), a well-designed performance management
system includes regular feedback, goal setting, and performance appraisals. TCS's approach to
performance management reflects this structure, providing employees with clear expectations
and a framework for continuous improvement.
Recruitment strategies form the backbone of effective HR policies. Dessler (2020) emphasizes
the importance of a structured and multi-channel approach to attract a diverse pool of
candidates. TCS, like many large organizations, relies on campus recruitment, employee
referrals, and external hiring platforms to maintain a steady flow of talent. This approach aligns
with the suggestions of Barber (1998), who noted that a broader recruitment strategy increases
the quality and quantity of applicants.
Research by Schaufeli and Bakker (2004) explores the relationship between employee
engagement and organizational outcomes, suggesting that high engagement levels lead to
increased productivity and lower turnover rates. This underscores the importance of employee
engagement initiatives in HR policies.
The concept of employer branding plays a crucial role in recruitment. Backhaus and Tikoo
(2004) highlight the impact of a strong employer brand on attracting top talent. Companies
with a positive reputation and a compelling employer brand are more likely to attract high-
caliber candidates. This notion is supported by Collins and Stevens (2002), who argue that
employer branding can significantly impact recruitment success.
Work-life balance has become a critical aspect of HR policies in modern organizations.

20
Greenhaus and Beutell (1985) highlight the potential conflicts between work and family roles,
emphasizing the need for organizations to promote work-life balance. TCS's efforts to address
work-life balance challenges reflect these concerns.

21
COMPANY PROFILE

TATA CONSULTANCY SERVICES

22
TCS is proud of their heritage as part of the Tata Group, founded by Jamshedji Tata in
1868 and one of India’s most respected institutions today. Their mission reflects the
Tata Group's longstanding commitment to providing excellence: to help customers
achieve their business objectives by providing innovative, best-in-class consulting, IT
solutions and services, and to actively engage all stakeholders in a productive,
collaborative, and mutually beneficial relationship. TCS also provides product and
industrial engineering services, as well as strategic consulting and project management.
The company is controlled by textiles and manufacturing conglomerate Tata Group.
TCS vision is to be one of the top 10 global companies by the year 2010.TCS values –
integrity, leading change, excellence, respect for the individual, and fostering an
environment of learning and sharing – will get us there.

Currently, TCS has over 62,000 employees, and it generated consolidated revenues of
US$ 2.97 billion in the year 2005-06.The company has 169 offices in 35 countries and
has 42 software delivery centres in 11 countries. The North American arm of TCS has
more than 50 offices, which approximately generates 60 per cent of TCS revenues. TCS
was one of the first Indian software companies to enter South Africa. TCS also has a
wholly owned subsidiary in China called Tata Information Technology (Shanghai)
Limited. TCS has more than 30 years of experience in European markets. Its services
are available in several European countries, including the UK, France, Germany, Italy,
Hungary, Spain, Belgium, Netherlands, Sweden, Norway and Finland and TCS is well
attuned of the dynamics of the European market.

23
 Basic Facts

• Founded in 1968 by TATA group

• Head Quarter: - TCS House, Raveline Street, Fort, Mumbai - 400 001, India
• CEO:- S. Rama Dorai
• An MNC having 142 offices in 42 countries across globe
• Total Head Count: - 1, 43,000

• Key foreign subsidiaries includes:- TCS Australia, TCS china, TCS Brazil, TCS
Mexico, TCS USA, TCS UK, TCS Thailand
• Regional offices at:- South Africa, Canada, Germany, France, Hong Kong,
Singapore, UAE, Uruguay, Chile, Argentina
• Revenue: - $6.0 Billion
• Home Country: - India
• Manpower cost: - 52.12% of revenue (32.90 domestically & 19.22 internationally)
in 2009 compared to 51.47% in 2008.
• Listed in NYSE, BSE, NSE
• Total Market capitalization = $ 15 billion
• Revenue = $6 billion
• Employee productivity ratio = $ 6 bn / 1, 43,000 = $ 2.1 mn.

24
 Products and services

TCS and its 67 subsidiaries provide a wide range of information technology-related

products and services including application development, business process outsourcing,
capacity planning, consulting, enterprise software, hardware sizing, payment
processing, software management and technology education services. The firm's
established software products are TCS BaNCS and TCS Master Craft.

❖ Service lines

TCS' services are currently organised into the following service lines (percentage of
total TCS revenues in the 2012-13 fiscal year generated by each respective service line
is shown in parentheses):

Application development and maintenance (43.80%) value;

Asset leverage solutions (2.70%);

Assurance services (7.70%);

Business process outsourcing (12.50%);

Consulting (2.00%);

Engineering and Industrial services (4.60%);

Enterprise solutions (15.21%); and

IT infrastructure services (11.50%).

32
 Operations

TCS has 289 offices across 46 countries and 147 delivery centers in 21 countries. At
the same date TCS had a total of 58 subsidiary companies.

Locations

TCS has operations in the following locations:

❖ India: Ahmadabad, Bangalore, Baroda, Bhubaneswar, Chennai, Coimbatore,

Delhi, Gandhinagar, Goa, Gurgaon, Guwahati, Hyderabad, Bhopal, Indore,
Jamshedpur, Kochi, Kolkata, Lucknow, Mumbai, Nagpur, Noida, Nashik, Pune,
Trivandrum and Patna

❖ Africa: South Africa, Morocco (closed down)

❖ Asia (excluding India): Bahrain, China, Israel, UAE, Hong Kong, Indonesia,
Japan, Malaysia, Philippines, Saudi Arabia, Singapore, South Korea, Taiwan,
Thailand and Qatar

❖ Oceania: Australia

❖ Europe: Belgium, Denmark, Finland, France, Germany, Hungary, Iceland,

Republic of Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal, Spain,
Sweden, Switzerland and United Kingdom.

33
 ❖ North America: Canada, Mexico and United States.

❖ South America: Argentina, Brazil, Chile, Colombia, Ecuador, Peru and

Uruguay.

❖ The Tata Consultancy Services campus in Lucknow

❖ Tata Consultancy Services on Grosvenor Square, London

TCS BPS

TCS BPS (Business Process Services) is the third-largest India-based IT outsourcing

company (after capgemini). The BPS division had revenues of US$1.44 billion in the
FY 2012-13 which was 12.5% of the total revenue of TCS. TCS BPS has more than
45,000 employees which serve over 225 million customers across 11 countries. The
rate of attrition in BPS division during the financial year 2012-13 was 19.5%.

In 2006, TCS won a $35 million contract from Eli Lilly and Company for providing
data management, biostatistics and medical writing services. In 2007, it won a major
multi-year deal from Swiss pharmaceutical major Hoffmann-La Roche to provide data
management, biostatistics, clinical programming and drug safety support to Hoffmann-
La Roche's global pharmaceutical development efforts.

The firm has also opened a business process outsourcing facility in the Philippines.

34
 TCS- ACHIEVEMENTS

1. TCS is “the second-largest employer” after Coal India Limited.

2. It bagged the “country's first software project”, the Inter-Branch Reconciliation

System (IBRS) for the Central Bank of India.

3. It is the “largest provider of information technology in Asia and second largest

provider of BPO (business process outsourcing)” services in India

4. In 1981, TCS set up “India's first software research and development center”,
the Tata Research Development and Design Centre (TRDDC) in Pune.

5. TCS is the “76th Most Trusted Brand” according to The Brand Trust Report,
2011

6. TCS has one of the “lowest attrition rates” in the Indian IT industry

7. In 2008, the TCS developed a product called mKrishi; it won the Wall Street
Journal Technology Innovation Award in the Wireless category. (MKrishi is a
service that would enable India's farmers to receive useful data on an inexpensive
mobile device)

35
 Tata Research Development and Design Centre

Main article: Tata Research Development and Design Centre

TCS established the first software research center in India, the Tata Research
Development and Design Centre, in Pune, India in 1981. TRDDC undertakes research
in Software engineering, Process engineering and systems research. Researchers at
TRDDC also developed MasterCraft (now a suite of digitization and optimization tools)
Model Driven Development software that can automatically create code based on a
model of software, and rewrite the code based on the user's needs. Research at TRDDC
has also resulted in the development of Sujal, a low-cost water purifier that can be
manufactured using locally available resources. TCS deployed thousands of these filters
in the Indian Ocean tsunami disaster of 2004 as part of its relief activities.This product
has been marketed in India as Tata swach, a low cost wate

Organizational Structure

Table 2 Organizational Structure

36
Performance Highlights

Fig 3: Revenue Trend Fig 4: Client Metrics

Fig 5: Earning Trends (operating income) Fig 6: Employee

Metrics Fig 7: Earning per Share Fig 8: Cash Usage

Fig 9: Cash Flow from Operating Fig 10: Shareholder Payouts

37
TCS Competitors

• INFOSYS TECHNOLOGIES LIMITED

• IBM
• HEWLETT PACKARD
• WIPRO
• HCL
• TECH MAHINDRA
• MPHASIS
• MINDTREE

Fig 11 The IT services value chain

38
 S.W.O.T. Analysis of TCS
SWOT analysis is a prearranged loom to calculating the strategic position of a business
by identifying its strengths, weakness, opportunities and threats. SWOT offers an
uncomplicated way of analyzing the results of marketing review. Internal strengths and
weakness are abridged as they communicated to external opportunities and threats.
(Jobbers; 2007)

It analysis the complete strategy of the company based on policies and the business
method which they follow. This pictures the companies advantages and disadvantages
in companies perspective.

STRENGTH OPPURTUNITIES

• Widespread universal reach • Expansion in worldwide IT services

• Strong economic presentation
• Human management skills
• Innovative lab system
• The Fame of the founder
• Focus on SMB segment
• Expanding maneuvers in countries like
china
• Focus on high end business and
consulting

WEAKNESS THREATS

• Over dependence on US • The Hike in Employee costs

market • Powerful competition from overseas
• High Employment cost firms like Accenture, IBM etc.
• Low R&D • Merge in the end markets
• Least presence in economies • Currency gratitude
like Japan and China • Increase in competition from low
• Not diversified wage.

39
 A. STRENGTHS:

The popularity and the reach all over the global markets made TCS a reputed and known
firm in the Global IT Market. The TCS had launched the branches all over the world
which can be considered as the primary strength for the TCS. TCS made clear and
strong economic presentations around the globe which makes its clients a financial
confidence about the company. The International base of TCS, India is known for its
skilled employees in IT field which naturally made TCS very strong in Human resource.
TCS is also skilled in the management skills as its board of directors are from overseas
countries in order to adopt the strategies from all the parts of the world. TCS have a
very good infrastructures and innovative labs with all the latest technologies which help
TCS employees to update the latest technologies and to makeresearch in various fields.
The fame of the founder is also an added strength for the TCS.

B. WEAKNESS:

The excess exposure on the financial service markets which usually need to be kept
confidential is considered as the main weakness of TCS. TCS is also lack in effective
consulting team which shows a strong reflection of decline in the growth cycle of the
TCS, Being a company which works on Outsourcing projects usually needs a very good
effective consulting team which acts as the bridge between the clients and company.
TCS really lacks in that.

C. OPPURTUNITIES:

TCS being a fast growing IT firm is very keen in establishing and expanding its
business to almost all the parts of world right from India, China, Latin American
countries, Asia-pacific and etc. which opened up a great business opportunity for

40
TCS. The Focus in the SMB segments is also lays a very good business opportunity for
TCS. Expanding the global branches to void countries like china, Asia-pacific will
extend the business opportunities of TCS in future. TCS have a very good opportunity
in high end business and consulting in the future if they rectify their weakness in
consulting service.

D. THREATS:

The rapid growth and development in India and other global areas, A commondemand
for employees arise which result in the increase of cost for employees. TCS has to face
a very high competition from overseas and well established companies like IBM,
Accenture and etc. The complete merge in the End markets is also a biggest threat for
TCS. The advantage on rupees always stands as the biggest threat to all IT companies
in general. Increase of competition from low wages is another threat. The similar Indian
firms like Wipro, Infosys are also at their full phase of capturing global markets. TCS
has to face a cold war against the threats which the company faces. As all the
competitors of TCS are equally strong and effective in which TCS can't ignore the
supple one.

Future Plans:

TCS UK division and its subsidy is focusing on the Insurance market in the BPO, the
Diligenta's deal with the pearl conformed their future plans of entering into the
Insurance Industry. TCS is planning to expand further in the globally in order to capture
new markets like China, Philippines, Asia-pacific, South America, Mexico and Eastern
Europe. TCS has invested around INR 500 crore in India in order to develop its
domestic infrastructure within India. TCS has invested around approx. 150 billion in
order perform research on next generation technology and wireless

"We are strengthening our product line-up to position the company for the future,
(Mr.Ramadorai, CEO)". As the CEO of TCS said TCS has invested an respectable
amount of money in order to strengthen their product line-up

41
 Chapter 3
CONCEPTUAL
BACKGROUND

42
The conceptual background provides the theoretical framework and underlying
principles that inform the analysis of human resource policies and employee
engagement. This background establishes the context for exploring key concepts and
theories that explain how HR policies affect employee satisfaction, engagement, and
overall organizational success.

Human Resource Management (HRM) Framework

Human Resource Management (HRM) is a comprehensive framework for managing

an organization's workforce. As defined by Dessler (2020), HRM encompasses
various functions, including recruitment, training, compensation, performance
management, and employee relations. This framework guides organizations in
implementing policies and practices that align with their strategic goals.

The HRM framework is designed to maximize the contribution of employees to

organizational success. Schuler and Jackson (1987) suggest that HRM plays a critical
role in shaping organizational culture, ensuring that HR policies reflect the company's
values and objectives. This alignment between HR policies and organizational
strategy is key to achieving long-term success.

Employee Engagement

Employee engagement is a central concept in modern HRM. Kahn (1990) defines

employee engagement as the extent to which individuals invest their physical,
emotional, and cognitive energies into their work roles. Engaged employees are more
likely to be motivated, productive, and committed to their organization.

Schaufeli and Bakker (2004) identify key dimensions of employee engagement,

including vigor, dedication, and absorption. Vigor refers to high levels of energy and
resilience, dedication is characterized by enthusiasm and a sense of significance, and
absorption denotes being fully immersed in one's work. These dimensions inform the
design of HR policies that promote employee engagement.

43
Recruitment and Talent Acquisition

Recruitment and talent acquisition are foundational elements of HRM. According to

Barber (1998), the recruitment process is a critical determinant of an organization's
talent pool. Effective recruitment strategies attract high-quality candidates and ensure
a diverse workforce. The concept of employer branding, as described by Backhaus
and Tikoo (2004), plays a significant role in attracting talent, emphasizing the need
for a positive organizational reputation.

Training and Development

Training and development are essential for employee growth and engagement. Noe
et al. (2006) discuss the importance of continuous learning in maintaining a
competitive edge. Organizations that invest in employee development are more likely
to foster a culture of growth and innovation. Garavan (1997) introduces the concept
of a learning organization, suggesting that companies should create an environment
where continuous learning is encouraged and supported.

Compensation and Benefits

Compensation and benefits are key motivators for employees. Milkovich and
Newman (2008) highlight the role of compensation in attracting and retaining talent.
A well-structured compensation system should align with organizational goals and
reward performance. Heneman and Judge (2000) suggest that competitive
compensation packages contribute to employee satisfaction and reduce turnover.

Performance Management

Performance management is a critical HR function that aligns employee goals with

organizational objectives. Aguinis (2019) emphasizes the need for a structured
performance management system, including regular feedback, goal setting, and
performance appraisals. Cascio (2018) suggests that effective performance
management fosters a culture of continuous improvement.

44
Work-Life Balance

Work-life balance has gained prominence as an important aspect of HRM. Greenhaus

and Beutell (1985) highlight the potential conflicts between work and family roles,
emphasizing the need for organizations to address work-life balance challenges.
Flexible work arrangements and supportive HR policies can improve employee well-
being and job satisfaction, as suggested by Kossek and Ozeki (1998).

Diversity and Inclusion

Diversity and inclusion are central to modern HRM. Cox (1993) discusses the
benefits of a diverse workforce, including enhanced innovation and problem-solving
capabilities. Roberson (2006) suggests that organizations should promote diversity
and inclusion, not just for compliance but to create a more inclusive culture that
values different perspectives.

45
 CHAPTER 4
RESEARCH
METHODOLOGY

46
 RESEARCH METHODOLOGY

Research Methodology is a way to solve the research problem in a systematic manner. It may be
understood as a science of studying now a research is done significantly. In that various steps,
those are generally adopted by a researcher in studying his problem along with the topic behind
them. It is the survey, which tells method during research, it mainly consist of following steps:

1. Developing research designs

2. Determine the data collection methods

3. Conducting field work

4. Developing a sample plan.

RESEARCH DESIGN:-

Research design is a preconceived scheme or blue print followed in completion of the formal
investigation. It provides the framework within which the researcher is to work. The formula
formulation of sound research design is developed on the problem identification. It mainly calls
for decision on research approach.

OBJECTIVES OF THE STUDY

The main objective of the study is to observe the Human resource method pr policies or practices
Used in Tata Consultancy Services Limited.

1. To study the HR polices of TCS.

2. To study the pattern of employee engagement in TCS.
3. To study the impact of HR policies on employee management.

47
SOURCE OF RESEARCH DATA:

There are mainly two through which the data required for the research is collected.

1. Primary data

2. Secondary data

The study mainly relies on primary data and secondary data.

1. Primary data collection tools

• Interviews
• Survey/Google forms
• Observation

2. Secondary data collection sources

• Business Documents
• Official website

DATA INTERPRETATION AND ANALYSIS TECHNIQUES TO BE USED

There are two methods available for data interpretation and analysis, these are
1. Percentage method

1. PERCENTAGE METHOD

Percentages are one of the most commonly used statistics. They can be found in rates (e.g.
unemployment rate, employment rate) and discounts in shop windows. So what is per cent?
“Per cent” means “out of every 100”. Percentage figures are derived by dividing one quantity
by another with the latter rebased to 100. Percentages are symbolised by %.

48
METHODS OF DATA COLLECTION

There are two basic methods available for collection data, these are

1. Questionnaire Method
2. Observational Method

QUESTIONNAIRE METHOD

This method refers to the method which requires to obtain the needed information from the
respondents for the purpose of understanding and predicating some aspects of behavior of
population of interest and the researcher has referred questionnaire method. The data collected for
this project is through Questionnaire Method.

SAMPLING METHODOLOGY:

A plan, which determines the type of respondents and their number from whom researcherhas to
collect the data. This plan calls for decisions.

1. Population
2. Sampling Size
3. Sampling Technique

POPULATION: 100 RESPONDENTS

SAMPLING SIZE: 30

SAMPLING TECHNIQUE: SIMPLE RANDOM SAMPLING

IMPORTANCE & SIGNIFICANCE OF THE STUDY

The issue with many companies today is that their organizations put tremendous effort into
attracting employees to their company, but spend little time into retaining and developing talent.
A human resource management system must be worked into the business strategy and
implemented in daily processes throughout the company as a whole. It cannot be left solely to the

49
human resources department to attract and retain employees, but rather must be practiced at all
levels of the organization. The business strategy must include responsibilities for line managers to
develop the skills of their immediate subordinates. Divisions within the company should be openly
sharing information with other departments in order for employees to gain knowledge of the
overall organizational objectives. Companies that focus on developing their talent integrate plans
and processes to track and manage their employee talent, including the following:

• Sourcing, attracting, recruiting and on boarding qualified candidates with competitive

backgrounds
• Managing and defining competitive salaries
• Training and development opportunities
• Performance management processes
• Retention programs
• Promotion and transitioning

Human resource management implies recognizing a person's inherent skills, traits, personality and
offering him a matching job. Every person has a unique talent that suits a particular job profile and
any other position will cause discomfort. It is the job of the Management, particularly the HR
Department, to place candidates with prudence and caution. A wrong fit will result in further hiring,
re-training and other wasteful activities. Human Resource Management is beneficial to both the
organization and the employees. The organization benefits from: Increased productivity and
capability; a better linkage between individuals' efforts and business goals; commitment of valued
employees; reduced turnover; increased bench strength and a better fit between people's jobs and
skills.

The impact of organizational brain drain and the fear of a global talent shortage due to an
increasingly aging workforce have caused companies to focus on finding, developing and retaining
superior, talented employees. That makes talent management technologies must-haves for
organizations committed to developing a competitive human capital advantage. Demand for talent
management solutions is pervasive throughout North America, Europe and Asia, where interest is
high and adoption is brisk.

50
Therefore, Human Resource Management is very important for companies to retain their talent
poll in the organization.

SCOPE OF STUDY

The scope of the study covers in depth, what is Human Resource Management, why HR
Management should be a culture in an organization and is limited to Tata Consultancy Services.
This is incorporated in the above organizations through different initiatives and programmes.
It also helps in judging the enhancement of knowledge and skills of employees and its
effectivenesson retaining the Human Resource Management in the organization.

51
 CHAPTER 4
DATA ANALYSIS AND
PRESENTATION

52
 DATA ANALYSIS AND INTERPRETATION

QUESTIONNARIE

1. Name of employee:- Sriram Sivaraman

2. Gender:- Male

3. How long you have been in TCS:- 14 Years

4. Designation: Executive/ Senior Executive/ Team Leader:- Technical Lead

1. Are you satisfied with the current human resource policies of the company

BAR CHART

Strongly Disagree 0%

Disagree 0%

Neutral 5%

Strongly Agree 55%

Agree 40%

0% 10% 20% 30% 40% 50% 60%

53
The above graph shows that the

40% Agree with current human resource policies of the company

55% Strongly agree with current human resource policies of the company

5% Neutral with current human resource policies of the company

0 Respondent disagree with current human resource policies of the company

0 Respondent strongly disagree with current human resource policies of the company

54
2 .Do you agree the personnel policies in this organization facilitate employee development

BAR CHART

Strongly Disagree 1%

Disagree 2%

Neutral 7%

Strongly Agree 30%

Agree 60%

0% 10% 20% 30% 40% 50% 60% 70%

The above graph shows that the

60% Agree with the personnel policies in this organization facilitate employee development

30% Strongly agree the personnel policies in this organization facilitate employee development

7% Neutral with the personnel policies in this organization facilitate employee development

2% Disagree with the personnel policies in this organization facilitate employee development

1% Strongly disagree with the personnel policies in this organization facilitate employee
development

55
3. .Are you satisfied with the leave policy of the TCS as they provide sick leave, Paid leave
andcasual leave

BAR CHART

Strongly Disagree 1%

Disagree 1%

Neutral 8%

Strongly Agree 35%

Agree 55%

0% 10% 20% 30% 40% 50% 60%

The above graph shows that the

55% Agree with the leave policy of the TCS as they provide sick leave, Paid leave and casual
leave

35% Strongly agree the leave policy of the TCS as they provide sick leave, Paid leave and casual
leave

8% Neutral with the leave policy of the TCS as they provide sick leave, Paid leave and casual
leave

1% Disagree with the leave policy of the TCS as they provide sick leave, Paid leave and casual
leave

1% Strongly disagree with the leave policy of the TCS as they provide sick leave, Paid leave and
casual leave
56
4 .Are satisfied with the adaptive work culture policy of the TCS.

BAR CHART

Strongly Disagree 55%

Disagree 40%

Neutral 5%

Strongly Agree 0%

Agree 0%

0% 10% 20% 30% 40% 50% 60%

The above graph shows that the

55% Agree with the adaptive work culture policy of the TCS

40% Strongly agree the adaptive work culture policy of the TCS

5% Neutral with the adaptive work culture policy of the TCS

0% Disagree with the adaptive work culture policy of the TCS

0% Strongly disagree with the adaptive work culture policy of the TCS

57
5. How many employees in TCS Company. (Men and Women)

EMPLOYEES
350000

328551
300000

250000

200000 178357

150000

100000

50000

Men Women

The above graph shows that the

Tata Consultancy Services, the multinational information technology service company, had over
5,06,908 employees worldwide.

3,28,551 Employees (Men) work in TCS company.

1,78,357 Employees (Women) work in TCS company.

58
6 .Do you think Employee engagement should not be one time implementation but it should
beintegrated into the culture of the company.

BAR CHART

Strongly Disagree 0%

Disagree 0%

Neutral 0%

Strongly Agree 40%

Agree 60%

0% 10% 20% 30% 40% 50% 60% 70%

The above graph shows that the

60% Agree with this question

40% Strongly agree with this question

0% Neutral with this question

0% Disagree with this question

0% Strongly disagree with this question

59
7.Do you think Organization that support employee engagement, intelligently image talent,
andcommunicate with employees honestly, accurately and at the right time will ride the
current market turbulence and be successful in the future.

BAR CHART

Strongly Disagree 0%

Disagree 0%

Neutral 10%

Strongly Agree 32%

Agree 58%

0% 10% 20% 30% 40% 50% 60% 70%

The above graph shows that the

58% Agree with this question

32% Strongly agree with this question

10% Neutral with this question

0% Disagree with this question

0% Strongly disagree with this question

60
8 .Do you agree Employee engagement is built on belief, reliability, commitment,
andcommunication between an organization and its adherents.

BAR CHART

Strongly Disagree 1%

Disagree 2%

Neutral 7%

Strongly Agree 53%

Agree 37%

0% 10% 20% 30% 40% 50% 60%

The above graph shows that the

37% Agree with this question

53% Strongly agree with this question

7% Neutral with this question

2% Disagree with this question

1% Strongly disagree with this question

61
9 .Do you think managers should be supported by the executive to provide development

assistant recognition and career support. These are the most important factors which will

help in enhance employee engagement

BAR CHART

Strongly Disagree 0%

Disagree 0%

Neutral 7%

Strongly Agree 33%

Agree 70%

0% 10% 20% 30% 40% 50% 60% 70% 80%

The above graph shows that the

70% Agree with this question

33% Strongly agree with this question

7% Neutral with this question

0% Disagree with this question

0% Strongly disagree with this question.

62
10 .Are you satisfied with the current pattern of employee engagement in TCS?

BAR CHART

Strongly Disagree 2%

Disagree 8%

Neutral 20%

Strongly Agree 33%

Agree 37%

0% 5% 10% 15% 20% 25% 30% 35% 40%

The above graph shows that the

37% Agree with this question

33% Strongly agree with this question

20% Neutral with this question

8% Disagree with this question

2% Strongly disagree with this question.

63
11 .Do you agree engaged employees perform better than their less engaged counterparts do
becausethey are more immersed in their work and they cerebrate more about their work, which
helps them to produce innovative solutions.

BAR CHART

Strongly Disagree 0%

Disagree 0%

Neutral 5%

Strongly Agree 55%

Agree 40%

0% 10% 20% 30% 40% 50% 60%

The above graph shows that the

40% Agree with this question

55% Strongly agree with this question

5% Neutral with this question

0% Disagree with this question

0% Strongly disagree with this question.

64
 INTERPRETATION OF DATA

About 55% of the population strongly agree with the current HR policies of the company which
is morethan a half of the population, 60% of the population strongly agree with the personal
policies in this organization facilitate employee development, The leave policy also got the
good response which is the 55% of the population satisfied with the policy, 55% of the
population satisfies with the adaptive workculture policy of the TCS, 60% employee think
employee engagement should not be one time implementation but it should be integrated into
the culture of the company, 58% employees think organization that support employee
engagement, intelligently image talent, and communicate with employees honestly,
accurately and at the right time will ride the current market turbulence and be successful in
the future, 53% people think Employee engagement is built on belief, reliability,commitment,
and communication between an organization and its adherents, 70% employee think managers
should be supported by the executive to provide development assistant recognition and career
support. These are the most important factors which will help in enhance employee
engagement, 37% employees satisfied with the current pattern of employee engagement in
TCS, 55% employee agreed that engaged employees perform better than their less engaged
counterparts do because they are more immersed in their work and they cerebrate more about
their work, which helps them to produce innovative solutions.

65
 RECOMMENDATION & SUGGESTION
The first and foremost recommendation for TCS is to change its vision statement. In our humble
opinion it is short sighted. TCS needs to have a vision that will show its leadership qualities and
long term thinking. Adapt to recession, but don’t ignore the new ecosystem. In all likelihood, the
economy will worsen before it picks up again in late 2009. All service provider swill feel this,
albeit not equally; providers’ response at this critical time will set the vendor landscape for the
coming years. Based on current situation, TCS strategists can adapt their positioning and direction,
paying particular focus to the following issues to ensure long-term market success:

• Expect to see the landscape continue to consolidate. Clients will seek to cut costs and focus on
fewer provider relationships as the economy worsens. TCS should take this opportunity to improve
your market positioning.

• Ensure marketing articulates your value proposition to all stakeholders concerned. In a recession,
marketing can work as a differentiator.

• Service providers like TCS need to create specific value propositions aimed directly at the
relevant stakeholders — and in the new tech ecosystem, these relevant stakeholders must include
business executives, not just IT personnel

• Don’t be influenced solely by short-term shareholder pressure. The recession is at the top of
everyone’s agenda right now, but those providers that take a long-term view will use this time to
prepare for the fundamental changes in industry dynamics that will emerge. Those providers
prepared for the new ecosystem will be the ones to flourish once the dark clouds of economic
turmoil have lifted.

• ‘Do not put all eggs in one basket’

• TCS must provide diverse services to refrain from being over-dependent and increasing exposure
to the vulnerabilities of few sectors (BFSI) /geographies (USA).

• Provide more high-end services in value chain (3rd Wave in IT)

66
• There is a move required from ADM (Application Development and maintenance) to value
addedservices, BPO to Consulting and Package Implementation, etc.

• TCS should shift focus from Low cost advantage to high quality services commanding a
premiumbeing the pioneer in the industry

• Consolidation and strategic acquisitions are essential for future growth of revenues. We feel
thata big wave of consolidation in IT industry has just started.

• The HP-EDS merger (one of the biggest ever merger in this industry) is testimony to this.
TCSshould gear up for such opportunities which are strategic fit for them.

67
 FINDINGS & CONCLUSION

• Considering TCS with respect to human resource management, the company is doing good in
practicing Prefers seven practices and the company is making huge efforts indelivering various
methods and processes in increasing growth of the organization.

• TCS is working great on providing satisfaction of job to its employees but it should bekeen in
understanding the fact that senior officers are not very happy for continuing towork.

• It should be taken care that only selective candidates capable of the position to be filled should be
offered the job.

• TCS must make the rules strict for the use of language as regional language use is still being
practiced.

• Pay must be higher to encourage employees to work without worries and training importance must
be delivered effectively.

• Treatment of every TCS should be the same and employees should be told the importance of
information sharing

68
 BIBLIOGRAPHY

References Books:
1.Business Studies (Dr.T.N.Chhabra,Sandhya Chhabra)

2.Training and Development – SubbaRao

3. Human Resource Personal Management – K. Ashwatappa

4. Human Resource Management - Gary Dessler

5.Human resource management – a competitive advantage by S.K.Bhatia pg 440 to 490 ISBN 81-7629-848-
4 YEAR OF PUBLICATION 2006

6.Human resource management – Robert L. Mathis and John H. Jackson Eleventh edition.

7. The Practical Guide to HR Analytics - By Shonna D. Waters PhD, Valerie Streets, Lindsay McFarlane, and
Rachael Johnson-Murray

8 Predictive HR Analytics: Mastering the HR Metric - By Dr. Martin Edwards and Kirsten Edwards

Research Paper:

1. Monteiro, E., & Joseph, J. (2022). Preventing Stress, Improving Productivity: A Case Study on Stress
Management Policies of TCS and Infosys. International Journal of Case Studies in Business, IT and
Education (IJCSBE), 6(1), 401-413.

2. Kamra, N. B. (2024). Use of Technology for Enhancement of Social Learning through Digital Reward
Systems: A Case Study on TCS. Lloyd Business Review, 1-12.

3. Agarwal, Rachna. "An analytical study on employee's engagement and its relationship with job outcomes: A
case of tata consultancy services (TCS)." Asian Journal of Management 8.3 (2017): 745-752.

4. Crasta, L. C. (2021). A Comprehensive Study of Talent Management Process adopted by Tata Consultancy
Services (TCS). International Journal of Case Studies in Business, IT and Education (IJCSBE), 5(1), 267-
281.

5. Malati, N., and Priyanka Singh. "Perceptual Study of Employee Engagement Practices in it
Sector." Research Journal of Humanities and Social Sciences 10.2 (2019): 319-324.

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6. Bhattacharya, S., & Mukherjee, P. (2009). Rewards as a key to employee engagement: A comparative study
on IT professionals. ASBM Journal of Management, 2(1), 160.

7. Kenni, G. (2000). The evolution of quality processes at Tata Consultancy Services. IEEE software, 17(4),
79-88.

8. Nambisan, Satish. "Industry technical committees, technological distance, and innovation

performance." Research policy 42, no. 4 (2013): 928-940.

9. Rubery, Jill, et al. "Human resource management and the permeable organization: The case of the multi‐
client call centre." Journal of Management Studies 41.7 (2004): 1199-1222.

10. Jones, Oswald. "The persistence of autocratic management in small firms: TCS and organisational
change." International Journal of Entrepreneurial Behavior & Research 9, no. 6 (2003): 245-267.

11. Vangrieken, K., Meredith, C., Packer, T. and Kyndt, E., 2017. Teacher communities as a context for
professional development: A systematic review. Teaching and teacher education, 61, pp.47-59.

12. Manole CG, Cismaşiu V, Gherghiceanu M, Popescu LM. Experimental acute myocardial infarction: telocytes
involvement in neo‐angiogenesis. Journal of cellular and molecular medicine. 2011 Nov;15(11):2284-96.

13. Judijanto, Loso, et al. "Strategic human capital planning in the asian digital economy: aligning workforce
development with business objectives." International journal of economic literature 1.3 (2023): 344-360.

14. Kamra, N. B. (2024). Use of Technology for Enhancement of Social Learning through Digital Reward
Systems: A Case Study on TCS. Lloyd Business Review, 1-12.

15. ARYA VERMA, D.R., 2023. Understanding The Impact of Corporate Culture on Business Performance and
Employee Satisfaction of TCS.

16. Camarillo, Ana Lorena Quiñónez, and Timothy O. Randhir. "A sustainability framework based on threats,
consequences, and solutions (TCS) for managing watershed commons." Plos one 18, no. 12 (2023):
e0295228.

17. Sahu, M. S. K. A Comparative Analysis of Talent Acquisition Process at TCS and JSPL. ANWESHAN, 57.

18. Mace, G., 2024. Democratic Practices in MERCOSUR and the OAS: What Space for Transnational Civil
Society?. Global Society, 38(3), pp.351-373.

19. Chethana, K. M., & Noronha, S. D. (2023). A Review of the Strategies Used in the IT sector for Employee
Training and Development. International Journal of Case Studies in Business, IT and Education
(IJCSBE), 7(2), 141-155.

20. Mansour L, S., Seguin, C., Winkler, A. M., Noble, S., & Zalesky, A. (2024). Topological cluster statistic (tcs):
Towards structural-connectivity-guided fmri cluster enhancement. Network Neuroscience, 1-41.

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Websites:

www.tcs.com
https://www.wikipedia.org/
www.nasscom.in
www.economictimes.com
www.hr.ac.in
www.suchita.com

https://www.yuvajobs.com/

UK legal firm L&G staffs rail against TCS - The Economic Times (indiatimes.com)

http://infotech.indiatimes.com/articleshow/msid-153973,prtpage-

UKHotviews: TCS brings a touch of India to Brazil

http://www.tcs.com/news_events/press_releases/Pages/TataConsultanc Who We Are:

Building greater futures through innovation and collective knowledge. (tcs.com)

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 QUESTIONNAIRE

In the context to HRM in TCS .please answer the following questions

5. Name of employee:- Aman Rangari

6. Gender:-Male

7. How long you have been in TCS:- 8 Years

8. Designation: Executive/ Senior Executive/ Team Leader

1. Are you satisfied with the current human resources policies of the company.

▪ Agree

▪ Strongly agree

▪ Neutral

▪ Disagree

▪ Strongly Disagree

2. Do you agree the personnel policies in this organization facilitate employee development

▪ Agree

▪ Strongly agree

▪ Neutral

▪ Disagree

▪ Strongly Disagree

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3. Are you satisfied with the leave policy of the TCS as they provide Sick leave, Paid leave

and casual leave.

▪ Agree

▪ Strongly agree

▪ Neutral

▪ Disagree

▪ Strongly Disagree

4. Are you satisfied with the adaptive work culture policy of the TCS?

▪ Agree

▪ Strongly agree

▪ Neutral

▪ Disagree

▪ Strongly Disagree

5. Do you think Employee engagement should not be one time implementation but it should

be integrated into the culture of the company.

▪ Agree

▪ Strongly agree

▪ Neutral

▪ Disagree

▪ Strongly Disagree

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6. Do you think Organization that support employee engagement, intelligently image talent,

and communicate with employees honestly, accurately and at the right tome will ride the

current market turbulence and be successful in the future.

▪ Agree

▪ Strongly agree

▪ Neutral

▪ Disagree

▪ Strongly Disagree

7. Do you agree Employee engagement is built on belief, reliability, commitment, and

communication between an organization and its adherents.
▪ Agree

▪ Strongly agree

▪ Neutral

▪ Disagree

▪ Strongly Disagree

8. Do you agree engaged employees perform better than their less engaged counterparts do

because they are more immersed in their work and they cerebrate more about their work,

which helps them to produce innovative solutions.

▪ Agree

▪ Strongly agree

▪ Neutral

▪ Disagree

▪ Strongly Disagree
74
9. Do you think managers should be supported by the executive to provide development

assistant, recognition and career support. These are the most important factors which will

help in enhance employee engagement

▪ Agree

▪ Strongly agree

▪ Neutral

▪ Disagree

▪ Strongly Disagree

10. Are you satisfied with the current pattern of employee engagement in TCS?

▪ Agree

▪ Strongly agree

▪ Neutral

▪ Disagree

▪ Strongly Disagree

75