Project Report

On
A STUDY ON EMPLOYEES PERCEPTION TOWARDS HR
PRACTICES IN IT INDUSTRY

Submitted in Partial Fulfillment Of the Requirement Of

Masters of Business Administration

Project Guide Submitted By:

Name: Ms. Tanushree Student Name: Vivek Redhu
Designation: Assistant Professor Enrollment No: 05561203922
Batch: 2022 - 2024

Submitted To:
Banarsidas Chandiwala Institute of Professional Studies, Dwarka, New Delhi
(Affiliated to Guru Gobind Singh Indraprastha University and approved by AICTE, Ministry of HRD,
GOI)

1
 BONAFIDE CERTIFICATE

This is certify that as per best of my belief the project entitle “A STUDY ON
EMPLOYEES PERCEPTION TOWARDS HR PRACTICES IN INFORMATION
TECHNOLOGY (IT) INDUSTRY” is the bone-fide research work carried out by
VIVEK REDHU, Enrollment No. 05561203922 student of MBA, BCIPS, Dwarka, New
Delhi during March 2024 to June 2024, in partial fulfillment of the requirements of the
Degree of Master of Business Administration.
He has worked under my guidance.

-----------------------
Name: Ms Tanushree
Research Project Guide
Date:

Counter signed by

-----------------
Name: Dr. Shamsher Singh
Date:

2
 Declaration

I hereby Declare that this Final Research Project Report titled “A STUDY ON
EMPLOYEES PERCEPTION TOWARDS HR PRACTICES IN INFORMATION
TECHNOLOGY (IT) INDUSTRY” Submitted by me to Banarsidas Chandiwala
Institute of Professional Studies, Dwarka is a bone-fide work undertaken by me during
by me period from March 2024 to June 2024 and it has not been submitted to any other
University or Institution for the award of any degree diploma/ certificate or published
any time before.

-----------------------

(Signature of Student) Date: / / 2024

Name: Vivek Redhu

Enroll. No.: 05561203922

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 INDEX

S. no. Topic Page

no.
6 - 13
1 Chapter 1 Introduction

14 - 17
2 Chapter 2 Literature review

18–19
3 Chapter 3 Research Design

20 - 33
4 Chapter 4 Data analysis

34 - 38
5 Chapter 5 Findings, Conclusions and
Suggestions

39 - 43
6 Chapter 6 Bibliography, Glossary and
Annexure

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 Executive Summary
In today's fast-paced world, the IT industry stands as a hub of innovation and progress.
Within this bustling sector, the way companies handle their human resources is vital.
It's not just about hiring and managing people; it's about nurturing talent, keeping
employees engaged, and ultimately, steering the company towards success. And to do
that effectively, it's crucial to understand how employees feel about the HR practices in
place.
So, this study dives deep into what employees in the IT industry really think about HR.
We didn't just scratch the surface; we used a mix of surveys, interviews, and crunching
numbers to get to the heart of the matter.
Here's what we found: IT people’s really value HR practices that invest in their growth.
They want training opportunities, chances to learn new skills, and a clear roadmap for
advancing their careers.
One big thing that came out of the study is how important communication is. When HR
teams keep everyone in the loop about policies, procedures, and any changes happening
in the company, it builds trust and keeps everyone happy.
But it's not all sunshine and rainbows. There are areas where HR practices in the IT
industry could use some sprucing up. More efforts towards diversity and inclusion,
better ways to evaluate performance, and smoother processes for addressing complaints
and issues are some of the things that need attention.
In a nutshell, the insights from this study are gold for HR folks and top brass in IT
companies. By making sure HR strategies match what employees want and need,
companies can keep their teams motivated, spark innovation, and keep thriving even in
the face of constant change.
Ultimately, it's all about creating an environment where employees feel valued,
supported, and empowered to do their best work. By taking the insights from this study
to heart and making meaningful changes, IT companies can build stronger, more
resilient teams that drive innovation and success. So, let's roll up our sleeves, listen to
what our employees have to say, and together, let's shape HR practices that not only
meet their expectations but exceed them, paving the way for a brighter future in the IT
industry.

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 Chapter-1 INTRODUCTION

In the rapidly evolving landscape of the Information Technology (IT) industry, human
resource management plays a pivotal role in shaping organizational culture, employee
engagement, and overall performance. Understanding employees' perceptions towards
HR practices is crucial for organizations to effectively meet the needs and expectations
of their workforce. This study aims to explore employees' perceptions towards HR
practices in the IT industry, identifying areas for improvement to enhance employee
satisfaction and organizational effectiveness. By delving into employees' attitudes and
opinions towards HR initiatives, this research seeks to provide valuable insights for HR
professionals and organizational leaders to optimize HR strategies and foster a positive
work environment within the dynamic realm of IT.
INTRODUCTION ON HR PRACTICES:
HR practices means that human resources personnel can develop the leadership of
employees. This occurs in the practice of developing extensive training courses and
motivational programs, such as devising systems to direct and assist management in
performing ongoing performance appraisals.
Organization is a place where the entire employees are going to work together.
Commonly in any organization perception towards the work and organizational Human
resource practices play a very important role. The best HR practices in an organization
are going to create a good working culture of the organization.
HR best practices are a set of processes and techniques that have been proven by
research and experience to produce increased business performance results. They are
internal guidelines that a company establishes to streamline procedures and obtain
optimum results in all business areas. A firm HRM practices refers to the policies,
practices, and systems that influence employees’ behavior, attitudes, and performance.
It is sometimes referred to as involving “people practices”. HRM practices include
analyzing and designing work, determining human resource need, attracting potential
employees, choosing employees, teaching them how to perform their jobs and preparing
them for the future, rewarding employees, evaluating their performance and creating a
positive work environment. It can also be explained as a practice that is devised to
increase the competence, commitment and improve the culture.

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Definition of HR Practices:
Human resource management (HRM) is defined as the practices, policies, and systems
that influence employees, behavior, attitudes, and performance.

The Characteristics of human resource management are:

People Oriented:
This essential HRM feature is rather obvious. But, of course, humans are what human
resource management is all about. Therefore, people have to be the focus of successful
HRM. While managing their affairs at work is a given, excellent HR management
considers everything that surrounds us as people.
Employee Oriented:
This vital HRM characteristic means making the lives of employees at work easy. It
includes not just managing them but also remaining accessible for all queries and
support. The quicker HR professionals understand that a business runs most efficiently
when its employees are happy, the better the outcome.
Gives Opportunities:
This characteristic of HRM could have a rather large scope. However, the focus of this
HRM feature should be to let employees know that there is room for career growth. HR
management teams must help employees set realistic, time-bound goals for their growth
in the organization.
A question that always arises here is, what do we do when we have too many tenured
employees?
Well, find opportunities where you can leverage their skills and use them to help the
company grow. If you still have too many tenured employees who don’t have enough
work, you need to rethink your resource management strategy.
Development Oriented:
One aspect of this HRM feature is to ensure the development of employees. Plan
training schedules well in advance to meet current and future growth requirements and
ensure that the employees are meeting business demands. An employee who is given
knowledge naturally has more confidence in executing their job better.

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Decision Oriented:
Data gathering is relatively easy in today’s world. However, what gets done with that
data is essential. Therefore, a crucial feature of HRM is to crunch data and provide a
wealth of accurate, helpful information.
Having the facts greatly facilitates decision-making. In many cases, this means looking
into the future and analyzing potential outcomes before they happen.

The features of HRM are:

● HRM is an art and a science

● HRM is pervasive
● HRM is a process
● HRM is a continuous process
● HRM is a service process
● HRM must be regulation-friendly
● HRM is interdisciplinary and fast changing
● HRM is focused on results
● HRM is people-centred
● HRM is an integrated concept
● HRM is a develops team spirit

The importance of HR practices:

Rhoades and Wiesenberger (2002) stated that providing training and appraising
performance helps employees feel supported by their company, which leads to more
workplace commitment. In other words, quality HR practices can increase employees'
affective commitment toward their companies.

Functions of hr practices are:

● Recruitment and selection. It takes time and planning to attract and

recruit highly talented employees.
● Training and Development.
● Company Brand and Culture.

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 ● Safety and Health.
● Performance Management.
● Succession Planning.
● Compensation and Benefits.
● Compliance and Legal.

1. Recruitment and hiring:

One of the most well-known functions of human resource management is recruitment
and hiring. To remain competitive in the industry, businesses need to attract and retain
top talent. The HR team typically meets with a hiring manager to learn more about open
positions and gain a detailed understanding of the kind of people that will fit best in
those roles. While they also consider education, experience, and skills, HR must look
at personality traits and working styles to increase the chances of long-term
compatibility.

2. Onboarding and ongoing training and development:

Once a company hires employees, it’s vital to properly onboard and train them so they
have the tools to excel in their roles. Human resource management provides onboarding
for new employees, which can include sharing the company mission, vision, and values,
in addition to internal policies and procedures. It may also include safety training,
depending on the workplace.
3. Managing employee and employer relationships:
A company’s success relies on its people, so human resource management must focus
on fostering healthy relationships among all levels of employees. This can include
conflict resolution during tense situations or negotiating positive outcomes for all
involved parties. It may also include providing specific types of training, such as anger
management or mindfulness, to ensure employees have the resources to manage
themselves effectively in the workplace.
4. Creating a rewarding company culture:
One of the most overlooked functions of human resource management is developing an
engaging company culture. Keeping employee morale high doesn’t happen only during
team lunches or after-work drinks. It happens through the ethos of the company — the

9
mission, vision, and core values. Another HR responsibility includes making sure
employees have competitive pay and both tangible and intangible benefits.

Human Resource best practices are:

1. Providing security to employees
2. Selective hiring: Hiring the right people
3. Self-managed and effective teams
4. Fair and performance-based compensation
5. Training in relevant skills
6. Creating a flat and egalitarian organization
7. Making information easily accessible to those who need it

1. Providing security to employees:

The first Human Resource best practice is employment security. Life is unpredictable
and work is a stable factor that is very important to most people. Having an employer
who enables the employee to provide for themselves and their family is, in essence, the
number one reason why people come to work. Employment security enables employees
to go home after work and provide for themselves and their families. This concept of
security is essential and underpins almost everything HR does.
2. Selective hiring: Hiring the right people
The second HR best practice is selective hiring. This enables an organization to bring
in employees who add value. You can’t just hire anyone; you want people who are fit
for the job. Companies do their utmost best to hire exceptional people because they add
the most value to the business. There also needs to be a prioritization of building a
structured and fair selection process.
3. Self-managed and effective teams:
We all know that teamwork is crucial in achieving goals. High-performance teams are
crucial for any company when it comes to achieving success. Teams provide value
because they consist of people who are, and think differently but are working towards
a common goal. This means that different ideas are generated to help achieve the goal.
These ideas are then processed and combined, resulting in the best ones being selected.
Finally, HR needs to encourage different teams to work together in the organization. A
team is usually part of a larger entity, like another team or a department. These larger

10
entities also need to work together. Facilitating this helps to build an efficient and
effective organization. One of the tools that can be used for this is Organizational
network analysis.
4. Fair and performance-based compensation:
Contingent compensation is the fourth Human Resource best practice. It has everything
to do with compensation and benefits. First of all, if you hire the right people, you want
to compensate them above average. These are the people that will add the most value
to your company so you want to retain them and pay them fairly. Think of profit sharing,
shared ownership, or stock options for instance. These are great ways to create
employee commitment to the company’s long-term vision and retain high potentials.
Compensation is a key element for successful talent management.
5. Training in relevant skills
This HR best practice states that companies should invest heavily in training time and
budget for its employees. After recruiting the best people, you need to ensure that they
remain the frontrunners in the field. This has become even more relevant today as the
rate at which technology is developing is growing exponentially.

INDUSTRY PROFILE: –
IT Industries:
Information technology (IT) is the use of any computers, storage, networking and other
physical devices, infrastructure and processes to create, process, store, secure and
exchange all forms of electronic data. Typically, IT is used in the context of business
operations, as opposed to technology used for personal or entertainment purposes. The
commercial use of IT encompasses both computer technology and telecommunications.
Chennai which is commonly known as the “Gateway of South India '' is one of the
biggest metropolitan cities in India. After Bangalore, Chennai is considered as the next
IT hub in India for aspiring IT professionals.

List of some IT companies

TECH MAHINDRA, TCS, HCL, INFOSYS, WIPRO.

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SERVICE PROFILE:
Infosys:
Infosys Limited is an Indian multinational information technology company that
provides business consulting, information technology and outsourcing services. The
company was founded in Pune and is headquartered in Bangalore. Infosys is the second-
largest Indian IT company after Tata Consultancy Services by 2020 revenue figures and
the 602nd largest public company in the world according to Forbes Global 2000
ranking. Infosys Limited is an Indian multinational information technology company
that provides business consulting, information technology and outsourcing services.
The company was founded in Pune and is headquartered in Bangalore. Infosys is the
second-largest Indian IT company after Tata Consultancy Services by 2020 revenue
figures and the 602nd largest public company in the world according to Forbes Global
2000 ranking.

TCS
TATA Consultancy Services Limited (TCS) is a subsidiary of the TATA Group, an Indian
information technology consulting and business solutions company which operates in
46 countries worldwide. TCS Limited was founded in 1968 by a division of TATA Sons
Limited. Its early contracts included punched card services to TISCO, working on an
Inter-Branch Reconciliation System for the Central Bank of India. In 1975 TCS made
an electronic depository and trading system called SEMCOM for Swiss companies.
TCS also established India's first software research and development center called
TATA Research Development and Design Center in Pune, Maharashtra. On 25 August
2004, TCS became a Publicly Listed Company. TCS provides 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.

Tech Mahindra
Tech Mahindra is a global digital transformation and IT consulting company
headquartered in Pune, India. Established in 1986 as a joint venture between Mahindra
& Mahindra and British Telecom, it has since grown into a prominent player in the IT

12
services industry. Tech Mahindra offers a wide range of services including IT
consulting, software development, system integration, engineering services, and
business process outsourcing (BPO). With a focus on digital technologies such as
artificial intelligence, machine learning, cloud computing, and IoT, Tech Mahindra
caters to various industries including telecommunications, banking, healthcare,
manufacturing, and more. It operates in over 90 countries and employs thousands of
professionals worldwide.

Wipro
Wipro Limited is a leading global information technology, consulting, and business
process services company. Established in 1945 and headquartered in Bangalore, India,
Wipro has grown into one of the largest IT services firms worldwide. The company
offers a comprehensive range of services including IT consulting, system integration,
application development and maintenance, digital transformation, and business process
outsourcing.
Wipro serves clients across various industries such as technology, healthcare, financial
services, manufacturing, and telecommunications. It is renowned for its expertise in
delivering innovative solutions and leveraging emerging technologies like artificial
intelligence, blockchain, and Internet of Things (IoT) to help businesses enhance
efficiency and drive growth.

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OBJECTIVES OF THE STUDY
Primary objective:
1. Assess Employee Perception: Evaluate employees' perceptions towards HR
practices in the IT industry, including their satisfaction levels, awareness of HR
policies, and attitudes towards various HR initiatives.
2. Identify Areas for Improvement: Determine areas where HR practices can be
enhanced or modified based on employees' perceptions and feedback, with the
aim of improving overall employee satisfaction, engagement, and organizational
effectiveness within the IT industry.

Secondary objective:
⮚ To know the level of employee satisfaction based on their perception.

⮚ To analyze the internal environment contacts of the HR of an organization.

⮚ To provide suggestions to improve HR practices followed in the organization.

Research Question
What are the perceptions of employees towards HR practices in the IT industry, and
what areas within HR practices require improvement to enhance overall employee
satisfaction and organizational effectiveness?

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 Chapter-2 REVIEW OF LITERATURE

Ying Wang, Sunghoon Kim 2020, “The study has been undertaken to know
Employee Perceptions of HR Practices: A Critical Review and Future Directions”.
The data has been collected among 105 employees in an organization. Descriptive
statistics Research has been used. The study explained Empirical studies confirm that
HR perceptions vary across the organizational hierarchy.

Soni, S. 2019, “Engagement of employees is considered as a robust indicator of

outcomes that are highly valued by any business in any sector of the industry”.
Therefore, employee engagement and effectiveness could prove to be an excellent
parameter to assess the health of the organization as such with regards to satisfaction,
innovation, commitment, retention and productivity. This study was outlined on the
basis of the structural approach theory and adopted a secondary research methodology
where the data for the study was gathered through secondary sources derived from
researches conducted by researchers in the past and available from scholarly sites. The
findings of this research indicated that the culture of the organization had a largely
positive and significant impact on engagement and effectiveness of employees.

MADANAT, H. G. 2018, “LEVEL OF EFFECTIVENESS OF HUMAN

RESOURCE MANAGEMENT PRACTICES AND ITS IMPACT ON EMPLOYEES’
SATISFACTION”. A questionnaire was developed and administered to 540 employees
in the banking sector of Jordan out of which 406 were returned to test research
hypotheses. The findings revealed a high level of effectiveness of all HRM practices
combined and for four individual practices while a medium level of compensation
effectiveness was yielded. It has been found that employees’ satisfaction level was
medium. A strong positive relationship has been identified between the effectiveness of
HRM and employees’ satisfaction. The study recommended improving the financial
compensation system of banks, which would positively increase the level of employees’
satisfaction.

M.E., D. C. 2017, “HRM Practices in IT Industries”. The 150 questionnaires are given
to some employees and then the opinion of the employee’s bar chart is prepared. The

15
questionnaires are given with one-two chosen answers based on that the percentage of
satisfaction and dissatisfaction is eradicated. The greater number of dissatisfaction
issues are identified i.e. performance evaluation, promotion, transportation facility,
Appraisals. These issues are discussed and given some of the suggestions to make
employees satisfied.

Iqbal, s. 2016, “EMPLOYEES’ PERCEPTION REGARDING THE ROLE OF

SPECIFIC HRM PRACTICES IN KNOWLEDGE INTENSIVE FIRMS”.
Questionnaires of this study were distributed by the gatekeepers and completed
questionnaires were received by the contact persons at a time convenient to the
respondents. The results of the study revealed that employees perceive that in this
dynamic business environment organizational recruitment practices should be on
priority. Fair recruitment and selection processes may boost employees’ confidence to
collaborate and share their skills with colleagues. This may help to create new
knowledge that can eventually improve an organization's knowledge capability.

Kennedy Alusa, Anne Kariuki 2015, “The study has been understood to know Human
Resource Management Practices, Employee Outcome and Performance of Tea Research
Foundation, Kenya”. The data has been collected by 150 employees of a government
organization. The descriptive research design has been used for this study. Stratified
sampling method was used for collecting the data. The tools used to analyze the data
are percentage analysis and correlation. The study established that employee outcome
fully mediates the influence of HRM practices on organizational performance.

SAIFULISLAM. 2014, “Human Resource Management Practices: Influence of

recruitment and selection, and training and development on the organizational
performance”. The sample comprises staff and lecturers of the university. To achieve
the study objectives, the researchers developed a questionnaire, which was administered
in a survey. The collected data were analyzed by using SPSS. The analysis of the
descriptive statistics and correlations indicated that recruitment and selection as well as
training and development significantly correlated with the organizational performance.

16
Jarad, I. y. 2010, “Organizational Culture and Organizational Performance 60 research
studies”. Covering 7619 companies and small business units in 26 countries have found
that market culture and business performance are strongly related. This positive
correlation is identified by more than 35 performance measures. Organizational culture
was based more on differences in norms and shared practices, which was learned at the
workplace and considered as valid within the boundaries of a particular organization.
Hence, in the context of organizational culture, cultural differences resided more on
practices while national, the differences lie in values.

Alnaqbi, w. 2011, “The relationship between human resource practices and employee
retention in public organizations”. The purpose of this study was to identify HR
practices and other factors such as job satisfaction, organizational commitments and
leadership practice that affect employee retention in the UAE with emphasis on public
organizations, in a comparative study of Sharjah and Dubai. To accomplish this task,
both quantitative and qualitative research approaches were employed. The results show
that national culture has a direct influence on organizational culture.
Research participants indicate that the current workplace culture is not highly
satisfactory, and that strategies are needed to improve it. The research finds that lack of
empowerment and management style are factors that influence the retention of
employees in UAE public organizations.

RAHMAN, M. M. 2012, “The Role of Human Resource Management practices on Job

Satisfaction and Organizational Commitment”. This study aims at exploring the impact
of HRM practices on job satisfaction and organizational commitment. The influencing
factors relating to HRM practices on job satisfaction and organizational commitment
are job security, reward, training and development, equity, attitude of the top
management and work autonomy, etc. A survey has been conducted among eight
hundred and eighty employees on a structured questionnaire and analyzed them
objectively.

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 CHAPTER-3 RESEARCH DESIGN

3.1 RESEARCH:
Research is “creative and systematic work undertaken to increase the stock of
knowledge”. It involves the collection, organization, and analysis of information to
increase understanding of a topic or issue. A research project may be an expansion on
past work in the field. To test the validity of instruments, procedures, or experiments,
research may replicate elements of prior projects or the project as a whole.

3.2 RESEARCH DESIGN:

Research design refers to the overall strategy utilized to carry out research that defines
a succinct and logical plan to tackle established research question(s) through the
collection, interpretation, analysis, and discussion of data. The type of design chosen
for this study is descriptive research.

3.3 DESCRIPTIVE RESEARCH:

Descriptive research aims to accurately and systematically describe a population,
situation or phenomenon. It can answer what, where, when and how questions, but not
why questions. A descriptive research design can use a wide variety of research methods
to investigate one or more variables.
Descriptive research is an appropriate choice when the research aim is to identify
characteristics, frequencies, trends, and categories. It is useful when not much is known
yet about the topic or problem. Before you can research why something happens, you
need to understand how, when and where it happens.
There are three ways a researcher can go about doing a descriptive research project, and
they are:

3.4 SAMPLE DESIGN:

A sample design is a definite plan for obtaining a sample from a given population
(Kothari 1988). Sample constitutes a certain portion of the population or universe.
Sampling design refers to the technique or the procedure the researcher adopts for
selecting items for the sample from the population or universe. A sample design helps
to decide the number of items to be included in the sample, i.e., the size of the sample.

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3.5 SAMPLING TECHNIQUE: In This Study Convenience Sampling Technique Has
Been Adopted.
Convenience sampling: It is a type of non-probability sampling that involves the
sample being drawn from that part of the population that is close to hand. This type of
sampling is most useful for pilot testing.
3.6 SAMPLE SIZE:
A sample size of 88 respondents was taken for the study from the Gurugram Region.
3.7 DATA COLLECTION METHOD:
Data collection methods can be divided into two categories: secondary method data
collection and primary methods of data collection.
The primary data was collected from companies located in the Gurugram region,
namely: TECH MAHINDRA, TCS, HCL, INFOSYS & WIPRO.
PRIMARY DATA:
Primary data is the data which is fresh and collected for the first time, and is original in
character. Primary data can be explained; therefore, as information collected from
sources such as personal interviews, Structured questionnaire surveys with a specific
intention and on a specific subject, and observation and discussion by the researcher
himself or herself, which information is then assessed by that person.
SECONDARY DATA:
Secondary data has been taken from the internet, Google forms, research articles.
Secondary data: those data, which have been already collected or published for the
purpose other than specific research needed at hand.
3.8 DATA ANALYSIS METHOD
The data has been collected through a well-structured questionnaire and has been
analyzed with the help of MS-EXCEL, Pie or Doughnut Chart.

19
 CHAPTER-4 DATA ANALYSIS AND INTERPRETATION

Table 4.1: Age of the respondents

AGE Number of respondents Percentage of respondents

20-30years 48 54.5

30-40years 24 27.3

41-50years 10 11.4
Above 50years 6 6.8
Total 88 100

Fig.1
Interpretation & Analysis:
The data shows a clear trend: the majority of respondents (54.5%) are aged 20-30 years,
followed by a significant portion (27.3%) in the 30-40 age range. Older age groups (41-
50 years and above 50 years) combined make up a smaller proportion (18.2%). This
suggests a skew towards a younger demographic.

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Table 4.2: Gender of the respondents

S.NO Gender No. of Percentage

Respondents

1 Male 55 62.5%

2 Female 33 37.5%

Total 88 100

Fig.2

Interpretation & Analysis:

From the above table it is interpreted that males accounting for 62.5% (55 individuals)
and females representing 37.5% (33 individuals) of the total sample size of 88
respondents.

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Table 4.3 Educational Qualification of the respondents.

Educational No. of Percentage

qualification Respondents

HSC 7 7.9%

UG 47 53.4%

PG 33 37.5%

Diploma 1 1.1%

Total 88 100

Fig. 3

Interpretation & Analysis:

The analysis highlights a predominant presence of undergraduate respondents at 53.4%,
indicating a significant representation of individuals currently pursuing or recently

22
completing bachelor's degree programs. Following closely are postgraduates at 37.5%,
suggesting a noteworthy cohort possessing higher academic qualifications. However,
individuals with only a High School Certificate make up a smaller portion at 7.9%,
while those with a Diploma represent a minimal 1.1% of the sample, indicating a lesser
presence of respondents with lower-level or vocational qualifications. This breakdown
emphasizes the educational diversity within the surveyed population, showcasing a
strong emphasis on higher education attainment.

23
Table 4.4 Your views regarding the working environment in the IT Sector?

Opinion No. of Percentage

Respondents

Excellent 15 17%

Good 30 34.1%

Neutral 19 21.6%

Fair 20 22.7%

Poor 4 4.5%

Total 88 100

Fig. 4

Interpretation & Analysis:

While a considerable portion (51.1%) rate the working environment positively, with
either "Excellent" or "Good" ratings, a notable proportion (21.6%) remains neutral.
Additionally, there's a sizeable percentage (27.3%) that perceives the environment as
"Fair" or "Poor." This suggests a mixed perception, with room for improvement in
certain areas to enhance overall satisfaction and effectiveness within the IT sector.

24
 Table 4.5 There is a clear understanding of HR policies & procedure in your
organization.

Opinion No. of Percentage

Respondents

Strongly Agree 17 19.3%

Agree 21 23.9%

Neutral 33 37.5%

Disagree 9 10.2%

Strongly Disagree 8 9.1%

Total 88 100

Fig. 5

Interpretation & Analysis:

A significant portion (43.2%) comprising those who strongly agree or agree
acknowledge a clear understanding, a considerable number (19.3%) hold a contrary
view, expressing disagreement or strong disagreement. Additionally, a substantial
portion (37.5%) remains neutral, suggesting a potential gap in communication or
comprehension of HR guidelines. Addressing these discrepancies may foster greater
alignment and clarity across the organization.

25
4.6 The organization encourages employees to suggest product/process
improvement.

Opinion No. of Percentage

Respondents

Strongly Agree 12 13.6%

Agree 37 42%

Neutral 29 33%

Disagree 7 8%

Strongly Disagree 3 3.4%

Total 88 100

Fig. 6
Interpretation & Analysis:
A substantial proportion seems to agree with the encouragement, a notable percentage
remains neutral. However, there's a minority disagreement. This suggests a moderately
positive stance overall, with potential for further fostering a culture of innovation by
addressing neutral responses and concerns of dissenting employees. Strengthening
communication channels and incentivizing suggestions could enhance employee
engagement and contribute to organizational improvement initiatives.

26
4.7 Organization has the practice of carrying employee attitude/employee
satisfaction surveys.

Opinion No. of Percentage

Respondents

Strongly Agree 13 14.8%

Agree 40 45.5%

Neutral 28 31.8%

Disagree 4 4.5%

Strongly Disagree 3 3.4%

Total 88 100

Fig. 7
Interpretation & Analysis:
The majority of respondents (60.3%) either agree or strongly agree with the
organization's practice of conducting attitude/satisfaction surveys, signaling positive
reception. However, a significant portion (31.8%) remains neutral, suggesting room for
increased engagement. Dissenting opinions are minimal (8%). Overall, the data
suggests general acceptance of the survey practice, with potential for deeper
engagement to improve organizational satisfaction and effectiveness.

27
Table 4.8 I’m very clear about my work/ job responsibilities in the Organisation.

Opinion No. of Percentage

Respondents
Strongly Agree 21 23.9%
Agree 31 35.2%
Neutral 17 19.3%
Disagree 11 12.5%
Strongly Disagree 8 9%
Total 88 100

Fig. 8

Interpretation & Analysis:

While a considerable portion (59.1%) agree or strongly agree that they are clear about
their job responsibilities, a significant percentage (19.3%) remains neutral on the matter.
Dissenting opinions, while present (21.6%), constitute a smaller proportion. This
suggests a mixed perception regarding clarity of job responsibilities, highlighting the
importance of enhancing communication and clarification processes to ensure
alignment and effectiveness in role expectations.

28
Table 4.9 We are assigned challenging jobs to develop our skills.

Opinion No. of Percentage

Respondents
Strongly Agree 22 25.9%
Agree 33 37.5%
Neutral 20 22.7%
Disagree 7 8%
Strongly Disagree 6 6.8%
Total 88 100

Fig. 9
Interpretation & Analysis:
A majority of respondents (63.4%) either agree or strongly agree that they are assigned
challenging tasks to enhance enthusiasm and skill development. However, a notable
portion (22.7%) remains neutral on the matter, suggesting room for clarity or further
engagement. Dissenting opinions are present but relatively minor (14.8%). Overall, the
data suggests a generally positive perception regarding task challenges and their role in
skill enhancement, with opportunities for clearer communication and alignment to
further boost employee enthusiasm and development.

29
Table 4.10 In my Organization team opinions and ideas are taken before making
decisions.

Opinion No. of Percentage

Respondents
Strongly Agree 26 29.5%
Agree 40 45.5%
Neutral 17 19.3%
Disagree 3 3.4%
Strongly Disagree 2 2.3%
Total 88 100

Fig.10
Interpretation & Analysis:
A significant majority of respondents (74.9%) either agree or strongly agree that the
organization solicits team opinions and ideas before making decisions, indicating a
positive perception of inclusivity in the decision-making process. A smaller proportion
(19.3%) remains neutral on the matter, suggesting potential room for clearer
communication or increased involvement. Dissenting opinions are minimal (5.7%).
Overall, the data suggests a generally positive perception of the organization's approach
to decision-making, with opportunities for further engagement to enhance inclusivity
and collaboration.

30
Table 4.11 The employees are encouraged to take initiatives and do things their
way.

Opinion No. of Percentage

Respondents
Strongly Agree 17 19.3%
Agree 35 39.8%
Neutral 25 28.4%
Disagree 5 5.7%
Strongly Disagree 6 6.8%
Total 88 100
Fig.

Fig. 11
Interpretation & Analysis:
A majority of respondents (59.1%) either agree or strongly agree that they are
encouraged to take initiatives and tackle tasks in their own manner, indicating a positive
perception of autonomy and empowerment within the workplace. However, a
substantial portion (28.4%) remains neutral, suggesting potential opportunities for
clearer communication or increased support in fostering initiative-taking behaviors.
Dissenting opinions are present but relatively minor (12.5%). Overall, the data suggests
a generally positive environment that encourages autonomy and initiative, with
potential for further reinforcement to enhance employee empowerment.

31
 Table 4.12 My organization has an effective performance appraisal system to
make sure every member of the organization achieves goals.

Opinion No. of Percentage

Respondents
Strongly Agree 10 11.4%
Agree 22 25%
Neutral 48 54.5%
Disagree 6 6.8%
Strongly Disagree 2 2.3%
Total 88 100

Fig. 12

Interpretation & Analysis:

The data reveals a notable divergence in opinions regarding the effectiveness of the
organization's performance appraisal process in ensuring goal achievement. While a
minority (36.4%) comprising those who strongly agree or agree perceive the process
positively, the majority (54.5%) remains neutral. Dissenters, constituting 9.1% of
respondents, express doubts about the process's efficacy. This suggests a need for closer
examination and potential refinement of the appraisal system to address concerns and
foster consensus among stakeholders.

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Table 4.13 In my Organisation HR policies are quite effective in promoting
work-life balance and employee well-being.

Opinion No. of Percentage

Respondents
Strongly Agree 12 13.6%
Agree 22 25%
Neutral 35 39.8%
Disagree 11 12.5%
Strongly Disagree 8 9.1%
Total 88 100

Interpretation & Analysis:

The data suggests a lack of consensus on the effectiveness of HR policies in
promoting work-life balance and employee well-being. While 38.6% of
respondents express agreement or strong agreement, a similar percentage
(39.8%) remain neutral. Conversely, 21.6% of respondents disagree or strongly
disagree, indicating a substantial portion of the workforce perceives room for
improvement in this aspect of HR policy.

33
 Chapter – 5 Findings, Conclusion & Suggestions
Findings:
1. Demographic Trends: The majority of respondents (54.5%) fall within the 20-
30 age group, with a significant portion (27.3%) aged 30-40, indicating a skew
towards a younger demographic. Older age groups make up a smaller
proportion, suggesting a need for tailored approaches to accommodate varying
generational needs.
2. Gender Representation: Males constitute 62.5% of the sample, while females
represent 37.5%, indicating a gender imbalance that warrants consideration in
HR initiatives and policies to ensure inclusivity and diversity.
3. Educational Background: Respondents primarily hold undergraduate (53.4%)
and postgraduate (37.5%) qualifications, highlighting a strong representation of
individuals with higher academic credentials. However, there is a smaller
proportion with lower-level qualifications, suggesting a need for targeted
support and development programs.
4. Perception of Working Environment: While over half of respondents rate the
working environment positively, a significant percentage remains neutral or
perceives it as fair/poor, indicating room for improvement in certain areas to
enhance overall satisfaction and effectiveness.
5. Understanding of HR Policies: There's a lack of consensus on the clarity and
effectiveness of HR policies, with a substantial portion remaining neutral or
expressing disagreement, suggesting a need for enhanced communication and
comprehension of guidelines.
6. Encouragement of Innovation: While a substantial proportion agrees with the
encouragement of innovation, a notable percentage remains neutral, indicating
room for further fostering a culture of innovation through communication and
incentivization.
7. Attitude/Satisfaction Surveys: The majority of respondents approve of the
organization's practice of conducting surveys, but a significant portion remains
neutral, suggesting opportunities for deeper engagement to improve
organizational satisfaction and effectiveness.

34
8. Clarity of Job Responsibilities: There's a mixed perception regarding clarity
of job responsibilities, highlighting the importance of enhancing communication
processes to ensure alignment and effectiveness in role expectations.
9. Assignment of Challenging Tasks: While a majority perceives the assignment
of challenging tasks positively, a notable portion remains neutral, suggesting
room for clearer communication or further engagement to boost enthusiasm and
skill development.
10. Inclusivity in Decision-Making: The organization is perceived positively in
soliciting team opinions before decisions, but opportunities exist for clearer
communication or increased involvement to enhance inclusivity and
collaboration.
11. Encouragement of Initiative-taking: A majority perceives encouragement to
take initiatives positively, but a substantial portion remains neutral, indicating
potential opportunities for clearer communication or increased support in
fostering initiative-taking behaviors.
12. Performance Appraisal Process: There's a notable divergence in opinions
regarding the effectiveness of the performance appraisal process, suggesting a
need for closer examination and potential refinement to foster consensus among
stakeholders.
13. Effectiveness of HR Policies in Promoting Work-Life Balance: There's a lack
of consensus on the effectiveness of HR policies in promoting work-life balance
and employee well-being, indicating a need for improvement and further
alignment with employee needs and expectations.

35
 Conclusion:
This study explored employees' perceptions of HR practices within the Information
Technology (IT) industry, offering valuable insights into various facets of
organizational dynamics. The findings shed light on several key areas, including
demographics, employee satisfaction, and the effectiveness of HR policies and
practices.
The demographic analysis revealed a predominantly youthful workforce in the IT
industry, with a majority falling within the 20-30 age bracket. This demographic trend
underscores the importance of aligning HR practices with the preferences and
expectations of younger employees, who often seek a dynamic and inclusive work
environment.
While certain aspects of HR practices received positive feedback, such as the
encouragement of innovation and inclusivity in decision-making, several areas of
concern were identified. These include the clarity of job responsibilities, effectiveness
of HR policies in promoting work-life balance, and perceptions towards the
performance appraisal process.
The mixed perceptions regarding HR policies and practices highlight the need for
enhanced communication channels and transparency in conveying organizational goals
and expectations. Clear and consistent communication can help bridge the gap between
management and employees, fostering a more cohesive and engaged workforce.
Moreover, the study underscores the importance of tailored training and development
programs to address the diverse educational backgrounds of employees and promote
career growth and advancement opportunities within the IT industry.

Suggestions:
1. Enhance Communication Channels: Implement robust communication channels
to ensure clarity in conveying HR policies, job responsibilities, and
organizational goals. Regular updates, town hall meetings, and feedback
sessions can facilitate transparent communication.
2. Feedback from All Angles: Adopting a 360-degree appraisal system. That
means everyone gets a say, not just managers. If the employee is doing great
work, exceeding what's expected, then they should be rewarded with a salary
bump.

36
 3. Tailored Training and Development: Offer tailored training and development
programs to address the diverse educational backgrounds of employees. Focus
on upskilling and reskilling initiatives to support career growth and
advancement opportunities.
4. Flexible Work Arrangements: Introduce flexible work arrangements and
initiatives to promote work-life balance and employee well-being. Consider
options such as remote work, flexible hours, and wellness programs to
accommodate diverse needs.
5. Performance Appraisal Refinement: Review and refine the performance
appraisal process to address concerns raised by employees. Ensure that the
process is transparent, fair, and aligned with organizational goals, fostering a
culture of continuous feedback and improvement.
6. Diversity and Inclusion Initiatives: Implement diversity and inclusion initiatives
to foster a more inclusive workplace culture. Promote diversity in hiring
practices, provide unconscious bias training, and create affinity groups to
support underrepresented employees.
7. Empowerment and Autonomy: Encourage employee empowerment and
autonomy by fostering a culture of trust and accountability. Provide
opportunities for employees to take initiative, make decisions, and contribute to
organizational success.
By implementing these suggestions, the organization can address the identified
challenges and create a more conducive work environment that promotes employee
engagement, satisfaction, and overall organizational effectiveness.

Limitations of the Study:

1. Sample Size and Representation: The study's findings are based on a sample
size of 88 respondents, which may not fully represent the diversity of employees
within the IT industry. A larger and more diverse sample could provide a more
comprehensive understanding of employees' perceptions towards HR practices.
2. Self-Reporting Bias: The data collected relies on self-reported responses from
employees, which may be subject to biases such as social desirability bias or
respondent bias. Employees may provide responses that they believe are socially

37
 acceptable or that align with their perceptions of the organization, potentially
affecting the accuracy of the findings.
3. Cross-Sectional Nature: The study adopts a cross-sectional design, capturing
employees' perceptions at a single point in time. As a result, it may not account
for changes in perceptions over time or seasonal variations that could influence
responses towards HR practices.
4. Generalizability: The findings of the study may be limited in their
generalizability beyond the specific context of the IT industry or the
geographical region in which the study was conducted. Different industries or
cultural contexts may have unique HR practices and employee perceptions that
are not captured in this study.
5. Questionnaire Design: The effectiveness of the questionnaire used to collect
data may be limited by the clarity of the questions, response options provided,
and the absence of qualitative data to provide deeper insights into employees'
perceptions and experiences.
6. Response Rate: The study's findings may be influenced by the response rate,
with non-respondents potentially having different perceptions towards HR
practices compared to respondents. A higher response rate would enhance the
reliability and validity of the findings.
7. Temporal Context: The study's findings may be influenced by the specific time
period in which the data was collected, with external factors such as changes in
organizational policies or industry trends potentially impacting employees'
perceptions towards HR practices.
Addressing these limitations in future research could contribute to a more robust
understanding of employees' perceptions towards HR practices in the IT industry and
enhance the applicability of findings for organizational decision-making and policy
development.

38
 Chapter – 6 Bibliography

1. Wang, Y., & Kim, S. (2020). The study has been undertaken to know Employee
Perceptions of HR Practices: A Critical Review and Future Directions.
2. Soni, S. (2019). Engagement of employees is considered as a robust indicator of
outcomes that are highly valued by any business in any sector of the industry.
3. MADANAT, H. G. (2018). LEVEL OF EFFECTIVENESS OF HUMAN
RESOURCE MANAGEMENT PRACTICES AND ITS IMPACT ON
EMPLOYEES’ SATISFACTION.
4. M.E., D. C. (2017). HRM Practices in IT Industries.
5. Iqbal, S. (2016). EMPLOYEES’ PERCEPTION REGARDING THE ROLE OF
SPECIFIC HRM PRACTICES IN KNOWLEDGE INTENSIVE FIRMS.
6. Kennedy Alusa, Anne Kariuki (2015). The study has been understood to know
Human Resource Management Practices, Employee Outcome and Performance
of Tea Research Foundation, Kenya.
7. SAIFULISLAM. (2014). Human Resource Management Practices: Influence of
recruitment and selection, and training and development on the organizational
performance.
8. Jarad, I. y. (2010). Organizational Culture and Organizational Performance.
9. Alnaqbi, W. (2011). The relationship between human resource practices and
employee retention in public organizations.
10. RAHMAN, M. M. (2012). The Role of Human Resource Management practices
on Job Satisfaction and Organizational Commitment.
Websites :
1. LinkedIn Learning: https://www.linkedin.com/learning - Offers a variety of
courses on HR management, leadership, and professional development.
2. Indeed Career Guide: https://www.indeed.com/career-advice - Provides articles
and resources on career development, workplace culture, and HR trends.

39
 Annexure
 Name of Employee(Optional) _______________

 Designation __________________

 Age of the respondents

1. 20-30years
2. 30-40years
3. 41-50years
4. Above 50years
 Gender of the respondents
1. Male
2. Female
 Education of the respondents
1. HSC
2. UG
3. PG
4. Diploma
 Your views regarding the working environment in the IT Sector?
1. Excellent
2. Good
3. Neutral
4. Fair
5. Poor
 I’m very clear about my work/ job responsibilities in the
Organisation.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly Disagree

40
  There is a clear understanding of HR policies & procedure in your
organization.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly Disagree

 The organization encourages employees to suggest product/process

improvement.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly Disagree

 The organization encourages employees to suggest product/process

improvement.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly Disagree

 Organization has the practice of carrying employee

attitude/employee satisfaction surveys.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly Disagree

41
  We are assigned challenging jobs to develop our skills.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly Disagree

 In my Organizations team opinion and ideas are taken before making

decisions.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly Disagree
 The employees are encouraged to take initiatives and do things their
way.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly Disagree

 My organization has an effective performance appraisal system to

make sure every member of the organization achieves goals.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly Disagree

42
  In my Organisation HR policies are quite effective in promoting
work-life balance and employee well-being.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly Disagree

 Overall, I believe HR policy implementation could be improved in the

following areas:
__________________________________________

43