A STUDY ON HUMAN RESOURCES POLICIES AT

SOFTWARE DEVELOPMENT INDUSTRY

Prepared And Submitted In Partial Fulfillment Of The Requirements For

The Award Of The Degree In

MASTER OF BUSINESS ADMINISTRATION

BANGALORE UNIVERSITY
Submitted by
Ms. KAVYA BAI G
Reg. No. 18SLCMD054

Under the guidance of

CHITRA.D.RAO
(Assistant Professor)

THE OXFORD COLLEGE OF BUSINESS MANAGEMENT

HSR LAYOUT, BENGALURU-560078.
2018-2020
 DECLARATION BY THE STUDENT

I hereby declare that ―A STUDY ON HUMAN RESOURCES POLICIES AT SOFTWARE

DEVELOPMENT INDUSTRY ‖ is the result of the project work carried out by me under the
guidance of Ms Chitra.D.Rao, Assistant Professor in partial fulfillment for the award of
Master‘s Degree in Business administration by Bangalore University. I also declare that this
project is the outcome of my own efforts and that it has not been submitted to any other
university or Institute for the award of any other degree or Diploma or Certificate.

Place: Bangalore Name: KAVYA BAI.G

Date: RegisterNumber:18SLCMD054
 BANGALORE UNIVERSITY
Certificate of Originality (Plagiarism)

Name of the Student : KAVYA BAI.G

Registration Number : 18SLCMD054

Title of Dissertation : “A STUDY ON HUMAN RESOURCES POLICIES AT

SOFTWARE DEVELOPMENT INDUSTRY ”

Name of the Guide : Chitra.D.Rao

Similar Content (%) : 16%

Identified
(Acceptable maximum limit of
similarity 25%)

Dissertation ID number(s) : 1372169362

in Drill bit

The dissertation report has been checked using DRILL BIT/ by Turnitin anti-plagiarism
software (Attach first page of the originality report as ANNEXURE) and found within limits as
per plagiarism Policy and instructions issued by the UNIVERSITY/CBSMS.We have verified
the contents of the dissertation report, as summarized above an Certified that the statements
made above are true to the best of our knowledge and belief.

Signature Signature of the

of Guide Principal/Director
(Date & Seal) (Date & Seal)
 ACKNOWLEDGEMENT

The successful completion of any task would be incomplete without mentioning

the people who made it possible and whose constant guidance and encouragement
secure us our success. The study being first of its kind.

I express profound gratitude to my guide Ms Chitra.D.Rao, Assistant Professor

for guiding and enabling me to complete the project. She spent her valuable time
and gave me practical suggestions and guidance throughout the study.

I also extend my gratitude to our Director, Prof (Dr.) Jacob Alexander for his
kind support and help for the study.

I would like to acknowledge my sincere gratitude for the constructive guidance and
encouragement I received from ―THE OXFORD COLLEGE OF BUSINESS
MANAGEMENT‖, affiliated to Bangalore University throughout the completion
of my studies.

I would like to thank everyone who constantly supported me and helped me

throughout the completion of project.

KAVYA BAI G

18SLCMD054
 LIST OF CONTENTS

SL CONTENTS PAGE

NO. NO.

1. INTRODUCTION 1-24

2. REVIEW OF LITERATURE AND RESEARCH 25-30

DESIGN

3. INDUSTRY PROFILE AND RESPONDENTS 31-51

PROFILE

4. DATA ANALYSIS AND INTERPRETAION 52-66

5. SUMMARY OF FINDINGS, SUGGESTIONS, 67-69

CONCLUSION

BIBLIOGRAPHY

ANNEXURES
 LIST OF TABLES

Table Page
List of Tables
No. No.
3.1 Table showing Gender wise classification of respondents 45

3.2 Table showing Age wise classification of respondents 46

3.3 Table showing Marital Status Of Respondents 47

3.4 Table showing Qualification of respondents 48

3.5 Table showing Designation of Respondents 49

3.6 Table showing Work Experience of the Respondents 50

3.7 Table showing Department of Respondents 51

4.1 Table showing HR Policies adopted by the Organization 52

4.2 Table showing Satisfaction with the facilities of first aid service 53

4.3 Table showing HR Policies help in building good relationship 54

Table showing Top level management includes the employees
4.4 55
representative at the time of making HR Policies

4.5 Table showing Madical facilities to the employees family 56

4.6 Table showing Current promotional policies 57

4.7 Table showing HR policies are frequently changed 58

4.8 Table showing The leave policy of organization 59

4.9 Table showing Current welfare benefits 60

4.10 Table showing Welfare measures in the organization 61

4.11 Table showing Security system in the organization 62

4.12 Table showing Recruitment and Selection procedure policies 63

4.13 Table showing Compensation given by organization 64

4.14 Table showing Opinion about industry program policy 65

4.15 Table showing Important factors for selection policy 66

 LIST OF GRAPHS

Graph Page
List of Graphs
No. No.
3.1 Graph showing Gender wise classification of respondents 45
3.2 Graph showing Age wise classification of respondents 46
3.3 Graph showing Marital Status Of Respondents 47
3.4 Graph showing Qualification of respondents 48
3.5 Graph showing Designation of Respondents 49

3.6 Graph showing Work Experience of the Respondents 50

3.7 Graph showing Department of Respondents 51

4.1 Graph showing HR Policies adopted by the Organization 52

4.2 Graph showing Satisfaction with the facilities of first aid service 53

4.3 Graph showing HR Policies help in building good relationship 54

Graph showing Top level management includes the employees
4.4 55
representative at the time of making HR Policies

4.5 Graph showing Madical facilities to the employees family 56

4.6 Graph showing Current promotional policies 57

4.7 Graph showing HR policies are frequently changed 58

4.8 Graph showing The leave policy of organization 59

4.9 Graph showing Current welfare benefits 60

4.10 Graph showing Welfare measures in the organization 61

4.11 Graph showing Security system in the organization 62

4.12 Graph showing Recruitment and Selection procedure policies 63

4.13 Graph showing Compensation given by organization 64

4.14 Graph showing Opinion about industry program policy 65

4.15 Graph showing Important factors for selection policy 66

CHAPTER-1

1.1 INTRODUCTION TO THE INDUSTRY

INTRODUCTION:

HR policy is a preplanned guideline towards the attainment of Organization goals and objectives.
Such guidelines facilitate properly planed efforts towards accomplish the strategic intent. Policy
is not a strategy or a tactic. Strategy is a suggested course of action to exert a far reaching impact
on the ability of the enterprise to reach its common goal. It can be differentiated from objective
and procedures. It is related to the framework of basic principles which are information for
decision making and provide a constant pattern of decisions. Objectives are specific goals and
aims, preferably in quantitative terms and can be considered as something which an individual,
group seeks to finish successfully. Hence, an objective is something to accomplish, while a
policy is a guide to accomplish it easily and effectively.

Again policy is different from procedure, as procedure defines the manner or way of
accomplishing goal or something, i.e., it is the process and method. While policy forms part of a
framework of general principles, protocol necessarily indicates how to do something and direct
and regulate employees towards the accomplishment of goals. Programmes were developed on
the basis of policies with a view to workout them and accordingly programmes involve
additional step beyond policies to simplify the decisions.

The execution of programmes takes to specific actions including practices and procedures.
Human Resource Management can help an organization to achieve its goal more efficiently and
effectively in various ways. The first and foremost function of HRM is to assist the organization
in attracting and obtaining the required talent through effective manpower planning, recruitment
and selection, developing the necessary skills and right attitudes among the employees through
providing prior training, performance appraisal, evaluation etc. It also involves securing efficient
performance from employees through motivation, perks, grievance handling and utilizing
effectively the available human resources and then only the enterprise will have in future a team
of qualified and dedicated employees.
A company may have adopted a policy of providing training for all employees as a means of
preparing them for promotion. To implement this policy, it may have developed an extensive
training programme. The programme may include job training for new employees, supervisory
training for foreman and supervisors, and management development for members of the
management group. In the supervisory training programme, it may include role playing as one of
the many training practices.
Human resource policies are not something that can be considered in isolation. It is an integral
part of the whole policy structure of the enterprise. There is an organic unity in policies. Such a
unity prevents unnecessary duplication and promotes unity of action. Weakness in any one of the
major policies tends to weaken the effectiveness of other policies. Similarly, a weakness in
human resource policies may weaken effectiveness of all other organizational policies.

MEANING OF HUMAN RESOURCES POLICIES

HR policies are system of codified decision, established by an organization to support administrative
personnel function performance management, employee relation and resource planning. Each
company has different set of circumstances, so develops an individual set of human resources.

DEFINITION
According to Calhoun, ―HR policies constitute guides to action then furnish the general
standards or basis on which decision are reached. Their genesis lies in an organization values,
philosophy concepts and principles‖.
According to N.Despot, R.S.Clothier and Spiegel HR policies comprises that body of principles
and rules of conduct which governs the enterprise in its relationship with its employees.

The major outlines of the HR policy of a medium-sized Organization:

i. Recruitment and selection policy – To procure suitably educated and efficient personnel by offering
those tempting wages, good working conditions, safety and security, and better future prospects.

ii. Training and development policy – To make available all possible facilities for the training
and development of employees to enable them to do their job efficiently and to prepare them-
selves for future promotions; to take effective steps including training and development pro-
grammes to equip the employees in the latest techniques of production, management and so on;
to get the performance appraisal done; and to provide adequate opportunities and facilities for the
development of employees.
iii. Job evaluation, wage and incentive policies – To determine reasonably good wage rates and
dearness allowance, and to work out incentive plans for workers after undertaking job evaluation
and other necessary steps and also keeping in view the prevalent wage rates for similar jobs in
other industries.
iv. Labour welfare policy – To improve industrial relations by evolving a suitable machinery for
the settlement of disputes; to encourage mutual negotiations; to prepare and execute labour
welfare programmes; and to arrange all possible facilities for the health, education and other
welfare programmes.
However, there is no rigidity with these elements. These elements can be contracted or expanded
depending upon local conditions and other social and political factors. Even sub-policies can be
prepared for each of these elements, if need be. These elements and statements are just the
guidelines. Adjustments are always possible.

Steps in Designing HR Policy:

1. Clear and specific, yet flexible enough to meet the changing conditions.
2. Compliance with all appropriate law and regulation.
3. Agreement with one another and reflection of an overall true and fair view approach to all
employees.
4. Identify the purpose and objectives which the organization wish to attain regarding to its
Human Resources department.
5. Analyse all the factors under which the organization‘s HR policy will be operating.
6. Examining the possible alternatives in each area which the HR policy statement is necessary.
7. Implementation of the policy through the development of a procedure to support the policy.
8. Communication of the policy and procedures adapted to the entire organization.
9. Auditing the policy so as to reveal the necessary areas requiring change.
10. Continuous revaluation and revision of policy to meet the current needs of the organization.
Steps in Formulation of HR Policies:

1. Identify the Areas:

The areas where HR policies are needed are to be identified. Important areas of HR like
recruitment, selection, training, compensations must have specific policies clearly spelt out. If
need arises, additional policies may have to be formulated for dealing with newer HR issues.
2. Collecting Data:
After selecting the areas, relevant information should be collected for facilitating policy
formulation. The company‘s records, past practices, industry practices and top management
policies should be studied. The organizational culture and employee aspirations should also be
taken into account while formulating policies.

3. Evaluating Alternatives:
Once data have been collected, various alternative policies can be designed. Each alternative has
to be evaluated in terms of their contribution towards the desired objectives. The policies should
be for the betterment of the existing HR system and formulated in congruence with other
organizational policies. The policies should be finalised after discussion with those people who
are directly affected by its implementation.

4. Communicating the Policy:

The policy details should be conveyed to all the workers throughout the organization. Policy
manual, in-house journals, notice boards, intranet, etc., can be used to create awareness among
employees at various levels. Special communication programmes can be conducted to inform all
the concerned people about the new policy.

5. Evaluation of the Policy:

Policies should be evaluated regularly at periodic intervals to ascertain their effectiveness. The
actual policy results should be compared with predetermined standards to check if the policy was
successful in achieving its objectives. Policies may be reviewed at the organizational level, or
outside experts may be invited to review it.
Essentials of an HR Policy Statement:
HR policies facilitate in achieving the organizational objectives, and also ensure a consistent
treatment of employees, thereby minimizing the scope of favoritism and discrimination. This
ensures efficient utilization of human resources within an enterprise.
The National Industrial Conference Board, USA, has defined HR policies as a ‗written statement
of an organizational goal and intent concerning matters that affect people in the organization‘.
According to this view, policies are stated in broad and long-range terms that express or stem
from the philosophy or belief of the organizations top authority.
(1) HR policies must be an expression of belief or intent and reflect the philosophy of the top
management. It should be stated in a clear and understandable manner leaving no scope for any
ambiguity. The policy statement should ensure an alignment of HR objectives with the corporate
objectives.
(2) It must have long-range implications, and also meet the requirements of today and tomorrow.
(3) It should be developed with an active participation of the top management.
(4) The development of policies should be steered by a committee of senior executives headed
by the chief executive.
(5) The primary function of the HR executive is to serve in a ‗staff‘ capacity, feeding in ideas
and pushing the project along. Due care should be given to its (policies) formulation.
(6) The HR policies must be approved by the highest authority in the organization, i.e., the Board
of Directors.
(7) The policy statement should cover all the functional areas of HRM.
(8) It must be in writing; otherwise it is not likely to be taken seriously. Writing ensures
uniformity of application, provides something concrete to base on, and should appeal if there is
any disagreement as to what the policies are. It also serves as a valuable means of instructing
new employees and supervisors. The written policy statement should contain three basic parts,
namely, objective, procedure, and definite assignments of specific responsibility to individuals.

Appley has stated ‗readiness to commit oneself to a written policy indicates bigness.
Readiness to alter policy with changing conditions in favour of a wise course of action is
indicative of greatness‘. Readiness to alter policies with changing conditions in favour of a wise
course of action implies making the policies more flexible and dynamic. The element of
flexibility must be built into the policy statement. Hence, the policies must be stated in a broad
sense with a long-term perspective.

Employees’ Participation in Policy Formulation:

HRM is an integral part of overall management, and operates through the management group as
a whole, in so far as every manager has certain HR activities to perform. Thus, participation at
different levels is invariably required in personnel policy formulation. The HR professionals
assist the chief of an organization in formulating the policies at different levels, and the line
management in implementing it.
The success is achieved when the policies so formulated are practiced by the line. Needless to
point out, HR professionals should serve the needs of the line management. There must be a
close co-ordination between the personnel and the line people.
In an enterprise, one finds employees at different levels. Participation by those who will apply
the policies in their day-to-day activities is desirable both at the initial formulation stage as well
as revisionary stages. The nature of duties performed by people at each level is different from
those of others. What can be applied to executives cannot be applied to workers at the plant
level. Hence, HR policies should be broad enough to be applicable to people at various levels of
employees in the organization.

Joint policy making is one of the essentials of sound policy formulation. Policies which are
jointly formulated by the people concerned are more practicable and flexible to apply.
Human resource policies begin with identifying the areas requiring such policies; after which
steps should be taken to collect the necessary facts, both from internal and external sources. The
various policy alternatives should then be identified, resulting in the choice of the most
appropriate ones.

The policies then are approved by the top management authority of the organization. They
should then be communicated throughout the enterprise in the form of in-house journals,
booklets, policy manuals, notice boards and meetings, and discussions. This would result in
getting the required support of the employees.

Committee Approach to HR Policy Formulation:

The practices with respect to policy formulation are noted to differ from enterprise to enterprise.
Some of the organizations formulate HR policies through a management conference consisting
of the managing director, technical director, and director personnel; some do it through a
technical committee consisting of functional heads or through an executive committee.
In many organizations, policy formulation is noted to be done through a personnel policy
committee or personnel committee.
HR policies were also noted to have been formulated by the line executives, for instance, director
or general manager or the mill manager either by himself or in consultation with functional heads
and personnel professionals.
Regarding the composition of the personnel policy committee, it is generally noted to be
constituted both by functional executives as well as executives in the personnel and industrial
relations departments. The composition is restricted to persons in the managerial cadre.
Participation of subordinates/non- managerial employees normally is noted to be nil.

HR matters are known to be included in the agenda of the committee:

(1) Selection and training,
(2) Labour relations,
(3) Incentives,
(4) Work periods, vacations, and hours,
(5) Wages and salaries,
(6) Appraisals,
(7) Promotions and transfers,
(8) Grievances and employees‘ discipline, and
(9) Others—suggestions, transportations, etc.
The agenda of the meeting is noted to differ from enterprise to enterprise depending upon the
nature of the organization and the process of production or technology employed. For instance,
incentives may not find a place in the agenda where the process of production is completely
automatized, and individual productivity is difficult to measure. So may be the case with training
and development, where only trained people having only on the job experience were employed.
The functions of the personnel policy committee are as follows:
(1) Framing the overall HR policies,
(2) Serving as an advisory and recommendatory agency in respect of HR policy formulation,
(3) Dealing with matters other than HR policies, and
(4) Assuming implementing responsibility.

Communication of the HR Policies :

The human resource policies must be known and understood before they can be fully affected as
guides to action. Not only should the policies be communicated to all concerned, but an
educative programme should teach them how to handle various personnel and human resource
problems in the light of the developed policy statement.

To be effective, the policies ought to be communicated as widely as possible. If the values

represented in the policies are a positive reflection of the values of employees, the community,
and the management, there should be no hesitancy about preparing written statements to be made
known to those who apply the policies and those who will be covered by the same.

If the supervisory staff at each level is conversant with the companies‘ policies, communication
to the employees may be said to have been accomplished. However, to be sure, it may still be
desirable to directly inform the employees about policies through published booklets setting forth
rights, privileges, and responsibilities.
The morale, efficiency, and the degree of harmony within an organization are closely related to
be the effectiveness or otherwise of its communication system. If the communication system is
faulty, rumors, inaccuracies, suspicion, and unrest will prevail among the employees; whereas a
comprehensive system of communication will encourage a feeling of trust and interest in the
affairs and the development of the organization.

In addition to oral or face-to-face communication between the management and the employees,
there are a great many other aids to improve communication within the organization. These
include employees‘ handbooks, personnel bulletins or manuals, sending letters to interested
parties, holding meetings for communication, posting on bulletin boards, special
booklets/handouts, and house journals.

Employees‘ handouts are found to be a valuable source of information to all new entrants to an
organization. They provide the employees with details of the conditions of employment, hours of
work, holiday scheme, and pension; basic safety regulations within the company; rules
concerning security and protective clothing, and methods of wage payment together with a
description of the company policies in promotion, transfer, and dismissal. Mini-handbooks also
give a brief history of the company together with a description of its product, raw material, and
markets.

Suggestion schemes, properly organized can also be a valuable channel of communication,

paying dividends to both the companies and their employees. If suggestions are to serve any
useful purpose, certain fundamental rules should be observed.
Careful planning is necessary to ensure that each suggestion gets proper consideration; the
employees putting forward a suggestion must receive a reasonable explanation, if it is not
accepted; the management and supervisors should encourage employees to submit their ideas and
perhaps, most important of all, realistic awards should be given for accepted suggestions, the
amount bearing a definite relationship to the actual saving achieved by the implementation of the
suggestions.

Successful Implementation of HR Policy:

The successful implementation of an HR policy depends much on the management. In case the
intentions of the management are good, there is every possibility of the successful
implementation of the policy. It is a matter of common knowledge that in industrial
organisations, both executive and judiciary powers rest in the hands of the management.

Hence, in the case of any difference of opinion on any clause of the policy, it will be better if the
matter is entrusted to a third party who may be an impartial man or body. In this way, the trade
union leaders will feel satisfied and a climate of harmony will be sustained.
Simply to implement a policy impartially is not sufficient. It should also appear to be impartial.
In case the management has to depart from the declared policy in any matter due to its unusual or
emergent nature, it will be in the fitness of things if the management explains the background of
that case, reasons for taking an exceptional view and justifies its stand in a convincing manner.
If the trade union leaders are also taken into confidence, then it will be still better. Besides, the
policies should change with the passage of time depending on the change in the objectives,
targets, values and principles of the organisation. Necessary changes should be effected only
after soliciting the views, advice and suggestions of the representatives of the employees and the
well-known experts of the field concerned.

6 Important Policies in Various HR Areas:

Personnel policies must cover all areas of human resource management.
1. Employment Policies:
(i) Minimum hiring qualifications and experience.
(ii) Preferred sources of recruitment.
(iii) Reservation for different groups.
(iv) Employment of relations of existing personnel.
(v) Reliance on various selection devices such as tests, reference checks, and interviews.
(vi) Placement of new employees, and
(vii) Orientation of new employees.
2. Transfer and Promotion Policies:
(i) Rationale of transfer.
(ii) Periodicity of transfer.
(iii) Promotion of existing staff.
(iv) Length of service required for promotion.
(v) Qualifications and merits required for promotion.
(vi) Weightage to seniority and merit in promotion.
3. Training and Development Policies:
(i) Frequency of training and development programs.
{ii) Basis for training.
(iii) Types of training, viz., on-the-job or off-the-job.
(iv) Programs of executive development.
(v) Career advancement.
4. Compensation Policies:
(i) Minimum wages and salaries.
(ii) Methods of wage payments.
(iii) Individual incentive plans.
(iv) Group incentive plans.
(v) Employee Stock Option Plan (ESOP).
(vi) Profit sharing.
(vii) Non-monetary rewards.
5. Integration and Human Relations Policies:
(i) Employee discipline.
(ii) Handling of grievances.
(iii) Recognition of employees‘ unions.
(iv) Employees‘ participation in management.
(v) Suggestion scheme.
6. Working Conditions and Welfare Policies:
(i) Kinds and standards of working conditions.
(ii) Number and duration of rest intervals.
(iii) Overtime.
(iv) Types of leaves.
(v) Safety program.
(vi) Types of welfare services.
(vii) Financing of employee services.
Factors of HR Policies:
Laws of the country
The various labour laws and legislation pertaining to labour have to be taken into consideration.
Policies should conform with the laws of the country, state, and/or province otherwise they are
bound to cause problems for the organization.

Social values and customs

Social values and customs have to be respected in order to maintain consistency of behavior
throughout the organization. The values and customs of all communities should be taken into
account when framing policies.

Management philosophy and values

Management philosophy and values influence its action on matters concerning employees.
Therefore, without a clear, broad philosophy and set values, it would be difficult for employees
to understand management.

Financial impact

HR policies may affect productivity and an organization's overall finances if they create
unnecessary burdens or red tape for the organization's workforce. Organizations may also want
to consider how realistic it is to enforce a policy fairly or keep it up-to-date as these have the
potential to create issues amongst employees.

Advantages of HR policies:

1. They help managers at various levels of decision making to make decisions without
consulting their superiors. Subordinates are more willing to accept responsibility because
policies indicate what is expected of them and they can quote a written policy to justify
their actions.
2. They ensure long term welfare of employees and makes for a good employer-employee
relationship as favoritism and discrimination are reduced. Well-established policies
ensure uniform and consistent treatment of all employees throughout the organization.
3. They lay down the guidelines pursued in the organization and thereby minimizes
the personal bias of managers.
 4. They ensure prompt action for taking decisions because the policies serve as standards to
be followed. They prevent the wastage of time and energy involved in repeated analyses
for solving problems of a similar nature.
5. They establish consistency in the application of the policies over a period of time so that
each one in the organization gets a fair and just treatment. Employees know what action
to expect in circumstances covered by the policies. Policies set patterns of behavior and
permit employees to work more confidently.

List of Human Resource Policies and Procedures:

There are two different parts of human resource (hr) policies, first half of the human resource
policies and procedures are formulated on the basis of their source and second half of the human
resource policies are provided on the basis of their description. And detailed information about
these Human resource policies and procedures are stated below.

On the basis of source:

In this source-based human resource policies the actual activities in which all the employment
policies are generated mainly rely upon their managers and employees working needs and wants.
Moreover, this reliance can be classified in different terms of words and they are as follows.

1. Originated policy:

The actual nature of working in relation to the originated policy is handled and established by the
senior manager so that the senior manager can understand all the necessary requirements of the
employees.

Moreover, these senior managers provide these guidelines to their subordinates to improve and
develop their professional career. Therefore, it is necessary to understand the originated policies
for the empowerment of the employees of the company.
2. Implicit policy:

With the help of these policies, the managers can express their intention in favour of the
company. First of all the actual importance of these implicit policies are implied because of the
nature and behaviour of the managers.

And that is why these implicit policies are also called and recognized by the name of implied
policies of the company. It is quite clear that these implicit policies are recognized by the
managers of the company.

Therefore, it is necessary to understand that these policies are made in favour of the manager‘s
requirement.

3. Imposed policies:

The nature of working in the company doesn‘t include only the management of the company.
Moreover, as a matter of fact, the organizational structure of the company even depends upon the
governmental agencies of the company.

The human resource policies and procedures of the company will also provide with the provision
that, part of the policy of the company can be governed and favoured by the governmental
agencies or trade unions.

It is one of the policies which is made for the development of the staff and workers value in the
company.

4. Appealed policy:

It is not an actual policy, as its name suggests it is such kind of policies which are requested by
the managers of the company, so the management of the human resource policy will consider
looking into a certain situation which is not included in all the above-mentioned policies.
The appealed policies can be generated by the managers and employees of the company, but the
final decision of that appeal, whether it is accepted or rejected can be decided by the human
resource management of the company.

On the basis of the description:

The human resource policies and procedures of the company are made for the advantage and
benefit of the company employees and their employment. And the nature of the working of the
human resource policy which is made on the basis of its description can be derived on behalf of
the company development.

1. General policy:

It is one of the policies which is based on the description of its working. The human resource
policy based on their description established some of the general policies. These general policies
are completely different from the rest of the policies generated from the human resource
management of the company.

As these general policies don‘t belong to any particular issues of the company, and that is why it
is named as the general policy of the company.

2. Specific policy:

As its name suggests, the specific policies are those types of policies in an organisation which is
related to specific issues of the company such as staffing, recruitment and salary-related issues.
Therefore, these specific policies are designed to undertake those specific issues of the company.

INTRODUCTION TO HRM

Human resources management has a crucial role to play in today‘s management scenario. It
basically deals with the human factors. It is concerned with human beings or personnel in the
organization .It reflect a new outlook, approach and strategy, which view organization‘s
manpower as its resources and assets and as liabilities and mere hands.

MEANING

Human resources management means employing people, developing their resources, utilizing
maintaining and compensating there services in tune with the job and organizational requirement
with a view to contribute to the goals of the organization, individuals and the society.

DEFINITION

According to Michael J.Jucius defined personnel management as, ―The field of management
which as to do with planning, organizing, directing, and controlling the functions of
procurement, development and maintaining and utilizing a labour force‖.
According to dale yoder, ―manpower management effectively describes the process of planning
and directing the application, development and utilization of human resources in employment‖.

FEATURES OF HUMAN RESOURCE MANAGEMENT

 Human resources management is concerned with employees both as individual as a

group in attaining goals it is also concerned with behaviours emotional and social aspects
of personnel.
 It applies to the employees in all types of organisation in the world (industry, trade
securities)
 It is concerned with the development of human resource i.e., knowledge, capacity, skills,
potentialities and attaining.
 It is continuous never ending process it aims at attaining the goals of organisation
individuals.
 Organization goals may include survival, growth and development in additional to
profitability productivity, innovation, excellence etc...
IMPORTANCE OF HUMAN RESOURCES MANAGEMENT 
The importance of human resources
1. Social significance: Proper management of personnel enhance their social needs. This is done
by providing suitable and most productive employment which brings them psychological
satisfaction and making maximum utilisation of the resources in an effective manner and paying
the employee a reasonable compensation in proportion to the contribution made by him. 

2.significance for individual enterprise: It can help the organisation in accomplishing is goals
by creating right attitude among employees though motivation and securing willing
communication operation for achieving goals and fulfilling their own social and other
psychological needs. 

3. Professional significance: By providing healthy working environment it promotes team word

within the employee and this is done by maintaining the dignity of the employees as a human
begin and providing maximum opportunities for personnel department. 

OBJECTIVES OF HUMAN RESOURCES MANAGEMENT 

 
 To develop the inner hidden talent of individual workers this may be used for the
development of organisation.
 Generally human resource management provides opportunity employee to growth and
strengthen management and professional terms in all the area of organisation.
 To train new employees to the level required by the organisation to perform their task
effectively.
 The existing employees will also be trained to take up more responsibilities.
 To increase co-operation and trust and to involve employee activities in the company‘s
affairs.
 The main objective of HRM is training and development of employee of an
Organization.
FUNCTION OF HUMAN RESOURCES MANAGEMENT
1) Managerial function
2) Operative function

1) Managerial function:
A) Planning: it is predetermined course of action. Planning pertains to formulating strategies of
personnel programmers and change in advance that will contribute to the organizational goals.

B) Organizing: it is the procedure of aligning people and other resources so that they can work
collectively to archive a goal.

C) Directing: directing is concerned with telling employees to perform a specific task and make
sure that work done is as per the given directions. The voluntary and effective cooperation of
employees for the fulfillment of organizational goals is possible through right direction.

D) Coordinating: coordination among the people is essential at all levels of management

achievement of organizational objectives is possible only through the coordination among groups
and their activities.

E) Controlling: controlling is the process of examining and verifying if everything is as per the
set plans standards. Some of the means through which human resources management function
and be controlled and made effective are auditing of training programmes, analysis of labor
turnover records, directing morale surveys, conducting separate interviews.

2) Operational functions

A) Employment: it deals with acquiring and hiring the potential candidates for the attainment of
objectives of the organization .job analysis, manpower planning, recruitment, selection,
induction, and placement, etc... Are the activities which are included in the employment
function.
B) Human resource development: HRD is the procedure of building and transforming the
knowledge, skills, creativity, attitude, etc., according to the existing and upcoming requirements
of the job and organization. It consists of performance evaluation, training and development,
career planning and development,etc.

1.2NEED OF THE STUDY:

The prevalence of policies can help an organization demonstration, both internally and
externally, that it meets requirements for diversity, ethics and training as well as its commitments
in relation to regulation and corporation governance of its employees. The establishment of an
HR policy which sets out obligations, standards of behavior and document disciplinary
procedures, is now the standards approach to meeting these obligations. The provide frame
works within which consistent decisions are made and promote equity in the way in which
people are treated.
HR policies can also be very effective at supporting and building the desired organizational
culture. For example: recruitment and retention policies might outline the way the organization
values a flexible work force, compensation policies might support this by offering a 48/52 pay
option where employees can take an extra four week holidays per year and receive less pay
across the year.

OBJECTIVES OF HRP
HR policies serve a number of purposes. They provide clear communication between the
organization and their employees regarding their condition of employment.

 They for a basis for treating all employment fairly and equally.
 They are a set of guidelines for supervisors and managers.
 They create a basis for developing the employee‘s handbook.
 To help the organization reach its goals.
 To ensure effective utilization and maximum development of human resources.
 To ensure respect for human beings. To identify and satisfy the needs of individuals.
 To achieve and maintain high morale among employees.
 To develop and maintain a quality of work life
HUMAN RESOURCE POLICIES NATURE
A human resource policy brings people and organization together so that the goals of each are
met .The various features of HR policies include:

 The statement of any policy be define positive clear and easily understand by everyone
in organization.
 It should be written in order to perceive it against loss.
 It should be formulated with due regard the interest of all concerned parties the
employees.
 It should be the result of a carefully analysis of all available facts and figures.
 It must provide a two way communication system between the management and the
employees.
 It should be consistent with public policy
 It should be uniform throughout the organization.

HUMAN RESOUCES POLICIES SCOPE

The scope of HR policies is very wide

1. Personnel aspect: They are concerned with man power planning, recruitment, selection,
placement, transfer, promotional, training and development, layoff and retrenchment,
remuneration, incentives, productivity.

2. Welfare aspects: They deal with working conditions and amenities such as canteens crèches,
rest and lunch rooms, housing, transport, medical assistance, education, health and safety,
recreation facilities, etc...

3. Industrial relations aspect: They cover union management relations, joint consultation,
collective bargaining, grievance and disciplinary procedures, settlement of disputes etc...
HUMAN RESOURCES POLICIES FUTURISTIC VISION :
On the basis of the various issues and challenge the following suggestions will be of much help
to the philosophy of HR policies with regard to its futuristic vision.

1. There should be a properly defined recruitment policy in the organization that should give its
focus on professional aspect and merit based selection.

2. In every decision-making process there should be given proper weight age to the aspect that
employees are involved wherever possible. It will ultimately lead to sense of team spirit, team-
work and inter-team collaboration.
3. Opportunity and comprehensive frame work should be provided for full expression of
employee‘s talents and manifest potentialities.

4. Networking skills of the organisation should be developed internally and externally as well as
horizontally and vertically.

5. For performance appraisal of employee‘s emphasis should be given to 360 degree feedback
which is based on the review by superiors, peer, and subordinates as well as self-review.

6. There should be focus on job rotation so that vision and knowledge of the employees are
broadened as well as potentialities of the employees are increased for future job prospects.

7. For proper utilization of manpower in the organization the concept of six sigma improving
productivity should be intermingled in the HRM strategy.

1.3 Theoretical Background:

Many authors understand HRM‘s current role in the organizations as being strategic. One of the
distinctive features of HRM is that better performance is achieved through the people in the
organization (AlDamoe, Yazam, & Ahmid, 2012). Ulrich, Halbrook, Meder, Stuchlik, and
Thorpe (1991) stated that the competitive panorama is constantly being changed and has been
demanding new models of competitiveness which in turn require organizational capacities that
will enable the companies to better serve their customers and distinguish them from their
competitors. These organizational capacities come from the redefinition and redistribution of
HRM practices, functions and professionals.

By summarizing what authors such as Guest (1987), Storey (1995), Legge (2006) and Bohlander
and Snell (2009) say, it is possible to observe that people have been assuming a strategic and
relevant role in organizations, and therefore cohesive and coherent theories - aligned to both
planning and organizational strategy - must properly sustain HRM.

In this meaning, HRM policies and practices may vary among organizations and should be
aligned with business strategy (Chênevert & Tremblay, 2009). Boxall and Purcell (2000) add
that the effects of individual HRM practices depend on both the nature of the effects of other
HRM practices and the business strategy. Also, Lim (2012) argues that external business
environment has a strong influence on HRM activities.

From the perspective of Strategic HRM, policies and practices can be mutually reinforced and
create a strong impact on organizational goals (Morris & Snell, 2010). Moreover, HRM policies
are guided by the logic of skills developed in accordance to the requirements of business
processes (Serpell & Ferrada, 2007). Thus, they provide tools to capture and communicate the
strategic vision and objectives of the organization in clear terms that can be more easily
understood and requested (Vakola, Soderquist, & Pratascos, 2007).

Within this context, the development of scales that allow an estimation of the perception of
HRM policies aims to identify to what extent they are applicable to various organizations and
aligned with an organization‘s strategy. In addition, a scale can translate how HRM policies are
associated with business strategy, because only then can they be effective (Legge, 2006).

HRM must also not be relegated to a traditional supporting role anymore, but instead must
constitute an essential competence in reaching the organizational and individual objectives and
results, since human resources are valuable and constitute a source of competitive advantage.
Uysal (2012) indeed found strong, positive and significant correlations among the main HRM
policies cited in the literature, such as staffing, training, performance evaluation and
compensation. These results are important for understanding the inter-relationships between
HRM practices in order to enhance the effect HR systems have on employee-based
organizational outcomes.

In this context, organizations have turned to the perspective of creating competitive advantage.
Consequently, themes related to the areas of organizational strategy and theory converge,
spawning comprehensive implications for HRM and putting its primary function under
discussion. According to the Resourced Based View by Barney (1991), the creation of
competitive advantage depends on prerequisites that may be closely related to the HRM area,
since resources must be valuable and rare to the organization, may never be imitated or replaced,
and the organization must be able to exploit them. Beauvallet and Houy (2010) support that the
key mechanism and decisive variable that would justify the competitive advantages of companies
alleged as being lean enterprises, or the ones practicing a lean management, are directly related
to HRM.

The term organizational policy can be defined as: principles established for leading a company,
a general course of action in which some practices are developed collectively, in a constructive
way, aiming to reach certain objectives (Singar & Ramsden, 1972). HRM policies define the
attitude, expectations and values of the organization concerning how individuals are treated, and
still serve as point of reference for the development of organizational practices and for decisions
made by people, besides resulting in equal treatment among individuals (Armstrong, 2009).

In this study the term HRM policy means an organizationally articulated proposal, with
theoretical and practical constructions within human relations aiming to reach the desired results.
Thereby, HRM policies define theoretical and practical referential built to make possible the
reaching of an organization‘s objectives and purposes, operating as thinking and acting guides
for the HRM area.

Some research results have pointed out positives relationships between HRM policies and
variables like commitment, productivity, profitability and quality, among others (Guest, 1987;
Schneider & Bowen, 1985; Ulrich, Halbrook, Meder, Stuchlik, & Thorpe, 1991). In the meta-
analysis performed, Combs, Liu, Hall, and Ketchen (2006), found that relationships between
Human Resources practices and organizational outcomes are stronger in manufacturing
companies than in service companies.
Studies have also been conducted in cultures other than the American and European ones.
Majumder (2012) verified strong relationships between HRM practices and employee
satisfaction in Bangladeshi private banks, and Kim and Lee (2012) found evidence that HRM
policies and practices improve strategic capabilities and firm performance in management
consultant firms in South Korea. The study by Demo (2010) showed positive and strong
relationship between HRM policies and organizational justice in both private and public
Brazilian organizations.

Similarly, other researches have shown that HRM policies and practices favorably affect
organizational performance (Boselie, Dietz, & Boon, 2005; Menezes, Wood, & Geladi, 2010;
Subramony, 2009). Guest and Conway (2011) confirmed the association between both more
HRM practices and higher HR effectiveness and a range of performance outcomes.

Besides, ALDamoe, Yazam and Ahmid (2012) concluded that employee retention is likely to
mediate in the relationship between HRM practices and organizational performance. Employee
perceptions of HRM policies and practices also influence discretionary work effort and co-
worker assistance (Frenkel, Restubog, & Bednall, 2012). On the other hand, the effectiveness
and acceptance of HRM policies are related to organizational values and culture (Stone, Stone-
Romero, & Lukaszewski, 2007).

There is indeed a consensus that HRM practices produce higher organizational performance
when integrated into business strategy (Ezzamel, Lilley, & Willmott, 1996; Guest & Hoque,
1994). This is also true for small firms. The study conducted by Katou (2012) showed that HRM
policies have a positive effect on organizational performance through employee attitudes
(satisfaction, commitment, motivation) and employee behaviors (absences, turnover, disputes).

In summary, HRM policies assume special connotation in development, appreciation and

retention of talents. They also promote employee commitment and, as a result, goodwill on their
part to act in a flexible and adaptive manner towards excellence in organizations (Legge, 2006).
An entrepreneurial strategy aiming at production and supply of added-value products and
services must concern the development and the implementation of HRM policies resulting in
well-qualified employees (Legge, 2006).
 CHAPTER-2

REVIEW OF LITERATURE AND RESEARCH DESIGN

2.1 REVIEW OF LITERATURE

A literature review is a text of a scholarly paper, which includes the current knowledge including
substantive finding, as well as theoretical and methodology contributes to a particular topic.
Literature reviews are secondary sources, and do not report new or original experimental work.

The purpose of review of literature is to understand what the HRD policies or practices are of
many organizations, what are their impacts on motivation and performance of employees and
what are the opinions of experts about this topic. Thus, this research is specially focused on the
HRD Policies of many companies. In this chapter the review of various research/projects carried
on HRD policies of companies, motivation and performance of employees.

 Ashok Som (2008): Indian organizations adopted innovatory changes in their HRM
practices. Current research showed that HRM policies are important for enhanced
organization performance but little had been reported on the effect of HRM policies and
organization performance in the context of economic liberalization of India.

The study tried to understand the role of innovative HRM policies such as the role of HR
department, recruitment, retraining and redeployment, performance appraisal and
compensation, enhance organization achievement during the change process. A multiple-
respondent survey of 69 Indian organizations was undertaken to study the influence of
innovative HRM policies on firm performance.

 Jagan K (2008)11evaluated in his article ―HR Management and Practices in Public

Sector‖, that the Public Enterprises have been successful in developing HR management
 policies and implementing HR practices. The approach of public enterprises towards
personnel management provides participation of employees in the HR management
business. The implementation of personnel management policies in public sector reduced
indiscipline among the employees and enhanced the industrial peace in public sector
management.

 Nage, A (2009): The purpose of this study was to develop human resources management
policies in the Ministry of Education, Republic of Yemen - in the light of the entrance to
the strategic management, as well as to analyse the reality of the policies pursued by
Ministry of Education in the Republic of Yemen with 35 regard to human resources
management.

It also aimed to analyse the internal and external environment in order to identify the
strengths, weaknesses, opportunities, and threats that affect human resources
management policies. The study depended on a descriptive analytical method to data
collection, tabulation and then analysed the data collected, and it also depended on the
style of specify quartet (SWOT) to collect, organize and analyse the internal and external
environment to the ministry.

The study found that human resource planning in the ministry is still absent, and that
there is a vertebra written for annual plan to the individuals required to employed, and
staffing policy followed by the ministry subject to the Civil Service Ministry, that leads
to the employment of people that don‘t meet the specifications of the job.

 Mohammed F.A., (2010): The study aimed to identify the nature of human resources
management policies in public organisations at the University and to study the impact
and the role of these policies in achieving a competitive advantage for the University.
The study depended on a descriptive analytical method to the study of the concept of
competitive advantage for the public sector from the one side, and human resources
management policies in those organisations on the other hand, especially in the]
University.
  Indian university (2004), according to the HR policies of Indian university factors used in
determining promotions and transfers should be made by examining all factors necessary
to determine the best qualifications and capabilities to fill the position.
2.2 STATEMENT OF THE PROBLEM

In organization, human resource management plays a vital role. This project is project is entitled
with the human resource policies towards employee in software development industries.

HR policies are concerned with getting better results with the collaboration of people.it is an
integral but distinctive part of management, concerned with people at work and their relationship
within the enterprise. Effective HR policies helps in attaining maximum individual development,
desirable working relationship between employees and employers, and effective modeling of
human resources as contrasted with physical resources.it is the recruitment, selection,
development, compensation and motivation of human resources by the organization.

Existing in an era where there is a shift from autocratic policies followed to comprehensive
suggestions and needs of employees in an established organization since they are considered the
lifeblood of operations in the organization. This research aims at identification of the same.

2.3OBJECTIVES OF THE STUDY:

 To study the HR policies of the Industre.

 To understand the level of satisfaction among employees on the recruitment and
promotion policies
 To understand and review existing HR policies followed in organisation.
 To know whether employees are aware of these polices and are deriving benefits for
themselves as well as for the company.

2.4 SCOPE OF THE STUDY :
Managerial decision making .This research presents the desire of the employees on the
training, development, promotional and recruitment policies. Hence it helps the management in
making decisions keeping in mind the desire of employees who are at the receiving end of
decisions and orders, which in turn would increase their effectiveness, loyalty and efficiency,
making more profitable.

The study helps research to get an overall idea regarding the various departments in the
organization and overall function of organization.

Further study-The current study paves way for more comprehensive studies that can be
undertaken in order to benefit the dairy industry as a whole.

2.5 RESEARCH DESIGN:

This report is based on secondary data. All the data required for this analytical study has been
obtained mainly from secondary sources. Research is divided in to two parts Research method
and collection of data.

 The type of research used in the study is primary analytical research design. Survey
method of data collection was adopted.
 The research instrument used for collection of primary data was a questionnaire. The
secondary data was obtained from various company journals, annual reports, books from
the library and websites.

2.6 SAMPLE SIZE: A sample of 100 was targeted for the study
2.7 SOURCES OF DATA COLLECTION:

 The Primary data

Since the study requires a systematic gathering of information, a survey research (using a
structured questionnaire) was selected.

 The Secondary data

It is drawn from research reports, journals, Books, Magazines, newspapers and Websites. The
case studies and practices of certain organizations are collected from secondary data sources.

2.8 TOOLS USED FOR ANALYSIS:

The tools are ―questionnaire method‖, it is collected through close ended structured
questionnaire method.

2.9 LIMITATIONS OF THE STUDY

 Time constraint is one of the major limitations in the study

 The sampling size is very small for the present study.

Personal bias of respondent and their busy schedule also was limited factor in the
collection of data.
Data analysis and interpretation is based on opinions of employees which are subject to
change with time.
2.10CHAPTER SCHEME:

CHAPTER 1: INTRODUCTION
Industry profile and Theoretical background
This chapter provides introduction to the study with the theoretical background and industry
profile of the Software Development industry and also includes introduction to the Human
Resource Management and HR POLICIES.

CHAPTER 2:REVIEW OF LITRATIOR,RESEARCH DESIGN

This chapter consists of literature review, need for the study, objectives, scope, methodology,
data collection, sampling, limitations and chapter scheme of the study.

CHAPTER 3:INDUSTRY PROFILE

 The chapter contains brief description of the organization

CHAPTER 4: DATA ANALYSIS AND INTERPRETATION

This chapter provides a clear representation of the data collected and tabulated

CHPAPTER 5: SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION

It includes findings, suggestions and conclusion to the project report.
 CHAPTER -3

INDUSTRY PROFILE AND PROFILE OF THE RESPONDENTS

3.1 INTRODUCTION:

Software exports in Indian started around 1974 when Tata Consultancy Services was established.
Before that, Indian companies imported hardware from companies like IBM and since software
was bundled with hardware there was no market for software. The Indian domestic market
lacked computerization and mostly involved in-house development, so IT companies started
providing services in the foreign market24.

In the mid-80s the Indian government changed policies to support domestic companies and
encouraged export-oriented foreign investment. In 1991, the Indian government faced a financial
crisis that was a result of increasing oil prices because of 66 the Gulf War. This resulted in a
liberal government policy and helped the IT industry to grow. This also helped develop the
software export industry which increased at a steady rate of 40% till 2000.

To attract foreign investment and development of new organizations the Indian government set
up a Special Economic Zone (SEZ) policy in April 2000. This policy helped establish Special
Economic Zones throughout the country and this in turn helped in development of infrastructure
facilities, creation of employment and promotion of export of IT services.

Although it started in 1974, the Indian IT industry has grown to $60 billion in revenues in 2008.

3.2 HISTORY:

The word software was coined as prank as early as 1953,but did not appear in print until the
1960s.Before this time ,computers were programmed either by customers or the few commercial
computer vendors of the time, such as UNIVAC and IBM. The first company founded to
provide software products and services was Computer Usage company in 1955.

The software industry expanded in the early 1960s,almost immediately after computers were first
sold in mass-produced quantities. Universities, government, and business customers created a
demand for software. Many of these programs were written in-house by full-time staff
programmers. some were distributed freely between users of a particular machine for no charge.

Others were done on a commercial basis, and other firms such as Computer Sciences
Corporation ( founded in 1959) started to grow. Other influential or Computer Techniques,
Automatic Data Processing, Applied Data Research, and Information General. The
computer/hardware makers started bundling operating systems, systems software and
programming environments with their machines.

When Digital Equipment Corporation (DEP) brought a relatively low priced microcomputer to
market, it brought computing within the reach of many more companies and universities
worldwide, and it spawned great innovation in terms of new, powerful programming languages
and methodologies. New software was built for microcomputers, so other manufacturers
including IBM, followed DEC‘s example quickly, resulting in the IBM AS/400 amongst others.

The industry expanded greatly with the rise of the personal computer ( PC ) in the
mid1970s,which brought desktop computing to the office worker for the first time. In the
following years, it also created a growing market for games, applications, and utilities. DOS,
Microsoft‘s first operating system product. Was the dominant operating system at the time.

In the early years of 21st century, another successful business model has arisen for Hosted
software. Software as a service.

3.3 ORIGION OF SOFTWARE INDUSTRY:

The birth of software industry in India began in 1970 with the entry of Tata consulting services
(TCS) into the domain of outsourced application migration work. In the late 1960s,the Tata
created TCS as a central service center for Tata Group companies. A few young MIT-trained
Indian professionals were recruited, and a large compute system was imported. With IBM having
been thrown out of India, the concept of outsourcing application development work had become
a necessity for Indian companies. Utilizing its excess computer capacity.TCS began doing
outsourced application work for organizations such as Central Bank of India and Bombay
telephones. Within a few years TCS began sending young Indian engineers to a joint excelled at
doing platform conversions and TCS started earning conversion assignments for its engineers in
Germany and elsewhere.

Later a new company named Tata-Burroughs was formed Tata was keen to exploit the personnel
placement or body shopping opportunities whereas Burroughs was interested in selling hardware
to the Indian market.

The industry was begun by Bombay based conglomerates which entered the business by
supplying global IT firms located overseas with programmer .Their success owed to the
innovative exploitation of anew global market opportunity and protection from transnational
corporations and startups by policy. The explanation on origins is the same as used to explain
industry origin in countries such as Korea and Japan-with the difference that while government
policy favored large domestic firms and discouraged TNCs and small firms in those countries, in
India, government policy disfavored all types but was least hostile to large, domestic firms. In
economic terms, the effect was the same as the more typical protectionist policy.

The protected environment restricted the growth of project management and domain skills so
that, despite access to a large pool of programmers, the industry could not grow in value-
addition.

A decade later, mainframe-based programming and manufacturer-specific operating systems and

languages gave way to workstation based programming and standard operating systems and high
level languages. These changes modularized the programming function i.e, programming could
henceforth be done independently of the hardware platform and from the other functions of
creating software, such as system design. This, along with policy reforms that reduced costs of
imported hardware and software, caused the Indian software industry to shift from supplying
programmers to supplying software programs. As work moved to India, infrastructural costs
increased as a proportion of total costs. The caused the industry to relocate from Bombay to
Bangalore.
 During the early years of the industry‘s third decade, beginning in the mid 1990s, the
establishment of the Internet facilitated the separation of services, such as software maintenance
and email management, from the site where the software was located. Following
telecommunication policy reforms in 1999, this opened new opportunities for domestic firms.

3.4 The Growth and Evolution of India's Software Industry

The current wave of Indian software entrepreneurs is focusing on building platforms and
products for Indian and global markets. This has led to the creation of more than 7,000 tech
startups in India. India is already home to 18 unicorns (start-ups valued in excess of US$1
billion), and another 10 are expected to be added by the end of 2020.

The Indian software industry has accelerated the adoption of digital technologies in the country.
The industry has played a crucial role in providing digital identities to over one billion people in
the country, which is further enabling the provision of services across industries such as banking,
healthcare, and education in an efficient manner. The next generation of Indian software
companies is helping millions of small and medium businesses (SMBs) and individual workers
such as cab drivers and delivery personnel move into the formal economy.

 Pre-2000 era: The growth of software exporting firms.

For the two decades in this period, the software sector was largely comprised of firms looking to
provide software services to global clients. The focus was on exports, and most companies
viewed themselves as software exporters. The companies started solving Y2K issues for their
customers and further extended their offerings to help companies manage their legacy portfolio
of applications and infrastructure. The first wave of the global Internet and dot-com era created
intercontinental Internet infrastructure. Indian companies were able to leverage this infrastructure
to deliver software development-related services to global enterprises remotely.

 Circa 20002010: The rise of Indian software multinationals and R&D centers.

With experience in dealing with complex IT systems and confidence in working with
international customers, several companies became multinationals with offices and centers
across countries. They offered a wider range of services like executing large and complex
projects involving integration, complete end-to-end solutions including management of IT
infrastructure, running the services, providing IT strategy, and other related services.

Figure 1. Growth of IT services, GICs, and tech start-ups in India.

Figure 2. The rise of unicorns in India.

Today, several centers have matured to deliver end-to-end products from India. These centers
also act as the gateway to Asia, helping with product localization and creation of new products
for these markets. Even next-generation companies have started setting up centers in India. Uber
set up an engineering center in 2017, and OVHa unicorn from France that provides cloud
services set up an R&D center in the country last year.

Over 400,000 engineers work in global R&D centers in India. Bangalore, Pune, Hyderabad,
National Capital Region (Delhi, Noida, Gurgaon), and Chennai are key locations for such
centers, amplifying the possibility of Ecosystem wide learning, relearning, innovation, and
partnership.
3.5 Impact of IT Industry on India

The IT industry's impact on India is profound. It is a positive contributor to India's revenue

growth, talent capability, diversity in workforce, and its digital infrastructure.

Growth in exports. In terms of revenue and foreign exchange, this sector has transformed
India's finances, and is effectively financing a large share of imports. The sector is currently the
largest forex earner from exports and accounts for over 25% of the country's total exports. The
sector is already contributing over 7.9% to India's GDP.

Capability development and employment creation. No other industry segment has generated
as many jobs for the middle class. The sector directly employs over four million people and
indirectly supports an additional 12 million jobs. The industry was also a major trigger for the
government to push for an increase in output of engineering colleges to over 700,000 graduates a
year.

Companies have also set up processes to hire, train, and engage thousands of employees. In fact,
Indian IT services companies spend over US$1.6 billion a year on employee training. Large
technology companies have set up campuses exclusively focused on training their employees on
skills relevant to their global customers. Over 500,000 engineers in India are already equipped
with relevant digital skills to drive digital transformation. FutureSkills, an initiative of the
National Association of Software and Services Companies (NASSCOM), has an ambitious goal
of training another two million people in digital technologies over the next few years.

Female empowerment. The industry has been supportive of women in the workforce, an aspect
where India has traditionally lagged. Some 30% of the IT sector workforce is comprised of
women employees and this has been a trend since the early stages of its development. The sector
has not only helped empower women but has also provided them with highly aspirational career
options.
Start-up ecosystem. The start-up ecosystem in India attracted over US$10 billion in investments
from venture capitalists from across the world between 2016 and 2018. US$6 billion has already
been invested in Indian start-ups by SoftBank out of its US$100 billion Vision Fund.

Start-ups such as Flipkart, Ola, and Swiggy have helped create or digitally enable millions of
jobs such as cab drivers and e-commerce/food delivery professionals. These companies are also
empowering the country's 60 million small and medium businesses by digitally enabling their
operations. Start-ups such as Power2SME and CapitalFloat are offering innovative financial
services for SMBs, including "flow-based lending;" a lending model that provides credit to
SMBs based on an analysis of their financial transactions, thereby improving SMBs' ability to
invest and grow their businesses.

Digital infrastructure. Within a span of about a decade, Indian IT companies have taken several
services being provided to citizens and corporations and moved them online. Most of these
systems have been developed by indigenous IT companies, and many are also maintained and
managed by them. Examples include the Ministry of Corporate Affairs system for corporate tax
filing, the income tax management system, including e-filing of tax returns, the entire India
Stack digital infrastructure, the Goods and Services Tax system, the passport system, the Indian
rail reservation system (that books over 200 million tickets annually), the Aadhaar unique
identification infrastructure the largest in the world (whose chief conceptualizer and first CEO,
Nandan Nilekani, is a product of the IT industry), and others.
 Figure 3. Local impact of Indian software sector.

Figure 4. Global impact of Indian software sector.

India's global perception. Finally, it should be noted the software sector has perhaps played the
most crucial role in changing the global perception of India. Until the 1980s, India was perceived
as a poor country that needed support from more developed nations. Today, this view has
changed, and India now has a seat at the global table. The world is aware of India's technology
prowess and is actively looking to make investments, form partnerships, and tap India's bustling
technology ecosystem. Frequent foreign travelers can attest to the fact that the quality of
interaction with local people has evolved dramatically over the last quarter century due to the IT
industry's widespread impact.
 3.6 SWOT ANALYSIS OF SOFTWARE INDUSTRY:

Strengths Weaknesses
• Absence of practical knowledge among
• Highly skilled human resource fresh graduates
• Low wage structure • Dearth of suitable candidates
• Quality of work • Less Research and Development
• Initiatives taken by the Government • Contribution of IT sector to India s
(setting up Hi-Tech Parks and GDP
implementation of e-governance is still rather small.
projects) • Employee salaries in IT sector are
• Many global players have set-up increasing tremendously. Low wages
operations in India like Microsoft, benefit will soon come to an end.
Oracle, Adobe, etc.
• Following Quality Standards such as
ISO 9000, SEI CMM etc.
• English-speaking professionals
• Cost competitiveness
• Quality telecommunications
infrastructure

Opportunities Threats
• High quality IT education market • Lack of data security systems
• Increasing number of working age • Countries like China and Philippines
people with qualified workforce making
• India ‗s well developed soft efforts to overcome the English
infrastructure language barrier
• Upcoming International Players in • IT development concentrated in a few
the market cities only
3.7 SCOPE OF SOFTWARE INDUSTRY IN INDIA:

The Software industry has great scope for people as it provides employment to technical and
non-technical graduates and has the capability to generate huge foreign exchange inflow for
India, India exports software services to approximately 95 countries in the world. By outsourcing
to India, many countries get benefits in terms of labour costs and business processes. Also, the
Indian companies are broadening the range of services being provided to the customers, which is
resulting in more off shoring. Talent acquisition, development and retention initiatives taken by
the companies have brought down the employee attrition rates, thereby providing more stability
to the employees and increasing their job commitment.

Many financial institutions are providing funds for the expansion of IT and ITES businesses. In
order to support software industry the Indian Government is also taking many steps. For
example:-
1. The Govt. has provided incentives including tax holiday up to 2010 and competitive duty
structures.

2. The Govt. is trying to reduce the internationa communication cost.

3. It is providing infrastructure support through organizations such as software technology parks.

All these factors collectively crate a number of opportunities in the IT
Sector.

3.8 SOFTWARE INDUSTRY IN KARNATAKA

The software industry in Karnataka state in India has become one of the main pillars of
economy. Karnataka stands first among all the states of India in terms of revenue generated from
software exports. Software exports from Karnataka amounted to excess of 48,700 crores ($1 L6
billion) in the year 2006-2007 This achievement has earned Karnataka & capital city, Bangalore
the sobriquet of Silicon Valley of India This is because of the presence of major software
companies in Bangalore and the revenue generated by exports of computer software. Though
most software companies are located in Bangalore, some have settled in other cities like Mysore,
Mangalore and Hubli in Karnataka.

Bangalore has for long been known as Indian answer to Silicon Valley, and this is the
city where most large software companies have set up shop and operate out of state-of-the-art
facilities. This is the reason it is fast becoming the ―Techno polis‖ of India The Government of
Karnataka has also been extremely positive about the software and services marketplace and has
helped create the relevant telecom and policy infrastructure conducive to the growth of this
sector. The dynamic industrial policy declared in 1996, with comprehensive packages of
incentives and concessions, has ensured a productive ground for various industries. The
hardware and software industries have now brought about a revolution of sorts under these
schemes. Various institutions and computer training centers have contributed to the large number
of trained and talented professional.

The City of Bangalore has positioned itself to help market the software industry. This
is also why Bangalore has been playing host to international class conferences, workshops and
exhibitions devoted to the software cause. The city has the highest number of engineering
colleges in the world, almost 50 percent of the world‗s software companies.

Every year Bangalore conducts conferences , workshops and exhibitions related to software.
There are a number of reasons behind the software companies being centered at Bangalore.
They are:
• A very favorable climate
• Excellent infrastructure
• Availability of human resources
• International quality research and development centers
• Cosmopolitan ambiance
• Favorable government policies
3.9 MAJOR SOFTWARE COMPANIES:

Accenture India Private Limited

Accenture is a Global management consulting technology services and outsourcing
company unparalleled experience, comprehensive capabilities across all industries and business
functions and extensive research, Accenture collaborates with clients to help them become high
performance businesses.
The company supports the global clients in research, consulting, technology services and build
world-class skills and capabilities, develop knowledge capital and create, acquire and manage
key assets centeral to the development of integrated services and solutions for their clients. The
company employees more than 1200 employees.

Alpine Infotech Pvt Ltd.

Alpine Infotech is an electronic medical transcription provides who primary objective is to
provide rapid turnaround of quality reports, in a computerized, patient record environment, while
assisting the clients in their document management process. The company runs 24 x 7 center and
employs over 450 employees among which more than 40% of the employees work from home.

Adapt Infotech Pvt Ltd.

Adapt Infotech Pvt Ltd., is a fully owned subsidiary of Adapt, USA. The company
operations for India is head quartered in Bangalore. It does software development, Chip Design
and Global support service. It provides high quality offshore and onsite services to its customers
and end users on a broad range of leading technologies. The company undertakes software
projects and product development on broad technology platforms for India and global clients.
The company employs over 250 professionals

Capgemini India Pvt Ltd.

Capgemini offers the full spectrum of services from consulting to
technology and outsourcing services from India including Business and technology
consulting, custom software development, ERP and System integration, application
management, infrastructure management and Business Process Outsourcing (BPO). It
provides solutions that drive more value from the relationships of their clients have with
their customers.
Managing these relationships, fostering improvement and adding value to the
organization worldwide to improve their business performance. The company employs
over 1000 professionals and supporting global clients.

Cognizant
Cognizant is one of the leading IT companies providing a complex end to end
system integration of varied enterprise. IT environments portals and content, management
solutions, SAP, ERP implementation and support, client application support and
implementation and support of enterprise data warehouse, business intelligence and
corporate performance management solutions. They are committed of using their
strategic insight, technology expertise and deep industry and business process experience
to help clients harness the force shaping the future work. The company employs over
1200 professionals.

GalexE Solutions India Pvt. Ltd.,

GlaexE solutions offers independent application testing services that help to
deliver business solutions and technologies with high quality outputs with extensive
experience in both manual and Automation testing it offers core competencies on an in-
depth understanding of our clients business and functionality. The company employs over
200 professionals.
Mangium Infotech Pvt Ltd.
Mangium provides global companies web based, SEO, web hosting and web strategy
services. The company is into analysis, design, coding, testing, delivery and maintenance of
commercial application software. The company employs over professionals.

Mind Tree
Mind tree is a global IT and outsourcing company. It delivers technology services deals in
e-commerce, moability, cloud enablement, digital transformation, business intelligence, data
analytic, testing, infrastructure, testing EAT and ERP solution.

ITC Infotech
ITC Infotech is an IT service company fully owned subsidiary of ITC Ltd. The company
has IT services in Advanced technologies, Microsoft, Java, Data warehousing, Mainframe
services, ERP and business, services, testing, quality solutions and also offers SAP related
services. The company employs over 3000 employees.
3.10 PROFILE OF THE RESPONDENTS:

TABLE - 3.1
Gender wise classification of respondents
Gender Number of respondents Percentage

Male 62 62%

Female 38 38%

Total 100 100%

(Source : Primary data)

GRAPH - 3.1
Gender wise classification of respondents

38%
Male
Female
62%

Analysis and interpretation

From the above table and graph, it is found that 62% of the respondents Are male and only 38%
are female.
Majority of the respondents are male.
 TABLE - 3.2
Age wise classification of respondents

Age Number of respondents Percentage

Below 30 15 15%

31 to 40 48 48%

41 to 50 20 20%

51 to 60 17 17%

Total 100 100%

(Source : Primary data)
GRAPH-3.2
Age wise classification of respondent

Percentage
60%

50% 48%

40%

30%
Percentage
20%
20% 15% 17%

10%

0%
Below30 31 t0 40 41to50 51 to 60

Analysis and interpretation

From the above table and graph it can be interpreted that 48% of the respondents belongs
to the age group of 31 to 40years, 20 % belongs to the age group of 41 to 50years, 17% belongs
to the age group of 51 to 60 years and 15% are below 30 years age.

Majority of the respondents are belongs to the age group 31 to 40 years.

 TABLE -3.3
Marital status of Respondents
Number of
Marital Status Percentage
respondents

Married 59 59%

Unmarried 41 41%

Total 100 100%

(Source : Primary data)

GRAPH - 3.3
Marital status of Respondents

Percentage

41%
Mrried
Unmarried
59%

Analysis and interpretation :

From the above table and graph it can be interpreted that 59% of the respondents are
Married and 41% of the respondents are Unmarried.
Majority of the respondents are Married.
 TABLE - 3.4

Qualification of respondents

Qualification Number of respondents Percentage

SSLC 2 2%

P.U.C 10 10%

Graduates 31 31%

Post graduates 52 52%

Others 5 5%

Total 100 100%

(Source : Primary data)

GRAPH-3.4
Qualification of respondents

Percentage

60% 52%
50%
40% 31%
30%
Percentage
20% 10%
2% 5%
10%
0%
SSLC PUC Graduates Post other
graduate

Analysis and interpretation :

From the above table and graph it is observed that 52% of the respondents are post graduates,
31% are graduates, 10% are PUC and 5% are others, 2% are SSLC.

Majority of the respondents are Post Graduates.

 TABLE - 3.5
Designation of respondents

Number of
Designation Percentage
respondents

IT Recruiters 10 10%

HR Executive 18 18%

HR Manager 11 11%

HR Staff 31 31%

Asset HR Manager 10 10%

Manager of other departments 20 20%

Total 100 100

(Source : Primary data)
GRAPH-3.5
Designation of respondents

Percentahde
31%
18% 20%
10% 11% 10%

Analysis and interpretation :

From the above table and graph it can be interpreted that 31% respondents are HR staff,
20% are Manager of other department, 18% are HR executive, and 11% are HR manager,10%
of respondents are IT recruiters and Asset manager,
Majority of the respondents are HR Staff.
 TABLE - 3.6
Work experience of respondents

Experience Number of respondents Percentage

5 to 10 years 55 55%

10 to 15 years 35 35%

15 to 20 years 10 10%

20 to 25 years 7 7%

Above 25 years 0 0%

Total 100 100

(Source : Primary data)
GRAPH-3.6
Work experience of respondents

60% 55%

50%

40% 35%

30% Percentage

20%
10%
7%
10%
0%
0%
5to10years 10to15years 15to20years 20to25years Above 25
years

Analysis and interpretation :

From the above table and graph it can be interpreted that 55% of the respondents belongs to the 5
to 10 years, 35% are 10 to 15 years, and 10% are 15 to 20 years, 7% between 20 to 25 years and
0% are above 25 years.
Majority of the respondents are belongs to 5 to 10 years.
 TABLE - 3.7
Department of respondents

Number of
Department Percentage
respondents

Personal management 36 36%

Time and labor 18 18%

Self-service human resources 12 12%

Incentive compensation 14 14%

Compensate employee 11 11%

HR intelligence 9 9%

Total 100 100

(Source : Primary data)
GRAPH-3.7
Department of respondents
40% 36%
35%
30%
25%
18%
20% 14%
15% 12% 11% 9% Percentage
10%
5%
0%
Personal Time and Self-service Incentive Compensate HR
management labor human compensation employtee intelligence
resources

Analysis and interpretation :

From the above table and graph it can be interpreted that 36% of the respondents are
Personal Management, 18% are Time and labor,14% are Incentive compensation, and 12% are
Self-human resources,11% are Compensate employee and 9% are HR intelligence.
Majority of the respondents are Personal Management.
 CHAPTR - 4
DATA ANALYSIS AND INTERPRETATION

TABLE - 4.1
Showing Respondents Satisfaction On HR Policies adopted by the
Organization

Response Number of respondents Percentage

Yes 81 81%

No 19 19%

Total 100 100%

(Source : Primary data)
GRAPH-4.1
Showing Respondents Satisfaction On HR Policies adopted by the
Organization
81.00%
90%
80%
70%
60%
Percentage

50%
40%
19.00%
30%
20%
10%
0%
Yes No
Response

Analysis and interpretation :

From the above table and graph it can be interpreted that 81% of the respondents are
satisfied on HR polices adopted by the organization and 19% are not satisfied.

Majority of the respondents are satisfied on hr policies adopted by the organization.

 TABLE 4.2

Showing respondents satisfaction with the facilities of first aid services

Response Number of respondents Percentage

Yes 83 83%

No 17 17%

Total 100 100%

(Source : Primary data)

GRAPH-4.2
Showing respondents satisfaction with the facilities of first aid services

90% 83.00%
80%
70%
Percentage

60%
50%
40%
30% 17.00%
20%
10%
0%
Yes No
Opinion
Analysis and interpretation :
From the above table and graph it can be interpreted that 83% of the respondents are
satisfied with the facilities of first aid services and 17% are not satisfied.

Majority of the respondents are satisfied with the facilities of first aid services.
 TABLE 4.3

Showing That HR Policies Help In Building Good Relationship

Particulars Number of respondents Percentage

47 47%
STRONGLY AGREE
32 32%
AGREE
20 20%
NEUTRAL
1 1%
DISAGREE
0 0%
STRONGLY DISAGREE
100 100%
TOTAL
(Source : Primary data)
GRAPH 4.3
Showing That HR Policies Help In Building Good Relationship
Strongly Disagree 0.00%

Disagree 1.00%
Percentage
Neutral 20.00%

Agree 32.00%

Strongly Agree 47.00%

Option

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

Analysis and interpretation :

From the above table and graph it can be interpreted that 47% of the respondents are strongly
agree, 32% are Agree and 20% are Neutral, 1% are Disagree.

Majority of the respondents are Strongly Agree.

 TABLE 4.4
Showing That Top Level Management Includes The Employees
Representative At The Time Of Making HR Policies
Opinion Number of Respondents Percentage
Yes 89 89%
No 11 11%
TOTAL 100 100%
(Source : Primary data)

GRAPH-4.4

Showing That Top Level Management Includes The Employees

Representative At The Time Of Making HR Policy
89.00%
90%
80%
70%
60%
Percentage

50%
40%
30%
20% 11.00%
10%
0%
Yes No
Opinion

Analysis and interpretation :

From the above table and graph it can be interpreted that 89% of the respondents opinion is
Yes and11% No.

Majority of the respondents opinion is Yes.

 TABLE 4.5

Showing That Organization Providing Any Medical Facilities To The

Employee’s Family.

Opinion Number of Respondents Percentage

Yes 88% 88%
No 12% 12%
TOTAL 100 100%
(Source : Primary data)
GRAPH-4.5
Showing That Organization Providing Any Medical Facilities To The
Employee’s Family.

88.00%
90%
80%
70%
60%
Percentage

50%
40%
30%
20% 12.00%

10%
0%
Yes No
Opinion
Analysis and interpretation :
From the above table and graph it can be interpreted that 88% of the respondents opinion is
Yes and12% No.

Majority of the respondents opinion is Yes.

 TABLE 4.6

Opinion About The Current Promotional Policies Of The Organization

Opinion Number of respondents Percentage

Very satisfied 38 38%
Satisfied 33 33%
Neutral 13 13%
Dissatisfied 16 16%
Very dissatisfied 0 0%
TOTAL 100 100%
(Source : Primary data)
GRAPH-4.6
Opinion About The Current Promotional Policies Of The Organization

Satisfied Very satisfied Neutral Dissatisfied Very dissatisfied

0%

16%

38%
13%

33%

Analysis and interpretation :

From the above table and graph it can be interpreted that the 38% of respondents are
Satisfied, 33% are Very satisfied and 16% are Dissatisfied,13% are neutral.
Majority of the respondents are satisfied.
 TABLE 4. 7
Showing The HR Policies Are Frequently Changed
Particular Number of respondent Percentage
After govt order 45 45%
After six months 31 31%
Annually 24 24%
TOTAL 100 100%
(Source : Primary data)
GRAPH-4.7
Showing The HR Policies Are Frequently Changed

Percentage
50%
45%
40%
35%
30%
25%
20% Percentage
15%
10%
5%
0%
After government Ater six months Annually
order

Analysis and interpretation :

From the above table and graph it can be interpreted that 45% of the respondents have said
that the organization changes the policies after the government order, 31% organization change the
policies after six months, 24% respondents have said that the organization change the policies
annually.

Majority of the respondents have said that the organization changes the policies after the
government order.
 TABLE 4. 8
Showing Employee’s Satisfaction With The Leave Policy Of Organization
Particulars Number of Respondent Percentage
Yes 76 76%
No 24 24%
TOTAL 100 100%
(Source : Primary data)
GRAPH-4.8
Showing Employee’s Satisfaction With The Leave Policy Of Organization

24%
Yes No

76%

Analysis and interpretation :

From the above table and graph it can be interpreted that 76% of the respondents are
satisfied with the leave Policy of organization and 24% are No.
Majority of the respondents are satisfied with the Leave Policy of organization.
 TABLE 4. 9
Showing Employee’s Satisfaction With The Current Welfare Benefits
Particulars Number of Respondent Percentage
Highly satisfied 42 42%
Satisfied 33 33%
Neutral 23 23%
Dissatisfied 2 2%
Highly dissatisfied 0 0%
TOTAL 100 100%
(Source : Primary data)
GRAPH-4.9
Showing Employee’s Satisfaction With The Current Welfare Benefits

42% percentage

33%

23%

2%
0%

Highly satisfied Satisfied Neutral Dissatisfied Highly

dissatisfied

Analysis and interpretation :

From the above table and graph it can be interpreted that 42% of the respondents are
Highly satisfied that the current welfare benefits,33% are satisfied and 23% are neutral,2%are
Dissatisfied.
Majority of the respondents are Highly satisfied with the current welfare benefits.
 TABLE 4.10
Showing The Welfare Measures In The Organization
Opinion Number of respondent Percentage

Yes 79 79%

No 21 21%

TOTAL 100 100%

(Source : Primary data)

GRAPH-4.10
Showing The Welfare Measures In The Organization

percentage

21%

Yes
No

79%

Analysis and interpretation :

From the above table and graph it can be interpreted that 79% of the respondents are saying Yes
to the welfare measures in the organization and 21% are No.
Majority of the respondents are Yes.
 TABLE 4.11
Showing The Security System In The Organization
Opinion Number of respondents Percentage
Highly satisfied 21 21%
Satisfied 31 31%
Neutral 48 48%
Dissatisfied 0 0%
Highly Dissatisfied 0 0%
TOTAL 100 100%
(Source : Primary data)
GRAPH-4.11
Showing The Security System In The Organization

percentage

48%

31%

21%

0% 0%

Highly satisfied Satisfied Neutral Dissatisfied Highly

dissatisfied

Analysis and interpretation :

From the above table and graph it can be interpreted that the 48% of respondents are
Neutral, 31% are satisfied and 21% are Highly satisfied.
Majority of the respondents are Neutral.
 TABLE 4.12
Showing Employees Opinion Towards Recruitment And Selection Procedure
Policies
Opinion Number of respondents Percentage
Highly satisfied 58 58%
Satisfied 17 17%
Neutral 13 13%
Dissatisfied 8 8%
Highly dissatisfied 4 4%
TOTAL 100 100%
(Source : Primary data)
GRAPH-4.12
Showing Employees Opinion Towards Recruitment And Selection Procedure
Policies

Response
percentage
58%

17%
13%
8%
4%

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Analysis and interpretation :

From the above table and graph it can be interpreted that the 58% of respondents are
Highly satisfied, 17% are satisfied and 13% are Neutral,8% are Dissatisfied and 4% are Highly
dissatisfied.
Majority of the respondents are Highly Satisfied.
 TABLE 4.13
Showing Compensation Given By Organization
Particulars Number of respondents Percentage

Non Monetary 69 69%

Monetary 31 31%

TOTAL 100 100%

(Source : Primary data)

GRAPH-4.13
Showing Compensation Given By Organization
80%

70%
69%
60%

50%

40%
Percentage
30%
31%

20%

10%

0%
Monetary Non Monetary

Analysis and interpretation :

From the above table and graph it can be interpreted that the 69% of respondents are
Monetary Compensation given and 31% are Non Monetary Compensation given by organization.
Majority of the respondents are Monetary Compensation.
 TABLE 4.14
Showing Employees Opinion About Induction Program Policy
Opinion Number of respondent Percentage
Excellent 25 25%
Good 65 65%
Average 10 10%
TOTAL 100 100%
(Source : Primary data)
GRAPH-4.14
Showing Employees Opinion About Induction Program Policy

Average 10% Percentage

Good 65%

Excellent 25%

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

Analysis and interpretation :

From the above table and graph it can be interpreted that the 65% of respondents are feel
Good about Induction Program Policy and 25% are excellent,10% are Average.
Majority of the respondents are feel Good about Induction Program policy.
 TABLE-4.15
Showing Important Factor For Selection Policy
Particulars Number of respondent Percentage
Qualification 31% 31%
Past Experience 46% 46%
Interview 23% 23%
TOTAL 100 100%
(Source : Primary data)
GRAPH-4.15
Showing Important Factor For Selection Policy

23%
31%

Qualification
Past Experience
Interview

46%

Analysis and interpretation :

From the above table and graph it can be interpreted that the 46% of respondents are saying
Past experience is Important for selection policy,31% are Qualification and 23% are saying
Interview is important.
Majority of the respondents are Past Experience is Important for selection Policy.
 CHAPTER-5
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 MAJOR FINDINGS:

 Majority of the respondents are male.

 Majority of the respondents are belongs to the age group 31 to 40 years.
 Majority of the respondents are Married.
 Majority of the respondents are Post Graduates.
 Majority of the respondents are HR Staff.
 Majority of the respondents are belongs to 5 to 10 years.
 Majority of the respondents are Personal Management.
 Majority of the respondents are satisfied on hr policies adopted by the organization.
 Majority of the respondents are satisfied with the Leave Policy of organization.
 Majority of the respondents are satisfied with the facilities of first aid services.
 HR policies helps in building a good relationship among the employees.
 89% of employees agree that top level management includes the employee‘s
representative at the time making HR policies.
 Majority of the respondents are satisfied with the medical facilities provided by the
organization to the employee‘s family.
 Most of the employees are satisfied with current promotional policies of organizations.
 Majority of the respondents have said that the organization changes the policies after the
government order.
 Majority of the respondents are Highly satisfied with the current welfare benefits.
 Welfare measures are available in the organization.
 Majority of the respondents are Neutral in security system in the organization.
 Most of the employees are highly satisfied with recruitment and selection procedure
policies.
 69% of the respondents are satisfied with the monetary compensation provided by the
organization.
 Majority of the respondents are feel Good about Induction Program policy.
 Majority of the respondents are Past Experience is Important for selection Policy.
5.2 SUGGESTIONS:

 Online recruitment policy is need in organizations.

 Training should be mandatory for all level of employees.

 Promotional factor must be handed fairly and all employees must be aware about

the openings with the organization.

 Training and development program must be increased.

 According to respondents past experience is the most important factor for selection

policy, but qualification also important factor for the selection policy.

 The organization can also outsource their routine administrative tasks to third party

vendors and consultants. Many organizations have started outsourcing their HR tasks

to cut cost and improve the quality of their HR services.

 All software industries must have clear recruitment policy.

 Low turnover industries are particularly not doing well in respect of HRD policies

and practices. Therefore they are advised to improve HRD climate in their firm.
5.3 CONCLUSION:

Human resources policies has been considered as a most significant and indispensable tool for
the organization for better functioning. This involves managing the relationship between top
management and low management .the goal of human resource policies is to ensure that the firm
is able to continue its operations and it has sufficient to satisfy both maturing short term debt and
upcoming operational expenses.

From human resource policies employees can know the rules and regulations of the organization,
and can improve and change the individual, group and organization behavior to attain their
expected goals and objectives.
 BIBLIOGRAPHY

BOOKS

 Ahmad, S, (2004), Human Resource Management and Technical changes, Kalpa

Publications, Delhi, pp-69-78.
 Bhatacharya D.K. (2009), ― Human Resource Development‖, First Edition 2009,
Published by Himalaya Publishing House.
 Biswajeet Pattanayak (1998) , ―Human Resource Management‖, First Edition 1998,
published by S.Chand & Company Ltd, pp 1-6.
 Biswajeet Pattanayak(1997), ― Human Resource Training - Study on Training need
assessment of Indian Industries‖, First Edition 1998, Published by S.Chand & Company
Ltd, pp 51-62.
JORNALS AND MAGAZINES

 Anil Kumar Singh (2005), ―HRD Practices and Philosophy of Management in Indian
Organizations‖ Vikalpa, volume 30, No2, April-June 2005, pp 71-79.
 Singh Anil Kumar ( 2009), ―HRD Practices & Organization Culture in India‖, The Indian
Journal of Industrial Relations, Vol. 45, No. 2, Oct. 2009.
 Agarwal, Manish; Nayak, Tapan Kumar ; Gupta, V.P.(2008) , ―Employees perception
towards training in IT sector‖, Asia-Pacific Business Review, April 1, 2008.
WEBSITES

 http://humanresource.com
 http://hrgroup.com
 www.hrpolicies.com
 QUESTIONNAIRES

Dear Respondent,

This Questionnaire Is Aimed At Understanding Your Perception About Human Resources

Policies At Software Development Industry. Your Response will be dealt with strict
confidentiality and it will be used only for Academic purpose. Thank you for spending your
valuable time to fill this questionnaire.

(Kavya Bai.G)
Name :
Address :

1. Gender : a) Male ( ) b) Female ( )

2. Age : a)Below 30 ( ) b)31 to 40 ( ) c) 41 to 50 ( ) d) 51 to 60 ( )

3. Marital status : a) Married ( ) b) Unmarried ( )

4. Qualification : a)SSLC ( ) b) PUC ( ) c) Graduate ( )

d) Post Graduate ( ) e) Other place specified ( )

5. Employee designation : a) IT Recruiters ( ) b) HR Executive ( ) c) HR Managers ( )

d) HR staff ( ) e) Asset HR Managers ( ) f) Managers of other departments ( )

6.Work Experience:
a) 5 to 10 years ( ) b) 10 to 15 years ( ) c) 15 to 20 years ( )
d) 20 to 25 years ( ) e) Above 25 years ( )

7. Name the department :

a) Personnel Management ( )
b) Time & Labor ( )
c) Compensate Employees ( )
d) Self-Service Human Resources ( )
e) 1ncentive Compensation ( )
f).HR Intelligence ( )
8. Are you satisfied with HR policies adopted by organization?
a) Yes ( ) b) No ( )

9. Are you satisfied with the facilities of first aid services?

a) Yes ( ) b) No ( )

10. Do you think your HR policy help in building good relationship?

a) Strongly agree ( ) b) Agree ( ) c) Neutral ( )

d) Disagree ( ) e) Strongly disagree ( )

11. Does the top-level management include your representative at the time of making HR
Policies?
a) Yes ( ) b) No ( )
12. Does the organization provide any medical facilities to your family?

a) Yes ( ) b) No ( )

13. What is your opinion about the current promotional policies of the organization?

a)Very satisfied ( ) b)Satisfied ( ) c)Neutral ( )

d )Dissatisfied ( ) e)Very dissatisfied ( )

14. Are there any welfare measures in the organization?

a) Yes ( ) b) No ( )

15. Are you satisfied with the current welfare benefits from the organization?
a) Highly satisfied ( ) b) Satisfied ( ) c) Neutral ( )

d) Dissatisfied ( ) e) Highly dissatisfied ( )

16. How frequently your organization change the policies?

a) After govt. order ( ) b) After 6 months ( ) c) Annually ( )

17. Are you satisfied with the leave policy of organization?

a) Yes ( ) b) No ( )
18. Are you satisfied with the security system in your organization?
a) Highly satisfied ( ) b) Satisfied ( ) c) Neutral ( )

d) Dissatisfied ( ) e) Highly dissatisfied ( )

19. What is your opinion towards recruitment and selection procedure policies?
a) Highly satisfied ( ) b) Satisfied ( ) c) Neutral ( )

d) Dissatisfied ( ) e) Highly dissatisfied ( )

20. Which type of compensation is given by organization?

a) Monetary ( ) b) Non-Monetary ( )
21. What is your opinion about induction programmed policy?
a) Excellent ( ) b) Good ( ) c) Average ( )

22. According to you what is the most important factor for selection policy?
a) Qualification ( ) b) Past experience ( ) c) Interview ( )
 PROGRESS REPORT -1

SL.NO PARTICULARS

1 Name of the Student KAVYA BAI.G

2 Registration Number 18SLCMD054

3 Name of College Guide CHITRA.D.RAO

4 Title of the Dissertation A STUDY ON HUMAN RESOURES POLICIES

AT SOFTWARE DEVELOPMENT INDUSTRY
5 Progress report: A brief note Multiple Meeting were held over mails, regular
reflecting, Number of meeting with calls and Whatsapp every weak, with the guide
Guides, place visited, libraries complete the first 3 chapters.
visited, books referred, meeting Chapter 1 and 2 for collection of Information in
with persons, activities taken up, internal source were used to gather information of
preparation done for collection and Review of literature and Industrial Profile was
analysis of data etc,, created online and Finalized.
First 3 Chapters were completed and sent a
correction were made with our guide by call, mail
and Whatsapp, and the First three chapters was
successfully completed with the help of Guide a
company.

Date: 10/07/2020
Signature of the Candidate Signature of the Guide
 PROGRESS REPORT -2

SL.NO PARTICULARS

1 Name of the Student KAVYA BAI.G

2 Registration Number 18SLCMD054

3 Name of College Guide CHITRA.D.RAO

4 Title of the Dissertation A STUDY ON HUMAN RESOURES POLICIES

AT SOFTWARE DEVELOPMENT INDUSTRY
5 Progress report: A brief note
reflecting, Number of meeting with Multiple Meeting were held over mails, regular
Guides, place visited, libraries calls and Whatsapp every weak, with the guide
visited, books referred, meeting complete the first 3 chapters.
with persons, activities taken up, Chapter 1 and 2 for collection of Information in
preparation done for collection and internal source were used to gather information of
analysis of data etc,, Review of literature and Industrial Profile was
created online and Finalised.
First 3 Chapters were completed and sent a
correction were made with our guide by call, mail
and Whatsapp, and the First three chapters was
successfully completed with the help of Guide a
company.

Date: 06/08/2020

Signature of the Candidate Signature of the Guide