Ags Final
Ags Final
Ags Final
INTRODUCTION
1.1 General Introduction:
Employee perception and HR practices are pivotal elements that shape the dynamics within an
organization. Employee perception refers to how employees view their roles, the work environment,
and the overall organization, influencing their job satisfaction, commitment, and discretionary effort.
HR practices, such as recruitment, training, performance management, compensation, and work-life
balance initiatives, are designed to build a positive and supportive relationship between the organization
and its employees. Effective HR practices enhance employee perception by ensuring that employees
feel valued, recognized, and fairly treated.
This positive perception is essential for fostering employee engagement, which is characterized
by employees being fully absorbed in their work, enthusiastic about their roles, and proactive in
contributing to the organization's success and reputation. Engaged employees not only perform at
higher levels but also provide feedback that can help further improve HR practices, creating a beneficial
cycle.
HR practices in response to employee feedback, organizations can sustain high levels of
motivation, commitment, and productivity, leading to better overall performance and a stronger
organizational culture.
The HRM has emerged and evolved as one of the most important areas of organizational science
and practice. It has not been developed in isolation, but rather in the context of industrial change and
economic development.
The uniqueness of the Human Resources (HR) approach requires a totally different type of
attention from managers. The HR has characteristics that provide the greatest challenge as well as
opportunity.
The patterns of work relationships at work reflect the HRM philosophy. The practices and
philosophy of HRM are perpetuated by managers who are encouraged to follow the role model of their
seniors. In the process of organization socialization they internalize the values and attitudes of their
leaders. The entire process is thus institutionalized.
In general, HRM has been described as: broad and strategic; involving all managerial personnel;
regarding employees as the single most important organizational asset; being proactive in its
responsibilities; and having the objective of enhancing organizational performance and meeting
employee needs.
EMPLOYEE PERCEPTION:
In employee relations, perception is a major factor. Most of the times, it is formed by
organizational roles, styles of leadership, styles of communication at the workplace etc. and so it is very
important that the organization be able to form the correct perception in the minds of its employees.
Employee perception is the lens through which individuals view their workplace environment,
shaping their attitudes, behaviors, and overall satisfaction. It encompasses their interpretations of
various facets such as company values, leadership effectiveness, job responsibilities, coworker
relationships, and opportunities for advancement. Positive perceptions typically stem from experiences
that align with employee expectations, where they feel valued, respected, and supported in their roles.
On the other hand, negative perceptions may arise from instances of unfair treatment, lack of
communication, or limited growth prospects.
ORGANIZATION CULTURE:
Organizational culture encompasses an organization's expectations, experiences, philosophy, and
values that guide member behavior, reflected in their self-image, internal operations, external
interactions, and future outlook. This culture varies from company to company and is often difficult to
improve. In large corporations, employees at the lowest levels frequently feel insignificant to the CEO
and executive team, leading to a weakened sense of organizational commitment. This disconnect can
result in low engagement, high turnover, and reduced innovation as employees seek environments
where their contributions are valued.
Improving organizational culture is challenging due to entrenched behaviors, diverse
interpretations of cultural elements, and the sheer size and complexity of large organizations. Effective
communication is crucial but often hindered by physical, hierarchical, and functional divides. Aligning
culture with strategic goals requires ongoing effort and adjustment.
ORGANIZATIONAL PRACTICES:
Organizational practices are the specific activities, routines, and procedures that define
how work is performed within an organization. These practices are the tangible manifestations
of an organization's culture, values, and strategies, shaping the behavior of employees and the
overall functioning of the organization. They encompass a wide range of elements, including
communication protocols, decision-making processes, performance evaluation methods,
employee development programs, and reward systems.
Effective organizational practices are essential for ensuring that the organization's goals
are met efficiently and that employees are motivated, engaged, and aligned with the
organization's mission and vision. For instance, clear communication protocols ensure that
information flows seamlessly across all levels of the organization, reducing misunderstandings
and enhancing collaboration.
Decision-making processes that involve input from various stakeholders can lead to
more informed and inclusive outcomes, fostering a sense of ownership and commitment among
employees.
Performance evaluation methods that are fair and transparent can motivate employees
to achieve their best, while continuous employee development programs help in upskilling the
workforce and preparing them for future challenges. Reward systems that recognize and
celebrate achievements can boost morale and reinforce desired behaviors, further embedding
the organization's values into everyday actions.
Organizations can enhance productivity, foster innovation, and maintain a competitive edge in
their respective industries. This dynamic approach ensures that the organization remains agile and
responsive to changes in the internal and external environment, ultimately leading to sustained success
and growth.
ORGANIZATIONAL HR PRACTISES
Organizational HR practices encompass the strategic activities conducted by the human resources
department to manage and develop an organization's workforce, aligning employee skills and
behaviors with the company's goals and culture. These practices include recruitment and selection,
training and development, performance management, compensation and benefits, employee relations,
and legal compliance. Effective HR practices attract and retain top talent, enhance employee
engagement and productivity, and foster a positive work environment. By continuously refining these
practices, organizations can build a motivated, high-performing workforce that drives organizational
success and adapts to changing business needs.
Leading Practices:
• Design work and jobs to promote organizational learning, innovation, and flexibility
• Empower individuals and teams to make decisions that affect quality and customer
satisfaction
HR POLICIES:
Policies in the management of HR cover a wide variety of subjects. A comprehensive coverage
of policies embrace any action or decision, taken by either employees or employers in relation to the
working condition, the rights and responsibilities of employees and employers, and the action of both
society. One policy may be a statement of prevailing for employee attendance and another statement of
employer obligations in grievance handling.
One policy may describe conditions under which loans will be granted whereas another may
indicate conditions under which an employee is subjected to eject.
Procedures advise the details for carrying out policies. They spell out the specific rules and
regulations and personnel responsible for executing policies. Procedures also filter what is to be done in
particular conditions.
HR PROGRAMME:
HR programme consists of the entire broad course of action regulating employees at all
circumstances (including employers) in an organization. Like any other programme of
management, it can be reflection of as a "stable plan of action that continues over a while." It is
the end product of philosophy, values, concepts, principles, policies and procedures.
Some universal elements in a HR programme are:
1. Recruitment and Selection
2. Training and development
3. Communication
4. Grievances and discipline
5. Pay role
6. Health and safety Provisions
7. Benefits and services etc.
CHAPTER - II
2.PROFILE
2.1 INDUSTRY PROFILE:
In a modern context, the term ‘IT’ is commonly used to describe computers and
networks within a business environment. It refers to their applications in: generating,
manipulating, storing, regaining, transmitting, and handling, exchanging, studying and
securing all data or information in an electronic format. IT is also used as an umbrella term to
cover: television, telecommunication equipment, software, e-commerce and the internet.
When thinking about IT you need to consider IT support within both your personal and
private life. Especially when it comes to the increasingly sophisticated level of cybercrime we
see every day. This is so that when you are surfing the web on your computer or receiving an
email, your personal and business data is kept safe. IT support also covers technical problems
you may come across, ensuing you are using the most up to date software and finding the best
tools possible to effectively complete tasks.
The first mechanical computer device was conceptualised and invented by English
mechanical engineer and polymath Charles Babbage in the early 19th century. Called the
‘Difference Engine,’ it was originally created to aid in navigational calculations. Often referred
to as the ‘Father of the Computer’, Babbage came up with the more general ‘Analytical Engine’
in 1833 which could be used in fields other than navigation. Funding constraints meant that
Babbage died without seeing his machine completed, however his son Henry completed a much
simpler version of the machine in 1888, which was successfully demonstrated to the public in
1906.
Early computers were not developed until the mid-1900s, when a more compact
analogue electromechanical computer, that used trigonometry, was installed on a submarine to
solve a problem with firing torpedoes at moving targets.
The Z2, the first electromechanical digital computer, invented by Engineer Konrad
Zuse in 1939, used electric switches to drive, and relays to perform calculations. Devices like
the Z2 had very low operating speeds and were eventually succeeded by faster all electric
machines, such as the first fully automatic 1941 Z3, also created by Zuse.
Colossus, a set of computers created between 1943 – 1945, are widely recognised as
the world’s first programmable electronic digital computers. Popularised by its use during
World War II Colossus were used in intercepting and deciphering encrypted German
communications from the Enigma machine. English computer scientist, mathematician, and
theoretical biologist Alan Turing conceptualised modern computers in his 1936 seminal paper
‘On Computable Numbers’, whereby programmable instructions are stored in the memory of
a machine.
It was not until 1951 when electrical engineering company Ferranti International plc
created the Ferranti Mark 1; that the world’s first general-purpose computer was commercially
available. Also called the Manchester Electronic Computer, the Ferranti Mark 1 was first
utilised by the Victoria University of Manchester.
The first computer used in processing commercial business applications was developed
by the Lyons Tea Corporation to increase business output in 1951 – Leo I.
2. IT services
4. Hardware
It is noted that the Indian IT industry is growing at robust pace driven by greater
acceptability of the outsourcing concept, expansion of service offerings and high quality
delivery capabilities. The industry remains one of the highest contributors of employment and
foreign exchange to the country. The key drivers of the robust growth include verticals such as
Banking and Financial Services companies, Pharma and Legal Services. It is useful to
understand the structure of the Indian IT Industry, and the place that the IT software, IT
services, ITeS &BPO, hardware segment has within it.
2.2 COMPANY PROFILE:
MISSION:
CannyMinds works with a mission in which it wants its clients to perform better in their
business and even a drastic obstruction for its business rivals. Cannyminds provide their
clients a better view of the business world with ultimate righteous solutions.
THEIR PRODUCT:
CANNY SCAN:
CannyRMS is an all-in-one physical record management software with features like document
indexing, barcode/RFID tagging, search and retrieval, access control, retention policy
management, storage organization, scanning integration, and reporting/analytics for efficiency
and compliance
CANNY HR:
CANNY EDU:
THEIR SERVICES:
1. DIGITIZATION SERVICES:
Digitization services convert analog data into digital formats, streamlining document
management, data entry, and media preservation. Through advanced technologies, Cannyminds
facilitate seamless transitions, enhancing accessibility, efficiency, and data security for
businesses.
Canny Minds offers you a better solution in digital storage form instead of housing physical
copies of every business document. Canny Minds provide companies with the highest quality
of imaging and coded data in the industry, creating a scalable, searchable way to store
information. It's easy to find specific records through a quick search, protect data from theft or
damage, minimize risks and minimize physical storage space.
2. DIGITAL MARKETING
Digital marketing services utilize online platforms and strategies to promote businesses,
products, or services. Through techniques such as SEO, social media marketing, PPC
advertising, and content marketing, businesses can reach their target audience effectively, drive
engagement, and increase brand awareness.
Get More Traffic with Their Digital Marketing Techniques.
With the exponential rise in the use of the internet, the conventional marketing and sales
method for acquiring customers is fast losing ground. Today, every business requires an online
presence in the form of a website. Moreover, 80 per cent of customers buy small and big
products either online directly or research them online before buying them. It becomes
incredibly imperative that you apply digital marketing techniques to boost their business in
such a scenario. As mobile technology has penetrated every corner, digital marketing services
have become extremely important. This has become more evident in these times of pandemic,
where businesses have to operate in a restricted manner. There is no choice but to create a
carefully crafted digital marketing strategy that will indirectly or directly influence their
prospective customer. It will not be wrong to say that digital marketing services are the route
for survival leave alone boosting the business. Digitalmarketing at CannyMinds Technology
specialize in SEO, SEM, and Email Marketing to provide digital marketing services globally.
Cannyminds have experience in promoting the brand and deliver an enduring impact on the
target audiences effectively.
3. SOFTWARE DEVELOPMENT
Head Office:
No:88, Ramnagar 6th Street,
Velachery, Chennai - 600042,
TamilNadu, India
Email [email protected]
Ph no +91 9361801926 / 28
BRANCHES:
United States:
8751 Collin McKinney Pkwy Suite 1102 #525, McKinney, TX 75070, United States
Mob: +1 (214) 727-0422,
Mob:+1 (214) 272 0230
Email: [email protected],
[email protected]
Nigeria:
No:16, Adeola Adeleye Street, Off Coker Road, illupeju, Lagos, Nigeria
Mob: +234 708 632 3687
Mob:+234 7010522747
Email: [email protected]
3. REVIEW OF LITERATURE
The aim of the study was to explore if and to what extent a positive perception of
Human Resource Management Practices could be related to Organizational Citizenship
Behaviors and if the Work–Family Interface could act as a mediator of such relationship. A
group of 406 employees of an Italian sector of the Public Administration filled in a self-report
questionnaire encompassing socio-professional information and the following psycho-social
measures: Perception of Human Resource Management Scale, Work–Family Interface, and
Organizational Citizenship Behaviors Scale. The results confirmed the importance of Human
Resource Management Practices perceptions for positive Organizational Behaviors underlining
the crucial role played by positive work-to-family and family-to-work spillover as mediators.
The study reflected on the work–family relationships demonstrating the mediating role of
positive work–family spillover in the relationships between perceived HR practices and
organizational citizenship behaviors. The findings showed implications for HR practices to
plan actions and interventions aimed at supporting employees’ work–family balance and at
encouraging organizational citizenship behaviors.
7. Hamzah Mohammad A. Al_Qudah, Dr. Abdullah Osman, HamzahEdris
This paper aimed to examine the effect of HRM practices towards employee
performance in Malaysian Skills Institute (MSI). It investigated the factors that affecton
recruitment and selection, compensation toward employee performance in MSI. The study
population, which consisted of employees in the MSI, comprised 40 respondents. To achieve
the study objectives, the researcher developed and distributed a questionnaire, and collected
and analyzed the data using SPSS. An overall analysis was performed based on the descriptive
statistics and correlation analysis. The results indicated that recruitment and selection and
compensation significantly correlated with the employee performance in MSI. The paper
provided recommendations for improving recruitment and selection and compensation in MSI.
10. Chand, Mohinder; Ambardar, Ankush (2020), The Impact of HRM Practices on
Organisational Innovation Performance Volume 13, ISSN 0974-6250.
The paper investigates the effects of HRM practices on organisational innovation
performance: the mediating effects of employees' creativity and perceived organisational
support in the Indian hospitality industry. A conceptual model is developed to examine the
relationship among four constructs namely human resource management practices,
perceived organisational support, and employee creativity as antecedents of organisational
innovation performance and seven research hypotheses are empirically tested using
structural equation modelling (SEM). All the posited seven hypotheses are supported. The
results indicate that the human resource management practices and perceived organisational
support could indeed affect employee creativity with regard to organisational innovation
performance.
4. RESEARCH METHODOLOGY
Research methodology is the specific procedures or techniques used to identify, select,
process, and analyse information about a topic. A Research Methodology describes the
techniques and procedures used to identify and analyse information regarding a specific
research topic. It is a structured and scientific approach used to collect, analyse, and interpret
quantitative or qualitative data to answer research questions or test hypotheses. A research
methodology is like a plan for carrying out research and helps keep researchers on track by
limiting the scope of the research. Several aspects must be considered before selecting an
appropriate research methodology, such as research limitations and ethical concerns that may
affect your research.
The objective of the study has been accomplished with the help of primary data
collected from the employees. The data has been collected with the help of questionnaire. The
questionnaire used in this survey consists of structured type of questions. The primary data
refers to the data collected from primary sources.
4.5.2 Secondary Data
The secondary data were collected from official records of the organization,
websites and from other publications. Data which are not originally collected but rather
obtained from a published or unpublished source, are known as secondary data. The main
sources are:
1. Journals and records
2. Magazines
3. Websites
4.9 HYPOTHESIS
4.9.1 Karl Pearson Coefficient of correlation
Null Hypothesis (H0): There is no significant relationship between performance
evaluation and employee satisfaction.
Alternative Hypothesis (H1): There is significant relationship between performance
evaluation and employee satisfaction.
4.9.3 Correlation
Null Hypothesis (H0): There is no significant relationship between areas of
improvement and employee satisfaction.
Alternative Hypothesis (H1): There is significant relationship between areas of
improvement and employee satisfaction.
4.10 PERIOD OF THE STUDY
A study was under a period of February 2024 to May 2024 during the period of the
researcher collected the necessary primary data and other relevant information needed to carry
out the study.
Age of Respondents
50 45.8
45
40
35
30
25 22.5
20 15.8
15
8.3 7.5
10
5
0
Below 25 25 - 30 30 - 35 35 - 40 Above 40
INTERPRETATION:
From the above analysis it is inferred that 45.8% of respondents are below 25
years 22.5% of respondents are in between 25-30 years of age group, 15.8% of
respondents are 30-35 years and 8.3% of respondents are in the are group 35-40 years
and 7.5% of respondents are above 40 years.
TABLE 5.1.2. Gender wise classification of the respondents
Male 66 55%
Female 54 45%
Gender of Respondents
60 55
50 45
40
30
20
10
0
Male Female
INTERPRETATION:
From the above analysis it is inferred that 66% of respondents belong to male
category and 54% of respondents belong to female category. As per this finding, the
male response are more in count compared to the female respondents.
TABLE 5.1.3. Marital status wise classification of the respondents
Single 82 68.3%
Married 38 31.7%
Marital Status
80
68.3
70
60
50
40 31.7
30
20
10
0
Single Married
INTERPRETATION:
From the above analysis it is inferred that the 68.3% of the respondents are
single in status and 31.7% of respondents are married in status.
TABLE 5.1.4. Qualification wise classification of the respondents
Education Qualification
45 40.8 40
40
35
30
25
19.2
20
15
10
5
0
Diploma Under Graduate Post Graduate
INTERPRETATION:
From the above analysis it is inferred that 40% of respondents are post graduates,
40.8% of respondents are under graduates, 19.2% of respondents are Diploma holders.
TABLE 5.1.5. Work Experience wise classification of the Respondents
Years of Experience
50 46.7
45
40
35
30
24.2
25 22.5
20
15
10
4.2
5 2.5
0
0 - 3 Years 3 - 5 Years 5 - 10 Years 10 - 16 Years Above 16 Years
INTERPRETATION:
From the above analysis it is inferred that 46.7% of respondents have 0-3 years
experience level, 22.5% of respondents have 3-5 years experience, 24.2% of
respondents have 5-10 years experience, 4.2% of respondents have 10-16 years
experience and 2.5% of respondents have Above 16 years experience.
TABLE 5.1.6. Analysis of Fairness in Performance Evaluation
Performance Evaluation
45
40.8
40
35
29.2
30 26.7
25
20
15
10
5 1.7 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 29.2% of respondents strongly agree, 40.8%
agree, 26.7% give the process a neutral level of fairness, and 1.7% disagree with the company's
performance evaluation procedure.
TABLE 5.1.7. Analysis of Performance Evaluation to perform at best.
Particulars Frequency Percentage
Strongly Agree 46 38.3%
Agree 54 45%
Neutral 16 13.3%
Disagree 4 3.3%
Strongly Disagree 0 0%
Total 120 100%
35
30
25
20
15 13.3
10
5 3.3
0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 38.3% of respondents are Strongly agree
about to inspire perform best, 45% of respondents are Agree ,13.3% of respondents are given
neutral level ,3.3% of the respondents are disagree to encourage the employee to perform best.
TABLE 5.1.8. Analysis of identifying the areas of improvement.
Particulars Frequency Percentage
Strongly Agree 37 30.8%
Agree 43 35.8%
Neutral 11 23.3%
Disagree 28 9.2%
Strongly Disagree 1 0.8%
Total 120 100%
25 23.3
20
15
9.2
10
5
0.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 30.8% of respondents strongly agree to help
identify the areas for improvement, 35.8% of respondents agree, 23.3% of respondents are
assigned a neutral level 9.2% of respondents disagree to help identify the areas for
improvement, and 0.8% of respondents strongly disagree.
TABLE 5.1.9. Analysis of discussing career aspirations and goals.
Particulars Frequency Percentage
Strongly Agree 37 30.8%
Agree 45 37.5%
Neutral 28 23.3%
Disagree 8 6.7%
Strongly Disagree 2 1.7%
Total 120 100%
35
30.8
30
25 23.3
20
15
10 6.7
5 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 30.8% of respondents are Strongly agree to
discuss their career aspirations and goals, 37.5% of respondents are given Agree , 23.3% of
respondents are given neutral level ,6.7% of the respondents are disagree to discuss their
career aspirations and goals, 1.7% of the respondents are given strongly disagree.
TABLE 5.1.10. Analysis of HR services offered by the company.
48.3
50
40
30
22.5 24.2
20
10
4.2
0.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 22.5% of respondents are strongly agree for
the HR services offered by the company, 48.3% of respondents are given agree, 24.2% of
respondents are choose neutral level, 4.2% of respondents are disagree for the HR services
offered by the company, 0.8% of respondents are given strongly disagree.
TABLE 5.1.11. Analysis of healthy work-life balance.
30 28.3
25 23.3
20
15
15
10
5
0.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 23.3% of respondents are Strongly
agree to promote healthy work life balance and, 32.5% of respondents are given Agree ,
28.3% of respondents are given neutral level ,15% of the respondents are disagree the healthy
work life balance, 0.8% of the respondents are given strongly disagree.
TABLE 5.1.12. Analysis of fairness HR policies and practices.
35 33.3
30
25
20 18.3
15
9.2
10
5 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 33.3% of respondents are Strongly agree
about the level of fairness in hr policies and 37.5% of respondents are given Agree , 18.3% of
respondents are given neutral level ,9.2% of the respondents are disagree about the level of
fairness in hr policies, 1.7% of the respondents are given strongly disagree.
TABLE 5.1.13. Analysis of HR recognizes the performance and achievements of
employees
35 30.8
30
25 20.8
20
15
10 8.3
5 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis, 30.8% of respondents strongly agree that employees should be
rewarded for their accomplishments, while 38.3% of respondents agree, 20.8% choose a neutral
response, 8.3% disagree, and 1.7% strongly disagree.
TABLE 5.1.14. Analysis of training and development opportunities.
INTERPRETATION:
From the analysis, it is inferred that 21.7% of respondents Strongly Agree about the
training and development opportunities, 45.8% Agree, 26.7% are neutral, 4.2% Disagree, and
1.7% Strongly Disagree.
TABLE 5.1.15. Analysis of work-life balance has become over the past year.
CHART 5.1.15. Analysis of work-life balance has become over the past year.
40 38.3
35
30 26.7
25
25
20
15
10 8.3
5 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 26.7% of respondents are Strongly agree
with work life balance over past year and 38.3% of respondents are given Agree, 25% of
respondents are given neutral level ,8.3% of the respondents are given disagree, 1.7% of the
respondents are given strongly disagree.
TABLE 5.1.16 Analysis of company culture promotes work-life balance.
20
15
9.2
10
5 3.3
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 30.8% of respondents are Strongly agree to
promote the company culture and values and 32.5% of respondents are given Agree, 24.2%
of respondents are given neutral level ,9.2% of the respondents are given disagree, 3.3% of
the respondents are given strongly disagree.
TABLE 5.1.17. Analysis of salary growth based on performance
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 24.2% of respondents are Strongly agree the
salary growth based on performance and 39.2% of respondents are given Agree, 28.3% of
respondents are given neutral level ,5% of the respondents are given disagree, 3.3% of the
respondents are given strongly disagree.
TABLE 5.1.18 Analysis of level of flexibility in compensation and benefits.
INTERPRETATION:
From the above analysis it is inferred that 25% of respondents are Strongly agree for
the flexibility in compensation provided by company and 39.2% of respondents are given
Agree, 27.5% of respondents are given neutral level ,6.7% of the respondents are given
disagree, 1.7% of the respondents are given strongly disagree.
TABLE 5.1.19. Analysis of compensation structures and benefit options.
25
20 17.5
15
9.2
10
5 3.3
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 28.5% of respondents are Strongly agree
the compensation structure provide transparent information by the company and 44.2% of
respondents are given Agree, 17.5% of respondents are given neutral level ,9.2% of the
respondents are given disagree, 3.3% of the respondents are given strongly disagree.
TABLE 5.1.20 Analysis of overall compensation package is satisfactory
Compensation package
60
51.7
50
40
30 26.7
20 15.8
10 5.8
3.3
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 15.8% of respondents are Strongly agree for
the satisfactory compensation package and 51.7% of respondents are given Agree, 26.7% of
respondents are given neutral level ,5.8% of the respondents are given disagree, 3.3% of the
respondents are given strongly disagree
TABLE 5.1.21. Analysis of Social interaction among colleagues.
5
0.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 23.3% of respondents have Strongly Agree for
Social interaction among colleagues is considered an opportunity, 44.2% of respondents are
given agree, 24.2% of respondents are given neutral, 7.5% of respondents are given disagree
and 0.8% of respondents are given strongly disagree.
TABLE 5.1.22. Analysis of Recognition and appreciation for contributions in the
workplace.
15
10 6.7
5
0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 29.2% of respondents have Strongly Agree for
the level of recognition and appreciation for your contributions within the workplace is
satisfactory, 46.7% of respondents are given agree, 17.5% of respondents are given neutral,
6.7% of respondents are given disagree.
TABLE 5.1.23. Analysis of communication and collaboration between departments is
satisfactory.
30 28.3
25.8
25
20
15
10.8
10
5
0.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 28.3% of respondents have Strongly Agree for
the level of communication and collaboration between different teams and departments within
the company is satisfactory, 34.2% of respondents are given agree, 25.8% of respondents are
given neutral, 10.8% of respondents are given disagree and 0.8% of respondents are given
strongly disagree.
TABLE 5.1.24. Analysis of Resources and tools to perform tasks effectively.
INTERPRETATION:
From the above analysis it is inferred that 20% of respondents have Strongly Agree for the
company provides adequate resources and tools to perform tasks effectively, 46.7% of
respondents are given agree, 20% of respondents are given neutral, 7.5% of respondents are
given disagree and 5.8% of respondents are given strongly disagree.
TABLE 5.1.25. Analysis of resources provided for career development to employees.
Career development
45 42.5
40
35
30 27.5
25 22.5
20
15
10
5
5 2.5
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 27.5% of respondents have Strongly Agree for
the availability of resources provided by the company for career development satisfactory to
employees, 42.5% of respondents are given agree, 22.5% of respondents are given neutral, 5%
of respondents are given disagree and 2.5% of respondents are given strongly disagree.
TABLE 5.1.26. Analysis of career planning offered by the company.
35
30 26.7
25
20.8
20
15
9.2
10
5 3.3
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above analysis it is inferred that 20.8% of respondents have Strongly Agree for
the level of flexibility in career planning options offered by the company, 40% of respondents
are given agree, 26.7% of respondents are given neutral, 9.2% of respondents are given
disagree and 3.3% of respondents are given strongly disagree.
TABLE 5.1.27. Analysis of Job offers opportunities to complete tasks.
INTERPRETATION:
From the above analysis it is inferred that 23.3% of respondents have Strongly Agree for
the job offers opportunities to complete tasks, 44.2% of respondents are given agree, 20.8% of
respondents are given neutral, 11.7% of respondents are given disagree.
TABLE 5.1.28. Analysis of employee career path in the organization.
Career path
45
41.2
40
35
30
25.2
25
21
20
15
9.2
10
5 3.4
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION
From the above analysis it is inferred that 25.2% of respondents have Strongly Agree that
each employee is aware of his/her career path in the organization, 41.2% of respondents have
agreed, 21% of respondents have given neutral, 9.2% of respondents have given disagree and
3.4% of respondents have given strongly disagree.
5.2 DESCRIPTIVE ANALYSIS
N 120 120
N 120 120
INTERPRETATION
Correlation coefficient between performance evaluation and employee satisfaction of
employees is .452 which indicates (.4522 = .204) 20.4 percentage positive relationships
between performance evaluation and employee satisfaction of employees and is significant at
1% level.
5.2.2. INDEPENDENT T-TEST:
The independent samples t-test is used to compare the means of two unrelated
groups on the same continuous, dependent variable to determine if there are statistically
significant differences between these means.
Hypothesis Statement:
Null Hypothesis (H0): There is no significant difference between Gender of the
Respondents and the Career Planning of the employees.
Alternative Hypothesis (H1): There is significant difference between Gender of the
Respondents and the Career Planning of the employees.
Table 5.2.2 shows that significant difference between Gender of the respondents and Career
Planning of the employees.
Gender
Career Planning Male Female t value P value
Mean SD Mean SD
INTERPRETATION
Since P value is less than 0.05, null hypothesis is rejected at 5% level with regard to
career planning options offered by company and aware of career path in organisation of
employees. Hence there is significance difference between mala and female with regard to
career planning offered by company and aware of career path in organization of employees.
Based on mean score, the female employees have better opinion in career planning offered by
company than male employees because the company provide some training programs designed
to women employees to overcoming their career challenges and advancing in their field.
There is no significance difference between male and female with regard to career
development satisfactory to employees and task completion of employees, sine P value is grater
than 0.05. Hence the null hypothesis is accepted at 5% level with regard to career development
satisfactory to employees and task completion of employees . The company provide equal
career development opportunities for both male and female employees, leading to similar levels
of satisfaction.
Hypothesis Statement:
Null Hypothesis (H0): There is no significant relationship between areas of
improvement and employee satisfaction.
Alternative Hypothesis (H1): There is significant relationship between areas of
improvement and employee satisfaction.
Table 5.2.3 shows the Correlation Table.
Work-life Compensation Work
balance & Benefit environment
Pearson 1 .579** .472**
Work-life Correlation
balance Sig. (2- tailed) .000 .000
1. The organization can come up with employee engagement strategies such as rewards and
recognition, personal development, team building initiatives to improve the employee
engagement practices.
2. The company can come up with new and innovative ideas to improve work life balance
practices, whichcan benefit the organization and its development.
3. Introduce technological change into production department can improve the
efficiency and increasing the productivity, also increases employee satisfaction and
behavior.
4. By offering proper feedback to the employees related to their performance will
increase the workingcondition of the employees as well as the HR relationship.
7. Employees are dissatisfied with inequality that existed in the organization. The
organization must treat the employees equally to avoid disputes for better
industrial relationship.
8. Enhance the use of technology to improve the efficiency and effectiveness of HR practices
and policies.
9. Implement efficient systems and processes for handling HR-related queries and requests to
ensure timely and effective support for employees.
10. Recognize the significant impact of fair compensation on job satisfaction by regularly
reviewing and adjusting salary structures to remain competitive in the market.
11. Enhance transparency and fairness in the awarding of bonuses and increments by
establishing clear criteria and performance metrics for eligibility.
6.3 CONCLUSIONS
⚫ Jeske van Beurden , Karina van De Voorde , Marc van Veldhoven, (2021) “The
employee perspective on HR practices” Volume 32 Issue 2
⚫ Ahsanullah Mohsen, Najibullah Neyazi and Sarwar Ebtekar, (2020) The Impact of
Organisational Culture On Employees Performance Volume 11, Issue 8
WEBSITE
⚫ www.wikipedia.com
⚫ www.researchgate.net
⚫ www.googlescholar.com
APPENDIX
1. Age
a)Below 25 b) 25 - 30 c) 30 - 35 d) 35 – 40 e) Above 40
2. Gender
a) Male b) Female
4. Educational Background
a)Diploma b) Under Graduate c) Post Graduate
5. Years of Experience
a) 0 – 3 years b) 3 – 5 years c) 5 – 10 years d) 10 – 16 years e) Above 16 years
6. Marital Status
a) Single b) Married
SA- Strongly agree A- Agree N- Neutral DA- Disagree SD- Strongly Disagree
Questions SA A N DA SD
WORK ENVIRONMENT:
CAREER PLANNING: