Escolar Documentos
Profissional Documentos
Cultura Documentos
ON
A STUDY OF WORK VALUES OF MANAGERS IN BPO INDUSTRY
Submitted by:
Utsav Sharma
Assistant Professor
03114101713
STUDENTS DECLERATION
Place: DELHI
Date:
Utsav Sharma
03114101713
ACKNOWLEDGEMENT
A lot of effort has gone into this training report. My thanks are due to many
people with whom I have been closely associated.
I would like all those who have contributed in completing this project. First of all, I
would like to send my sincere thanks to Ms. Mugdha Sehgal for her helpful hand
in the completion of my project.
I would like to thank my entire beloved family & friends for providing me monetary
as well as non monetary support, as and when required, without which this
project would not have completed on time. Their trust and patience is now
coming out in form of this thesis
Utsav Sharma
CONTENTS
Description
Page No.
Acknowledgement (i)
(i)
(ii)
List of figures
(iii)
Executive Summary
Certificate of completion
Introduction
Objectives
Literature review
Research Methodology
Analysis & Interpretation
Findings & Inferences
Limitations
Recommendations and Conclusion
Appendices
Bibliography
S.no
List of Figure
Pages
CERTIFICATE OF COMPLETION
This is to certify that Utsav Sharma pursuing III semester (BBA) (M)
from Jagannath International Management School, Kalkaji, has
completed his project on the topic A STUDY OF WORK VALUES OF
MANAGERS IN BPO INDUSTRY.
Project guide:
Ms. Mugdha Sehgal
EXECUTIVE SUMMARY
6
The complexity of BPO industry has been grown significantly not from the
attrition point of view however also from the growth perspective, BPO
managers have extremely become important part of the overall success of
any organization and so that their work related values is this project will
focus on the different values and attributes that manager need to have to
manage the BPO work force in the complex and growing environment.
The role of the Human Resource Manager is evolving with the change in
competitive market environment and the realization that Human Resource
Management must play a more strategic role in the success of an organization.
Organizations that do not put their emphasis on attracting and retaining talents
may find themselves in dire consequences, as their competitors may be
outplaying them in the strategic employment of their human resources. With the
increase in competition, locally or globally, organizations must become more
adaptable, resilient, agile, and customer-focused to succeed. And within this
change in environment, the HR professional has to evolve to become a strategic
partner, an employee sponsor or advocate, and a change mentor within the
organization. In order to succeed, HR must be a business driven function with a
thorough understanding of the organizations big picture and be able to influence
key decisions and policies. In general, the focus of todays HR Manager is on
strategic personnel retention and talents development. HR professionals will be
coaches, counselors, mentors, and succession planners to help motivate
organizations members and their loyalty. The HR manager will also promote and
fight for values, ethics, beliefs, and spirituality within their organizations,
especially in the management of workplace diversity. This paper will highlight on
how a HR manager can meet the challenges of workplace diversity, how to
motivate employees through gain-sharing and executive information system
through proper planning, organizing, leading and controlling their human
resources.
manage a diverse body of talent that can bring innovative ideas, perspectives
and views to their work. The challenge and problems faced of workplace diversity
can be turned into a strategic organizational asset if an organization is able to
capitalize on this melting pot of diverse talents. With the mixture of talents of
diverse cultural backgrounds, genders, ages and lifestyles, an organization can
respond to business opportunities more rapidly and creatively, especially in the
global arena (Cox, 1993), which must be one of the important organisational
goals to be attained. More importantly, if the organizational environment does not
support diversity broadly, one risks losing talent to competitors.
CHAPTER I
INTRODUCTION
10
Gergesene, Morrison, and Black (1998), for example, conducted interviews and
gathered
survey
data
from
international
managers
in
identifying
five
Values
A value is a principal or standard that is held in high esteem by an individual and
is related to all aspects of one's personal and work life. You may have values
around family, work, spiritual, leisure, personal, etc. In this exercise you will focus
on your work values. As you rank each value, think about how important the
value is to you in a work setting.
Managerial Values
The managerial ideologies in Indian dates back at least four centuries.
Arthashastra written by the celebrated Indian scholar-practitioner Kautilaya had
three key areas of exploration,
1) Public policy,
2) Administration and utilisation of people, and
3) Taxation and accounting principles.
Parallel to such pragmatic formulations, a deep rooted value system, drawn from
the early Aryan thinking, called Vedanta, deeply influenced the societal and
11
transformation
during
the
British
rule.
Consequently, in
the
12
13
collective way in which groups of people understand and interpret the world.
Baligh (1994) succinctly states that, ultimately, culture is the way a nation does
things. However defined and conceptualised, culture researchers such as Schien
(1985), Hofstede (1980a) and Rouseau (1990) argue that culture can be
examined or analysed at different levels.
Managerial Behavior
Manager is anyone who responsible for the work of other people. Stewart (1988)
defines manager as those above a certain level in the hierarchy, usually those
above foreman level on the works side and those above the first level of
supervision in the offices. Managerial behaviour is the behaviour that can be
reported, whether from observation by others or by self-reports. Managerial
objective is the aim that a manager of a firm wants to achieve. In perfect markets
a proper managerial objective is to maximize its firm's market value.
With the market economy conquering the world culminating in the shrinking of
the world into a global village, organisations have to change their stance, with a
strategy focused at the global market and acquire agility to respond quickly to the
customer expectations. Such organisational change can be brought about by
building high performing synergistic work systems comprising of many interrelated parts that must function as a whole to reach the goals of meeting
customer needs. Such synergistic work systems involve tailored configurations of
work structures, practices and processes. Organisations have to restructure so
as to organise work flow around key business processes webbed around
customer needs and then create teams to carry out those processes. Human
resource systems; management practices; work practices and processes and
organisational
structures
tuned
to
customer
requirement
culminate
in
15
for
success,
learning
organisations
use
many.
Following are the requirements for the managerial changei) The managers must have adequate knowledge of human behaviour.
ii) The managers must be clear exactly of that behaviour, they have to manage.
iii) They must have the skills to manage the consequences for designed
behaviour in work situation.
17
OBJECTIVES
18
CHAPTER-II
LITRATURE REVIEW
WORK VALUES
Theory and research on work values precede largely from the premise that work
values are derived from peoples basic value systems that help them navigate
through the multiple spheres of their lives (Roe and Ester, 1999). An early
definition by Rokeach (1973), states that a value is an enduring belief that a
specific mode of conduct or end-state of existence is personally or socially
preferable to an opposite or converse mode of conduct or end-state of existence
(Uygu, 2003). Rokeach defines beliefs about preferable modes of conduct
instrumental values and beliefs about preferable end-states terminal values. In
a value system, individuals rank-order their instrumental and terminal values
along a continuum of importance. Work values on the other hand are more
specific than general life values as they apply to a specific life domain. As such,
work values influence the importance of work in the life of the individual (verko,
1989).
19
Some researchers stress that work goals can be regarded synonymous to work
values since the concept of goals is a core element of values. For example,
Zedeck (1997) has defined work values as goals that people strive to attain
through working. Other definitions that stress the concept of goals have asserted
that values signify desired goals scaled according to importance which guide a
persons life (Tevrz, Turgut, 2004), behaviour that is directed towards goals
(French, Kahn, 1962), and criteria for choosing those goals (Locke, 1976). In all
the definitions given above it is evident that the concept of goals can be
substituted for the concept of values.
In the definitions of work values, the idea of an attitude towards or orientation
with regard to work constitutes a central element. Most definitions of work values
agree with the notion that work values are specific goals that the individual
considers important and attempts to attain in the work context. One of the most
important aspect that comes to fore from the theories of work and work
motivation, is that workers differ with regard to the reasons they have for working
and the needs they want to satisfy through work (Beukman, 2005). Similarly,
Nord et al (1990) has defined work values as, end states that guide individuals
work related preferences that can be attained through the act of working.
Work values have been classified according to their types. Nord, et al. (1990)
suggests that work values can be classified as intrinsic or extrinsic. Intrinsic work
values refer to end-states that occur through work or in the course of people
engaging in work activities such as a sense of accomplishment and are
dependent on the content of work. Extrinsic work values refer to end states that
occur as a consequence of work, regardless or independent of the state of the
content of work per se such as family security (George, Jones, 1997). In addition
to this binary classification, Ginzberg, et al (1951) has suggested a third
dimension. This third dimension is named social/environmental values referring
to relations with co-workers and the work environment itself.
Work Centrality
The concept of work centrality has mainly been derived from basic values.
According to Kanungo (1982), work centrality is a normative belief about the
value and importance of work in the configuration of ones life, and it is a function
of ones past cultural conditioning or socialization. Some researchers (e.g.
Kanungo, 1982) use the term work involvement or involvement with work to
define work centrality. Work centrality is the degree of importance of work in
general rather than involvement in the present job. Therefore, work centrality
differs from other concepts like, organizational commitment and job involvement.
An empirical study by Paullay, et al. (1994) has clarified the distinction between
20
work centrality and job involvement and has demonstrated that these two
concepts actually appeared to be two distinct constructs. In the study by Paullay
et al., job involvement is defined as the degree to which one is cognitively
preoccupied with, engaged in, and concerned with one's present job; and work
centrality is defined as the beliefs that individuals have regarding the degree of
importance work plays in their lives. Although a moderate, positive correlation
was indicated between the measurement instruments of job involvement and
work centrality, the confirmatory factor analysis provided support for the
hypothesis that job involvement and work centrality were two distinct constructs.
Work-Value Congruence
The above hypothesis predicts that different work values have varying degrees of
influence on work centrality. It is believed that as the distance between the act of
work and the value it relates to (work-value congruence) differ, the relation
between values and work centrality changes accordingly. Work-value congruence
is a concept that is believed to exist in explaining relations between basic
variables such as values/goals and attitudinal variables like centrality,
satisfaction, citizenship and commitment. It is defined as the distance between
ones values or goals and ones belief in attaining the specific value/goal through
the act of work. Bourdieu (1973, 1977) asserts that the formation of goals in a
specific life sphere, change according to the belief in reaching that specific goal.
Individuals observe events around them and make judgments consciously or
unconsciously- about the attain ability of their goals and act according to their
perception of the attainability of the goal. Zedeck (1997) argues that work values
influence the importance of work in the life of the individual, and add that this
relationship is moderated by the perception of one in attaining the specified goals
through the act of working.
COMPETANCE
Competence is a standardized requirement for an individual to properly perform
a specific job. It encompasses a combination of knowledge, skills and behavior
utilised to improve performance. More generally, competence is the state or
quality of being adequately or well qualified, having the ability to perform a
specific role.
21
Handling theory
Handling methods
Occupational Competence
The Occupational Competence movement was initiated by David McClelland in
the 1960s with a view to moving away from traditional attempts to describe
competence in terms of knowledge, skills and attitudes and to focus instead on
the specific self-image, values, traits, and motive dispositions (i.e. relatively
enduring characteristics of people) that are found to consistently distinguish
outstanding from typical performance in a given job or role. It should be noted
that different competencies predict outstanding performance in different roles,
and that there is a limited number of competencies that predict outstanding
performance in any given job or role. Thus, a trait that is a 'competence' for one
job might not predict outstanding performance in a different role.
McClelland argued that these competencies could neither be identified nor
assessed using traditional procedures. The fundamental problem is that high
level competencies such as initiative and the ability to understand and intervene
in organizational processes are difficult and demanding activities that no one will
23
engage in unless they very much care about the activity in which they are
engaged or unless they find these activities intrinsically satisfying. Such
qualities will, therefore, most often only be developed and displayed while people
are undertaking activities they care about. Furthermore, success in undertaking
them depends on bringing to bear a range of cognitive, affective, and conative
components of competence, such as thinking about what is to be achieved and
how it is to be achieved, turning ones emotions into the task, and persisting over
a long period of time. Note, again, that these components of competence cannot
be assessed except in relation to activities people care about, i.e. they cannot be
accessed through the processes favored by traditional psychometricians. Hence
their neglect in conventional studies of occupational competence based upon
traditional tests and especially tests of academic knowledge - knowledge of
content.
MANAGERIAL EFFECTIVENESS:
In the past, employees were expected to be efficient in producing the desired
results and their efficiency was measured in terms of the outputs delivered
relative to the inputs used. Now, the focus has shifted to effectiveness.
Effectiveness involves doing the right things, in the right way. Effectiveness is
particularly important in the case of managers, as they are responsible for the
performance
of
others.
be
trained
to
24
be
effective.
are.
Successful
knowledgeable.
managers
may
be
intelligent,
translates
imaginative,
this
and
intelligence,
1. Traditional/Conventional perspective
2. Organisational level competency based perspective, and
3. An individual level competency based perspective.
The traditional model emphasises the ability to set and achieve goals (Bartol and
Martin, 1991) where it is implicitly assumed that managerial effectiveness leads
to organisational effectiveness. The organisational competency based approach
implies that there is long term future orientation that accounts for both external
and internal influences on the organisations. From these analyses a vision is
created for the future of the organisation, goals are set that will achieve the vision
and plans are developed to achieve these strategic goals. Here, the organisation
tries to create the system and environment with the help of skills and
25
Managers have many resources at their disposal and the quality of work is
dependent on how well these resources have been used. The performance of a
manager can be measured by the extent to which goals that are important to the
group and organisations are met through the productive efforts of subordinates
(Herbert, 1976). In other words, effective management is the culmination of
synergy of effectiveness of individual managers in the organisation (Sen and
Saxena,
1999).
achieving the targets. Misumi (1989), and Misumi and Peterson (1985) defined
the ideal manager in Japan in terms of both performance and maintenance
orientations, namely, a manager who leads the group towards goal attainment
and preserves its social stability. Just as there had been controversy and many
arguments were raised that a good leader should have certain characteristics
similar arguments are there for managerial effectiveness. There are many
researchers who on the basis of their findings have identified that effective
managers possess the particular set of characteristics like job knowledge, good
communication, business acumen and interpersonal relationship but having
these characteristics are not sufficient to become effective manager. Managerial
effectiveness is not only a personality characteristic but it is related to
performance and output. Gupta (1996) has developed a 16-factor scale to
measure managerial effectiveness. These factors are tapping three important
aspects of effectiveness: activities of his position, achieving the results, and
developing further potential. The managerial effectiveness has been measured
by experts in several different ways at different times. Some models focus on
individual competencies of managerial effectiveness, while most of the studies
have taken performance measure and superior's appraisals rather than selfreport measures while deciding the effectiveness of a manager. In the light of
above discussion, a study is planned to see the effect of management position,
departments, and personality variable on managerial effectiveness.
27
Key issue is only natural as the ability, and the will to manage, are decisive
factors in determining the ability to maintain and further develop the
competitiveness of Danish companies.
Frame of Reference
Based on various management theories the foundation for management theory is
developed comprising the following three dimensions:
1. Objective-setting behaviour
2. Problem-solving behaviour
3. Language creating behaviour
Each of these can be performed in relation to the three types of objectives:
operations, adaptation and development three types of problem-solving:
analysis/synthesis, interaction and search-learn as well as three types of
languages: decision-, behavioural- and systems-language. Managerial frame of
reference emerges consisting of 3 by 3 managerial roles amounting to at total of
27, which may be categorised into 9 operations control roles, 9 adaptation roles
and 9 development roles. The majority of the paper is dedicated to the
interpretations of these three main categories and the more specific types of
roles are defined, discussed, exemplified and expanded upon over more than
500 pages. The discussion of each role type is meticulous, systematic as well as
well-argued and is, as all the roles, summarised into three main points
objective, problem-solving and type of language.
29
Among the operations control role is the administrator. These will probably be
familiar to most people which the paper offer a number of fine angles to while
simultaneously setting them in into context. Amongst the adaptive roles the
coordinator and the reorganiser may be mentioned. The latter is undeniably a
central managerial role which relevance is currently experienced intensely in
relation to how an organisation can adapt to changed circumstances and
conditions.
Example of the role of the reorganiser is provided from the academic world. The
final
9 roles relate to development roles. Amongst these are found the strategic
planner, the communicator and the statesman. The former is illustrated partly
through a number of more principled viewpoints and partly through a number of
good cases. It is evident that this is a more challenging and demanding role
requiring the ability of project development and complex problem-solving, while
the managerial role of statesman comprises of the ability to create visions and
the companys strategic profile as well as the ability to ensure the development of
the companys managerial process.
A primary element in interpretation of management is the managerial process
itself. The paper therefore concludes with a number of viewpoints concerning
theory and practice seen from this perspective, and where the point is, that the
paper is a theory on managerial roles but that it is the individual manager who in
practise must develop his or her own theory. The keywords therefore comprise of
individual as well as collective learning.
30
INDIAN CONTEXT
One of the noteworthy features of the Indian workplace is demographic
uniqueness. It is estimated that both China and India will have a population of
1.45 billion people by 2030; however, India will have a larger workforce than
China. Indeed, it is likely India will have 986 million people of working age in
2030, which will probably be about 300 million more than in 2007. And by 2050, it
is expected India will have 230 million more workers than China and about 500
million more than the United States of America (U.S.). It may be noted that half of
Indias current population of 1.1 billion people are under of 25 years of age.
While this fact is a demographic dividend for the economy, it is also a danger
sign for the countrys ability to create new jobs at an unprecedented rate
When Indias young demographic bubble begins to reach working age, India will
need far more jobs than currently exist to keep living standards from declining.
India today doesnt have enough good jobs for its existing workers, much less for
millions of new ones. If it cannot better educate its children and create jobs for
31
then once they reach working age, India faces a population time bomb: The
nation will grow poorer and not richer, with hundreds of millions of people stuck in
poverty.
With the retirement age being 55 to 58 years of age in most public sector
organisations, Indian workplaces are dominated by youth. Increasing the
retirement age in critical areas like universities, schools, hospitals, research
institutions and public service is a topic of considerable current debate and
agenda of political parties.
The divergent view, that each society has an unique set of national nuances,
which guide particular managerial beliefs and actions, is being challenged in
Indian society. An emerging dominant perspective is the influence of globalisation
on technological advancements, business management, and education and
communication infrastructures are leading to a converging effect on managerial
mindsets and business behaviours.
And when India embraced liberalisation and economic reform in the early 1990s,
dramatic changes were set in motion in terms of corporate mindsets and HRM
practices as a result of global imperatives and accompanying changes in societal
priorities. Indeed, the onset of a burgeoning competitive service sector compelled
a demographic shift in worker educational status and heightened the demand for
job relevant skills as well as regional diversity. Expectedly, there has been a
marked shift towards valuing human resources (HR) in Indian organisations as
they become increasingly strategy driven as opposed to the culture of the status
quo. Accordingly, competitive advantage in industries like software services,
pharmaceuticals, and biotechnology (where India is seeking to assert global
dominance), the significance of HRs is being emphasised. These relativities were
demonstrated in a recent study of three global Indian companies with (235
managers) when evidence was presented that positively linked the HRM
practices with organisational performance .In spite of this trend of convergence, a
deep sense of locality exists creating more robust cross mergence in the
conceptual as well as practical domain.
32
33
34
CONCEPT:
Below we touch on a number of concepts to do with work competency that have
been published recently, with the aim of extracting from them those
characteristics of the concept that are useful for the subsequent development of
this chapter. They are as follows:
A capacity to mobilize diverse cognitive resources to meet a certain type of
situation (Perrenoud, 2000).LeBoterf (1997) says that competencies are not
themselves resources in the sense of knowing how to act, knowing how to do, or
attitudes, but they mobilize, integrate and orchestrate such resources. This
mobilization is only pertinent in one situation, and each situation is unique,
although it could be approached as an analogy to other situations that are
already known. The exercise of competency involves complex mental situations,
schemes of thought which allow determination (more or less consciously and
rapidly) and performance (in a more or less efficient way) of action which is
relatively adapted to a situation. Vocational competencies are constructed in
training, but also in the course of the everyday experiences of a teacher as he
moves through different work situations.
the combined knowledge and skills of the organization's workforce. This means
that the identification of critical management and specialist competencies that will
enable enterprises (and countries) to meet the demands of the future has
assumed an even more important place as a key responsibility of senior business
executives, human resource practitioners, educationalists, public administrators
and government leaders. Major attributes of sales manager behaviour.
37
38
The competencies identified for Convergys India have been listed in the
Competency model below:
Succession Planning
Training
Promotions
Competency Model
Career Planning
Recruitment
Influencing others
Pay Decisions
Work
Assignments
Performance Management
Competency model for Convergys India
39
and characteristics.
Training and Development
It
clarifies
what
is
expected
from
the
individuals.
Appraisal System It focuses on specific behavior, offering a roadmap for
recognition, reward and possible advancement.
This project focuses on three areas of Competency-based applications:
Recruitment & Selection: Competency Based Interviewing guide
Performance Management System: Performance appraisal Process
Career Planning: Career Progression Program for Support staff
40
CHAPTER III
COMPANY PROFILE
41
2.1 HISTORY
Convergys is an international business process outsourcer with particular expertise
in customer management. It develops and implements a range of outsourcing
solutions
for
many
leading
organizations
in
the
commercial,
financial
42
Jim Goetz
Chief Information Officer and General Manager Global Technology Solutions
Andrea J. Ayers
President and COO, Customer Management
Jeff Fox
President and CEO
Convergys Corporation
From 1996 to 2009, Jeff held management positions at Alltel Corporation, including
Chief Operating Officer; Group President-Shared Services, supporting Alltel's
wireline and wireless operations; and Group President-Alltel Information Services,
responsible for software, professional services, and outsourcing to top tier global
financial institutions. Alltel was the fifth largest wireless company in the United
States before its acquisition by Verizon in January 2009.
Prior to joining Alltel, Jeff worked in investment banking for 10 years with Stephens
Inc., preceded by two years with Merrill Lynch. Jeff specialized in M&A advisory
services for public and private companies.
Jeff is a graduate of Duke University with a bachelor's degree in economics.
Andre has been with Convergys since 1997. Prior to his current role, Valentine
served as chief financial officer for Convergys Customer Management line of
business. He also held the position of senior vice president and controller of
Convergys, as well as senior vice president of group finance for Customer
Management (CM).
Prior to Convergys, Andre worked for Coopers and Lybrand.
Valentine is a native of Cincinnati and has a bachelors degree in accounting from
the University of Cincinnati.
46
47
48
Values
Convergys is trusted by many leading organizations to manage millions of customer
interactions every year. It differentiates through the following brand values, but to
support their clients' cultures they embed and communicate their brand values
to their customers. They are the sum total of everything they want their clients to
feel and think about them.
Proactive innovators
Results focused
Experts plus
Their core values shape the way they run Convergys and interact as a team. They
have five core values - all of which reflect the company's founding belief that their
people are as critical to their success as are clients and their customers.
49
Locations
Convergyss head office is in Manchester and their 9,000 employees are based in
30 UK locations covering the North West, Midlands, East Anglia, London, Wales
and Scotland. They also have offshore operations in India and Canada.
Services and Markets
As an international business process outsourcer, with particular expertise in
customer management, Convergys develops and implements a range of
outsourcing solutions for many leading organizations in the commercial sector,
financial services, utility and public sectors.
These range from contact center operations, for example, through to complete
transformational outsourcing - combining their skills in consulting, technology and
outsourced service provision to stimulate and facilitate business change and deliver
a step change in performance.
They work in partnership with their clients to deliver enhanced business
performance, whilst reducing costs and improving the service and realizing the
potential of customer relationships.
50
Contact centres
Telemarketing
Billing
Document handling
Payment processing
Debt management
Human resources
Change management
Careers
Career development is fundamental to their success as a business. It promotes a
culture of continuous self-development; provides a stimulus for personal and
business growth; complements their appraisal process; and, importantly, supports
an individual's ongoing development plans.
Convergys is a rapidly growing company delivering business process outsourcing
services for blue-chip clients in the UK and overseas. They continually develop
51
leading edge IT, telephony and processing systems that ensure they can not only
win new clients, but also deliver world-class service on behalf of their customers.
They are therefore continually seeking to recruit motivated and committed
individuals to join their team and develop their careers in line with their growth.
Opportunities are always available in Customer Services, Transformation and
Technology and Business Change. In addition, they have occasional openings in
our Sales, Marketing, Finance and HR operations.
Key Facts
Convergys is an international business process outsourcer with particular expertise
in customer management.
9,000 employees
Independent accreditations
Investors in People
ISO 9001
Genpact
IBM
V- customer care
53
RESEARCH METHODOLOGY
Research methodology can be defined as it is used to give a clear cut idea on
what the researcher is carrying out his or her research. In order to plan in a right
point of time and to advance the research work methodology makes the right
platform to the researcher to mapping out the research work in relevance to
make solid plans.
The project is based on Secondary data.
Secondary Data: It consists of information that already exists somewhere and
has been collected for some specific purpose in the study. The secondary data
for this study is collected from various sources like,
Books.
Website.
Newspaper.
SOURCES OF DATA
The main source of obtaining necessary data for the study was Secondary
Data. This study is empirical in nature and hence secondary data is used
to conduct the research. The data was collected from the Internet by
exploring the Secondary sources available on websites.
TYPE OF RESEARCH:
54
SECONDARY DATA
55
CHAPTER-IV
ANALYSIS AND FINDINGS
56
Aycan et al. (2000), Budhwar and Debrah (2001), Sparrow, Schuler and Jackson
57
(1994) have found that Human Resource Management (HRM) functions such as
recruitment, socialization, training and development, and empowerment are
underpinned by cultural values of different countries. For example, these
research findings revealed that high emphasis on training and retraining of
employees in people management practices was related to the value of future
orientation and the recognition of value of human re-sources by a particular
society and Convergys. Similarly, individual based performance evaluation
systems were related to the value of individualism in cultures.
3. Values also effect on preferences for people management policies and
practices. For example, research studies indicate that national culture and work
value orientations at individual level is highly predictive of their preferences for
the design of HR policies and practices (Aycan et al., 2007; Chandrakuamra and
Spar-row, 2004; Nyambegera et al., 2000; Sparrow and Wu, 1998). Specifically,
Nyambegera et al. (2000) found that activity thinking and low hierarchical
values are related to employees involvement in decision-making and
empowerment practices, respectively. Similarly, individual growth oriented work
norms, and Convergys and positions oriented work ethics are found to be
negatively related to empowering management practices (Chandrakumara and
Sparrow, 2004).
4.
Research findings indicate that congruence between employees value and firms
value leads to greater satisfaction ,job involvement and less turnover (Sheridan,
1992), and contextual performance According to Punnet (1998), value
congruence can reduce conflicts in Convergys and improve cooperation.
5.
LIMITATIONS
As such, there were no problems faced while carrying out the project study. The
project is based on secondary data. The only problems faced were when there
were no contacts and/or appointments. When contacted, most of the companies
out rightly denied disclosing any of the details like the company's turnover,
strategies, company policies, roles of different departments and the members at
the HR department were not willing either to give detailed information on the
same.
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RECOMMENDATIONS
1. Use of recognition/appreciation tools to motivate good performance
2. Existence of a clearly stated HRM policy in writing
3. Creation of management structures for implementation of stated HRM
policy
4. Extensive use of training and development covering all the employees
5. Communication with employees on a continuous basis
6. Empowerment of employees individually and through the method of selfdirecting teams
7. Use of a culture based teamwork rather than structure based small groups
8. Use of employee attitude surveys for communicating as well as gauging
the progress of change process
9. Self-assessment for monitoring peoples satisfaction and effectiveness of
human resource system in relation to both operational and strategic levels
of enterprise
10. Losing an efficient employee in the name of negotiation
11. Job rotation has to be implemented
12. SHRM concepts must be introduced in the HR Policies & Procedures, so
that the future challenges are successfully handled
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13. Employees should know the review of performance appraisal once the
appraising is done, so that the employee will try to rectify the weaknesses.
14. Have to ensure that right candidate is at the right job, so that more efforts
can be expected from them with utmost job satisfaction.
15. Induction process should be developed.
16. Corporate Governance must be given a priority in the Companys Policy,
being the top company.
.
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CONCLUSION
52% of the respondents are expressing that both financial and nonfinancial incentives will equally motivate them.
not significant. It suggested that the Null hypothesis is not correct and it
will so the alternate is true.
BIBLIOGRAPHY
1)
Newspaper
a.
b.
c.
Business wire
2)
Magazine
Business World (Issue: 25th July, 2005)
3)
Research Reports
a.
b.
c.
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