13 Chapter 8

CHAPTER VIII
HUMAN RESOURCE DEVELOPMENT

CLIMATE SURVEY IN INFORMATION TECHNOLOGY
INDUSTRY IN INDIA
In these days, organisations are accepting that human beings are their most
important asset. The success of any organisation depends upon that how much they are
utilizing and satisfying their existing human resource according to its desirable goals. In a
knowledge economy, optimizing human and intellectual capital is the biggest challenge,
which an organisation has to face. Human resource development is a continuous process,
by which employees capabilities are sharpened, their full potential is realized and life-
long training is provided to them, to prepare them to play a vital role in present and future
jobs. To achieve these objectives there is need to create conducive climate by the
organisation.
A productive environment is necessary for effective learning and development in
an organisation. It requires a culture of team-work, managements commitment towards
human resource development initiatives and the strong implementation of human
resource development sub-systems (selection, recruitment, training, performance and
motivation). Most of the organisations are focusing on the growth and development of
human resource and motivating them in a positive way. Human resource development
climate is considered as a pre-requisite to facilitating human resource development
system in the organisation.
The present study is carried on in selected different information technology

organisations Tata Consultancy Services, Wipro Technologies, Infosys Technologies
Ltd., Hindustan Computer Ltd. (HCL), Dell International, Birlasoft, Pyramid Consulting
Inc., Quark Inc., Semi-Conductor Laboratory (SCL Ltd.), Alcatel-Lucent Technologies,
Attra, Kanbay International and Omnia Technologies from Delhi, Bangalore, Pune,
Chandigarh and Mohali respectively. The main objectives of this chapter are to assess the
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Table 8.1
Sample-size of Purposely Selected Information Technology Organisations
S. No. Name of Organisations Nature of Organisations Sample-size
1 Tata Consultancy Services Software 30
2 Wipro Technologies Software 30
3 Infosys Technologies Ltd. Software 30
4 Hindustan Computer Ltd.(HCL) BPO 30
5 Dell International BPO 50
6 Birlasoft Software 25
7 Pyramid Consulting Inc BPO 50
8 Semi-Conductor Laboratory (SCL) Hardware 30
9 Alcatel-Lucent Technologies Software 50
10 Attra Software 35
11 Kanbay International Inc. Software 40
12 Omnia Technologies BPO 50
13 Quark Software 50
Source: Primary Survey
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extent of human resource development climate prevailing in these organisations. For this
purpose 750 questionnaires were distributed to different employees. I could get only 500
filled questionnaires from the different employees with a response rate of 66 percent.
Questionnaires used in the work of Rao, T.V. and E. Abraham S.J. (1986), Paul, A.K. and
R.N. Anatharaman (2002) have been used in the present study. Some modifications have
been made in our questionnaire according to the requirements of our study. We have tried
to make it more effective instrument to measure the human resource development climate
in information technology industry.
Human resource development climate survey includes the ten different
dimensions in the study. These ten different dimensions are rigorous selection process,
value-based induction, comprehensive training, team based job design, working-
conditions/environment, employee friendly work environment, development oriented
performance appraisal, compensation, career development and value-added incentives.
These dimensions include 54 items in the questionnaire of human resource
development climate survey. In this study five-point Likert scale has been used to
evaluate the prevailing human resource development climate dimensions in information
technology organisations, in which mean score 5 indicates - almost always true (AAT),
mean score 4 indicates - mostly true (MT), mean score 3 indicates - sometimes true (ST),
mean score 2 indicates - rarely true (RT) and mean score 1 indicates - not at all true
(NAT). Mean score 4 indicates that employees in these organisations agree that good
human resource development climate prevailed in the organisations. It indicates that
human resource development climate is of a desirable level, whereas mean score 3
indicates an average human resource development and mean score 2 indicates poor
human resource development climate on each dimension. In the present study, mean
scores have been converted into percentage scores by using the formula, percentage score
= (Mean Score-1) 25. As per this measure, the score 1 represents - 0 percent, 2
represents - 25 percent, 3 represents - 50 percent, 4 represents - 75 percent and 5
represents - 100 percent. The percentage score indicates the degree to which a particular
dimension exists in that organisation out of the ideal 100. Hence, it is desirable for an
organisation to have percentage scores above 50 on each and overall on all items. For
evaluating the results of human resource development climate survey, the item-wise
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mean score and corresponding percentage scores are calculated. Standard deviation
formula is also applied to know the nature of the distribution. The mean score of all items
for each dimension gives the dimension score and after this, the total of all the means
gives the total human resource development climate score of the organisations.
Sample-size of Purposely Selected Information Technology

Organisations is as followings:
The table 8.1 indicates that the sample-size is differing in different organisations.
It ranged from 25 to 50. Out of total 13 information technology organisations, eight
organisations are software, four are BPOs and one is hardware.
Human Resource Development Climate in Information Technology

Organisations:
This chapter gives dimension-wise analysis of human resource development
climate in information technology industry. These dimensions are rigorous selection
procedure, value-based induction, comprehensive training, team-based job design,
working-conditions/environment, employee friendly work environment, compensation,
development oriented performance appraisal, career development and value-added
incentives.
Dimension 1: Rigorous Selection Process

Table 8.2 depicts the rigorous selection procedure in different information
technology organisations. Selection of a candidate is depending on either of the following
basis written test, test on programming skills, technical interview and general
interview. Item-wise mean score and standard deviation regarding selection procedure
dimension are as following - written test 4.37 and 0.70, test on programming skills 4.41
and 0.71, technical interview 4.48 and 0.61 and general interview 4.49 and 0.64
respectively.
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Table 8.2
Dimension 1: Rigorous Selection Process (IT Industry)
(N=500)
(A ) Rigorous Selection Process
Mean %age SD
1. Select the candidates, our company

conducts,
(a) Written Test 4.37 84.15 0.70
(b) Test On Programming Skills 4.41 85.25 0.71
(c) Technical Interview 4.48 87.05 0.61
(d) General Interview 4.49 87.30 0.64
2. Our company looks at candidates ability to
4.41 85.35 0.70
work in a team.
Mean score of all items 4.43 85.82 0.67
Table 8.3
Dimension 2: Value-Based Induction (IT Industry)
(N=500)
(B) Value-Based Induction Mean %age SD
1. Our Company organizes a formal induction
programme for new comers very 4.37 84.35 0.69
effectively.
2. Induction training provides an excellent
opportunity for new comers to learn
comprehensively about,
(a) The organisation in general 4.20 80.10 0.71
(b) Its mission and goals 4.27 81.65 0.71
(c) Its norms and values 4.22 80.60 0.68
(d) Its customs 4.27 81.65 0.73
3. Induction training is used as an opportunity
in our company to create bonds between the 4.20 80.10 0.73
company and the new employees.
4. The new recruits find induction training very
4.14 78.50 0.74
useful in this organisation.
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The percentage score of general interview is highest 87.30 among different types
of selection procedure. The mean score and standard deviation of company looks at
candidate's ability to work in a team are 4.41 and 0.70 respectively. The overall mean
score, percentage and standard deviation of rigorous selection process dimension are -
4.43, 85.82 and 0.67, which indicates positive and favourable human resource
development climate in information technology industry.
Dimension 2: Value-Based Induction
Table 8.3 shows the human resource development climate for new comers in the
information technology organisations. The mean score and standard deviation for the
items that companies organize a formal effective induction programme for new comers
are 4.37 and 0.69 respectively. The mean score and standard deviation for item induction
training for new comers to learn comprehensively about organisation in general are 4.20
and 0.71, about mission and goals are 4.27 and 0.71, about norms and values are 4.22 and
0.68 and about customs are 4.27 and 0.73 respectively. The percentage of the score
among these, the items relating to mission and goals and customs are equal as well as
highest that is 81.65. The mean score and standard deviation for industry training as an
opportunity to create bonds between the company and the new employees are 4.20 and
0.73 respectively. In organisations new recruits find that induction training is very useful
in the information technology organisation with mean score and standard deviation are
4.14 and 0.74 respectively. The overall mean score, percentage and standard deviation are
4.24, 80.99 and 0.71 respectively. Hence, human resource development climate regarding
value-based induction dimension of new comers appears to be positive and high. It means
these organisations have given more emphasis on value-based induction to make feel new
employee homely.
Dimension 3: Comprehensive Training
Information technology industry being a knowledge-led industry, training plays a
vital role to improve the performance of the employees. The mean score and standard
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deviation are 4.19 and 0.76 respectively which shows that employees agree that the
training needs of each individual are identified in order to develop their skills in these
organisations in table 8.4. Mean score 4.05 and standard deviation 0.86 indicate the
employees agree that they take their training seriously when it is sponsored by the
organisation. Mean score 4.28 and standard deviation 0.77 convey that the maximum
employees agree that technical skills of the employees are constantly upgraded through a
variety of training programmes, workshops and seminars. The percentage of the item
number 3, of this dimension is relatively highest that is 81.90 as compare to other two
items, number 1 and number 2. In comprehensive training dimension 4.17, 79.30 and
0.80 are the total mean score, percentage and standard deviation. It shows that human
resource development is favourable to develop skills among employees to upgrade their
performance.
Dimension 4: Team-Based Job Design

An organisations success depends upon not a single persons contribution, but
upon the contribution of whole team. Table 8.5 conveys that now a days, more emphasis
is given on the team work. Mean scores 4.15 and standard deviation 0.79, convey that
self-managed work teams and semi-autonomous work groups are the building blocks of
the work system. The actual job duties are shaped more by the employees than by a
specific job description with mean score and standard deviation are 4.09 and 0.76
respectively. In an organisation employees are given the details about the consumers and
their requirements with mean score and standard deviation is 4.36 and 1.11 respectively.
Mean score 4.08 and standard deviation 0.71 convey that majority of employees in
information technology organisations agree that involvement of individuals and groups in
decision-making affect their work. In this dimension, overall mean score is 4.17, which
indicates positive human resource development climate in information technology
industry. The overall percentage and standard deviation of this dimension are 79.24 and
0.84 respectively.
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Table 8.4
Dimension 3: Comprehensive Training (IT Industry)
(N=500)
(C) Comprehensive Training Mean %age SD
1. Each individuals training needs are
identified in order to develop critical skills 4.19 79.80 0.76
needed for the assigned work.
2. When employees are sponsored for
4.05 76.20 0.86
training, they take it seriously.
3. The technical skills of the employees are
constantly upgraded through a variety of
4.28 81.90 0.77
training programmes, workshops and
seminars.
Table 8.5
Dimension 4: Team-Based Job Design (IT Industry)
(N=500)
(D) Team-Based Job Design Mean %age SD
1. Self-managed work teams and semi-
autonomous work groups are the building 4.15 78.70 0.79
blocks of the work system.
2. The actual job duties are shaped more by the
4.09 77.25 0.76
employees than by a specific job description.
3. Employees are given the details of the
4.36 84.05 1.11
consumers and their requirements.
4. Individuals and groups are involved in
4.08 76.95 0.71
making decisions that affect their work.
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Table 8.6
Dimension 5: Working-Conditions/ Environment (IT Industry)
(N=500)
(E) Working-Conditions/ Environment Mean %age SD

1. The quality of physical conditions provided in the
4.33 83.20 0.74
work-place is good.
2. Our company provides excellent infrastructure and
4.19 79.70 0.77
support services for high performance.
3. Sources of frequent interruption or distraction that 4.15 78.80 0.72
degrade the effectiveness of work environment are
identified and minimized.
4. Periodic improvements are made to the work
environment that increases effectiveness in 4.11 77.75 0.75
performing work.
5. Sanitation, ventilation and furnishing facilities in
4.24 80.95 0.75
the company are good.
6. Canteen and refreshment facilities arrangement are
4.12 77.90 0.81
good.
7. Safety standards maintained by the department are
4.27 81.85 0.72
good.
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Dimension 5: Working-Conditions/Environment
For any type of organisation, it is compulsory to provide healthy working-
conditions to employees under Factories Act 1948. Dimension 5 relates to healthy
working-conditions of the organisations. In information technology organisations, the
majority of employees agree that they are having clean, healthy and excellent working-
conditions. Table 8.6 shows that the mean score and standard deviation for physical
conditions are 4.33 and 0.74, for excellent infrastructure and support services are 4.19
and 0.77, for sanitation, ventilation and furnishing facilities are 4.24 and 0.75, for canteen
and refreshment facilities are 4.12 and 0.81 and for safety standards maintained by the
organisations are 4.27 and 0.72 respectively. It indicates healthy human resource
development climate in information technology industry in this dimension. Majority of
employees agree that their companies try to identify and minimize the sources of
interruption or distraction which degrade the effectiveness of work environment, with
mean score 4.15 and standard deviation 0.72. Periodic improvements are made to the
work environment that increases the effectiveness in performing work with mean score
4.11 and standard deviation 0.75. The highest percentage is 83.20 of item number 1
followed by 81.85 of item number 7 and by 80.95 of item number 5. The overall mean
score, percentage and standard deviation are 4.20, 80.02 and 0.75, which indicate good
human resource development climate in context of dimension of healthy working-
conditions.
Dimension 6: Employee Friendly Work Environment
In knowledge economy, human resource plays a vital role in the organisations.
The success mantra of these organisations is their human resource with specific and
technical knowledge. There must be friendly relationship between employees, employers
and management to achieve the organizational goals. The top management believes that
human resources, are an extremely important resource and they must be treated more
humanly, with mean score 4.16 and standard deviation 0.81 in table 8.7. The mean score
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and standard deviation for the item that top management makes sure that employees
enjoy their work are 4.06 and 0.80, for management to invest their time and other
resource to ensure the development of employees are 4.20 and 0.82, for the top
management to identify and utilize the potential of employees are 4.17 and 0.78
respectively. Seniors guide their juniors and prepare them for future responsibilities with
mean score and standard deviation are 4.02 and 0.81 and delegate their authorities to
juniors for future development are 4.06 and 0.82 respectively. Employees express their
feelings with their colleagues with mean score 4.02 and standard deviation 0.89, with
their superiors with mean score 4.04 standard deviation 0.70 and with their subordinates
with mean score 4.10 and standard deviation 0.76. The mean score and standard
deviation for employees being encouraged to take initiative without taking the instruction
from superiors are 3.98 and 0.88 respectively and for encouraging the employees to do
experiment with new methods and try out creative ideas are 4.01 and 0.78 respectively. In
case of weakness, the employees are communicated in a non-threatening way with mean
score and standard deviation is 4.03 and 0.81 respectively. Mean score and standard
deviation in case of employees being very informal and do not hesitate to discuss their
personal problems with their superiors/subordinates are 3.97 and 0.87 respectively.
Communication in the organisation is both at upwards and downwards are effective, with
mean score 4.04 and standard deviation 0.78. In information technology, people don't
have any fixed mental impression about each other, with mean score 4.03 and standard
deviation 0.81 and have team spirit, with mean score 4.12 and standard deviation 0.80.
The overall mean score, percentage and standard deviation of this dimension are 4.06,
76.59 and 0.81 respectively. The percentage score of item number 3, in this dimension is
80.10, whereas the percentage score of other items are less than 80.10. The overall mean
score, percentage and standard deviation of this dimension are 4.06, 76.59 and 0.81
respectively. It indicates good and positive human resource development climate
regarding openness, autonomy, experimentation and trust among employee, employer
and management of information technology organisations. This score is relatively lower
than that for other dimension.
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Table 8.7
Dimension 6: Employee Friendly Work Environment (IT Industry)
(N=500)
(F) Employee Friendly Work Environment Mean %age SD
1. The top management believes that human sources are
an extremely important resource and that they have to 4.16 79.05 0.81
be treated more humanly.
2. The top management of this organisation goes out of
its way to make sure that employees enjoy their work. 4.06 76.50 0.80
3. The top management is willing to invest a
considerable part of their time and other resource to 4.20 80.10 0.82
ensure the development of employees.
4. The top management of this organization makes
efforts to identify and utilize the potential of 4.17 79.15 0.78
employees.
5. Seniors guide their juniors and prepare them for
future responsibilities / roles they are likely to take- 4.02 75.55 0.81
up.
6. When seniors delegate authority to juniors, the
juniors use it as an opportunity for development. 4.06 76.55 0.82
7. Employees are not afraid to express or discuss their
feeling with their colleagues. 4.02 75.45 0.89
8. Employees are encouraged to take initiative and do
things on their own without having to wait for 3.98 74.50 0.88
instructions from supervisors.
feelings with their superiors. 4.04 76.00 0.78
feelings with their subordinates. 4.10 77.60 0.76
11. Employees are encouraged to experiment with
new methods and try out creative ideas. 4.01 75.15 0.78
12. Weakness of employees is communicated to them in
a non-threatening way. 4.03 75.75 0.81
13. Employees in this organisation are very informal and
do not hesitate to discuss their personal problems 3.97 74.30 0.87
with their superiors/subordinates.
14. Communication in the organisation is both at
upwards and downward is effective. 4.04 76.00 0.78
15. People in this organisation dont have any fixed
mental impression about each other. 4.03 75.80 0.81
16. Team spirit is of high order in this organisation. 4.12 78.00 0.80
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Table 8.8
Dimension 7: Development Oriented Performance Appraisal
(IT Industry)
(N=500)
(G) Development Oriented Performance Mean %age SD
Appraisal
1. Our performance appraisal system provides
4.14 78.50 0.75
feedback from superiors.
2. There is high employee participation in the
4.05 76.30 0.75
appraisal process.
3. Performance appraisal is based on
(a) Individual results 4.15 78.65 0.79
(b) Group results 4.15 78.75 0.69
(c) Quantifiable standards such as the value
4.14 78.50 0.76
of project completed.
(d) Qualitative standards such as teamwork. 4.17 79.30 0.76
4. The objective of the appraisal process is
4.10 77.60 0.76
employees development.
5. If performance problems occur they are
discussed with the appropriate individuals 4.07 76.80 0.72
or groups.
6. Performance appraisal reports in our
organisation are based on objective
4.14 78.55 0.73
assessment and adequate information and
not on favoritism.
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In information technology organisations, employees are assessed on the basis of
their performance. Various types of opportunities have been provided to employees to
develop their skills and to improve their existing performances. Table 8.8 conveys that in
case of item number 1 under this dimension i.e. appraisal-system-feedback is provided
from superiors, has mean score and standard deviation of 4.14 and 0.75 respectively. The
mean score and standard deviation for high employees participation in the appraisal
process are 4.05 and 0.75 respectively. Performance appraisal is based on individual
results, with mean score 4.15 and standard deviation 0.79, on group results, with means
score 4.15 and standard deviation 0.69, on quantifiable standards such as the value of
project completion, with mean score 4.14 and standard deviation 0.76 and on qualitative
standards such as teamwork, with mean score 4.17 and standard deviation 0.76. The
mean score and standard deviation for the item number 4 that is organisations objective
of appraisal process is employees development are 4.10 and 0.76, for discussing the
performance problem with the appropriate individuals or groups are 4.07 and 0.72 and for
appraisal reports being based on objective assessment and adequate information and not
on favouritism are 4.14 and 0.73 respectively. This dimension indicates favourable
human resource development climate in information technology. In this dimension
qualitative standards have highest percentage score that is 79.30. The total mean score,
percentage and standard deviation of development oriented performance appraisal are
4.12, 78.11 and 0.75 respectively. It depicts positive human resource development
climate.
Dimension 8: Compensation
Compensation refers to an effort which is undertaken by companies to make the
life of employee safe, happy and secure. It helps in the improvement of financial
conditions of employees. Table 8.9 shows that in information technology organisations,
each individuals compensation package is determinated through a document procedure
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that is consistent with organisations compensation policy, strategy and plan, with mean
scores 4.04 and standard deviation 0.75. Compensation is determinated on the basis of
companys goals, with mean score 4.13 and standard deviation 0.72. Mean score and
standard deviation for decision regarding an employees compensation package are
communicated to him are 4.06 and 0.75 and for company provides high pay package to
the high performer are 4.14 and 0.68 respectively. The overall mean score, percentage
and standard deviation of this dimension are 4.09, 77.29 and 0.73 respectively. Item
number 4 has the 78.45 highest percentage score. It conveys favourable human resource
development climate in information technology industry.
Dimension 9: Career Development
Career development is important for both, that is for an individual and
an organisation to achieve personal and personnel objectives. Career development refers
to the plans set for proper career advancement to achieve targets in the given time. Table
8.10 depicts that in information technology companies; a personal development plan is
created and maintained for each individual, with mean score 4.11 and standard deviation
0.83. Company provides every employee with opportunities to choose a career path to
suit the individuals core competence, with mean score 3.98 and standard deviation 0.83.
An individual's development plan and activities are periodically reviewed to determine
whether the organisational competency needs will be met, with mean score 3.98 and 0.82
respectively. The mean score and standard deviation for individual to have clear career
path within the organisations are 3.90 and 0.81, for the information technology
organisations have created a learning environment in the organisations for both
professional and personal growth are 3.99 and 0.82 and for job rotation in the
organisations facilitates employee development are 4.01 and 0.84 respectively. This
dimension has the relatively highest percentage score that is 77.65 of item number 1,
followed by 75.25 of item number 6 and by 74.65 of item number 5 and so on. The
overall mean score, percentage and standard deviation of this dimension are 3.99, 74.83
and 0.83 respectively. It indicates that there is little bit need to improve the career
planning in the organisations to make human resource development climate more
effective and favourable.
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Table 8.9
Dimension 8: Compensation (IT Industry)
(N=500)
(H) Compensation Mean %age SD
1. Each individuals compensation package
is determined through a document
procedure that is consistent with 4.04 76.10 0.75
organisations compensation policy,
strategy and plan.
2. Compensation is primarily determined
by results achieved / contribution to the 4.13 78.15 0.72
company.
3. Decisions regarding an individuals
compensation package are 4.06 76.45 0.75
communicated to the individual.
4. In our company high performers are
4.14 78.45 0.68
given higher pay package.
Table 8.10
Dimension 9: Career Development (IT Industry)
(N=500)
(I) Career Development Mean %age SD
1. In our company a personal development
plan is created and maintained for each 4.11 77.65 0.83
individual.
2. Company provides every employee with
opportunities to choose a career path to suit 3.98 74.60 0.83
the individuals core competence.
3. An individuals development plan and
activities are periodically reviewed to
3.98 74.45 0.82
determine whether organisational
competency needs will be met.
4. Individuals in this company have clear
3.90 72.40 0.81
career paths within the organisation.
5. Our company has created a learning
environment in the organisation for both 3.99 74.65 0.82
professional and personal growth.
6. Job rotation in this organisation facilities
4.01 75.25 0.84
employee development.
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Table 8.11
Dimension 10: Value-Added Incentives (IT Industry)
(N=500)
(J) Value-Added Incentives Mean %age SD
1. Employees are offered an extremely
flexible compensation and benefits
package like housing assistance, stock 3.67 66.85 1.04
options, soft loans and asset acquisition
assistance.
2. Extensive performance-based incentives
and bonuses are available to all 3.87 71.75 0.90
employees.
Table 8.12
Total of all Dimensions Mean Score, Percentage and Standard Deviation

(IT Industry)
(N=500)
Dimensions Mean Score of all %age of all SD of all
Dimensions Dimensions Dimensions
Rigorous Selection Process 4.43 85.82 0.67
Value-Based Induction 4.24 80.99 0.71
Comprehensive Training 4.17 79.30 0.80
Team-Based Job Design 4.17 79.24 0.84
Working-Conditions/ 4.20 80.02 0.75
Environment
Employee Friendly Work 4.06 76.59 0.81
Environment
Development Oriented 4.12 78.11 0.75
Performance Appraisal
Compensation 4.09 77.29 0.73
Career Development 3.98 74.83 0.83
Value-Added Incentives 3.77 69.33 0.97
Total Average Human 41.23 - -
Resource Development
Climate Score
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Dimension 10: Value-Added Incentives
Incentives are the financial awards which are given to employees for their good
performances in past and also to motivate them to carry on such performances in future
also. Table 8.11 shows that employees are offered extremely flexible compensation and
benefits package like housing assistance, stock options, soft loans and asset acquisition
assistance with mean score 3.67 and standard deviation 1.04. Extensive performance-
based incentives and bonuses are available to all employees with mean score 3.87 and
standard deviation 0.90. Item number 2 has the highest percentage score 71.75 is
followed by item number 1 with percentage score 66.85. The overall mean score,
percentage and standard deviation of this dimension are 3.77, 69.30 and 0.97
respectively. It reflects satisfactory human resource development climate in information
technology industry. Relatively percentage scores are lower for this dimension.
Total of all Dimensions Mean Score, Percentage and Standard Deviation

Table 8.12 depicts that the total human resource development climate mean score
is 41.23, which indicates very favourable, positive and satisfactory human resource
development climate in the information technology industry. Being a knowledge and
human-led industry, it is necessary for this industry to develop, good and satisfactory
human resource climate for its own growth and survival.
A Comparative Analysis of Software, BPO and Hardware Industries:

After finding the human resource development climate in all organisations
simultaneously, an analysis of human resource development climate has been done
segment-wise. Information technology industry can be divided into three segments -
software, BPO and hardware. A comparative study has been made to analyze in which
type of organisation human resource development climate is very satisfactory. In present
study, eight organisations are software, four are BPOs and one is hardware.
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Human Resource Development Climate in Software Organisations:
Tata Consultancy Services, Wipro Technologies, Infosys Technologies Ltd.,
Birlasoft, Alcatel-Lucent Technologies, Kanbay International, Attra and Quark are the
software organisations. The sample-size in these organisations is 290. There are 10
dimensions with 54 items in the present questionnaire in human resource development
climate.
Table 8.13 conveys that mean score and standard deviation in software
organisations in rigorous selection process are on the basis of written test, on
programming skills, technical interview and general interview. The mean score and
standard deviation for written test are 4.49 and 0.67 and for test on programming skills
are 4.59 and 0.60 respectively. Selection on the basis of general interview item has mean
score and standard deviation of 4.64 and 0.53, whereas on the basis of general interview
item, it is 4.70 and 0.52 respectively. The mean score and standard deviation for the item
that company looks at candidates ability to work in a team are 4.54 and 0.65
respectively.
The overall mean score, percentage and standard deviation on the basis of
selection process dimension are 4.59, 89.79 and 0.60 respectively. General interview has
the highest percentage score that is 92.59 which is followed by technical interview 91.03.
It depicts very satisfactory human resource development climate in software
organisations.

Table 8.14 indicates that mean score and standard deviation for a formal induction
programme for new-comers are 4.56 and 0.54. To learn about organisations in general
with mean score and standard deviation are 4.33 and 0.63, to learn its mission and goals
with mean score and standard deviation are 4.33 and 0.64, to learn its norms and values
with mean score and standard deviation are 4.31 and 0.59 and to learn about its customs
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Table 8.13
Dimension 1: Rigorous Selection Process (Software Sector)
(N=290)
(A ) Rigorous Selection Process Mean %age SD
1. Select the candidates, our company
conducts,
(a) Written Test 4.49 87.16 0.67
2. Our company looks at candidates ability 4.54 88.45 0.65
to work in a team.
Table 8.14
Dimension 2: Value-Based Induction (Software Sector)
(N=290)
1. Our Company organizes a formal induction 4.56 89.05 0.54
programme for new comers very
effectively.
(d) Its customs 4.42 85.52 0.68
3. Induction training is used as an opportunity 4.30 82.50 0.66
in our company to create bonds between the
company and the new employees.
4. The new recruits find induction training 4.19 79.83 0.71
very useful in this organisation.
241
Table 8.15
Dimension 3: Comprehensive Training (Software Sector)
(N=290)
1. Each individuals training needs are 4.32 83.10 0.72
identified in order to develop critical skills
2. When employees are sponsored for training, 4.10 77.50 0.84
they take it seriously.
3. The technical skills of the employees are 4.34 83.45 0.73
seminars.
Table 8.16
Dimension 4: Team-Based Job Design (Software Sector)
(N=290)
1. Self-managed work teams and semi- 4.28 82.07 0.76
autonomous work groups are the building
2. The actual job duties are shaped more by 4.13 78.36 0.78
the employees than by a specific job
description.
3. Employees are given the details of the 4.28 81.98 0.62
4. Individuals and groups are involved in 4.24 80.95 0.64
242
with mean score and standard deviation are 4.42 and 0.68 respectively. The mean score
and standard deviation, to create bonds between the company and new employees are
4.30 and 0.66 respectively. Maximum employees with 4.19 mean score and 0.71 standard
deviation consider that induction training for new employee in an organisation is very
useful. The highest percentage is 89.05 of item number 1. For value-based induction
dimension the overall mean score, percentage and standard deviation are 4.35, 83.74 and
0.64 respectively. It conveys good human resource development climate in software
organisations.

In case of the dimension of comprehensive training, the table 8.15 shows that the
mean score and standard deviation are 4.32 and 0.72, for the need for training to develop
skills among employees. For taking training seriously when sponsored, the mean score
and standard deviation are 4.10 and 0.84 respectively. Through various training
programmes, workshops and seminars, technical skills of employees are constantly
upgraded with mean score and standard deviation are 4.34 and 0.73 respectively. The
highest percentage score is 83.45, which indicates that through training programmes,
workshop and seminars, technical skills of employees are constantly upgraded. The
overall dimensional mean score, percentage and standard deviation are 4.25, 81.35 and
0.76, which show favourable human resource development climate in software
organisations.

Self-managed work teams and semi-autonomous work groups are the building
blocks of the work systems in software organisations, with 4.28 mean score and 0.76
standard deviation shows in table 8.16. Mean score 4.13 and standard deviation 0.78,
convey that actual job duties are shaped more by the employees than by a specific job
description. In software organisations employees are given the detail of the customers
and their requirements with mean score 4.28 and standard deviation 0.62 and individuals
and groups are involved in decision-making with mean score 4.24 and standard deviation
0.64. Item number 1, of this dimension has the 82.07 highest percentage score. The
243
overall dimensions mean score, percentage and standard deviation are 4.23, 80.84 and
0.70 respectively indicate a very positive human resource development climate.
Table 8.17 shows that in software organisations, the quality of physical conditions
provided in the work place are good with mean score 4.50 and standard deviation 0.62.
Organisations have excellent infrastructure with mean score 4.28 and standard deviation
0.67, have control over various sources of interruption and distraction with mean score
4.26 and standard deviation 0.66 and have periodic improvements in work environment
to increase the effectiveness in performing work with mean score 4.36 and standard
deviation 0.62. Mean score and standard deviation for sanitation, ventilation and
furnishing facilities are 4.39 and 0.62, for canteen and refreshment facilities are 3.56 and
0.98 and for safety standards are 4.39 and 0.61 respectively. In working-conditions
dimension, the overall mean score, percentage and standard deviation of this dimension
are 4.25, 81.16 and 0.68 respectively. In this dimension item number 1 has 87.50 highest
percentage score followed by 84.74 of item number 7. It depicts very favourable human
resource development climate in software organisations.

Table 8.18 depicts that in employee friendly work environment dimension, top
management considers human resource as an extremely important resource with mean
score 4.32 and standard deviation 0.73, to make sure that employees enjoy their work
with mean score 4.16 and standard deviation 0.73 and are ready to invest time and other
resources for employees development with mean score 4.35 and standard deviation 0.76.
Top management makes efforts to identify and utilize the potential of employees with
mean score 4.19 and standard deviation 0.75. In these organisations, seniors guide their
juniors and prepare them for future role to take up with mean score 4.10 and standard
deviation 0.74, they delegate their authority to juniors for development, with mean score
4.13 and standard deviation 0.75. The mean score and standard deviation for the item
employees are not afraid to express their feelings with their colleagues are 4.11 and 0.78,
for the item relating to express their feelings with superiors without any fear are 4.19 and
244
Table 8.17
Dimension 5: Working-Conditions/Environment (Software Sector)
(N=290)
1. The quality of physical conditions provided 4.50 87.50 0.62
in the work-place is good.
2. Our company provides excellent 4.28 81.90 0.67
infrastructure and support services for high
performance.
3. Sources of frequent interruption or 4.26 81.38 0.66
distraction that degrade the effectiveness of
work environment are identified and
minimized.
4. Periodic improvements are made to the work 4.36 83.97 0.62
environment that increases effectiveness in
performing work.
5. Sanitation, ventilation and furnishing 4.39 84.66 0.62
facilities in the company are good.
6. Canteen and refreshment facilities 3.56 63.97 0.98
arrangement are good.
7. Safety standards maintained by the 4.39 84.74 0.61
department are good.
245
Table 8.18
Dimension 6: Employee Friendly Work Environment (Software Sector)
(N=290)
1. The top management believes that human 4.32 83.02 0.73
sources are an extremely important resource and
that they have to be treated more humanly.
2. The top management of this organisation goes 4.16 78.97 0.73
out of its way to make sure that employees enjoy
their work.
3. The top management is willing to invest a 4.35 83.79 0.76
considerable part of their time and other resource
to ensure the development of employees.
4. The top management of this organisation makes 4.19 79.83 0.75
efforts to identify and utilize the potential of
employees.
5. Seniors guide their juniors and prepare them for 4.10 77.59 0.74
future responsibilities/roles they are likely to
take-up.
6. When seniors delegate authority to juniors, the 4.13 78.28 0.75
juniors use it as an opportunity for development.
7. Employees are not afraid to express or discuss 4.11 77.84 0.78
their feeling with their colleagues.
8. Employees are encouraged to take initiative and 4.02 75.60 0.79
do things on their own without having to wait for
their feelings with their superiors.
their feelings with their subordinates.
11. Employees are encouraged to experiment with 4.18 79.48 0.70
new methods and try out creative ideas.
12. Weakness of employees is communicated to 4.18 79.40 0.70
them in a non-threatening way.
13. Employees in this organisation are very informal 4.17 79.22 0.78
and do not hesitate to discuss their personal
problems with their superiors/ subordinates.
14. Communication in the organisation is both at 4.16 78.97 0.71
upwards and downward is effective.
15. People in this organisation dont have any fixed 4.12 78.10 0.75
mental impression about each other.
246
0.68 and for the item relating to express the feelings with subordinates are 4.22 and 0.66
respectively. Top management encourages employees to take initiatives and do things
without any instructions with mean score and standard deviation is 4.02 and 0.79
respectively. For employees to do experiments with new methods and try out creative
ideas item has mean score and standard deviation of 4.18 and 0.70 respectively.
Weaknesses of employees are communicated to them in a non-threatening way, has the
mean score 4.18 and standard deviation 0.70. The mean score and standard deviation for
employees in organisations are very informal are 4.17 and 0.78 and for communication in
organisation are 4.16 and 0.71 respectively. People dont have any fixed mental
impression about each other, item has mean score of 4.12 and standard deviation of 0.75.
The mean score and standard deviation for high team spirit in the organisations are 4.19
and 0.72 respectively. The overall mean score, percentage and standard deviation of this
dimension are 4.18, 79.40 and 0.73 respectively. Item number 3 has highest 83.79
percentage score. It conveys a good and favourable human resource development climate
which is prevailing in software organisations.

Table 8.19 refers to development oriented performance appraisal. The mean score
and standard deviation for the item employees performance appraisal system provides
feedbacks from superiors are 4.22 and 0.67 and for the high employee participation in the
appraisal process are 4.20 and 0.68 respectively. Performance appraisal is based on
individuals result with mean score 4.22 and standard deviation 0.69, on group results
with mean score 4.20 and standard deviation 0.63, on quantifiable standards with mean
score 4.19 and standard deviation 0.74 and on qualitative standards with mean score 4.17
and standard deviation 0.69. If any type of performance problem occurs, it is discussed
with the appropriate individuals or groups with mean score 4.15 and standard deviation
0.67. The mean score and standard deviation for objective of appraisal is employee's
development is 4.11 and 0.70. The mean score and standard deviation for performance
247
appraisal reports on the basis of objective assessment and not favouritism are 4.20 and
0.72 respectively. Performance appraisal based on individual results, has the highest
percentage score that is 80.52. The over all mean score, percentage and standard
9deviation for this dimension are 4.19, 79.64 and 0.69, show a good human resource
development climate in software organisations.
Table 8.20 conveys that each employees compensation package is
determined by organisations compensation policy, strategy and plan with mean score
4.11 and standard deviation 0.70. Compensation is primarily determined by the results
achieved/contribution to the company with mean score 4.25 and standard deviation 0.67.
The mean score and standard deviation for decisions regarding compensation package of
an employee being communicated to individual are 4.16 and 0.76 and for paying higher
pay package to the high performers are 4.13 and 0.68 respectively. The organisations
have a good human resource development climate with overall mean score 4.16,
percentage 79.05 and standard deviation 0.70. Item number 2 has the highest 81.21
percentage score in this dimension.

Table 8.21 explains career development dimension. The mean score and
standard deviation to develop personal development plan for each individual are 4.19 and
0.84, for providing every employee to choose career path are 4.11 and 0.82 and for
review of individuals development plan to meet the organisational needs are 4.07 and
0.84 respectively. Individuals have clear career paths within the organisations with mean
248
Table 8.19
(Software Sector)
(N=290)
Appraisal
1. Our performance appraisal system provides 4.22 80.43 0.67
2. There is high employee participation in the 4.20 80.09 0.68
appraisal process.
(b) Group results 4.20 80.00 0.63
(c) Quantifiable standards such as the value 4.19 79.83 0.74
4. The objective of the appraisal process is 4.11 77.84 0.70
5. If performance problems occur they are 4.15 78.79 0.67
discussed with the appropriate individuals
or groups.
6. Performance appraisal reports in our 4.20 80.00 0.72
not on favoritism.
Table 8.20
Dimension 8: Compensation (Software Sector)
(N=290)
1. Each individuals compensation package is 4.11 77.67 0.70
determined through a document procedure
that is consistent with organisations
compensation policy, strategy and plan.
2. Compensation is primarily determined by 4.25 81.21 0.67
results achieved/contribution to the
company.
3. Decisions regarding an individuals 4.16 79.05 0.76
compensation package are communicated
to the individual.
4. In our company high performers are given 4.13 78.28 0.68
higher pay package.
249
Table 8.21
Dimension 9: Career Development (Software Sector)
(N=290)
1. In our company a personal development plan 4.19 79.66 0.84
is created and maintained for each individual.
2. Company provides every employee with 4.11 77.84 0.82
opportunities to choose a career path to suit
3. An individuals development plan and 4.07 76.81 0.84
4. Individuals in this company have clear career 3.99 74.83 0.83
paths within the organisation.
5. Our company has created a learning 4.10 77.50 0.81
environment in the organisation for both
6. Job rotation in this organisation facilities 4.18 79.57 0.81
Table 8.22
Dimension 10: Value-Added Incentives (Software Sector)
(N=290)
1. Employees are offered an extremely flexible 3.72 68.02 1.08
compensation and benefits package like housing
assistance, stock options, soft loans and asset
acquisition assistance.
2. Extensive performance-based incentives and bonuses 3.92 72.93 0.87
are available to all employees.
250
score 3.99 and standard deviation 0.83. The mean score and standard deviation for
creating a learning environment in the organisation for professional and personal growth
are 4.10 and 0.81 and for job rotation facilities for employment are 4.18 and 0.81
respectively. Item number 1 has the highest 79.66 percentage score among different items
of this dimension. The overall mean score, percentage and standard deviation are 4.11,
77.70 and 0.82 respectively. This dimension shows positive human resource development
climate.

Under these, employees of organisations are offered an extremely flexible
compensation and benefits package with mean score 3.72 and standard deviation 1.08 in
table 8.22. Extensive performance based incentives and bonuses are available to all
employees with mean score 3.92 and standard deviation 0.87. The overall mean score,
percentage and standard deviation for this dimension are 3.82, 70.47 and 0.98
respectively. The overall mean score of this dimension is less as compare to other
dimensions of human resource development climate. This dimension of human resource
development climate of the software organisations needs some improvements.
Human Resource Development Climate in BPO Organisations:

In the present study, selected four BPO organisations are as following
Hindustan Computer Limited (HCL), Omnia, Dell International and Pyramid Consulting.
The total sample-size of these organisations is 180. The human resource development
climate in these organisations is as following:

Table 8.23 shows that the selection of candidates is done on the
basis of written test with mean score 4.20 and standard deviation 0.75, on the basis of test
on programming skills with mean score 4.16 and with standard deviation 0.82, on the
basis of technical interview with mean score 4.26 and standard deviation 0.67 and on the
251
basis of general interview with mean score 4.21 and standard deviation 0.70. The
company looks at candidate's ability to work in a team with mean score 4.26 and standard
deviation 0.73. Selection on the basis of technical interview and candidates ability to
work in a team, both items have highest and same score that is 81.39 percent among
different other items, in rigorous selection process. Overall mean score, percentage and
standard deviation are 4.22, 80.39 and 0.73 respectively. It indicates favourable human
resource development climate in BPO organisations.

Induction programme of new employees in BPOs is very effective with mean
score 4.11 and standard deviation 0.81 as shown in table 8.24. Induction training is
provided to new employees to learn about the organisation in general with mean score
4.00 and standard deviation 0.78, about its mission and goals with mean score 4.19 and
standard deviation 0.84, about its norms and values with mean score 4.11 and standard
deviation 0.81 and about its customs with mean score 4.06 and standard deviation 0.77.
The mean score and standard deviation for item, that is induction training is used as an
opportunity to create bonds between the new employee and company are 4.11 and 0.76
and for new recruits to find induction training very useful is 4.04 and 0.81 respectively.
Induction training is given to new employees to learn about organisation's mission and
goals have the highest 79.72 percentage score as compared to other items of this
dimension. The overall mean score, percentage and standard deviation are 4.09, 77.18
and 0.80, which depicts very positive human resource development climate in BPOs.

Table 8.25 explains that the comprehensive training is given to employees to
develop critical skills for the assigned work has mean score of 3.98 and standard
deviation of 0.81. The mean score and standard deviation for taking the training seriously
are 3.95 and 0.90 and for training programmes which develop skills of the employees
252
Table 8.23
Dimension 1: Rigorous Selection Process (BPO Sector)
(N=180)
(A) Rigorous Selection Process Mean %age SD
1. Select the candidates, our company conducts,
(a) Written Test 4.20 80.00 0.75
2. Our company looks at candidates ability to work in a team. 4.26 81.39 0.73
Table 8.24
Dimension 2: Value-Based Induction (BPO Sector)
(N=180)
programme for new comers very effectively.
(d) Its customs 4.06 76.39 0.77
3. Induction training is used as an opportunity in our 4.11 77.78 0.76
company to create bonds between the company and
the new employees.
4. The new recruits find induction training very useful 4.04 76.11 0.81
in this organisation.
Table 8.25
Dimension 3: Comprehensive Training (BPO Sector)
(N=180)
1. Each individuals training needs are identified 3.98 74.58 0.81
in order to develop critical skills needed for the
assigned work.
2. When employees are sponsored for training, 3.95 73.75 0.90
they take it seriously.
training programmes, workshops and seminars.
253
Table 8.26
Dimension 4: Team-Based Job Design (BPO Sector)
(N=180)
description.
Table 8.27
Dimension 5: Working-Conditions/Environment (BPO Sector)
(N=180)
1. The quality of physical conditions 4.06 76.39 0.82
provided in the work-place is good.
2. Our company provides excellent 4.02 75.56 0.88
performance.
3. Sources of frequent interruption or 3.99 74.72 0.74
minimized.
4. Periodic improvements are made to the 3.92 72.92 0.82
work environment that increases
effectiveness in performing work.
5. Sanitation, ventilation and furnishing 3.97 74.17 0.84
facilities in the company are good.
6. Canteen and refreshment facilities 3.91 72.78 0.82
arrangement are good.
7. Safety standards maintained by the 4.02 75.56 0.82
department are good.
254
continuously are 4.19 and 0.83 respectively. The highest percentage score in this
dimension is 79.86 of item number 3. The overall mean score, percentage and standard
deviation of comprehensive training dimension are 4.04, 76.06 and 0.85 respectively. It
conveys a favourable human resource development climate.
Table 8.26 conveys that in BPOs self-managed work teams and semi-autonomous
work group are considered the blocks of the work system with mean score 3.98 and
standard deviation 0.81. The mean score and standard deviation for the actual job duties
are shaped more by the employees than by a specific job description are 4.04 and 0.72
and for employees being given the details of consumers and their requirements are 3.91
and 0.75 and for involving employees in decision-making procedure are 3.88 and 0.73
respectively. Item number 2 has the highest 76.11 percentage score. The overall mean
score, percentage and standard deviation, which indicate good human resource
development climate are 3.95, 73.78 and 0.75 respectively. It needs improvement to
make human resource development climate better.
In these organisations the mean score and standard deviation for good physical
conditions of work place are 4.06 and 0.82 and for excellent infrastructure is 4.02 and
0.88 respectively in table 8.27. The mean score and standard deviation for the item
relating to reduction in interruption and distraction are 3.99 and 0.74 and for periodic
improvements are 3.92 and 0.82 respectively. Sanitation, ventilation and furnishing
facilities are moderately satisfactory with mean score 3.97 and standard deviation 0.84 in
these Organisations. Good canteen and refreshment facilities are prevailing in these
organisations with mean score 3.91 and standard deviation 0.82. For good safety
standards, mean score and standard deviation are 4.02 and 0.82 respectively. The highest
percentage score is 76.39 for item number 1, is followed by item number 2 and item
number 7 respectively. The overall mean score, percentage and standard deviation of this
dimension are 3.98, 74.58 and 0.82, which indicate favourable human resource
development climate.
255
Table 8.28 depicts the mean score and standard deviation regarding employee
friendly work environment dimension. The top management accepts that employees are
extremely important resource and must be treated more humanly with mean score 3.95
and standard deviation 0.84 in BPOs. Top management, goes out of its way to make sure
that employees enjoy their work with mean score 3.97 and standard deviation 0.87. The
mean score and standard deviation for investing time and other resources for the
development of employees are 4.02 and 0.86, for the item relating to efforts to identify
and utilize the potential of employees are 4.13 and 0.86, for seniors to guide the juniors to
prepare them for future responsibility are 3.94 and 0.91, for seniors to delegate authority
to juniors are 4.06 and 0.88 respectively. Employees are not afraid to express or discuss
their feeling with their colleagues, with mean score 4.04 and standard deviation 0.88,
with their superiors, with mean score 3.96 and standard deviation 0.74, with subordinates,
with mean score 4.06 and standard deviation 0.77 and employees are encouraged to take
initiative and do things on their own without have to wait for instructions from
supervisors with mean score 4.03 and 0.87. In BPOs, employees are relatively less
motivated to do experiments with new methods or ideas with mean score 3.84 and
standard deviation 0.77. The mean score and standard deviation for communicating the
weakness of employees in non-threatening way are 3.94 and 0.83, for employees are very
informal and do not hesitate to discuss their personal problems with any one are 3.81 and
0.86, for communication is both upward and downward ways are 4.00 and 0.79, for
people have not fixed mental impression about each other are 3.97 and 0.85 and for high
team spirit in organisations are 4.03 and 0.86 respectively. The top management makes
efforts to identify and utilize the potential of employees have highest 78.19 percentage
score as compare to other items of this dimension. The overall mean score and percentage
score of this dimension are 3.98 and 74.60, which indicates that there is need to improve
the relationship among employees, employers and management. The overall standard
deviation is 0.84 of this dimension.
256
Table 8.28
Dimension 6: Employee Friendly Work Environment (BPO Sector)
(N=180)
1. The top management believes that human sources 3.95 73.75 0.84
are an extremely important resource and that they
have to be treated more humanly.
2. The top management of this organisation goes out of 3.97 74.17 0.87
its way to make sure that employees enjoy their
work.
considerable part of their time and other resource to
ensure the development of employees.
employees.
future responsibilities / roles they are likely to take-
up.
7. Employees are not afraid to express or discuss their 4.04 76.11 0.88
feeling with their colleagues.
8. Employees are encouraged to take initiative and do 4.03 75.83 0.87
things on their own without having to wait for
feelings with their superiors.
feelings with their subordinates.
11. Employees are encouraged to experiment with new 3.84 71.11 0.77
methods and try out creative ideas.
12. Weakness of employees is communicated to them in 3.94 73.61 0.83
a non-threatening way.
257
Table 8.29
(BPO Sector)
(N=180)
Appraisal
appraisal process.
(b) Group results 4.10 77.50 0.77
(c) Quantifiable standards such as the value 4.06 76.53 0.80
discussed with the appropriate individuals
or groups.
6. Performance appraisal reports in our 4.08 77.08 0.76
not on favoritism.
Table 8.30
Dimension 8: Compensation (BPO Sector)
(N=180)
company.
3. Decisions regarding an individuals 3.96 73.89 0.71
to the individual.
higher pay package.
258
Table 8.29 shows that the items relating to feedback regarding employees
performance appraisal system is provided from superiors in BPOs has the mean score
4.08 and standard deviation 0.82. The mean score and standard deviation of item number
2 that is high employee participation in the appraisal process are 3.90 and 0.76 which are
low as compared to any other item in this dimension. Performance appraisal is based on
individual results with mean score 4.08 and standard deviation 0.89, group results with
mean score 4.10 and standard deviation 0.77, quantifiable standards with mean score 4.06
and standard deviation 0.80 and qualitative standards with mean score 4.18 and standard
deviation 0.86. The mean score and standard deviation for the item i.e. objective of
appraisal process is employees development are 4.12 and 0.86, for discussing the
performance appraisal with the appropriate individuals or groups are 4.00 and 0.79 and
for unbiased performance appraisal reports are 4.08 and 0.76. Item number 4 has the
highest 77.92 mean score. The overall mean score, percentage and standard deviation of
this dimension are 4.07, 76.67 and 0.81, thereby referring good human resource
development climate.
Table 8.30 shows the item i.e. employees compensation package is based on
organisational policy, strategy and plan has mean score 4.01 and standard deviation 0.79.
Mean score 3.97 and standard deviation 0.76 refer to average human resource
development climate in context of determination of compensation on the basis of results.
The mean score and standard deviation for decisions regarding an employees
compensation package are communicated to the employee are 3.96 and 0.71 and the high
performer gets high package are 4.13 and 0.69 respectively. Item number 4 has highest
78.33 percentage score which is followed by item number 1 with 75.28 percentage score.
75.45 and 0.74 respectively. It refers to very positive human resource development
climate.
259
BPO organisations develop a personal development plan and maintain it for each
employee with score 4.03 and standard deviation 0.84 is shown in table 8.31. The mean
score and standard deviation for opportunity for choosing a career path for every
employee are 3.80 and 0.85 respectively. Individuals development plans are periodically
evaluated to meet the need of organisations, with mean score 3.84 and standard deviation
0.80 respectively. For clear career path for an employee in the organisation, mean score is
3.74 and standard deviation is 0.76 and for creating learning environment for professional
and personal growth, the mean score and standard deviation are 3.82 and 0.84
respectively. Job rotation in BPOs facilitates an employees development with mean
score is 3.77 and standard deviation is 0.86. The overall mean score, percentage and
standard deviation of this dimension are 3.88, 70.83 and 0.83, show an average human
resource development climate, which can be further improved.

Table 8.32 conveys that incentives like housing assistance, stock options, soft
loans and asset acquisition assistance are given to employees with mean score 3.73 and
standard deviation 0.92. Further extensive performance based incentives and bonuses are
available to all employees with mean score 3.89 and standard deviation 0.89 respectively.
This dimension conveys average human resource development climate with overall mean
score 3.81 and standard deviation 0.91 respectively. The overall percentage score of this
dimension is 70.21.
Human Resource Development Climate in Hardware Organisation:

In the present study, only one organisation from hardware sector has been
surveyed. The hardware organisation that is Semi-Conductor Laboratory (SCL) has been
selected with sample-size of 30 employees. Semi-Conductor Laboratory is a public sector
organisation.
260
Table 8.31
Dimension 9: Career Development (BPO Sector)
(N=180)
1. In our company a personal development 4.03 75.83 0.84
plan is created and maintained for each
individual.
opportunities to choose a career path to suit
3. An individuals development plan and 3.84 70.97 0.80
4. Individuals in this company have clear 3.74 68.47 0.76
career paths within the organisation.
5. Our company has created a learning 3.82 70.56 0.84
environment in the organisation for both
Table 8.32
Dimension 10: Value-Added Incentives (BPO Sector)
(N=180)
1. Employees are offered an extremely 3.73 68.19 0.92
flexible compensation and benefits package
like housing assistance, stock options, soft
loans and asset acquisition assistance.
2. Extensive performance-based incentives 3.89 72.22 0.89
and bonuses are available to all employees.
261
Table 8.33
Dimension 1: Rigorous Selection Process (Hardware Sector)
(N=30)
(A) Rigorous Selection Process Mean %age SD
1. Select the candidates, our company conducts,
(a) Written Test 4.20 80.00 0.48
2. Our company looks at candidates ability to 4.17 79.17 0.73
work in a team.
Table 8.34
Dimension 2: Value-Based Induction (Hardware Sector)
(N=30)
programme for new comers very effectively.
(d) Its customs 4.03 75.83 0.41
3. Induction training is used as an opportunity in our 3.83 70.83 0.97
company to create bonds between the company
and the new employees.
4. The new recruits find induction training very 4.20 80.00 0.54
262
Table 8.33 conveys that in hardware organisation candidates are selected on the
basis of written test with mean score 4.20 and standard deviation 0.48, on the basis of test
on programming skills with mean score 4.17 and standard deviation 0.45, on the basis of
technical interview with mean score 4.30 and standard deviation 0.46 and on the basis of
general interview with mean score 4.17 and standard deviation 0.45. The mean score and
standard deviation for the item that is company looks at candidates ability to work in a
team are 4.17 and 0.73. The highest percentage score is 82.50 for the item number 1(c).
80.00 and 0.52 respectively, which depict favourable human resource development
climate in hardware organisation.

Hardware organisation organizes a formal induction programme for new-comer in
a very effective way with mean score 4.17 and standard deviation 0.45 respectively is
shown in table 8.34. The new comers learn about organisation in general with mean score
4.20 and standard deviation 0.60, about mission and goals of organisation with mean
score 4.13 and standard deviation 0.43, about norms and values with mean score 4.07 and
standard deviation 0.44 and about its customs with mean score 4.03 and standard
deviation 0.41. The mean score and standard deviation for induction training to create
bonds between the company and the new employees are 3.83 and 0.97 and considering
induction training useful for new employees are 4.20 and 0.54. The highest percentage
score is 80.00 for the item number 2(a) i.e. relating to induction training to new comers
about organisation in general and for item number 4 relating to considering induction
training being useful for new employee. The overall mean score, percentage and standard
deviation of this dimension are 4.09, 77.26 and 0.55, again indicate a very positive
human resource development climate.
263
Table 8.35 depicts that comprehensive training is given to each employee in
hardware organisation, to develop critical skills to accomplish the given project with
mean score 4.17 and standard deviation 0.52. The mean score and standard deviation for
taking training very seriously are 4.13 and 0.62 and for accepting that training
programmes, workshops and seminars, help in upgrading the skills continuously are 4.17
and 0.69 respectively. Item number 1 and number 3 of this dimension, have highest
percentage score that is 79.17. This dimension conveys a very favourable human resource
development climate with overall mean score 4.16, percentage 78.89 and standard
deviation 0.61.

Table 8.36 shows that mean score and standard deviation for self-managed work
teams and semi-autonomous work group are 3.87 and 0.67 and for actual job duties are
shaped more by the employee than by a specific job description are 3.93 and 0.68
respectively. In this organisation, details about consumers requirements are provided to
employees with mean score 3.90 and standard deviation 0.75. The mean score and
standard deviation for the participation of employees in making decisions that affect the
work are 3.73 and 0.81 respectively. In team-based job design dimension, item number 2
has the highest 73.33 percentage score. The overall mean score, percentage and standard
deviation of this dimension are 3.86, 71.46 and 0.73 respectively and convey an average
human resource development climate in hardware organisation. There is scope for
improvement in this dimension in this organisation.
264
Table 8.35
Dimension 3: Comprehensive Training (Hardware Sector)
(N=30)
1. Each individuals training needs are 4.17 79.17 0.52
identified in order to develop critical skills
2. When employees are sponsored for 4.13 78.33 0.62
training, they take it seriously.
seminars.
Table 8.36
Dimension 4: Team-Based Job Design (Hardware Sector)
(N=30)
description.
265
Table 8.37
Dimension 5: Working-Conditions/Environment (Hardware Sector)
(N=30)
1. The quality of physical conditions provided
in the work-place is good. 4.30 82.50 0.82
2. Our company provides excellent
performance. 4.33 83.33 0.83
3. Sources of frequent interruption or
minimized. 4.13 78.33 0.96
4. Periodic improvements are made to the
work environment that increases
effectiveness in performing work. 4.20 80.00 0.95
5. Sanitation, ventilation and furnishing
facilities in the company are good. 4.43 85.83 0.84
6. Canteen and refreshment facilities
arrangement are good. 4.43 85.83 0.76
7. Safety standards maintained by the
department are good. 4.67 91.67 0.62
266
Table 8.37 conveys that hardware organisation has provided good physical
conditions at the work-place with mean score 4.30 and standard deviation 0.82 and also
has excellent infrastructure and support services with mean score 4.33 and standard
deviation 0.83. In order to make work more effective, organisation often tries to find out
and reduce the sources of interruption or distraction, with mean score 4.13 and standard
deviation 0.96. The mean score and standard deviation for effective periodic
improvements in working conditions are 4.20 and 0.95, for good sanitation, ventilation
and furnishing facilities are 4.43 and 0.84 and for good canteen and refreshment facilities
are 4.67 and 0.76 respectively. Good safety standards are adopted by organisation with
mean score 4.67 and standard deviation 0.62 respectively. In this organisation the highest
percentage score is 91.67, for very effective safety standards. The overall mean score,
percentage and standard deviation for this dimension are 4.36, 83.93 and 0.82
respectively, which indicates a very favourable and positive human resource development
climate in this dimension.

The top management considers human resource a vital asset and treats it more
humanly with mean score 3.90 and standard deviation 0.98 and ensures that employees
enjoy their work with mean score 3.67 and standard deviation 0.83 in table 8.38. The top
management is willing to invest its time and resources to ensure the development of
employees with mean score 3.90 and standard deviation 0.79 and also makes efforts to
identify and utilize the potential of employees with mean score 4.13 and standard
deviation 0.62. Seniors guide their juniors and prepare them for future role with mean
score 3.70 and standard deviation 0.82 and they delegate their authority to juniors with
267
mean score 3.43 and standard deviation 0.80 indicates an average human resource
development climate. Further employees are not afraid to express and discuss their
feelings with the colleagues, superiors and subordinates with mean score and standard
deviation are 3.10 and 0.91, 3.07 and 1.06 and 3.23 and 0.99 respectively. Employees are
encouraged to take initiatives and do things on their own without having to wait for
instructions from supervisors with mean score 3.23 and standard deviation 1.26 and they
are encouraged to experiment with new methods and try out creative ideas with mean
score 3.30 and standard deviation 0.94. The mean score and standard deviation for
employees in organisations are very informal and do not hesitate to discuss any personal
problem with any one are 3.07 and 0.96 respectively. Organisation communicates the
weakness of employees in a non-threatening way with mean score 3.13 and standard
deviation 0.96. The mean score and standard deviation for upward and downward
communication are 3.13 and 0.72 and for employees dont have any fixed mental
impression about each other are 3.53 and 0.88 respectively. In this organisation there is
moderate team spirit with mean score 3.93 and standard deviation 1.03. Item number 4
have the highest 78.33 percentage score among different items of this dimension. The
overall mean score, percentage and standard deviation of employees' friendly work
environment dimension are 3.47, 61.67 and 0.91 respectively. This dimension conveys an
average human resource development climate in hardware organisation. It is a public
sector organisation; more emphasis is not given to establish good employee, employer
and management relations. Hence, there is a need to improve this dimension.
268
Table 8.38
Dimension 6: Employee Friendly Work Environment (Hardware Sector)
(N=30)
1 The top management believes that human sources 3.90 72.50 0.98
are an extremely important resource and that they
have to be treated more humanly.
2. The top management of this organisation goes out 3.67 66.67 0.83
of its way to make sure that employees enjoy their
work.
considerable part of their time and other resource
to ensure the development of employees.
employees.
future responsibilities/roles they are likely to take-
up.
their feeling with their colleagues.
8. Employees are encouraged to take initiative and 3.23 55.83 1.26
do things on their own without having to wait for
their feelings with their superiors.
their feelings with their subordinates.
11. Employees are encouraged to experiment with 3.30 57.50 0.94
new methods and try out creative ideas.
12. Weakness of employees is communicated to them 3.13 53.33 0.96
in a non-threatening way.
269
Table 8.39
Dimension 7: Development Oriented Performance Appraisal (Hardware Sector)
(N=30)
(G) Development Oriented Performance Appraisal Mean %age SD
appraisal process.
(b) Group results 3.97 74.17 0.75
(c) Quantifiable standards such as the value of 4.10 77.50 0.70
project completed.
discussed with the appropriate individuals or
groups.
6. Performance appraisal reports in our organisation 3.93 73.33 0.57
are based on objective assessment and adequate
information and not on favoritism.
Table 8.40
Dimension 8: Compensation (Hardware Sector)
(N=30)
company.
3 Decisions regarding an individuals 3.67 66.67 0.70
to the individual.
higher pay package.
270
Table 8.39 shows that in hardware organisation performance appraisal system
provides feedbacks from superiors with mean score 3.77 and standard deviation 0.88.
Employees participation in the appraisal process is the highest with mean score 3.50 and
standard deviation 0.85. The mean score and standard deviation for individual results are
3.80 and 0.91, for group results are 3.97 and 0.75, for quantifiable standards are 4.10 and
0.70 and for qualitative standards are 4.17 and 0.73, all are the bases of performance
appraisal. The objective of appraisal process is employees development with mean score
3.93 and standard deviation 0.63. In any case if any problem occurs then it is discussed
with appropriate person or group with mean score 3.73 and standard deviation 0.63.
Performance appraisal reports are based on objective assessment and adequate
information and not on favouritism with mean score 3.93 and standard deviation 0.57.
The overall mean score, percentage and standard deviation are 3.88, 71.94 and 0.74
respectively. This data reveals that there is a need to improve the human resource
development climate in context of this dimension.
The compensation package is determined by a document procedure that is
consistent with organisations compensations policy, strategy and plan with mean score
3.63 and standard deviation 0.75 in table 8.40. Compensation is primarily determined by
results achieved/contribution to the company with mean score 3.87 and standard
deviation 0.67. The decision regarding an employees compensation package is
communicated to the employee with mean score 3.67 and standard deviation 0.70. The
mean score and standard deviation for high performer are given higher pay packages are
4.23 and 0.67 respectively. Item number 4 have the highest 80.83 percentage score in this
dimension. The human resource development climate is not very good in this
organisation as revealed by overall mean score, percentage and standard deviation of this
dimension are 3.85, 71.25 and 0.70 respectively.
271
Table 8.41 shows that mean score and standard deviation for organisation to
create and maintain a personal development plan for each employee are 3.77 and 0.62
and for providing every employee with opportunities to choose a career path which suit to
his skill are 3.83 and 0.58 respectively. For the item relating of individuals development
plan and activities periodical review to meet organisational desires, the mean score and
standard deviation are 3.90 and 0.60 and for having clear career path for employees
within the organisation these values are 3.90 and 0.65 respectively. The company has
created learning environment for professional as well as personal growth with mean score
3.87 and standard deviation 0.56. The mean score and standard deviation for job rotation
for employee development are 3.80 and 0.65 respectively. Items 3 and 4 both have equal
and highest 72.50 percentage score. The overall mean score, percentage and standard
deviation are 3.84, 71.11 and 0.61 respectively. It conveys the need for improving human
resource development climate.

Table 8.42 depicts that employees are offered an extremely flexible compensation
and benefit package with mean score 2.90 and standard deviation 0.94. Extensive
performance based incentives and bonuses are given to all employees with mean score
3.30 and standard deviation 0.90. Item number 2 of this dimension has the highest 57.50
percentage score. The overall mean score, percentage and standard deviation of value-
added incentives dimension are 3.10, 52.50 and 0.92 respectively. The human resource
development climate, in context of this dimension is not high in this organisation and
needs some improvements.
272
Table 8.41
Dimension 9: Career Development (Hardware Sector)
(N=30)
1. In our company a personal development plan is 3.77 69.17 0.62
created and maintained for each individual.
opportunities to choose a career path to suit the
individuals core competence.
3. An individuals development plan and activities 3.90 72.50 0.60
are periodically reviewed to determine whether
organisational competency needs will be met.
4. Individuals in this company have clear career 3.90 72.50 0.65
paths within the organisation.
5. Our company has created a learning environment 3.87 71.67 0.56
in the organisation for both professional and
personal growth.
Table 8.42
Dimension 10: Value-Added Incentives (Hardware Sector)
(N=30)
1. Employees are offered an extremely flexible 2.90 47.50 0.94
compensation and benefits package like housing
assistance, stock options, soft loans and asset
2. Extensive performance based incentives and 3.30 57.50 0.90
bonuses are available to all employees.
273
Mean Score, Percentage and Standard Deviation of the Organisations on
Dimensions of Human Resource Development Climate
In the present study, all different types of information technology organisations
have been studied. All surveyed organisations have been classified into three segments -
software organisations, BPO organisations and hardware organisation. Most of the
organisations in the present study are MNCs and private organisations excepting single
hardware organisation (SCL), which is a public organisation. The total mean score of
human resource development climate of the survey shows that human resource
development climate is highly positive, good, satisfactory and favourable in software
organisations with 42.13 mean scores. Whereas total mean score of human resource
development climate in BPO organisations is 39.99 and in hardware organisation is
38.81. There is only a difference of 1.18 score between these two segments. Hardware
organisation in present study is a public organisation; there is not so open culture as in
software and BPOs (either MNC or private organisations). The overall total mean score
of human resource development climate of all dimensions are 41.23, which depicts good
and favourable human resource development climate.
Item-wise ANOVA Analysis of Software, BPOs and Hardware Sectors:

In this chapter one- way ANOVA analysis has been used to analyse the item-wise
mean differences among the means of three sectors viz software, BPOs and hardware.
Human resource development climate survey includes the ten different dimensions in the
study. These ten dimensions include 54 items in the questionnaire of human resource
development climate survey. ANOVA analysis has been applied on these 54 items. Item-
wise ANOVA analysis of software, BPOs and hardware sectors indicates that whether the
sector-wise mean scores of various items in the human resource development climate
survey are significantly different from each other or not. If the calculated value of F
statistic of an item is higher than the tabulated value at 1% or 5% level of significance,
we can conclude that there are significant mean differences among sectors that are
software, BPOs and hardware. Results of ANOVA show that most of the item-mean
scores of these sectors are significantly different from each other as the calculated values
of F ratio are higher than tabulated values of F ratio. Thus null hypothesis of equal means
of these three sectors is rejected.
274
Table 8.43
Mean Score, Percentage and Standard Deviation of the Organisations on Dimension
of Human Resource Development Climate
Sectors Software BPO Hardware

Dimensions Mean %age SD Mean %age SD Mean %age SD
Score Score Score
Rigorous Selection 4.59 89.79 0.60 4.22 80.39 0.73 4.20 80.00 0.52
Process
Value-Based Induction 4.35 83.74 0.64 4.09 77.18 0.80 4.09 77.26 0.55
Comprehensive 4.25 81.35 0.76 4.04 76.06 0.85 4.16 78.89 0.61
Training
Team-Based Job 4.23 80.84 0.70 3.95 73.78 0.75 3.86 71.46 0.73
Design
Working-conditions/ 4.25 81.16 0.68 3.98 74.58 0.82 4.36 83.93 0.82
Environment
Employee Friendly 4.18 79.40 0.73 3.98 74.60 0.84 3.47 61.67 0.91
Work Environment
Development Oriented 4.19 79.64 0.69 4.07 76.67 0.81 3.88 71.94 0.74
Compensation 4.16 79.05 0.70 4.02 75.45 0.74 3.85 71.25 0.70
Career Development 4.11 77.70 0.82 3.83 70.83 0.83 3.84 71.11 0.61
Value-Added 3.82 70.47 0.98 3.81 70.21 0.91 3.10 52.50 0.92
Incentives
Total Human Resource 42.13 - - 39.99 - - 38.81 - -
Development Climate
275
Table 8.44
Item-wise ANOVA Analysis of Software, BPOs and Hardware Sectors
Particulars ANOVA Sum of df Mean F

Squares Squares
(A) Rigorous Selection
Process
1. Select the candidates, our
company conducts
(a) Written Test Between groups 10.2450 2 5.12 *10.6950
Within groups 238.0448 497 0.48
Total 248.2898 499
(b) Test On Programming Between groups 22.3740 2 11.19 *24.1041
Skills
Within groups 230.6634 497 0.46
Total 253.0374 499
(c) Technical Interview Between groups 17.9180 2 8.96 *26.3083
Within groups 169.2479 497 0.34
Total 187.1659 499
(d) General Interview Between groups 31.1940 2 15.60 *45.0530
Within groups 172.0577 497 0.35
Total 203.2517 499
2. Our company looks at *11.2001
candidates ability to work Between groups 10.6590 2 5.33
in a team. Within groups 236.4939 497 0.48
Total 247.1529 499
(B) Value-Based Induction
1. Our Company organizes a Between groups 24.9140 2 12.46 *29.4054
formal induction Within groups 210.5439 497 0.42
programme for new comers
Total 235.4579 499
very effectively
2. Induction training provides
an excellent opportunity for
new comers to learn
comprehensively about
(a) The organisation in general Between groups 12.1010 2 6.05 *12.6871
Within groups 237.0207 497 0.48
Total 249.1217 499
(b) Its mission and goals Between groups 52.8960 2 26.45 *52.3851
Within groups 250.9238 497 0.50
Total 303.8198 499
(c) Its norms and values Between groups 5.7090 2 2.85 *6.3531
Within groups 223.3059 497 0.45
276
Squares Squares
Total 229.0149 499
(d) Its customs Between groups 16.0500 2 8.03 *16.1418
Within groups 247.0870 497 0.50
Total 263.1370 499
3. Induction training is used Between groups 8.4650 2 4.23 *8.1267
as an opportunity in our Within groups 258.8444 497 0.52
company to create bonds
between the company and Total 267.3094 499
the new employees.
4. The new recruits find Between groups 2.6330 2 1.32 2.4088
induction training very Within groups 271.6307 497 0.55
Total 274.2637 499
(C) Comprehensive Training
1. The training needs of each Between groups 12.8660 2 6.43 *11.4740
individual are identified in
Within groups 278.6477 497 0.56
order to develop critical
skills needed for the Total 291.5137 499
assigned work.
2. When employees are Between groups 2.7680 2 1.38 1.8891
sponsored for training, they Within groups 364.1167 497 0.73
take it seriously
Total 366.8847 499
3. The technical skills of the Between groups 2.5590 2 1.28 2.1834
employees are constantly
upgraded through a variety
of training programmes, Within groups 291.2439 497 0.59
workshops and seminar Total 293.8029 499
(D) Team- Based Job Design
1. Self-managed work teams Between groups 12.4550 2 6.23 *10.3795
and semi-autonomous work Within groups 298.1916 497 0.60
groups are the building
Total 310.6466 499
blocks of the work system
2. The actual job duties are Between groups 1.6820 2 0.84 1.4652
shaped more by the Within groups 285.2663 497 0.57
employees than by a
Total 286.9483 499
specific job description
3. Employees are given the Between groups 17.5880 2 8.79 *18.9639
details of the consumers and Within groups 230.4703 497 0.46
their requirements
Total 248.0583 499
4. Individuals and groups are Between groups 18.0920 2 9.05 *19.0696
involved in making Within groups 235.7605 497 0.47
decisions that affect their
work Total 253.8525 499
(E) Working-Conditions/
Environment
1. The quality of physical Between groups 21.5300 2 10.77 *21.0435
conditions provided in the Within groups 254.2444 497 0.51
277
Squares Squares
work-place is good. Total 275.7744 499
2. Our company provider Between groups 8.2260 2 4.11 *7.0365
excellent infrastructure and
support services for high Within groups 290.5088 497 0.58
performance. Total 298.7348 499
3. Sources of frequent Between groups 7.5200 2 3.76 *7.4581
interruption or distraction
that degrade the Within groups 250.5617 497 0.50
effectiveness of work Total 258.0817 499
environment are identified
and minimized
4. Periodic improvements are Between groups 21.5060 2 10.75 *20.6140
made to the work Within groups 259.2534 497 0.52
environment that increases
effectiveness in performing Total 280.7594 499
work
5. Sanitation, ventilation and Between groups 20.8470 2 10.42 *19.9317
furnishing facilities in the Within groups 259.9115 497 0.52
company are good
Total 280.7585 499
6. Canteen and refreshment Between groups 29.2980 2 14.65 *17.5169
facilities arrangement are Within groups 415.6297 497 0.84
good
Total 444.9277 499
7. Safety standards maintained Between groups 19.9890 2 9.99 *20.9107
by the department are good Within groups 237.5467 497 0.48
Total 257.5357 499
(F) Employee Friendly Work
Environment
1. The top management Between groups 17.3900 2 8.70 *13.9209
believes that human sources Within groups 310.4259 497 0.62
are an extremely important
resource and that they have Total 327.8159 499
to be treated more humanly.
2. The top management of this Between groups 8.9210 2 4.46 *7.1704
organisation goes out of its
way to make sure that Within groups 309.1701 497 0.62
employees enjoy their work Total 318.0911 499
3. The top management is Between groups 15.7230 2 7.86 *12.2185
willing to invest a Within groups 319.7741 497 0.64
considerable part of their
Total 335.4971 499
time and other resource to
ensure the development of
employees.
4. The top management of this Between groups 0.5760 2 0.29 0.4697
organisation makes efforts Within groups 304.7140 497 0.61
to identify and utilize the
Total 305.2900 499
potential of employees.
5. Seniors guide their juniors Between groups 6.0800 2 3.04 *4.6540
278
Squares Squares
and prepare them for future Within groups 324.6410 497 0.65
responsibilities / roles they Total 330.7210 499
are likely to take-up
6. When seniors delegate Between groups 13.3460 2 6.67 *10.3695
authority to juniors, the
juniors use it as an Within groups 319.8318 497 0.64
opportunity for Total 333.1778 499
development
7. Employees are not afraid to Between groups 28.3680 2 14.18 *20.7587
express or discuss their Within groups 339.5893 497 0.68
feeling with their
colleagues. Total 367.9573 499
8. Employees are encouraged Between groups 17.7890 2 8.89 *12.0781
to take initiative and do Within groups 365.9977 497 0.74
things on their own without
having to wait for Total 383.7867 499
instructions from
supervisors.
express or discuss their
Within groups 266.6973 497 0.54
feelings with their
superiors. Total 302.6013 499
express or discuss their Within groups 263.2421 497 0.53
feelings with their
Total 290.5751 499
subordinates.
11. Employees are encouraged Between groups 28.1120 2 14.06 *25.6248
to experiment with new Within groups 272.6203 497 0.55
methods and try out creative
ideas. Total 300.7323 499
12. Weakness of employees is Between groups 32.2830 2 16.14 *27.3854
communicated to them in a Within groups 292.9421 497 0.59
non-threatening way.
Total 325.2251 499
13. Employees in this Between groups 41.6450 2 20.82 *30.7284
organisation are very
informal and do not hesitate Within groups 336.7818 497 0.68
to discuss their personal Total 378.4268 499
problems with their
superiors/ subordinates.
14. Communication in the Between groups 29.3070 2 14.65 *26.5630
organisation is both at
upwards and downward is Within groups 274.1701 497 0.55
effective. Total 303.4771 499
15. People in this organisation Between groups 10.7310 2 5.37 *8.4710
dont have any fixed mental
impression about each Within groups 314.7977 497 0.63
other.
Total 325.5287 499
16. Team spirit is of high order Between groups 3.9620 2 1.98 **3.1270
in this organisation. Within groups 314.8529 497 0.63
279
Squares Squares
Total 318.8149 499
(G) Development Oriented
1. Our performance appraisal Between groups 6.6110 2 3.31 *5.9611
system provides feedback Within groups 275.5916 497 0.55
from superiors.
Total 282.2026 499
2. There is high employee Between groups 19.6500 2 9.83 *18.7307
participation in the appraisal Within groups 260.6966 497 0.52
process.
Total 280.3466 499
3. Performance appraisal is
based on
(a) Individual results *4.6888
Between groups 5.7440 2 2.87
Within groups 304.4259 497 0.61
Total 310.1699 499
(b) Group results Between groups 2.1470 2 1.07 2.2458
Within groups 237.5667 497 0.48
Total 239.7137 499
(c) Quantifiable standards such Between groups 1.9250 2 0.96 1.6483
as the value of project Within groups 290.2140 497 0.58
completed.
Total 292.1390 499
(d) Qualitative standards such Between groups 0.0210 2 0.01 0.0182
as teamwork. Within groups 287.1985 497 0.58
Total 287.2195 499
4. The objective of the Between groups 0.9140 2 0.46 0.7951
appraisal process is Within groups 285.6615 497 0.57
Total 286.5755 499
5. If performance problems *6.0433
occur they are discussed Between groups 6.2060 2 3.10
with the appropriate Within groups 255.1908 497 0.51
individuals or groups.
Total 261.3968 499
6. Performance appraisal
reports in our organisation Between groups 3.0150 2 1.51 2.8595
are based on objective Within groups 262.0167 497 0.53
assessment and adequate
Total 265.0317 499
information and not on
favoritism.
(H) Compensation
1. Each individuals *5.6959
compensation package is Between groups 6.2490 2 3.12
determined through a Within groups 272.6307 497 0.55
document procedure that is
Total 278.8797 499
consistent with
280
Squares Squares
organisations
compensation policy,
strategy and plan.
2. Compensation is primarily *10.1741
determined by results Between groups 10.2540 2 5.13
achieved / contribution to Within groups 250.4519 497 0.50
the company.
Total 260.7059 499
3. Decisions regarding an *8.4722
individuals compensation Between groups 9.2630 2 4.63
package are communicated Within groups 271.6939 497 0.55
to the individual.
Total 280.9569 499
4. In our company high Between groups 0.3290 2 0.16 0.3506
performers are given higher Within groups 233.1874 497 0.47
pay package.
Total 233.5164 499
(I) Career Development
1. In our company a personal Between groups 6.2060 2 3.10 **4.5211
development plan is created
and maintained for each Within groups 341.1115 497 0.69
individual. Total 347.3175 499
2. Company provides every Between groups 11.4080 2 5.70 *8.4823
employee with Within groups 334.2115 497 0.67
opportunities to choose a
Total 345.6195 499
career path to suit the
individuals core
competence.
3. An individuals Between groups 6.0690 2 3.03 *4.5909
development plan and Within groups 328.5071 497 0.66
activities are periodically
reviewed to determine Total 334.5761 499
whether organisational
competency needs will be
met.
4. Individuals in this company Between groups 7.5080 2 3.75 *5.8411
have clear career paths Within groups 319.4140 497 0.64
within the organisation.
Total 326.9220 499
5. Our company has created a Between groups 8.5490 2 4.27 *6.5191
learning environment in the Within groups 325.8778 497 0.66
organisation for both
professional and personal Total 334.4268 499
growth.
6. Job rotation in this Between groups 20.0720 2 10.04 *14.8311
organisation facilities Within groups 336.3138 497 0.68
Total 356.3858 499
(J) Value-Added Incentives
1. Employees are offered an Between groups 18.9620 2 9.48 *9.0488
281
Squares Squares
extremely flexible Within groups 520.7370 497 1.05
compensation and benefits Total 539.6990 499
package like housing
assistance, stock options,
soft loans and asset
2. Extensive performance Between groups 10.5440 2 5.27 *6.7168
based incentives and
Within groups 390.0916 497 0.78
bonuses are available to all
employees. Total 400.6356 499
*Significant at 1% level of significance
** Significant at 5% level of significance
282
Calculated values of some items are lower than tabulated values, so null
hypothesis is accepted, hence there is no sector-wise mean differences. The calculated
value of F ratio of item number 4 of dimension 2, i.e. new recruits find induction training
very useful that is 2.4088, which is less than tabulated value of F ratio, hence mean
difference is insignificant. Likewise the calculated value of F ratio of item number 2 of
dimension 3, i.e. the employees take training seriously when sponsored, is 1.8891, which
is less than tabulated value of F ratio, hence mean difference is not significant. The
calculated value of F ratio of item number 3 of dimension 3, i.e. through various training
programmes, workshops and seminars, technical skills of employees are constantly
upgraded, is 2.1834, which is less than tabulated value of F ratio, hence mean difference
is non-significant.
The calculated value of F ratio of item number 2 of dimension 4, i.e. the actual
job duties are shaped more by the employees than by a specific job description is 1.4652,
which is less than tabulated value of F ratio, so mean difference is not significant.
Further, the calculated value of F ratio of item number 4 of dimension 6, i.e. efforts to
identify and utilize the potential of employees, is 0.4697, which is less than tabulated
value of F ratio, therefore mean difference is insignificant.
The calculated value of F ratio of item number 3(a) of dimension 7, i.e.
performance appraisal is based on group results is 2.2458, which is less than tabulated
value of F ratio, so mean difference is not significant. Likewise the calculated value of F
ratio of item number 3(b) of dimension 7, i.e. performance appraisal is based on
quantifiable standards is 1.6483, which is less than tabulated value of F ratio, hence mean
difference is insignificant. Again, the calculated value of F ratio of item number 3(c) of
dimension 7, i.e. performance appraisal is based on qualitative standards is 0.0182, which
is less than tabulated value of F ratio, so mean difference is non-significant.
Further the calculated value of F ratio of item number 4 of dimension 7, i.e. the
objective of appraisal is employee's development is 0.7951, which is less than tabulated
value of F ratio, hence mean difference is insignificant. Again the calculated value of F
ratio of item number 6 of dimension 7, i.e. performance appraisal reports are on the basis
of objective assessment and not favouritism is 2.8595, which is less than tabulated value
of F ratio, hence mean difference is not significant. The calculated value of F ratio of
283
item number 4 of dimension 9 for high performer gets high package is 0.3506, which is
less than tabulated value of F ratio, so mean difference is insignificant. The calculated
values of F ratio of most of items and sub-items that is 52 items out of 63 items are
higher than tabulated values of F ratio, so overall item-wise mean differences in different
sectors are significant.
Human resource development climate in information technology industry
(software, hardware and call centers) as revealed from the surveyed data is good, positive
and favourable. Employees are highly satisfied with the prevailing human resource
development practices and human resource policies in information technology industry.
Information technology industry being an advance and fastest growing industry, knows
the value and importance of its human resource. The human resource in information
technology industry are knowledgeable, trained and experts who handle this dynamic
industry successfully without any pressure. Management and owners of information
technology industry know that the success of the industry depends upon the satisfaction
of human resource. Hence, to satisfy its human resource, it provides various facilities -
good working conditions, good and friendly relations with employees, good
infrastructure, advance and multiple-skills training, high wage rates and perks to its
employees.
The selection procedure is the most critical stage through which an organisation
can get right person on right job and by it an organisation can identify the abilities of the
person. In information technology industry knowledge workers are necessary to handle
the challenge of this industry. Through various rounds an organisation gets right persons
according to its requirements. A new employee's adjustment is necessary to understand
the goals, missions and policies and to adjust him according to the organisational
requirements. In information technology industry multi-skill training is given to
employees because of its complicated, dynamic and technical nature. More, emphasis is
given on team-work, to maintain unity, interaction and co-ordination among employees
to attain organisational goals.
In this industry physical conditions, infrastructure, safety standards and canteen
and refreshment facilities are up to the mark. Sanitation, ventilation and furnishing
facilities are good. The work environment of information technology industry is very
284
much open. The employees, employers and management have friendly relationship.
There is freedom to all employees to express their views without any fear. Seniors give
responsibilities to the juniors and encourage them to take risks; it increases the
confidence level of the employees. Such human resource development climate
encourages employees confidence level, creates the feeling of belongingness and creates
feeling of freedom and trust on each other. In information technology industry, most of
the time, employees are promoted on the basis of their performance and there is no
favouritism. Information technology industry motivates the employees for good
performance. This industry pays high wages, perks and compensation and also promotes
career plans for personal as well as organisational development. Attractive bonus,
flexible compensation and benefits, soft loans, stock options are provided to employees
on the basis of their performance.
Survey indicates satisfactory human resource development climate in information
technology organisations with mean score 41.23. In spite of all these, in information
technology organisations mean score and percentage for career development and value-
added incentives dimensions are relatively low. In information technology industry
employees have less clear career path, have fewer opportunities to choose suitable career
path and create less learning environment for their professional and personal growth.
Employees state that less compensation and benefit packages like housing assistance,
stock options, soft loans and asset acquisition assistance are provided to them. Low
extensive performance-based incentives and bonuses are available to all employees.
Hence, human resource development department should continue and try to improve
human resource development climate of the organisation and must be favourable to the
employees for their satisfaction. Management should also take a good look at the existing
human resource development climate and must review it periodically. Similarly
comparative analysis of segments shows that human resource development is excellent in
software sector, whereas in BPO and hardware there is scope for improvement.
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CHAPTER VIII

HUMAN RESOURCE DEVELOPMENT

The present study is carried on in selected different information technology

2 Wipro Technologies Software 30

3 Infosys Technologies Ltd. Software 30

4 Hindustan Computer Ltd.(HCL) BPO 30

5 Dell International BPO 50

7 Pyramid Consulting Inc BPO 50

8 Semi-Conductor Laboratory (SCL) Hardware 30

9 Alcatel-Lucent Technologies Software 50

11 Kanbay International Inc. Software 40

12 Omnia Technologies BPO 50

Source: Primary Survey

Sample-size of Purposely Selected Information Technology

Human Resource Development Climate in Information Technology

Dimension 1: Rigorous Selection Process

1. Select the candidates, our company

Dimension 4: Team-Based Job Design

(E) Working-Conditions/ Environment Mean %age SD

Total of all Dimensions Mean Score, Percentage and Standard Deviation

Total of all Dimensions Mean Score, Percentage and Standard Deviation

A Comparative Analysis of Software, BPO and Hardware Industries:

Dimension 2: Value-Based Induction

Dimension 3: Comprehensive Training

Dimension 4: Team-Based Job Design

Dimension 6: Employee Friendly Work Environment

Dimension 7: Development Oriented Performance Appraisal

Dimension 9: Career Development

Dimension 10: Value-Added Incentives

Human Resource Development Climate in BPO Organisations:

Dimension 1: Rigorous Selection Process

Dimension 2: Value-Based Induction

Dimension 3: Comprehensive Training

Dimension 10: Value-Added Incentives

Human Resource Development Climate in Hardware Organisation:

Dimension 2: Value-Based Induction

Dimension 4: Team-Based Job Design

Dimension 6: Employee Friendly Work Environment

Dimension 10: Value-Added Incentives

Item-wise ANOVA Analysis of Software, BPOs and Hardware Sectors:

Sectors Software BPO Hardware

Item-wise ANOVA Analysis of Software, BPOs and Hardware Sectors

Particulars ANOVA Sum of df Mean F

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