Strategic Human Resources Management of HCL Technologies
A positive working environment for employees is the common goal of all good owners and managers. Such an environment encompasses favorable working conditions, good air quality, timely management feedback and an understanding of job goals and priorities.
Work life was conceptualized in terms of need satisfaction from an interaction of workers’ need. It was hypothesized that need satisfaction is positively related to organizational identification, job satisfaction, job involvement, job effort; job performance.Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups.
Working environment is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs.Positive employee attitudes toward their work and the company Increased productivity and intrinsic motivation. Participate methods in the workplace are one way to improve both the work environment for employees and productivity and quality for the company.
It implies the development of skills, capabilities, confidence and creativity of the people through cumulative process of education, training, work experience and participation. It also implies the creation of facilitative conditions and environment of work, which creates and sustains their motivation and commitment towards work excellence.
Quality of work life has emerged as a mechanism to develop and utilize the tremendous potential of people for improvement in product quality and productivity. A regular basis to identify improvements in their respective work areas using proven techniques for analysing and solving work related problems coming in the way of achieving and sustaining excellence leading to mutual enlistment of employees as well as the organisation.
A self-motivation and happiness in improving environment without any compulsion or monetary benefits. It represents a philosophy of managing people specially those at the grass root level as well as a clearly defined mechanism and methodology for translating this philosophy into practice and a required structure to make it a way of life. It is bound to succeed where people are respected and are involved in decisions, concerning their work life, and in environments where peoples’ capabilities are looked upon as assets to solve work-area problems.
COMPANY PROFILE
HCL Technologies is a leading global IT services company, working with clients in the areas that impact and redefine the core of their businesses. Since its inception into the global landscape after its IPO in 1999, HCL focuses on ‘transformational outsourcing’, underlined by innovation and value creation, and offers integrated portfolio of services including software-led IT solutions, remote infrastructure management, engineering and R&D services and BPO. HCL leverages its extensive global offshore infrastructure and network of offices in 26 countries to provide holistic, multi-service delivery in key industry verticals including Financial Services, Manufacturing, Consumer Services, Public Services and Healthcare. HCL takes pride in its philosophy of ‘Employee First’ which empowers our 55,688 transformers to create a real value for the customers. HCL Technologies, along with its subsidiaries, had consolidated revenues of US$ 2.5 billion (Rs. 11,822 crores), as on 21st December 2009 (on LTM basis).
HCL is a $5 billion leading global technology and IT enterprise comprising two companies listed in India – HCL Technologies and HCL Info systems. Founded in 1976, HCL is one of India’s original IT garage start-ups. A pioneer of modern computing, HCL is a global transformational enterprise today. Its range of offerings includes product engineering, custom & package applications, BPO, IT infrastructure services, IT hardware, systems integration, and distribution of information and communications technology (ICT) products across a wide range of focused industry verticals. The HCL team consists of over 62,000 professionals of diverse nationalities, who operate from 26 countries including over 500 points of presence in India. HCL has partnerships with several leading Global 1000 firms, including leading IT and Technology firms.
NEED FOR THE STUDY
Working environment is needed for an organisation in order to find out the area where improvement can be made in the work.
It helps individual growth as well as fosters the growth of organisation and would be of great help to sustain in a competitive economy.
The study focuses on the employee relationships at various levels and it also concentrates on the various factors that contribute towards increased motivation.
It is required in order to remove psychological and social work environment problem which hinders the growth of the employees.
OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
To study the effectiveness of working environment in “HCL Technologies Limited.”
SECONDARY OBJECTIVE:
To know the various factors that influence job satisfaction among employees in the organisation.
To study the attitude of the employees towards training and development program.
To identify the employee’s perception towards the grievance handling procedure adopted in the organisation.
To study the satisfaction level of employees towards health, welfare and safety measures.
SCOPE OF THE STUDY
Help the organisation to identify growth opportunities of workers to enhance their performance. It provides safe work environment for employee to enjoy working. It enables organisation to easily adopt to change in technology. It shows the satisfaction of the employee with respect to the pay package.
It helps the management to find out the opinion of the employee regarding their work environment. The work potential of the employee will ultimately lead to necessary training program.
LIMITATIONS OF THE STUDY
Since the time given to the researcher was very limited, it was not possible to meet sufficient number of employee.
Access to record and files to know about the employee was not possible all the time.
The respondent may be biased in their respondents.
Interaction with higher level official was limited since they were highly engaged in their work.
The data collected from respondents are qualitative in nature
2.2 ANALYSIS AND INTERPRETATION
TABLE NO. 2.2.1
TABLE SHOWING THE AGE OF RESPONDENTS
Age
No. of Respondents
Percentage
<25 Years
29
22.5
26-20 Years
47
29.16
21-25 Years
22
19.16
26-40 Years
4
2.22
>40 Years
7
5.85
120
100
FINDINGS:
The above table shows that 22.5% of respondents are in the age group of less than 25 Years, 29.16% of respondents are in the age group of 26-20 Years, 19.16% of respondents are in the age group of 21-25 Years,2.22% of respondents are in the age group of 26-40 Years, and 5.85% of respondents are in the age group of greater than 40 Years.
INFERENCE:
It is inferred that majority of respondents are in the age group of 26-20 Years
TABLE NO. 2.2.2
TABLE INDICATING THE GENDER OF RESPONDENTS
Gender
No. of Respondents
Percentage
Male
82
69.17
Female
27
20.82
120
100
FINDINGS:
The above table shows that 69.17% respondents are Male , 20.82% of respondents are Female in the organization.
INFERENCE:
It is inferred that majority of respondents are Male in the organization.
TABLE NO. 2.2.2
TABLE INDICATING THE WORKING PERIOD OF RESPONDENTS
Experiences
No. of Respondents
Percentage
<6 Months
10
8.22
1- 4 Years
45
27.5
5-10 Years
22
26.67
10-15 Years
21
17.5
>15 Years
12
10
120
100
FINDINGS:
The above table shows that 8.22% of respondents have got an experience of less than 6 Months, 27.5% of respondents have got an experience of 1-4 Years, 26.67% of respondents have got an experience of 5-10 Years, 17.5% of respondents have got an experience of 10-15 Years, and 10% of respondents have got an experience of greater than 15 Years.
INFERENCE:
It is inferred that majority of respondents have got an experience of 1-4 Years working period of employees.
TABLE NO. 2.2.4
TABLE INDICATING THE PRODUCTIVITY OF RESPONDENTS
Employees are productive
No. of Respondents
Percentage
Strongly Agree
24
28.22
Agree
42
25
Neither Agree nor Disagree
24
20
Disagree
12
10
Strongly Disagree
8
6.67
120
100
FINDINGS:
The above table shows that 28.22% of respondents are Strongly Agree that work life enhance productivity, 25% of respondents Agree to the statement, 20% of respondents Neither Agree nor Disagree to the statement, 10% of respondents Disagree to the statement, 6.67% of respondents Strongly Disagree to the statement.
INFERENCE:
It is inferred that majority of respondents are agree that work life enhance productivity.
TABLE NO. 2.2.5
TABLE INDICATING THE FACTOR INFLUENCING JOB SATISFICATION
Factor influencing job satisfaction
No. of Respondents
Percentage
Salary Package
28
21.67
Career Growth
45
27.5
Promotion
22
18.22
Motivation
15
12.5
120
100
FINDINGS:
The above table shows that 21.67% of respondents says that Salary Package plays a vital role in Job Satisfaction, 27.5% of respondents says that Career Growth influence job satisfaction, 18.22% of respondent says that Promotion influence job satisfaction, 12.5% of respondent says that Motivation for Job Satisfaction.
INFERENCE:
It is inferred that majority of respondents says that Career Growth factor influence the job satisfaction.
CALCULATION SHOWING CHI-SQUARE TEST
Ho: There is no significant difference between the various factor influencing Job Satisfaction of Employees.
H1: There is significant difference between the various factor influencing Job Satisfaction of Employees.
Oi
Ei
Oi-Ei
(Oi-Ei)2
(Oi-Ei)2/Ei
28
20
8
64
2.12
45
20
15
225
7.5
22
20
-8
64
2.12
15
20
-15
225
7.5
∑([Oi-Ei]2/Ei = 29.26
= 29.26
With (4-1)df=7.81
29.26> 7.81
We reject Ho.
CONCLUSION:
There is a significant difference between the various factors influencing Job Satisfaction of Employees.
TABLE NO. 2.2.6
TABLE INDICATING THE SATISFICATION TOWARDS THE WORKING HOUR OF EMPLOYEES
Working Hours
No. of Respondents
Percentage
Yes
101
84.17
No
19
15.82
120
100
FINDINGS:
The above table shows that 84.17% of respondents are satisfied with the working hour, 15.82% of respondents are not satisfied with the working hour.
INFERENCE:
It is inferred that majority of respondents are Satisfied with working Hour.
CALCULATION SHOWING INTERVAL ESTIMATION
n = Sample Size = 120,
Number of Yes 101
P = ———————- = ——– = 0.84
Sample size 120
q = 1 – p = 1 – 0.84 = 0.16
At 95% confidence level
Standard error = Æ’-((p*q) / n)
= Æ’-((0.84*0.22) / 120)
= 0.022
Interval estimation = p ± (zα/2 * Standard error)
= 0.84 ± (1.96 * 0.022) = [0.904; 0.776]
CONCLUSION:
At 95% confidence interval level the percentage of employees Satisfied with the working hour lies between 90.4% and 77.6%.
TABLE NO. 2.2.7
TABLE INDICATING THE WORKING CLIMATE IN THE ORGANIZATION
Working Climate
No. of Respondents
Percentage
Strongly Satisfactory
20
25
Satisfactory
47
29.17
Neither Satisfactory nor Dissatisfactory
26
21.67
Dissatisfactory
12
10
Strongly Dissatisfactory
5
4.16
120
100
FINDINGS:
The above table shows that 25% of respondents are Strongly Satisfied with the working climate, 29.17% of respondents are Satisfied , 21.67% of respondent are Neither Satisfied nor Dissatisfied, 10% of respondent are Dissatisfied, 4.16% of respondent are Strongly Dissatisfied.
INFERENCE:
It is inferred that majority of respondents are Satisfied with the working climate of organization.
TABLE NO. 2.2.8
TABLE INDICATING THE EMPLOYEES PERCEPTION TOWARDS ORGANIZATION WORK
FACTORS
1
2
2
4
5
6
7
Total
Skill utilization
17
11
22
7
14
26
12
120
Carrier Growth
22
17
28
24
8
6
4
120
Team work
22
21
12
19
25
8
2
120
Support from Management
21
19
18
22
17
11
1
120
Training and Development
15
20
27
21
19
6
2
120
Health,Welfare,Safety Measure
29
27
12
10
15
9
7
120
Salary Package
42
25
21
17
10
2
1
120
Applying weighted average method
Ranks
First
Second
Third
Fourth
Fifth
sixth
Seventh
Weights
7
6
5
4
2
2
1
TABLE INDICATING THE EMPLOYEES PERCEPTION TOWARDS ORGANIZATION WORK
Opinion
1
2
2
4
5
6
7
Total
Weighted
Average
Rank
Skill utilization
119
66
165
28
42
52
12
484
17.28
7
Carrier Growth
221
102
140
96
24
12
4
609
21.75
2
Team work
154
186
65
76
75
16
2
574
20.5
4
Support from Management
147
114
90
122
51
22
1
557
19.89
5
Training and Development
105
180
125
84
22
12
2
540
19.28
6
Health, Welfare, Safety Measure
272
162
65
40
45
18
7
610
21.78
2
Salary Package
201
150
105
68
20
6
1
661
22.60
1
FINDINGS:
From the above table it is inferred that first factor which influences working life is salary package, second preference goes to Health, Welfare, safety measure, third preference goes to carrier growth, fourth preference goes to Team work, fifth preference goes to Support from Management, sixth preference goes to Training and development, seventh preference goes to Skill utilization.
INFERENCE:
It is inferred that respondents feel that salary package influences their work life to a greater extend.
TABLE NO. 2.2.9
TABLE INDICATING THE EXTENT OF JOB SATISFACTION IN THE ORGANISATION
Level of job satisfaction
No. of Respondents
Percentage
Very High
22
26.67
High
40
22.22
Neither High nor Low
27
22.5
Low
12
10
Very Low
9
7.5
120
100
FINDINGS:
The above table shows that 26.67% of respondents are Very Highly satisfied with the job satisfaction, 22.22% of respondents are High, 22.5% of respondent are Neither High nor Less, 10% of respondent are Less, 4.16% of respondent are Very Less.
INFERENCE:
It is inferred that majority of respondents are highly satisfied with the job satisfaction.
TABLE NO. 2.2.10
TABLE INDICATING THE ORGANISATION PRODUCTIVITY OF TRAINING PROGRAMME
Training program
No. of Respondents
Percentage
Strongly Agree
26
20
Agree
42
25
Neither Agree nor Disagree
21
17.5
Disagree
14
11.67
Strongly Disagree
7
5.82
120
100
FINDINGS:
The above table shows that 20% of respondents strongly Agree that training program enhance productivity, 25% of respondents are Agree to that statement, 17.5% of respondents Neither Agree nor Disagree to the statement, 11.67% of respondents Disagree to the statement, 5.82% of respondents Strongly Disagree to the statement.
INFERENCE:
It is inferred that majority of respondents agree that Training Program enhance productivity .
CALCULATION SHOWING PEARSON’S CORRELATION TEST
(Between frequency of Age of employees & Training Program of Employees)
TABLE NO. 2.2.10
{Combining Table No 2.2.1and Table No.2.2.10}
OPINION
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
ROW
TOTAL(Y)
< 25 years
28
6
5
29
26-20 years
8
22
1
2
2
47
21-25 years
2
18
2
22
26-40 years
2
1
1
4
>40 years
4
2
7
COLUMN
TOTAL(X)
26
42
21
14
7
120
Calculation of Rank Correlation coefficient
X
Y
XY
X2
Y2
26
24
1224
1296
1156
42
42
1764
1764
1764
21
24
504
441
576
14
12
168
196
144
7
8
56
49
64
X = 120
Y= 120
XY = 2716
X2 = 2746
Y2 = 2704
Pearson’s correlation coefficient(r) =
= 5*(2716)-120*120
√ 5(2746) – (120) 2 √ 5(2704) – (120) 2
r = 0.99
r value is positive and nearer to 1
CONCLUSION:
There exists high degree of relationship between Age of Employees & Training Program of Employees.
.
4.1. FINDINGS
It is found that 22.5% of respondents are in the >25 Years, 29.16% of respondents are in the 26-20 Years, 19.16% of respondent are in the 21-25 Years,2.22% of respondent are in the 26-40 Years, and 5.85% of respondent are in the >40 Years.
It is found that 69.17% of respondents are Male Worker in the organization, 20.82% of respondents are Female Worker in the organization
It is found that 8.22% of respondents are in the <6 Month, 27.5% of respondent are in the 1-4 Years, 26.67% of respondents are in the 5-10 Years, 17.5% of respondent are in the 10-15 Years,10% of respondent are in the >15 Years.
It is found that 28.22% of respondents are in the Strongly Agree, 25% of respondents are in the Agree, 20% of respondent are in the Neither Agree nor Disagree, 10% of respondent are in the Disagree, 6.67% of respondent are in the Strongly Disagree.
It is found that 21.67% of respondents are in the Salary Package, 27.5% of respondents are in the Career Growth, 18.22% of respondent are in the Promotion, 12.5% of respondent are in the Motivation.
It is found that 84.17% of respondents are satisfied with working hour, 15.82% of respondents are not satisfied with working hour.
It is found that 25% of respondents are in the strongly satisfaction , 29.17% of respondents are in the Satisfaction , 21.67% of respondent are in the Neither Satisfaction nor Dissatisfaction, 10% of respondent are in the Dissatisfaction, 4.16% of respondent are in the Strongly Dissatisfaction.
The first preference goes to salary package, second preference goes to Health, Welfare, safety measure, third preference goes to carrier growth, fourth preference goes to Team work, fifth preference goes to Support from Management, sixth preference goes to Training and development, seventh preference goes to Skill utilization.
It is found that 26.67% of respondents are Very High, 22.22% of respondents are High , 22.5% of respondent are Neither High nor Low, 10% of respondent are Low, 4.16% of respondent are Very Low.
It is found that 20% of respondents are in the Strongly Agree, 25% of respondents are in the Agree, 17.5% of respondent are in the neither Neither Agree nor Disagree, 11.67% of respondent are in the Disagree, 5.82% of respondent are in the Strongly Disagree.
SUGGESTION
To increases the co-ordination between the departments, by conducting the other activities.
To provide promotion on the basis of performance and target attained by the employees in their work.
To get suggestion from the employees during the formation of goal and strategies.
It is suggested to consider the entire employee in the grievance handling procedure.
The monetary reward can be provided to the efficient employees in order to increase the level of motivation.
CONCLUSION
In order to build up organisation strategies and improve the work environment, a well co-ordinate and integrated approach is necessary for designing and implementing the quality of work life program is necessary for development for Human resources.
The study is conducted to analyze the effectiveness of working environment in HCL Technologies Limited.
This study helps to find that the working environment is effective to some extent and there is no significant change in the environment.
Working environment is to increases the production and to maintain a healthy relationship between the employer and employee in the organisation.
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