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Ques 1) Discuss the phenomenon of Maslows Needs Hierarchy Theory with respect to IT professionals in India.

Ans 1)Over the past twenty years, there has been an explosion in the application of

information technology within organizations of all types. Hardware, software, networking, and consulting suppliers have been born and flourished, the number of IT professionals has increased exponentially, and billions of dollars have been spent by organizations like WIPRO, INFOSYS etc in the quest to become and remain IT-enabled by the standards of the day. Despite the ongoing cost and reach of information technology enablement within their organizations, many executives still struggle to clearly articulate the value that is being derived. Abraham Maslows hierarchy is a five-level model depicting the progression of an individuals pursuit to meet personal needs. In his widely published book, Motivation and Personality (Maslow, 1954), Maslow explains that the most basic human needs must be satisfied before higher level human needs are generally pursued. When the needs at each level are met, individuals naturally progress to the next level. When a lower level need is denied, however, the individuals attention may quickly shift to the denied need as the most important priority. Physiological Needs The most basic of needs in Maslows hierarchy are biological needs. Humans require oxygen, food, water, and warmth in order to survive. If one or more of these basic needs is lost, the priorities of a person immediately shift to satisfying the missing need. With respect to IT professionals these needs are well met as they draw good salaries and can very well fulfil their biological needs by the exchange of monetary benefits received . Safety Needs Once physiological needs are met, the need for personal safety and security becomes apparent. This need can manifest itself in a variety of ways depending on environmental conditions. At the most basic level, the protection from physical endangerment becomes paramount when the state of personal security is threatened. Meeting the physiological and safety needs provides the basis for personal stability necessary to advance in the needs hierarchy.With IT professionals physical needs relatively satisfied, the individual's safety
needs take precedence and dominate behaviour. Safety and Security needs include: Personal security Financial security Health and well-being Safety net against accidents/illness and their adverse impacts

These are well met by the IT professionals in India since lot of companies provide them health insurances or reimbursement facilities. They are paid handsomely to be secured financially . Social Needs As the comfort and safety needs are satisfied, individuals may then feel the need to belong to a social structure. The satisfaction of the need to be affiliated with a group or groups with which the person identifies provides a sense of belonging and validation. Belonging needs can be met through relationships with single individuals or a larger collection of individuals with whom the person can identify. Comfortable interaction with other individuals and the exchange of emotions, feelings, and thoughts can satisfy

the need for belonging and create a sense of societal inclusion.The environment of an IT company is such that it lets people become good friends with each other and let the association among themselves breed healthily. Self-Esteem Needs A person who has met the needs for comfort, individual stability, and a sense of inclusion within certain groups often then strives to achieve a comfortable level of self-confidence. The degree to which an individual feels content with his achievement, confidence level, respect, and status within the group or groups to which he identifies are key factors in meeting the overall need for self-esteem.Many of the IT professionals in India become very ambitious after they have met the basic three needs. The pressure starts increasing and their is cut throat competition . The professionals work really hard to make a mark for themselves in companies like WIPRO, Infosys etc , so that they achieve a sense of self confidence and respect . Self-Actualization Needs Beyond the need to meet self-esteem needs is the need to reach self-actualization. At this level in the hierarchy, an individual is attaining all of what he feels he is capable of becoming. From a self-worth standpoint, he has reached the pinnacle of his potential. Since its inception, Maslows Hierarchy has proven to be a very useful framework for understanding and articulating human motivation through the fulfillment of successive needs. The model has been adapted to a variety of applications over the years and remains a useful metaphor for describing a broad a range of maturity journeys. below.In india, not many IT professionals have been able to fulfil their self actualisation needs because many of the nexters or generation y people who are working in IT(basically an engineer) had not taken up this subject by core interest rather it was chosen for them by their parents or they just picked up the subject to be a part of the rat race. Thus to achieve self actualisation in this field is a rare sight . Ques 2)Explain to what extent the organisational culture plays a major role in transforming the business dynamics of the industry . Ans 2) Organizational culture is the collective behavior of humans who are part of an organization
and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders.

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Ques 3)Do you agree that the job characteristics find a prominent mention in terms of developing organizational commitment of modern day firms? Ans 3) Organizational commitment has been extensivley researched and different researchers have identified its antecedents and outcomes. Orgnaizational commitment was defined by Allen & Meyer (1990) as psychological state that binds the individual to the organization (i.e. makes turnover less likely). . Antecedents of organizational commitment are quite diverse in nature and origin (Steers, 1977). Opportunities to leave have a more important effect on turnover than any changes over time in ones commitment to organization (Marsh & Mannari, 1977). Improvements in commitment levels may have not only positive behavioral consequences, but according to the present results, the indirect outcome of increased employee satisfaction as well (Bateman & Strasser, 1984). Outcomes of the feelings about work performance (commitment and satisfaction) as well as being in a job and organization that suits one's values and goals (via job-unit influence and work

motivation) affect intentions to quit or stay (Stumpf & Hartman, 1984). Organizational commitment and turnover are both dynamic concepts (Cohen, 1993). Allen & Meyer (1990) suggested, commitment is seen as a negative indicator of turnover. Their research also made an important contribution towards defining the three components of organizational commitment. Affective commitment the employees emotional attachment to, identification with, and involvement in the organization, Continuance commitment an awareness of the costs associated with leaving the organization and Normative commitment a feeling of obligation to continue employment (Meyer & Allen, 1991). Thus commitment continues to be an important area for research in human resource management and the present study is an attempt to find out its relationship with determinants i.e. career opportunities, work life polices and job characteristics for IT professionals in India. The job characteristics model, designed by Hackman and Oldham, is based on the idea that the task itself is key to employee motivation. Specifically, a boring and monotonous job stifles motivation to perform well, whereas a challenging job enhances motivation. Variety, autonomy and decision authority are three ways of adding challenge to a job. Job enrichment and job rotation are the two ways of adding variety and challenge. It states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors.

However, job characteristics is the area which has received the least attention to induce organizational commitment in IT professionals of India (modern firms). The jobs are organizationally designed which do not take into account the individual differences. As a result the IT professionals do not consider job characteristics important. The role of the management in this area is simplified as majority of IT professionals are more concerned with growth needs and that they are looking for challenge from work itself. Thus managements role in designing the job is of a facilitator rather than a guide.

Ques 4) How far the human attitudes play a significant role in developing
organizational commitment of contemporary times? Ans 4) The human attitudes play a very important role in developing organizational commitm ent of contemporary times. The relationship between attitude and behavior has a strong impact on
the relationship between job satisfaction and organizational commitment. The relationship between attitude and behavior has been studied vastly and has been determined that the two exist on a continuum. Attitude and behavior also have moderators such as intention to change ones attitude, which in turn changes ones behavior. Attitude precedes behavioral action. In terms of the relationship between job satisfaction and organizational commitment, there are several factors that can influence the relationship. The first factor has to do with comparison levels. For example, I may be working at an organization and feel fairly committed to the organization as a whole, but not feel satisfied with the amount of pay that I receive for the work that I put into the job. Therefore, the balance between my behavior (organizational commitment) and my attitude (job satisfaction) are not in line with one another.

A second factor that influences the relationship between organizational commitment and job satisfaction has to do with the alternative options. This asks the questio n, Is this organization the best for me? Or, can I do better? In this example, the individuals attitude toward his or her job may be satisfaction, but the individual may not feel committed to the organization. If the individual is not committed to the organization through behavior, the individual may begin to participate in counterproductive work behaviors because of the lack of commitment. A third factor that influences the relationship between organizational commitment and job satisfaction has to do with the investment that one has placed in his or her job. An individual may feel that they have invested many years into working at an organization, but may not be happy at the organization. In this case, the individual may weigh whether or not it is a wise decision to leave the organization and risk possible consequences (losing retirement funds, promotions, seniority) or to stay at a job that one is not satisfied with. All three of these factors have a significant role in whether or not our attitudes and behaviors will be in line with one another. If there is a discrepancy, cognitive dissonance is likely to occur. For example, the individual that is committed to their organization but not satisfied with his or her job may feel that the only way to elevate the experienced feeling of cognitive dissonance would be to leave the organization. Ques 5 )Describe the scenario of office politics that become a stumbling block in terms of employee development attempted by the corporate managers? Ans 5 ) Office politics can never be avoided as long as human beings are involved. Everyone that has worked in an organization can tell you that office politics exists and there is little or nothing that anyone can do about it. Some people will suggest that, if you can't beat them, join them. Office politics no doubt can affect an employee's work performance because if an employee feels that no matter how hard he works, he will never receive recognition for his hard work just because he not in the good graces of his line manager. So he comes to work and does not put in the extra effort to ensure that the organization grows. This in turn may affect the organization's financial turnover and this may lead to layoffs.
Effects of office politics - acts as a stumbling block in employee development:

1. Decrease in overall productivity Politics lowers the output of an individual and eventually affects the productivity of the
organization.

Common observation says that individuals who play politics at the workplace pay less
attention to their work.

They are more interested in leg pulling and back biting. They spend most of their times
criticizing their fellow workers.

As a result of politics at the workplace, employees fail to achieve targets within the
stipulated time frame. Work gets delayed in such an organization.

2. Affects Concentration Individuals find it difficult to concentrate on their work. They are more interested in spoiling
the other persons image in front of the superiors.

An individual involved in politics is bound to make more mistakes as his focus is somewhere
else.

3. Spoils the Ambience Politics leads to a negative environment at the workplace. It spoils the relationships amongst individuals. An individual playing politics at the
organization is disliked by all.

4. Changes the Attitude of employees Politics changes the attitude of the employees. Even the serious employees lose interest in work and attend office just for the sake of it. Internal politics do not allow employees to give their hundred percent at work. No matter how much hard work an employee puts in, it goes unnoticed in a politically driven
organization.

5. Demotivated employees A non performer can be the apple of his bosss eye simply due to politics, thus demotivating
the performers.

Discussions are essential at the workplace to extract the best out of employees. Evaluating
the pros and cons of an idea always helps in the long run. Employees playing politics always look for an opportunity to tarnish the image of the fellow workers.

Employees feel demotivated when they are not rewarded suitably or someone who has not
worked hard gets the benefits due to mere politics.

6. Increases Stress It is rightly said that problems evaporate if discussed. Individuals find it difficult to confide in
any of their fellow workers due to the fear of secrets getting leaked.

Politics increases the stress level of the employees. Individuals are not machines who can
work continuously for 8-9 hours without talking to others. It is important to have friends at the workplace who help you when needed.

Individuals fail to trust each other. 7. Wrong Information Employees indulged in politics manipulate information and it is never passed on in its
desired form.

Superiors get a wrong picture of what is actually happening in the organization. A wrong person walks away with the credit in an organization where employees are
indulged in politics. Ques 6) Define Human Resource Management and explain functions of Human Resource Management Ans 6) HR is a product of the human relations movement of the early 20th century, when researchers

began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion.

The first definition of HRM is that it is the process of managing people in organizations in a structured and thorough mann This covers the fields of staffing (hiring people), retention of people, pay and perks setting and

management, performance management, change management and taking care of exits from the company to round off the activities. is the traditional definition of HRM which leads some experts to define it as a modern version of the Personnel Management function was used earlier.

The second definition of HRM encompasses the management of people in organizations from a macro perspective i.e. managing people in the form of a collective relationship between management and employees. This approach focuses on the objectives and outcomes of the HRM function. What this means is that the HR function in contemporary organizations is concerned with the notions of people enabling, people development and a focus on making the employment relationship fulfilling for both the management and employee s. These definitions emphasize the difference between Personnel Management as defined in the second paragraph and human resource management as described in the third paragraph. To put it in one sentence, personnel management is essentially workforce centered whereas human resource management is resource

centered. The key difference is HRM in recent times is about fulfilling management objectives of providing and deploying people and a greater emphasis on planning, monitoring and control. FUNCTIONS OF HRM:

Today, HR is an exclusive department in almost all organizations and has a number of important functions to perform. These are as follows: 1. Employee Career Goals: To understand that the employees are also individual and have their own set of needs. They also have certain goals and they also want reach the pinnacle of the career ladder. The HR has to identify those needs and work upon them to make the employees feel important and motivated by providing them time to time training related to their field of interest. It is to be kept into consideration that if the employee will not find any career advancement in the kind role he is assigned in the organization, his inclination towards performing will be really low due to lack of motivation. 2. Organizational Goals: To understand and define the overall objectives and goals of the organization, its mission as well as vision. It also calls for aligning the skills of the workforce with the companys mission/vision statement and encouraging them to work towards achieving those organizational objectives. It does not only include the present organization requirements but also forecasting the future needs and making strategies for fulfilling them. 3. Training and Development: To ensure proper availability of latest tools and methods for training the employees as required for their respective competencies. Identifying the imperfect areas which requires training and also working towards filling the need gap with the best available training tools. HR should realize that training is not an unnecessary expenditure which can be discarded; instead they should understand that if the employees are properly trained and developed, it can prove to be the best investment made by the company which will definitely furnish quality returns in future. HRs job does not just ends with the training. They should also scrutinize the post training transformation in the performance the employees and should provide adequate feedback if further improvement is required. 4. Recruitment: Selecting the best workforce from the labor market by using the recruitment options like internal job portals, job websites, advertisements, employment agencies etc. Personal interviews, GDs, Aptitude test should be unbiased and very serious ly performed, for getting the cream employee. The candidates should be informed well in advance about the profile of the job, required skills, attitude and the workload a candidate can experience so that they may come with a defined mindset and give their best to the job offered to them. Before moving ahead with recruiting, the HR manager should ensure the adequacy of the funds to be invested on the recruitment procedure. 5. Staffing: To assign the right job to the right employee if the proper utilization of the talent is needed. The HR should understand that the employee will not be able to give his 100% if his talent is not utilized in the right direction. They also require making them understand the overall objective, mission and vision statements and also providing them proper resources which will help him attain those objectives. 6. Ensuring employee health and safety by abiding to the employee safety and healthregulations. 7. Managing grievances 8. Ensuring provisions for adequate and promised compensation with fixed and variable benefits to keep them motivated. 9. Making strategies for reducing the employee turnover rate. 10. To ensure a positive work environment in the organization. 11. To continuously stimulate a sense of belonging, responsibility and accountability in employees.

12. Ensuring effective communication between employees and minimizing conflicts. 13. To ensure latest appraisal methods, fair and unbiased salary hikes for keeping the employees motivated. 14. To keep a record of the employee profiles and database so that it can be readily available at the time of recruitment and staffing and also ensuring its confidentiality. 15. To keep a bird eye view on each employees performance and regularly providing feedbacks on the same. There are also some objectives for which HRM performs its aforesaid functions in an organization. Some of the objectives are as follows: 1. To achieve the organizational goals and objectives. 2. To ensure employee satisfaction at every level. 3. To instill team spirit in employees. 4. To explore employees capabilities for performing a given job. 5. To ensure maintaining the quality of work life. 6. To respect the employees as individuals and also respect their individual career goals. 7. To equip the employees with proper resources. 8. To keep the employees motivated. 9. To encourage the feeling of organizational loyalty in employees. 10. To ensure a positive environment of mutual trust and understanding in the organization.

Ques 7)How far is it true to say that the growth of IT industry in India is based on intellectual property management ? Ans 7 ) Our country is rich in genetic resources and traditional knowledge, which are of great value to us and to the world at large. But we have more or less failed to protect and exploit them. The area of management of Intellectual Property Rights (IPRs) has assumed a great significance in the present day world of explosive technological growth and developments. With the rapid growth in diversified fields of technology, and with the advent of new scientific inventions and innovations, the countrys technological prospects and perspectives have to be redefined and one such important zone of globalisation and modernisation are IPR exploitation and IPR protection.

Intellectual property (IP) is a legal concept which refers to creations of the mind for which exclusive rights are recognized.[1] Under intellectual property law, owners are granted certain exclusive rights to a variety of intangible assets, such as musical, literary, and artistic works; discoveries and inventions; and words, phrases, symbols, and designs. Common types of intellectual property rights include copyright, trademarks, patents, industrial design rights, trade dress, and in some jurisdictions trade secrets. It is very true that the growth of IT industry is based on intellectual property management as is very important in ways given below: Without the proper management of the intellectual property the business of IT sector cannot achieve such success as it involves the sale of intectual property, softwares etc. Intangible assets would become very difficult to manage and the claim to the ownership would become excessively difficult , had the IP management not done properly in an IT organisation . With the increase in cyber crimes and growth of smaller IT firms we can say without doubt that the growth of IT industry in India is based on how intellectual property is managed.

IP rights can do little to stimulate inventions in countries like India. The ownership of Intellectual property is a crucial issue that impacts market position and profitability of industries. The changes in the IPR regime have necessitated echnological self-reliance, as borrowing of technology from developed countries will no longer be economically viable
Ques 8 ) Explain the concept of organisational commitment of modern times. Ans 8) In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. The basis behind many of these studies was to find ways to improve how workers feel about their jobs so that these workers would become more committed to their organizations. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. Some of the factors such as role stress, empowerment, job insecurity and employability, and distribution of leadership have been shown to be connected to a worker's sense of organizational commitment. Organizational commitment can be contrasted with other work-related attitudes, such as job satisfaction, defined as an employee's feelings about their job, and organizational, defined as the degree to which an employee experiences a 'sense of oneness' with their organization. Organizational scientists have also developed many nuanced definitions of organizational commitment, and numerous scales to measure them. Exemplary of this work is Meyer and Allen's model of commitment, which was developed to integrate numerous definitions of commitment that had been proliferated in the literature. Meyer and Allen's model has also been critiqued because the model is not consistent with empirical findings. There has also been debate surrounding what Meyers and Allen's model was trying to achieve. FACTORS IMPACTING ORGANISATIONAL COMMITMENT IN MODERN TIMES: Role Stress Dysfunctions in role performance have been associated with a large number of consequences, almost always negative, which affect the well being of workers and functioning of organizations. An individual's experience of receiving incompatible or conflicting requests (role conflict)and/or the lack of enough information to carry out his/her job (role ambiguity) are causes of role stress. Role ambiguity and conflict decrease worker's performance and are positively related to the probability of the workers leaving the organization. Role conflict and ambiguity have been proposed as determining factors of workers' job satisfaction and organizational commitment. Empowerment Empowerment in the workplace has had several different definitions over the years. It has been considered 'energizing followers through leadership, enhancing self efficacy by reducing powerlessness and increasing intrinsic task motivation.' A psychological view of empowerment describes it as 'a process of intrinsic motivation, perceived control, competence, and energizing towards achieving goals.' There are two prominent concepts of empowerment. The first is Structural Empowerment which comes from the Organizational/Management Theory and is described as the ability to get things done and to mobilize resources. The second is Psychological Empowerment which comes from Social Psychological models and is described as psychological perceptions/attitudes of employees about their work and their organizational roles. A study done by Ahmad et al. found support
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for the relationship between empowerment and job satisfaction an job commitment. The study looked at nurses working in England and nurses working in Malaysia. Taking cultural context into consideration, the study still showed a positive correlation between empowerment and job satisfaction/commitment. Job Insecurity and Employability In a study conducted by De Cuyper research found that workers who were on fixed-term contracts or considered "temporary workers" reported higher levels of job insecurity than permanent workers. Job insecurity was found to negatively correlate with job satisfaction and affective organizational commitment in permanent workers. The study also found that job satisfaction and organizational commitment were highly correlated with being a permanent worker. Distribution of Leadership A study conducted by Hulpia et al. focused on the impact of the distribution of leadership and leadership support among teachers and how that affected job satisfaction and commitment. The study found that there was a strong relationship between organizational commitment and the cohesion of the leadership team and the amount of leadership support. Previously held beliefs about job satisfaction and commitment among teachers was that they were negatively correlated with absenteeism and turnover and positively correlated with job effort and job performance. This study examined how one leader (usually a principal) effected the job satisfaction and commitment of teachers. The study found that when leadership was distributed by the 'leader' out to the teachers as well workers reported higher job satisfaction and organizational commitment than when most of the leadership fell to one person. Even when it was only the perception of distributed leadership roles workers still reported high levels of job satisfaction/commitment Ques 9) Discuss briefly the Informational Technology sector problems on HR front with focus on Hyderabad city . Ans 9 ) Hyderabad has been dubbed as the Silicon Valley of India, mainly in light of the fact that more and
more firms have set up their operations there. Starting in the 1990s, software companies, business process outsourcing (BPO) firms, call centers, and other technological services were set up, making it the center for all call center operations, technological development, and KPOs in all of India. There are several reasons why these large multinational information technology giants have chosen Hyderabad as one of their base of operations in South Asia: for one, the untapped intellectual talent in the region is immense, especially in the field of technology and mathematics. Another reason is that labour is especially cheap and abundant. Most companies will be able to hire more workers at almost half the cost when theyre in the West. India (and, in extension, Hyderabad) also have labuor standards that are pretty much more reasonable and relaxed, as well as a working environment that is conducive to work. The IT boom has brought with it, its own set of challenges to organisations. How to put in place systems and process that are in tune with the IT revolution, how to strategies and compete in the IT era. But a major challenge that the IT industry per se has been facing is in the field of Human Resource Management.

MAJOR ISSUES FACED IN RECRUITMENT, ATTRITION AND RETENTION: - RECRUITMENT:

The major issue would be of getting the right type of person. The issue would be that we first have to find a person with the required skills and experience, and also he must be suitable for our organisation. Finding such a suitable person is the obstacle that we will have to cross over.

- ATTRITION AND RETENTION: Software is one of the industry with the highest attrition rate. The challenge facing software companies is how to keep this as low as possible. Various companies adopt different techniques to retain their employees. Most of them offer exorbitant pay packets. But the attrition rate is low compared to industry standards. Though our compensation has been on par with what the industry is offering, that's not the reason why our rate is low. It has to do with the opportunities that are offered to our employees and organisational climate prevailing here. Our employees are given the opportunity to learn and grow in the company itself. They are given a lot of technical training and exposure to various types of project. The challenging work makes it difficult to leave our organisation. - WORK FORCE RETENTION AND MOTIVATION Retention and motivation of personnel are major HR concerns today. People in management of human capital in IT organizations has observed that the average tenure for an IT professional is less than three years. Further, the use of new technologies, the support of learning and training, and a challenging environment ranked higher than competitive pay structures as effective retention practices. Our own recent survey of 1028 software professionals from 14 Indian software companies, showed that while the professional gave importance to personal and cultural job-fit, HR managers believed that the key to retention was salary and career satisfaction. Money was a prime motivator for 'starters', but for those into their third or fourth jobs, their value-addition to the organization was more important. Monetarily, offering 'the best salaries in industry' is the minimum every company is doing, apart from performance-based bonuses, long-service awards, and stock options. Many organizations frequently conduct employee satisfaction and organization climate surveys, and are setting up Manpower Allocation Cells (MAC) to assign 'the right project to the right person'. In fact, some are even helping employees with their personal and domestic responsibilities to satisfy & motivate their workforce! - ATTRECTING THE BEST TALENT In a tight job market, many organizations often experience precipitous and simultaneous demands for the same kinds of professionals. In their quest for manpower, they are cajoling talent around the world. In such a seller's market, software companies are striving to understand which organizational, job, and reward factors contribute to attracting the best talent one having the right blend of technical and person-bound skills. This would mean a knowledge of 'the tools of the trade' combined with conceptualization and communication skills, capacity for analytical and logical thinking, leadership and team building, creativity and innovation. The Indian software industry suffers from a shortage of experienced people such as systems analysts and project managers, and attracting them is a key HR challenge. - COMPENSATION AND REWARD Increasing demands of technology coupled with a short supply of professionals (with the requisite expertise) has increased the costs of delivering the technology. This makes incentive compensation a significant feature, with the result that software companies have moved from conventional pay-fortime methods to a combination of pay-for-knowledge and pay-for-performance plans. With the determinants of pay being profit, performance and value-addition, emphasis is now on profit sharing (employee stock option plans) or performance-based pay, keeping in view the long-term organizational objectives rather than short-term production-based bonuses. Skills, competencies, and commitment supersede loyalty, hard work and length of service. This pressurizes HR teams to devise optimized compensation packages, although compensation is not the motivator in this industry. - ENCOURAGING QUALITY AND CUSTOMER FOCUS

Today`s corporate culture needs to actively support quality and customer orientation. With globalization and rapid technological change, quality is of utmost importance for the Indian companies, which earn most of their revenues through exports. Hence, the HR professional as a strategic partner needs to encourage a culture of superior quality to ensure customer satisfaction. To be competitive today, an organization needs to be customer responsive. Responsiveness includes innovation, quick decision-making, leading an industry in price or value, and effectively linking with suppliers and vendors to build a value chain for customers. Employee attitudes correlate highly with customer attitude. The shift to a customer focus redirects attention from the firm to the value chain in which it is embedded. HR practices within a firm should consequently be extended to suppliers and customers outside the firm. Ques 10) Make a critical comment on Talent Retention scenario in IT industry of Hyderabad city . Ans 10 ) The retention of knowledge worker has become extremely critical for the success of a business organization in the present scenario especially in the service sector with lot of people interface. HR department has to play a key role in designing the policies, practices and strategies, which can enable an organization to retain the human resources contributing significantly to the business. The HR managers of the selected IT organizations in Hyderabad city were interviewed to know about their perception regarding the level of employee attrition in their organizations. As per the responses of the HR managers, it can be said that the perception of the HR managers across the select IT organizations w.r.t level of Employee Attrition varies considerably as around 43.4% of them perceive that the level of Employee Attrition is Less than Industry Average, other 40% think that it is Same as Industry Average and only 16.6% believe that the level of Employee Attrition is More than the Industry Average. These findings are based on the perceptions of the HR managers of the respondent organizations and are not based on any factual data collected by the researcher. Different organizations had taken their steps to retain their employees which are differing from one organization to another in Hyderabad city : Three fourth percentage of organizations are employing the financial strategies such as Performance based Incentives, Awards and Rewards, addition and bones in their Salary; pioneering in issuing non-economic practices are also being implemented to keep hold of the manpower. HR practices like Job Rotation, Job Enrichment, Exit Interviews, Participation in Management, Public Recognition of Achievements, Immediate motivation or incentive etc. The Timely survey conducted in the organisation to find out whether the people are happy with the company they are working in respondent organizations were observed to be closely monitoring and tracking the performance of the new employees. Employee gains more and more experience of working in this sector, the probability of his attrition rises significantly. On the basis of the frequency distribution, Age and Educational Qualifications were also reported to be relatively significant factors affecting the employee retention in this industry. Contrary to the prevalent belief, Marital Status was reported to bears highly insignificant factor by one-third of the respondents. The Employees given due recognition for the work being done provision of Fair and Competitive salaries and Performance related Incentives emerged as the leading factors of Employee Retention. Reasonable and Competitive Salaries as well as Performance Related Incentives have been reported as highly significant factors of employee retention All to create an environment which is friendly instead of pressurising them to give the output as fast as possible the select IT organizations also conduct Exit Interviews. The Employee Attrition is relatively higher, Periodical review of the strategies being implemented must be done so as to find out the loopholes in its working employee gains significant work experience. Proper mentoring is given to the employees and focussed and goal-oriented toward their career when it comes to completion of assignments.

The IT industry gives chances to freshers that are well qualified when it comes to their area of interest and application. As no single factor can be considered detrimental for attaining high rate of employee retention. Organizations should implement a well-defined Talent Management System according to their business environment so as to acquire, develop and retain the required level of talent for their overall long-term growth and success. The organizations should employ the Women Related HR Practices to attain the female workforce. It is suggested that the organizations should incorporate certain fun - related activities, get together, and stress relieving games and other such activities so as to reduce the monotony of the work associated with the IT jobs. Treat your employees like you treat your most valuable clients . Get your employees to "fall in love" with your organization . Capture the hearts of your workforce with: Compelling vision/balance/celebration-fun. o Management can change in a positive way with less harm, anger, resistance, and fear. o Squeeze status barriers/open the books/pay for performance, share the "bad" times and the "good" times. o Guarantee Employability," Encourage Life Long Learning. Loyalty comes from trusting your employees to develop their skills for the good of the company and for their needs for personal growth and satisfaction. o Liberate Action, Freedom to Fail, reduce bureaucracy, and challenge the "status quo." Breathe life into your organization. Do not let your employees stagnate. Strong retention strategies become strong recruiting advantages . Retention is much more effective when you put the right person into the right job. Know the job. Know the employee and their motivations. Leadership must be deeply invested in retention. Recognition, in various forms, is a powerful retention strategy. It does not have to cost a lot. Research shows 46% of people leave their jobs because they feel unappreciated. .

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