IPASJ International Journal of Mechanical Engineering (IIJME)

Web Site: http://www.ipasj.org/IIJME/IIJME.htm

A Publisher for Research Motivation ........ Email:editoriijme@ipasj.org
Volume 5, Issue 1, January 2017 ISSN 2321-6441

HRM Practices in IT Sector: An Emperical

Study of Wipro.Infotech, Bangalore.
Dr.Chitriki Thotappa1 M.E., ph.D (SCM), Ashwinibabu T2
1
Professor & M.Tech (Production Management) co-ordinator, Department of Mechanical Engineering , RaoBahadur Y
Mahabaleshwarappa Engineering College, Ballari, India.
2
M.Tech (Production Management), Department of Mechanical Engineering, RaoBahadur Y Mahabaleshwarappa Engineering
College, Ballari, Karnataka, India.

ABSTRACT
The project is related with the core analysis with HRM practices in IT sectors (WIPRO). Also the comparison of HR practices
between Government, Private and multinational IT sectors is made.As the project core importance is regarding the human
capital management and also resource management and the advancements in them with taking into consideration of the IT
Company Wipro. InfoTech, Bangalore. The IT companies are increasingly looking at human resource as a unique asset that
can provide sustained competitive advantage to face the challenges. the changes in business environment with increased,
changing demographics of the workforce, increased profitability through growth, technological changes and the never ending
changes that organizations are undergoing have led to increased importance of managing human resource. In this backdrop,
an attempt is made in this project to analyze the dimensions of human resource management in the select IT Company. The 50
questionnaires are given to some employees and then with the opinion of the employees bar chart is prepared. The
questionnaires are given with one-two chosen answers based on that the percentage of satisfaction and dissatisfaction is
eradicated. The more number of dissatisfaction issues are identified i.e. performance evaluation, promotion, transportation
facility, Appraisals. These issues are discussed and given some of the suggestions to make employees satisfaction.

Keywords: Human resource management, IT Company, employees.

1. INTRODUCTION
Human Resource Management (HRM or simply HR) is a function in organizations designed to maximize employee
performance in service of their employer's strategic objectives. HR is primarily concerned with how people are
managed within organizations, focusing on policies and systems.

Human Resource Management is the process of recruitment, selection of employee, providing proper orientation and
induction, providing proper training and the developing skills, assessment of employee (performance of appraisal),
providing proper compensation and benefits, motivating, maintaining proper relations with labor and with trade
unions, maintaining employees safety, welfare and health by complying with labor laws of concern state or country.

Human: refer to the skilled workforce in the organization.

Resource:refer to limited availability or scarce.

Management: refer to maximize or proper utilization and make best use of limited and a scarce resource.

HRM is a broad concept Personnel management and human resource development is a part of HRM. Before we define
Human Resource Management, it seems good to first define heterogeneous in the sense that they differ in
personality, perception, emotions, values, attitudes, motives, and modes of thoughts.

Human Resource Management is a process of producing development, maintaining and controlling human
resources for effective achievement of organization goals.

Volume 5, Issue 1, January 2017 Page 1

 IPASJ International Journal of Mechanical Engineering (IIJME)
Web Site: http://www.ipasj.org/IIJME/IIJME.htm
A Publisher for Research Motivation ........ Email:editoriijme@ipasj.org
Volume 5, Issue 1, January 2017 ISSN 2321-6441

2. LITERATURE REVIEW
Workforce planning grew during the 1960s and early 1970s in a period of relative economic stability when
unemployment was low and organizations were faced with supply shortages and the need to improve labor utilization
(see Reilly, 1996). It remained a significant practice in most large HR departments right up until the economic
downturn of the 1980s when the failure to prove the economic value of workforce plans resulted in many efforts being
eliminated (Sullivan, 2002b).

A number of factors contributed to the rejection of workforce planning over this period. The traditional approach had
been highly mechanistic and concerned with head count rather than head content, which prevented it from being
flexible enough to meet the changing conditions (Castley, 1996).

Furthermore, the fluctuating economy led some to regard planning as a futile activity (Reilly, 1996). The mood at the
time was captured by the following quotation, taken from Minzberg (1994): Those that say they make plans and that
they work are liars. The term planning is imbecilic; everything can change tomorrow.

In the latter part of the 1990s workforce planning started to creep back onto the HR agenda. Today it represents a high
priority for an increasing number of organizations as they realize that the need for planning is greater than ever
(Sullivan, 2002b). There is an awareness of the importance of skill development in an environment that requires
adaptability rather than stability. There is recognition that employee contribution must be maximized through better
utilization and deployment. Finally, there is an understanding of the need to frame employee tasks in the context of
business plans and to make them more challenging in the drive for continuous business improvement.

3. PROBLEMS IDENTIFIED
Human Resource Management is faced with its fair share of challenges that have hindered its success and development.
It is more pounced in IT sectors. These challenges need to be tackled so that Human Resource Management can
succeed. The challenges facing Human Resource Management include;

limited resources for training,

recognition of human resource management,
trade unions,
retrenchment and downsizing, limited research work in human resource and
Work ethics.
Differential compensation packages.
Hence an earnest effort will be made in this project to assess HRM practices in WIPRO. INFOTECH. (Bangalore).
4. OBJECTIVES OF THE STUDY
Keeping in view the problems identified, the following objectives are set for the study.
1. To justify the necessity of the present inquiry, it is intended to make a relatively comprehensive survey of the
theoretical and empirical work pertaining to the facets of HRM practices.
2. To know the awareness of HRM practices by the Heads of HR departments and of the respondent employees of the
select company.
3. To identify the HRM practices in the select company.
4. To analyze the HRM practices of the select companies based on gender, qualification and experience of the
respondent employees.
5. To analyze the importance of skill factors, training factors, communication factors and recognition and reward
factors in the select company.

Volume 5, Issue 1, January 2017 Page 2

 IPASJ International Journal of Mechanical Engineering (IIJME)
Web Site: http://www.ipasj.org/IIJME/IIJME.htm
A Publisher for Research Motivation ........ Email:editoriijme@ipasj.org
Volume 5, Issue 1, January 2017 ISSN 2321-6441

6. METHODOLOGY
The present study is partially theoretical and partially empirical. With a view to achieving the objectives set for the
study, it is proposed to use two approaches, namely theoretical and empirical. It is a kind of participatory research
study. The study is to be based on both secondary and primary source of information. The primary data for the study is
proposed to be gathered from management and employees of the select company. It is planned to use the questionnaire
based and observation method for gathering information and data. The questionnaire is split into two one for the
employees and one for top executives. The questionnaire consists of some open ended question and some are close
ended with multiple choice option.
The questionnaraies are framed based on these eight dimensions of HR:

HR planning and job analysis

Training and development
Recruitment and placement
Compensation
Performance appraisal
Promotion and transfer
Complaint and grievances
Work environment

5.1 DATA COLLECTION AND ANALYSIS

5.1.1 PRIMARY DATA
The Human resource management in the selected company is mainly focused with the high commitment and high
performance of each employee to obtain the strong positive outcomes. With the basis of the questionnaires approached
with the employee it was found that their required a employee engagement and talent development with proper training
and development and continuous monitoring with the managers and supervisors to still increase the performance level
in the job.

5.1.2SECONDARY DATA
The secondary data is collected with the internet and web based issues. With those data collected the analization of
HRM practices is evoked with the organizational culture with considering individual values.HRM practice varies with
nation, provoking the relationship with organizational effectiveness helps managers to learn HRM practices, Also
focused with human capital management and human resource development. The each and every employ satisfaction is
very important for obtaining a better and positive performance in the organization.

5.1.3 WORKPLACE FOCUS

Workplace design needs to take into account of a wide range of issues. Creating better and higher performing
workplace requires an awareness of how workplace impacts behavior and how behavior itself drives workplace
performance. The relationship between work, the workplace and the tools of work, workplace becomes an integral part
of work itself. Increasing workplace understanding is built on the recognition that space has different characteristics: it
performs different functions and there are different ways people work. People work individually and interact with
others and this requires different workplace solutions.

5.2 HYPOTHESIS
Based on the objectives set for the study, the following hypotheses are derived.
1. There is no significant difference in the HRM practices between the male and female respondents of the select
company.
2. There is no significant difference in the HRM practices between graduate and post-graduate respondents of the
select company.
3. There is no significant difference in the HRM practices between respondents of the select company with different
levels of experience.
4. There is significant positive correlation between HRM practices and job satisfaction of the respondent employees of
the select company.

Volume 5, Issue 1, January 2017 Page 3

 IPASJ International Journal of Mechanical Engineering (IIJME)
Web Site: http://www.ipasj.org/IIJME/IIJME.htm
A Publisher for Research Motivation ........ Email:editoriijme@ipasj.org
Volume 5, Issue 1, January 2017 ISSN 2321-6441

6. CONCLUSION
Based on the objectives, and data collected with the help of primary data, secondary data, also considering the opinions
got by the respondents of the selected company. The major issue with the employees faced is with the performance
appraisals, promotion, and transportation system. The company should overcome these problems by giving proper
training to improve skills, periodically the performance evaluation is to be done to provide promotions within the
service period.
Transportation is the main problem facing with many of the employees. Management should also consider these events
to make the employees work satisfactorily. Employees are partially satisfactory with other facilities except these
facilities. Hence management should consider improving these actions.

REFERENCES

[1]. Human resource management practices: comprehensiveReview,PankajTiwari, January [2012].

[2]. Study on the Impact of Human Resource Management Practices in Construction Industry
[3]. Vijay Antony Raj p. S. Kothai, Vol[ 3 ]Issue 1 January [2014]
[4]. Strategic human resource practices andtheir impact on company performance inChineseenterprises, Syed Akthar,
Daniel Z Ding and Gloria.GE, [2008].
[5]. Role, Scope, and Challenges of Hr in Retail Sector, Prof.Dr.JyothiH.Lahoti., [1997].
[6]. A study of Human resource management in a joint venture organization compared to locally owned organization in
china,Jindi SUN, Unitec New Zealand, [2009]
[7]. Human resource management practices in multinational companies-A case study in Indian IT industry, M
SudheerKumar, Prof P. Balaji Prasad.
[8]. The impact of human resource management practices on operational performance: recognizing country and
industry differences Sohel Ahmad, Roger G. Schroeder;[14]January [2002]
[9]. New HRM Practices in the Public and Private Sector Industrial Enterprises of Bangladesh: A Comparative
Assessment: Mir Mohammed Nurul Absar1 and Monowar Mahmood2Vol.[ 7].No. [2]. March[2011].Pp.[118-136].
[10]. Identifying and Understanding HR Competencies and their Relationship to Organizational Practices, Sunil J.
Ramlall, University of St. Thomas, Applied H.R.M. Research,[ 2006], Volume [11], Number [1], pages [27-38]
[11]. Innovative human resource management and corporate performance in the context of economic liberalization in
India Ashok Somaa ESSEC Business School, Paris, France Online Publication Date: [01] July [2008]

Author
Dr. Chitriki Thotappa is Professor and PG co-ordinator, working in Dept. of Mechanical Engineering
at RaoBahadur Y. Mahabaleswarappa Engineering College, Ballari-583104, and Karnataka. His area
of specialization is SCM and Production Management, Published more than 15 technical papers in
National and International Journals / Conferences. Presently he is guiding 3 research scholars, under
VTU.

Mrs.Ashwini Babu Tis a student of Mtech Production management of Mechanical Engineering at Rao
Bahadur Y. Mahabaleswarappa Engineering College, Ballari-583104, and Karnataka.

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