AN EMPLOYEE PERCEPTION TOWARDS HR PRACTICES

VEL TECH ARTS AND SCIENCE COLLEGE
DEPARTMENT OF MANAGEMENT STUDIES
PRESENTATION ON PROJECT ENTITLED
“A STUDY ON EMPLOYEE PERCEPTION TOWARDS HR PRACTICES”
@ JEMI CLUSTER
- S.YOGESH KUMAR

 This study will be helpful to know the perception and satisfaction level
with these methods and also this would be a chance for the employees
to give suggestions for the improvement in these methods.
 The researcher analyses their human resource practices through some
of the intense techniques and methodologies.
 It is to be noted that all the existing HR policies of the organization are
not studied and analyzed wherein special preference is provided only
to performance appraisals and training and development.

 The study fairly exhibits on the methodologies adopted by the
organization to train and develop their employees based on the
requirements and also certainly includes the rating parameters and
procedures by which the employees are being rated and appraised
based on their justifying performance within the stipulated time limits.
 Questionnaire is used for data collection from the estimated samples of
125 for carrying out the data analysis and interpretation.
 The descriptive research design is adopted as the research method and
full quota sampling is encouraged for data collection as the sample size
being fairly minimal.

HUMAN RESOURCE DEVELOPMENT
 HRD is a function/discipline focuses on people who work for
company.
 Focus of HRD is developing superior workforce as organization &
employees can accomplish work goals.
 HRD opportunities include the following:
• Employee training.
• Employee career development.
• Performance management and development.
• Key employee identification.
• Organization Development.

PERFORMANCE APPRAISAL
 PA means identifying, evaluating work performance of employees to
achieve organizational goals.
 Each organization sets standards to measure performance of
employees.
 They are means of telling a subordinate how he is doing, and
suggesting needed changes in his behavior, attitudes, skills or job
knowledge

TRAINING AND DEVELOPMENT
 It is learning process involving acquisition of knowledge, sharpening
of skills, concepts, rules, or changing attitudes & behaviors’ to enhance
performance of employees.
 It is planned to give trainees information and skills, need for job, &
development is learning that goes beyond knowledge needed just for
current job.

WHAT DOES ‘IT’ACUTELY MEAN?
 In a business context, the Information Technology Association of
America has defined Information Technology as "the study, design,
development, application, implementation, support or management of
computer-based information systems“.
 The collection of technologies that deal specifically with processing,
storing, and communicating information, including all types of
computer and communications systems as well as reprographics
methodologies.

WHY ‘IT’ HOLDS PRIME IMPORTANCE
All our work related applications are now completely automated. IT
professionals are people involved in essential management of sensitive
data, exclusive computer networking and systems-engineering. The
advancement of the IT sector has resulted in automated:
 Administration of entire systems.
 Production and manipulation of sensitive information.
 Cultural development and communication.
 Streamlining of business processes and timely upgrades.

BASIC ELEMENTS OF ‘IT’
There are two predominant basics which duly constitute to the elemental
constituents of Information Technology:
 Software and Applications.
 Hardware devices.

AN EMPLOYEE PERCEPTION TOWARDS HR PRACTICES

NATURE OF THE ORGANIZATION
 JC is a well-known vibrant software development concern with a
primary focus over programming, design, technology and analysis
wherein making things acutely possible by containing a bunch of
passionate and qualified professionals.
 They have also built a network of highly dedicated technical people
and that helps us find exact optimal solutions for deliberate and
prolonging issues.

MOTIVES AND SPECIALISATION
 Implementing innovative ideas.
 Delivering cost effective solutions.
 Being a trustworthy and fair business partner.
 Maintaining quality standards.

TECHNOLOGIES USED BY JC
 IOS
 Android
 Windows Phone
 HTML 5
 PHP
 CSS 3
 JQuery
 Microsoft Dot net
 Microsoft SQL Server
 Microsoft Silverlight
 Java

PORTFOLIO OF JEMI CLUSTER
APPLICATION/WEBSITE: BRIGHTMYCAREER.COM
DOMAIN: JOB PORTAL

APPLICATION/WEBSITE: E-SOFT
DOMAIN: WEB DEVELOPMENT

APPLICATION/WEBSITE: PROPERTY PLAZA
DOMAINREAL: ESTATE PORTAL

APPLICATION/WEBSITE: BKS INFOTECH
DOMAIN: WEB DESIGN

APPLICATION/WEBSITE: GURU SYSTEMS
DOMAIN: CONSULTANCY PORTAL

APPLICATION/WEBSITE: IE INNOVATION ENGG
DOMAIN: WEB DESIGN

ARTICLE 1
Title Approach to training and development
Author Casse and Banahan
Year 2007 Volume Third edition
Publisher Asoke K. Ghosh, Prentice-Hall of India Private Limited
Abstract The current traditional training continuously facing the
challenges in the selection of the employees, in maintaining the
uncertainty related to the purpose and in introducing new tactics for the
environment of work and by recognizing this, they advising on all the
problems, which reiterates the requirement for flexible approach.

ARTICLE 2
Title Employee Assessment
Author William & Keith
Year 2001 Volume First edition
Publisher Sathish K. Kapoor and Purva Kansal
Abstract It is a method in which the performance of a staff
member's job is evaluated. PA is part of the career development process
and by this organizations evaluate employees’ performance.

Primary Objective
 Ascertain perception levels of employees towards HRD practices at
Jemi Cluster.
Secondary Objectives
 Determine satisfaction level of employees towards HRD practices at
organisation.
 Analyse HR policies of JC - T&D and PA.
 Check the adaptability rates of employees of JC.

 Develop effectiveness of HR of organisation - achieve organisational
and individual goals.
 Find changes in routines and work styles of employees after policy
adoption.
 Analyse and evaluate satisfaction and perception levels of employees.
 Retain the employees in organisation for betterment of individual and
organisation.

 Improving HRD practices by learning perception of employees
towards practices.
 Focuses attention on practices such as PA & T&D.
 Helps in deriving more understanding and expectation between HR
department and employees.
 Suggest methods to increase performance of the employees and
organization.

 The time factor which is constrained to limited periods.
 Difficult to access some information due to company policies.
 Based on details provided by higher officials.
 Data is collected through questionnaire and is limited to data collected.
 Title materials and information were not up to expectations.

RESEARCH TYPE
 The type of research design used is Descriptive Research Design.
 It is typically concerned with determining the no. of respondents with
which something occurs or how two variables vary together.
SOURCES OF DATA
Primary data: Questionnaire methods are used.
Secondary data: Company records, documents and websites.

SAMPLE SIZE
 The sample size is 125.
SAMPLING UNIT
 The sampling unit is the employees of the corporate office of Jemi
Cluster.
SAMPLING TECHNIQUE
 The sampling design is full quota sampling.
SAMPLING TOOLS
 The sampling tools used for data interpretation is chi-square test,
weighted average method, Spearman rank correlation, ANOVA table
and percentage method.

Table 1: AGE OF THE RESPONDENTS
Age group No. of respondents
Below 25 years 19
26 years-30 years 35
31 years-35 years 44
Above 35 years 27
Total 125

Table 2: GENDER OF THE RESPONDENTS
Gender No. of respondents
Male 97
Female 28
Total 125

Table 3: MARITAL STATUS OF THE
RESPONDENTS
Marital Status No. of respondents Percentage
Married 72 58
Unmarried 53 42
Total 125 100

Inference
 From the table, it is inferred that 58% of the respondents are married.
 From the table, it is inferred that 42% of the respondents are
unmarried.

Figure 3: MARITAL STATUS OF THE
RESPONDENTS

Table 4: QUALIFICATION OF THE
RESPONDENTS
Qualification No. of respondents Percentage
Diploma 13 10
Under Graduate 47 38
Post Graduate 35 28
others 30 24
Total 125 100

Inference
 From the table, it is inferred that 38% of the respondents are under
graduates.
 From the table, it is inferred that 28% of the respondents are post
graduates.
 From the table, it is inferred that 24% of the respondents possess other
qualifications.
 From the table, it is inferred that 10% of the respondents are diploma
graduates.

Figure 4: QUALIFICATION OF THE
RESPONDENTS

Table 5: YEARS OF EXPERIENCE OF THE
RESPONDENTS
Years of Experience No. of respondents Percentage
Below 2 years 35 28
2 years - 5 years 45 36
5 years - 10 years 30 24
Above 10 years 15 12
Total 125 100

Inference
 From the table, it is inferred that 36% of the respondents have 2 years-
5 years of experience.
 From the table, it is inferred that 28% of the respondents have below 2
years of experience.
 From the table, it is inferred that 24% of the respondents have 5 years-
 From the table, it is inferred that 12% of the respondents have above

Figure 5: YEARS OF EXPERIENCE OF THE
RESPONDENTS

Table 6: SALARY OF THE RESPONDENTS
Salary No. of respondents Percentage
Below 15,000 57 46
15,001 - 30,000 33 26
30,001 - 50,000 28 22
Above 50,000 07 06
Total 125 100

Inference
 From the table, it is inferred that 46% of the respondents earn below
15,000.
 From the table, it is inferred that 26% of the respondents earn between
15,001-30,000.
 From the table, it is inferred that 22% of the respondents earn between
30,001-50,000.
 From the table, it is inferred that 6% of the respondents earn above
50,000.

Figure 6: SALARY OF THE RESPONDENTS

 The result of the chi-square test proves that there is certainly no
relationship existing between the “years of experience” and
satisfaction levels over the “on-the-job” training.
 It is inferred that around two-fifth of the sample population stand
neutral over the “on-the-job” training satisfaction levels.
 It is certainly found that the respondents of Jemi Cluster were not
thoroughly satisfied over the “off-the-job” training satisfaction levels.
 The chi-square results proves that null relationship exists between the
“off-the –job” training satisfaction levels and the “years of experience”
of the respondents.

 The results of rank correlation prove out that a mere significant
relationship exists between the conditions to be improved during the
training sessions and the skills of the trainer.
 It should be noticed that a significant relationship profoundly exists
between the opinion and reasons of performance appraisal.
 It is certainly observed that around 46% of the sample population is
paid under ten thousand rupees as their monthly income.

SUGGESTIONS AND
RECOMMENDATIONS

 The training session’s duration should be increased and more skilled
trainers should be arranged and the number of training programs also
should be increased.
 The management can adopt new method of appraisal than the present
tool performance evaluation sheet. They can adopt 360 degree
appraisal.
 Employee should be considered for the increment in salary, if their
performance exceeds beyond predetermined standards.

 Human Resource Development is an important part of every
organization.
 Through HRD, organization can help employees in adjusting and
accommodating themselves to the organization’s practice and market
competitive environment.

 The present study has been undertaken with the objective of analyzing
the perception of employees towards the HRD practices namely
performance appraisal and training and development.
 After the long time study and survey about the two practices, it can be
said that the practices need lot more improvement, revision and
extension to all the employees of the company at each level.
 An effective HRD practice and its proper implementation is very much
essential for regular periodical feedback and evaluation of he
employees so that it can stand as an effective and much well planned
activity.

 Effectiveness of training, Diarmuid De Faoite, Colette Henry, First
edition, 2002.
 Performance appraisal plans, Dick Grote, 1996.
 Methods of performance appraisal, Landy and Farr, 1996.
 Employee Assessment, William & Keith, 2001.
 Kothery.C.R, “Research Methodology”, Wishwa Publication, 2001.

AN EMPLOYEE PERCEPTION TOWARDS HR PRACTICES

AN EMPLOYEE PERCEPTION TOWARDS HR PRACTICES

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