HR Practices Punjab

Published on May 2016 | Categories: Documents | Downloads: 39 | Comments: 0 | Views: 237
of 5
Download PDF   Embed   Report

Comments

Content

Abhinav
International Monthly Refereed Journal of Research In Management & Technology
Volume III, February’14

ISSN – 2320-0073

A STUDY OF HUMAN RESOURCE PRACTICES OF
EMPLOYEES IN MANUFACTURING INDUSTRY
AT PUNJAB
Rupinder Kaur
Assistant Professor, GGS Khalsa College for Women, Jhar Sahib, Ludhiana, India
Email: [email protected]

ABSTRACT
The purpose of the paper is to examine the impact of human resource practices on job
satisfaction and organizational commitment on employees of manufacturing industry in
Punjab, India. Data is collected from 211 employees from the six units. The analysis of data
is done by using Correlation, Analysis of Variance (ANOVA) and Regression Analysis tests.
The results indicate that HR practices are perceived to be different by the employees and HR
practices positively impact the level of Job Satisfaction and organizational commitment of
the employees. Management should pay attention towards enhancing motivation, job
satisfaction and organizational commitment through rewards and recognition. Rewards
could be monetary or non-monetary depending upon the performance of employees.

Keywords: Human Resource Practices; Job Satisfaction; Organizational Commitment
INTRODUCTION
The Indian Manufacuring Industry is being nurtured for an exponential growth, since the
quota regime has been withdrawn. The desire to be world class and serve as a benchmark is
an aspiration nurtured by most of the companies. Making this transition requires efforts in a
myriad of directions. These fruitful results have created a very challenging environment for
the industrialists, as globalization has lead to setting up of new benchmarks for everyone.
‘Any practice that deals with enhancing competencies, commitment and culture building can
be considered as an HR practice. The practice can take the form of a system, a process, an
activity, a norm, a rule, an accepted or expected habit, or just a way of doing things. Good
HR practices do indeed make a difference in term of business effectiveness. They need to be
identified and implemented cost-effectively, reviewing and revising them from time to time
to enhance their effectiveness and appropriateness’.
HR Practices include: HR Planning, Recruitment & Selection, Induction, Training &
Development, Performance Appraisal, Career Planning, Fringe Benefits, Safety, Health and
Environment Policy, Suggestions Scheme, Promotion & Transfers, Exit Policy.
Job Satisfaction
For an individual, Job Satisfaction would mean that something within him reacts favourably
to the job and its environment. Locke (1990) gives a comprehensive definition of Job
Satisfaction as involving cognitive, affective and evaluative reactions or attitudes and states
that it is a “pleasurable or positive emotional state resulting from the appraisal of one’s job
or job experience.”
Available online on www.abhinavjournal.com

40

Abhinav
International Monthly Refereed Journal of Research In Management & Technology
ISSN – 2320-0073

Volume III, February’14

Organizational Commitment
Organizational Commitment, or Employee Loyalty, is the degree to which an employee
identifies with the organization and wants to continue participating in it actively. The works
of Meyer and Allen (1991), commitment is the aggregate result of three different but related
components viz., Continuance Commitment, Affective Commitment and Normative
Commitment. The three dimensions are as follows: Affective Commitment is defined as an
emotional attachment to the organization such that the strongly committed individual
identifies with, is involved in and enjoys membership in the organization. In this case, an
individual strongly identifies with the goals of the organization and desires to remain a part
of the organization. This is the ideal 'happy' state for an individual. Continuance
Commitment involves commitment based on the costs that the employee associates with
leaving the organization. Normative Commitment involves the employee’s feelings of
obligation to stay with the organization. Workers with a strong normative commitment feel
that they ought to stay within the organization because he/she believes they should.
REVIEW OF LITERATURE
Simmons (2003) highlighted the need for balancing performance, accountability and equity
in stakeholder relationships by pursuing socially responsible HR practice. Harel and Tzafir
(1999) highlighted the effect of human resource management practices on the perceptions of
organisational and market performance of the firm. Chen, Hsin-yi (1995) examined the
difference of organisational climate and human resource practices between American and
Chinese companies in Taiwan. Jacobson (2006) in his research paper has emphasized that the
most widely used and an effective tool for performance appraisal as perceived by human
resource professional is 360-degree competency assessment process. Ramesh (2005) studied
the changes occurring in the field of human resource management in today’s era. He
observed that today’s competitive business climate presents the HRM function with a
number of important challenges and opportunities – dramatic advances in technology, in
recruiting, selection, training, appraisals, rewards and other human resource practices. Singh
(2003) examined that the aim of the human resources in the organization context is to ensure
the availability of competent, motivated and learning employees to the organization to
facilitate the achievement of its business objectives. Dhawan (2001) found in his study that
job satisfaction varies with the type of job, level of organizational hierarchy, personality
types etc. Kassahun (2005) As per his findings, there is a significant difference in
perceptions of Indian employees towards the level of their commitment to their organization.
Sanne (2005) their paper examined the effects of Human Resource Management (HRM)
practices and antecedents (personal variables, job and role characteristics, and work
experiences) on organizational commitment among Dutch university employees.
METHODODLOGY
The present study is confined to cover human resource practices of six selected
manufacturing units in Punjab. Data is collected from 211 employees from the six units. The
analysis of data is done by using Correlation, Analysis of Variance (ANOVA) and
Regression Analysis tests.
OBJECTIVES



To study the HR practices in selected units.

To study the impact of HR Practices on Job Satisfaction and Organizational
Commitment level of employees.
Available online on www.abhinavjournal.com
41

Abhinav
International Monthly Refereed Journal of Research In Management & Technology
ISSN – 2320-0073

Volume III, February’14

HYPOTHESES
H1: There is no significant difference between HR Practices by the employees in selected
units.
H2: There is statistically significant relationship between HR practices and Job Satisfaction
of employees.
H3: There is statistically significant relationship between HR practices and Organizational
Commitment of employees.
FINDINGS
To arrive at pertinent analysis, the collected data was put to plan statistical analysis using
SPSS package. The tools, which were employed to test the drafted hypothesis for
analysis included: Analysis of Variance (ANOVA), Co-relation and Regression Analysis.
After scoring the questionnaire the data was tabulated for each variable being studied
separately for each textile units. Descriptive Analysis, Inferential Analysis, Correlation
Analysis and Multiple Regression Analysis were used.
It was observed that the HR practices as perceived by the employees holds an important
place in the six units under study. The study was conducted on HR Practices.To study the
appropriateness of the HR Practices, an attempt was made to identify those HR Practices.
From the Analysis of Variance (ANOVA), the researcher drew the inference that the
perceived appropriateness of the factors like Procurement & Development; Employee
Benefits; Employee Schemes; Promotions & Transfers and Exit Policy is also significantly
different in all the six textile units under study i.e. the level of perceived appropriateness of
prevalent HR practices undertaken vary significantly from one unit to the other. The
inference drawn from pair wise multiple comparisons were that the appropriateness of HR
Practices in different pairs of the units studied under each factor was significantly different.
The researcher concluded from the overall analysis that the appropriateness of prevalent HR
practices is perceived to be different by the employees in units under study.
The units enables us to examine the impact of the appropriateness of HR practices as
perceived by the managerial employees on their level of Job Satisfaction. The variables of
Job Satisfaction namely, Team Working and Supportive Culture, Working Conditions,
Quality of Work Life, Supervisory Style and Skill Enhancement using factor analysis. It may
be concluded that the factors Supervisory Style and Skill Enhancement are important factors
leading towards Job Satisfaction of the employees. However, Quality of Work Life and
Working Conditions in the organizations are also integral factors that lead to Job
Satisfaction. All six units showed different Job Satisfaction levels. The correlation between
appropriateness of factors of HR practices as perceived by the managerial employees and the
factors of Job Satisfaction was calculated to determine the linear relationship between them.
The result showed a positive correlation between them. The inference drawn from the
correlation analysis was that HR Practices increase the level of Job Satisfaction of the
employees.
Multiple regression analysis was also performed to find out the relationship among various
variables under appropriateness of the prevalent HR Practices and Job Satisfaction. It was
observed that the factors of HR Practices having maximum impact on the level of Job
Satisfaction among employees were Employee Schemes, Employee Benefits, Promotions
and Transfers. Therefore, a positive change in these factors can lead to higher Job
Satisfaction.
Available online on www.abhinavjournal.com
42

Abhinav
International Monthly Refereed Journal of Research In Management & Technology
ISSN – 2320-0073

Volume III, February’14

CONCLUSION
It was expected that the HR Practices is perceived to be similar by employees. This
hypothesis is rejected due to the findings of the Analysis of Variance (ANOVA) and pair
wise multiple comparisons, which show that the HR Practices is perceived to be different by
the managerial employees in the units under study. It was expected that HR Practices
increases the level of Job Satisfaction of the employees. The hypothesis is accepted by the
results of the correlation analysis wherein a positive relationship is seen to exist between
factors of Human Resource Practices and Job Satisfaction. Through an Analysis of Variance
(ANOVA) of Job Satisfaction factors like Team Working & Supportive Culture; Working
Conditions; Quality of Work Life; Supervisory Style and Skill Enhancement, in the units
under study, the level of Job Satisfaction is not the same in all the units. It was expected that
HR Practices augment the level of Organizational Commitment of the employees Through
Correlation Analysis a positive relationship is seen between the HR Practices and
Organisational Commitment. Analysis of Variance (ANOVA) revealed that Organisational
Commitment in all units is perceived differently by the employees. Hence, the hypothesis
has been supported and accepted. The employees should be given motivation through
rewards and recognition. Rewards could be monetary or non-monetary depending upon the
performance of an employee and the company policy. But the good work and efforts of an
employee must be recognized from time to time so that he is always charged up to perform
better each time.
REFERENCES
1. Allen, N. and J. Meyer (1990) "Organizational Socialization Tactics: A Longitudinal
Analysis of Links to Newcomer's Commitment and Role Orientation", Academy of
Management Journal, Vol. 33, Number 48, pp 847-858
2. Chen, Hsin-yi (1995) “Organizational Climate and Human Resource Development
Practices of American and Chinese Companies in Taiwan”, Ph.D. Thesis, Submitted to
The University of Texas, Austin
3. Dhawan Sunil K. (2001) “Variations In Job Satisfaction With Age: Some Empirical
Findings”, Productivity, Vol. 42, Number1, April- June, pp 151- 155
4. Harel Gedaliahui H. and Shay S.Tzafrir (1999) “The Effect Of Human Resource
Management Practices On The Perceptions Of Organisational And Market Performance
Of The Firm”, Human Resource Management, Vol. 38, Issue 3, Autumn (Fall), pp 185199
5. Jacobson Ralph (2006) “Assessment Alternatives,
Performance”, Human Capital, February, pp 24- 27

Appraising

Organizational

6. John Simmons (2003) “Balancing Performance, Accountability And Equity In
Stakeholder Relationships: Towards More Socially Responsible HR Practice”, Corporate
Social Responsibility and Environmental Management, Vol. 10, Issue 3, September, pp
129-140
7. Kassahun Tilaye (2005) “Level of Organizational Commitment: Its Correlates and
Predictors”, Indian Journal of Industrial Relations, Vol. 41, No. 1, pp 301-317
8. Locke, E. A., & Latham, G. P. (1990). “Work Motivation And Satisfaction: Light At The
End Of The Tunnel”, Psychological Science, Vol. 1, pp 240-246

Available online on www.abhinavjournal.com

43

Abhinav
International Monthly Refereed Journal of Research In Management & Technology
ISSN – 2320-0073

Volume III, February’14

9. Ramesh T. and Kumar Sanjay I. (2005) “Human Resource Management In The New
Era”, Human Resource Management, SEDME Vol. 32 Number 2, June, pp 31- 36
10. Sanne G.A. et al (2005) “The Effects Of HRM Practices And Antecedents On
Organizational Commitment Among University Employees”, International Journal of
Human Resource Management
11. Singh Kuldeep (2003), “Impact Of HR Practices On Perceived Firm Performance In
India”, Asia Pacific Journal of Human Resources, Vol. 42, pp 301-317

Available online on www.abhinavjournal.com

44

Sponsor Documents

Or use your account on DocShare.tips

Hide

Forgot your password?

Or register your new account on DocShare.tips

Hide

Lost your password? Please enter your email address. You will receive a link to create a new password.

Back to log-in

Close