Perception 2
Perception 2
Perception 2
1Student
INTRODUCTION
Organization is a place where the entire employees are going to work together. Commonly in any
organization perception towards the work and organizational Human recourse practices play the very
important role. Human Resource practices in organization describe about the perception of the employee
towards the job and organization. In my Internship study I focused on the Human Resources practices and
Culture of the Mahindra president motors.
In any organization HR practices play the very important role in the development of the organization and it
keep the employee happy with there work. Organization working culture is going to define the employee
perception about the organization and HR Practices. In a present situation many organizations are focusing
to create employee’s friendly environment and working condition. Due to the bad Culture and unfriendly
HR practices employees are leaving their job or they are changing their workplace one organization to
another organization and its also somewhere becoming the trend of the employees in the organization.
The best HR practice in an organization are going to create a good working culture of the organization.
This study brings about the organization culture HR aspects of the employee’s in the factory. The culture
of the organization consists of the values and beliefs of the people in an organization that support the
organizational goals, Organizational culture have an impact on employee’s satisfaction. This also describes
different dimensions of organizational performance. Research shows that if employees are committed or
IJCRT2104469 International Journal of Creative Research Thoughts (IJCRT) www.ijcrt.org 1
www.ijcrt.org © 2021 IJCRT | Volume 9, Issue 4 April 2021 | ISSN: 2320-
2882
having the
PERCEPTION OF EMPLOYEE
When an individual looks at a target and attempts to interpret what he or she sees that Interpretation is
heavily influence by the Personal characteristics of the individual Perceiver. Personal characteristics that
effect Perception include a person’s attitudes, Personality, motives, interests, past experience and
expectation.
PRIMARY OBJECTIVE
SECONDARY OBJECTIVE
ORGANIZATION
An organization is an entity comprising multiple people, such as an institution or an association, which has
a particular purpose. All organizations as a management structures that determines relationships between
the different activities and the members, and subdivides and assign roles, responsibilities, and authority to
carry out different tasks. Organizations are open system – they effect and are affected by their
environment.
HR PRACTICES
Strategic Management: The strategic Management process is a management technique used to plan for
the future: Organizations create a vision by developing long-term strategies. This helps identify necessary
processes and resource allocation to achieve those goals.
Workforce Planning and Employment (recruitment and selection): Recruitment and Selection is an
important operation in HRM, designed to maximize employee strength in order to meet the employer’s
strategic goals and objectives. It is a process of sourcing, screening, shortlisting and selecting the right
candidates for the required vacant positions.
Human Resource Development (training & Development): Training and Development is a subsystem
of an organization which emphasize on the improvement of the performance of individuals and groups.
Training is an educational process which involves the sharpening of skills, concepts, changing of attitude
and gaining more knowledge to enhance the performance of the employees.
Total Rewards (compensation & benefits): Compensation and benefits refers to the compensation/salary
and other monetary and non-monetary benefits passed on by a firm to its employees. Compensation and
benefits are an important aspect of HRM as it helps to keep the workforce motivated.
Policy Formulation: Policy formulation is the development of effective and acceptable courses of action
for addressing what has been placed on the policy agenda.
Employee and Labour Relations: The employee and Labour Relations function of the Human Resources
Department is commonly associated with matters such as investigations, counselling and disciplinary
actions, but that certainly is not its primary mission.
Risk Management: Risk management is the process of identifying, assessing and controlling threats to an
organization's capital and earnings. These threats, or risks, could stem from a wide variety of sources,
including financial uncertainty, legal liabilities, strategic management errors, accidents and natural disaster
INTRODUCTION ABOUT MAHENDRA AND MAHENDRA COMPANY LTD.
Mahindra and Mahindra Limited (M&M) is an Indian multinational automobile manufacturing corporation
headquartered in Mumbai, Maharashtra, India. It is one of the largest vehicle manufacturers by production
in India and the largest manufacturer of tractors in the world. It is a part of Mahindra Group, an Indian
conglomerate. It was established in 1945 as Muhammad & Mahindra and later renamed as Mahindra and
Mahindra. It was ranked 17th on a list of top companies in India by Fortune India 500 in 2018. Its major
competitors in the Indian market include Maruti Suzuki and Tata Motors. As of 31 March 2018, the
company had 41,673 employees, 20,806 of whom were temporary employees, apprentices and trainees. It
also had 690 (3%) permanent female employees on the same date.
MISSION:
We’ve made humanity’s innate desire to Rise our driving purpose. We challenge conventional thinking
and innovatively use our resources to drive positive change in the lives of our stakeholders and
communities across the world, to enable them to Rise. This purpose is why we exist, come to work every
day, and strive continuously in delivering our promise. “One Team. One Plan. One Goal.”
VISION
KEY PEOPLES
PRODUCTS
Global company as far as its operations and reach are concerned. It has its assembly units in China, USA
and the UK, along with other countries. Mahindra cars, especially the SUVs and the tractors, are high in
demand not just in India but also in South Africa, Australia, Malaysia and other parts of the world.
Mahindra manufactures SUVs, saloon cars, pick-up vehicles, lightweight commercial vehicles, heavy-
weight commercial vehicles, motorcycles and tractors.
The Mahindra & Mahindra company’s expansion story is one of the most inspiring as the company has
taken a strong foothold in the foreign markets in a very less time. The company entered the two-wheeler
segment
with the acquisition of Kinetic Motors in India. The company also has a controlling stake in REVA
electric car company and has also acquired South Korean based, SsangYong Motor Company as of 2011.
The business expansion for Mahindra & Mahindra, however, started in 2007 with its joint venture with
Renault. However, the joint venture soon dissolved. The company continued its expansion with acquiring
a 51% control in Peugeot Motorcycles in 2014. The company, along with its affiliate, Tech Mahindra Ltd.
Has acquired a major stake in the Italian car designer, Pininfarina Spa. The company has also acquired a
75% equity in Hisarlar Makina Sanayi Ve Ticaret Anonim, a company that manufactures farm equipment,
and this acquisition allowed Mahindra to foray into the Turkish market.
The latest acquisition by Mahindra & Mahindra in September 2017 was the Erkunt Traktor Sanayi AS, a
Turkish tractor company. As a result, now Mahindra boasts a widespread global presence in different
automobile and vehicle segments.
Models of Mahindra
Mahindra cars price starts at Rs. Mahindra KUV100 NXT at 4.88 lakh and goes up to Rs.30.7 lakh for the
top model Mahindra Alturas G4. The Models that are sold at President Motors are as Follows: -
1. Mahindra TUV300
The Diesel engine is 1493 cc. It is available with the Manual transmission. Depending upon the variant and
fuel type the TUV 300 has a mileage of 18.49 kmpl. The TUV 300 is a 7-seater SUV and has a length of
3995mm, width of 1795mm and a wheelbase of 2680mm.
2. Mahindra XUV300
The Mahindra XUV300 will get a 1.2-litre petrol and a 1.5-litre diesel engine. The petrol engine makes
110 bhp and 200 newton metres of peak torque while the diesel engine pumps out 115 bhp and churns out
a class-leading torque of 300 newton metres. A 6-speed gearbox is standard and there will be no
Automatic for now.
3. Mahindra Alturas G4
The Diesel engine is 2157 cc. It is available with the Automatic transmission. Depending upon the Variant
and fuel type the Alturas G4 has a mileage of 12.05 to 12.35 kmpl. The Alturas G4 is a 7 Seater SUV and
has a length of 4850 mm, width of 1960 mm and a wheelbase of 2865 mm. Mahindra Marazzo. The Diesel
engine is 1497 cc. It is available with the Manual transmission. Depending upon the variant and fuel type
the Marazzo has a mileage of 17.3 kmpl. The Marazzo is an 8 seater MPV and has a length of 4585 mm,
width of 1866 mm and a wheelbase of 2760 mm.
4. Mahindra XUV500
The Diesel engine is 2179 cc. It is available with the Manual and Automatic transmission. Depending upon
the variant and fuel type the XUV500 has a mileage of 15.1 kmpl. The XUV500 is a 7-seater SUV and has
a length of 4585mm, width of 1890mm and a wheelbase of 2700mm.
The Diesel engine is 1198 cc while the Petrol engine is 1198 cc. It is available with the Manual
transmission. Depending upon the variant and fuel type the KUV100 NXT has a mileage of 18.15 to 25.32
kmpl. The KUV100 NXT is a 6-seater Hatchback and has a length of 3700mm, width of 1735mm and a
wheelbase of 2385mm.
6. Mahindra Scorpio
The Diesel engine is 2523 cc and 2179 cc. It is available with the Manual transmission. Depending upon
the variant and fuel type the Scorpio has a mileage of 15.4 to 16.36 kmpl. The Scorpio is a 7-seater SUV
and has a length of 4456mm, width of 1820mm and a wheelbase of 2680mm.
7. Mahindra Thar
The Diesel engine is 2498 cc. It is available with the Manual transmission. Depending upon the variant
and fuel type the Thar has a mileage of 16.55 kmpl. The Thar is a 6-seater SUV and has a length of
3920mm, width of 1726mm and a wheelbase of 2430mm.
The Diesel engine is 2179 cc. It is available with the Manual transmission. Depending upon the variant
and fuel type the TUV 300 Plus has a mileage of 18.49 kmpl. The TUV 300 Plus is a 9-seater SUV and
has a length of 4400 mm, width of 1835 mm and a wheelbase of 2680 mm.
(A, h. m. 2014) The Effect Of Human Resources Management Practices On Employee PerformanceThe
study population, which consisted of employees in the MSI, comprised 40 respondents. To achieve the
study objectives, the researcher developed and distributed a questionnaire, and collected and analyzed the
data using SPSS. An overall analysis was performed based on the descriptive statistics and correlation
analysis. The results indicated that recruitment and selection and compensation significantly correlated
with the employee performance in MSI. The paper provide recommendations for improving recruitment
and selection and compensation in MSI.
(alnaqbi, w. 2011) The relationship between human resource practices and employee retention in public
organizations. The purpose of this study was to identify HR practices and other factors such as job
satisfaction, organisational commitments and leadership practice that affect employee retention in the
UAE with emphasis on public organizations, in a comparative study of Sharjah and Dubai. To accomplish
this task, both quantitative and qualitative research approaches were employed. The results show that
national culture has a direct influence on organisational culture. Research participants indicate that the
current workplace culture is not highly satisfactory, and that strategies are needed to improve it. The
research finds
that lack of empowerment and management style are factors that influence the retention of employees in
UAE public organizations.
(jarad, I. y. 2010) Organizational Culture and Organizational Performance 60 research studies covering
7619 companies and small business units in 26 countries have found that market culture and business
performance are strongly related. This positive correlation is identified by more than 35 performance
measure. organizational culture was based more on differences in norms and shared practices, which was
learned at the workplace and considered as valid within the boundaries of a particular organization. Hence,
in the context of organizational culture, cultural differences resided more on practices while national, the
differences lie in values.
(kosiorek, D. 2016)Relationships between organisational culture and human resource management The
objective of this article is to present connections between organisational culture and human resource
management (HRM), taking into account differences resulting from the existence of numerous typologies
of such cultures. organisational culture and practices adopted by an organisation within the scope of
particular personnel functions. Level characteristic for homogeneous and strong organisational cultures
organisational effectiveness is connected, among other things, with labour costs, which are influenced by
both an organisation’s remuneration system and its employees’ level of competence. Thirdly,
organisational culture is a source and foundation for work methods and behaviours, and thus it constitutes
a factor supporting the managing personnel in the pursuit of an organisation’s goals.
(M.E., D. C. 2017) HRM Practices in IT Sector The 50 questionnaires are given to some employees and
then with the opinion of the employee’s 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 greater
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.
(RAHMAN, M. M. 2012) The Role of Human Resource Management practices on Job Satisfaction and
Organizational Commitment This study aims at exploring the impact of HRM practices on job satisfaction
and organizational commitment the influencing factors relating to HRM practices on job satisfaction and
organizational commitment are job security, reward, training and development, equity, attitude of the top
management and work autonomy, etc. A survey has been conducted among 1000 employees a structured
questionnaire and analyzed them objectively. To quantify those factors a five point rating “likert scale” has
been used in this paper. After tabulating the primary data the researchers conducted various tests such as
Chi- square test, ANOVA test and identified a number of key findings as to the affect of HRM practices
on Job satisfaction and Organizational commitment at banking sector.
(Riet, S. v. 2016) Focusing on employees’ perception of HRM; HRM satisfaction and distinctiveness
considered HR distinctiveness is measured as a process variable. Organizational outcomes as affective
commitment and innovative behaviour are the content variables which are being measured. The data used
in this study is collected through questionnaires. employees also make attributions due to personal factors,
such as uncertainty avoidance, which can positively influence de relationship between HR satisfaction and
innovative behaviour.
(SAIFALISLAM. 2014) Human Resource Management Practices: Influence of recruitment and selection,
and training and development on the organizational performanceThe sample comprises staff and lecturers
of the university. To achieve the study objectives, the researchers developed a questionnaire, which was
administered in a survey. The collected data were analyzed by using SPSS. The analysis of the descriptive
statistics and correlations indicated that recruitment and selection as well as training and development
significantly correlated with the organizational performance.
(soni, S. 2019)Engagement of employees is considered as a robust indicator of outcomes that are highly
valued by any business in any sector of the industry. Therefore, employee engagement and effectiveness
could prove to be an excellent parameter to assess the health of the organization as such with regards to
satisfaction, innovation, commitment, retention and productivity. This study was outlined on the basis of
the structural approach theory and adopted a secondary research methodology where the data for the study
was gathered through secondary sources derived from researches conducted by researchers in the past and
available from scholarly sites. The findings of this research indicated that the culture of the organization
had a largely positive and significant impact on engagement and effectiveness of employees.
(aziz, m. f. 2015) Employees’ perception about organizational culture; with and without ethnic diversity
conducive organizational culture has been proved to be imperative for an efficient organizational
performance. The study was conducted on two higher level educational institutions in two different
countries: a university in Pakistan having a homogeneous workforce and a college in the Sultanate of
Oman carrying a heterogeneous workforce where diversity is integrated with organizational culture as a
diverse work force from many different cultural backgrounds and nationalities is working in Omani
educational institutions. After data analysis, it was found that faculty members working in a diversity
integrated culture have a better perception about their organization than those serving in a culture without
diversity. A comprehensive descriptive analysis was done to analyze organizational climate in both the
institution in this study. Total 85 Surveys (45+40) Frequency distribution of Ibri College of Technology
(Sultanate of Oman) is given in below table, it has an ethnically diverse work force. There were 36
expatriate respondents and only 9 were local respondents.
(Bhavana raina, d. a. 2019) A Study of Employee’s Perception Of Human Resource Practices And Work
Engagement. Questionnaires were given to employees working in hotels in-front of the house and at - back
of the house at different levels in different hotels. 425 responses have been obtained after sending 600
questionnaires with a response rate of 71%. After data cleaning, 418 useful samples have been used for
data analysis purpose different levels in different departments was taken. As we were looking at the
relationships between Human Resource Practices and Work Engagement, two sets of questionnaires were
given.
(boonen, i. 2018) the effects of employees’ perceptions regarding the effectiveness of HR practices have
been under researched. This study examines to what extent the use of HR practices (i.e. employee
development, career opportunities, performance management, job design, communication and information
sharing, participation, work-life balance, job security and rewards) influences employee performance and
to what extent this relationship is mediated by the perceived HR effectiveness and moderated by the
perceived organizational support. e. A cross-sectional study was conducted among 464 employees from
different Dutch organizations in various sectors. Results support the positive relationship between use of
HR practices and HR effectiveness ratings. Furthermore, the results support the positive relationship
between use of HR practices and employee performance except for the HR practices employee
development and rewards.
(dd, s. 2018)The culture and working climate has a significant impact on the performance of its
employees. The component “Adaptability” followed by “Mission” and “Involvement” were more
dominant in the organizational culture. A majority of the employees perceived that they were treated
humanities free to express then opinion/feelings and clear on how to do their task/work. There was a
positive and significant correlation of respondents’ job satisfaction and their commitment with
organizational culture and climate indicating that the employees who were satisfied with their job had
favourable perceptions’ towards organizational culture and working climate .The study conducted on a
random sample of 80 employees.
(dereje mesfin, m. w. 2020)The concept of Organizational Culture (OC) which refers to the pattern of
values, norms, beliefs,attitudes and assumptions may not be articulated through verbal language. However,
it shapes the way people behave and the way things get done in an organization. Paired t-test and multiple
linear regression analysis were used to assess the relationship between organizational culture and job
satisfaction and the results were presented using tables and charts. while acknowledging all limitation of
observational study we reached to the conclusion that an employees of the respective primary hospitals
would prefer to work in environment characterized by innovative and clan culture and their satisfaction
level is medium so that the managers should undertake major cultural transformation and must work to
improve the job satisfaction level of health workers within their respective hospitals.
(jolly, c. j. 2012) Globalisation has led to opening up avenues when it comes to business opportunities.
Multinational Organizations nowadays tend to have a presence in various nations and also have a tendency
to employ a diverse work force. Therefore the HR department has had to make a lot of changes in the way
their organizations work culture is developed since they have to incorporate the views and culture of
employees from diverse backgrounds. cross sectional survey and quantitative survey methodology was
adopted for this study. The study determines that if individuals perceive certain practices in a positive
light, then there’s a very good chance that they will consider the rest of the HR practices with the same
positive outlook and vice versa.
(kannan, d. v. 2014) To study the perception of the employees towards human resource management
policies and practices of the select co-operative sugar mills in Tamil Nadu. For this reason 513 employees
were selected from 4 co-operative sugar mills. Male respondents, respondents in the age group above 55
years, respondents having PG and above qualifications, respondents belonging to monthly salary of above
Rs.35000, officers, respondents belonging to length of experience above 30 years, permanent employees.
The objectives of the present study are as follows to study the perception of the employees towards human
resource management policies and practices of the select co-operative sugar mills. The primary data were
collected from 513 employees with the help of questionnaire. Pre-testing of questionnaire was done.
shweta rajput, d. v. (2018) There is a growing need for the integration of environmental management into
Human Resource Management (HRM) – Green HRM – research practice. This paper summarizes the
findings of the first phase of a longitudinal study. It is limited at this stage by a relatively small data
sample, given that there are only a limited number of Green Star-rated buildings that have been in
operation for more than 12 months at this stage of data collection. The descriptive statistics of the items.
Result of exploratory factor analysis showed that there are four factors extracted out of 15 questions of
employee perception of green initiatives which explained 68 percent of total variations in the scores.
RESEARCH METHODOLOGY
1. RESEARCH PROBLEM
To study employee perception in Mahindra President motors company HR practices.
2. PROBLEM STATEMENT
To study the employee’s satisfaction with the HR practices in the company.
3. OBJECTIVE OF RESEARCH
A. Primary objectives:
To study HR practices being implemented in Mahindra president motors
B. Secondary objectives:
To study HR practices that lead to positive perception of employees
To study HR practices that lead to negative perception of employees
4. RESEARCH DESIGN:
The research design used in this project is “DESCRIPTIVE RESEARCH DESIGN”
As descriptive research is used to describe characteristics of a population or phenomenon being
studies. It does not answer questions about how/when/why the characteristics occurred. Rather it
addresses the ‘what’ question. The characteristics used to describe the situation are usually some
kind of categorical scheme also known as descriptive categories.
5. SAMPLING METHOD
Simple random sampling method is used in the project.
Sample size
The sample size is 70 employees are taken.
Population
There are 100 up employees are there at Mahindra President Motors.
Tools and Techniques
Survey (Questionnaire) method is used.
6. Research limitation
Duration of internship period
Accurate company objectives were not designed as it is an organization of more than 500
showrooms.
7. DATA COLLECTION
A. Primary source
In this research study, survey is the primary source of data collection. To analyse the
employee’s opinion and feedback about the recruitment and selection process, which is
collected through Questionnaire.
B. Secondary source
Secondary data sources are magazine, Company booklet, and from company’s website.
DATA ANALYSIS AND
INTERPRETATION
Statistics
N
Valid Missing
Gender 71 0
Age group 71 0
Education qualification 71 0
Marital status 71 0
Clear understanding of HR policies and procedures 71 0
HR practices implemented utmost transparency 71 0
Task easier and more comfortable 71 0
Flexibility 71 0
Sufficient Salary /Monetary incentives 71 0
Fairly distribution of rewards and incentives 71 0
Paid adequately for work done 71 0
Encourage employees to take initiative 71 0
Team opinion and ideas 71 0
Influencing factors for leave the job 71 0
HR practices framed 71 0
Upgradation of HR practices 71 0
Effective communication about changes in policies and procedures 71 0
1. Gender
Table 5.1
Interpretation:
From the above chart and table respectively, out of 100 respondents, 42% of the respondents are male and
56% of the respondents are female, which shows high working female percentage
2. Age
Table 5.2
Frequency Percent Valid Percent Cumulative Percent
Interpretation:
From the above chart and table respectively in age wise,14% of the respondent belongs to the age of 20 to
30 year, 49.3% of the respondent belongs to the age group of between 31to 40 year,33.8% of the
respondent belongs to the age group of between 41 to 50 years, 1.4% of the respondent belongs to the age
group of above 50 years.
3. Martial status
www.ijcrt.org © 2021 IJCRT | Volume 9, Issue 4 April 2021 | ISSN: 2320-
2882
Table 5.3
Interpretation: From the above table and graph represented that the majorities of employees are married,
and minorities are unmarried.
4. Educational qualification
Interpretation: From the above table and graph represented that the majorities of employees are Graduate
Passed So; the employees are more knowledgeable.
Table 5.5
www.ijcrt.org © 2021 IJCRT | Volume 9, Issue 4 April 2021 | ISSN: 2320-
2882
Std.
N Mean Deviation Skewness
There is a clear understanding of HR policies & procedure in your 70 2.66 1.744 .277
organization.
You are being paid adequately for the work you do. 70 2.80 1.528 .022
One-Sample Test
Test Value = 2
95% Confidence Interval of
Sig the Difference
. Mean
Lower Upper
t d (2- Differenc
f tailed) e
There is a clear understanding of HR
policies & procedure in your 3.15 69 .002 .657 .24 1.07
organization. 3
Table 5.7
H0: Company provide clear understanding of Hr policies and procedure does affect employee’s perception
H1: Company provide clear understanding of Hr policies and procedure does not affect employee’s
perception.
Here above table sig. Value is .002 which is lower than 0.005, therefore null hypothesis is rejected. Hence
company's providing clear policies and procedure does not affect employee’s perception towards HR
practices.
Interpretation: From the above table and pie chart represent that 46℅ of the employees
strongly disagree on the understanding of HR policies and only 2.8℅ are agree of the
population.
H1: HR practices implementation does not have utmost transparency among employees and superior
Here, sig value is 0.005 which is equal to 0.005. Therefore, null hypothesis is accepted
Hence company’s HR practices implementation does have utmost transparency among employees and
superior.
Interpretation: From the above table and pie chart represent that there is less transparency while
implementing HR practices majorities response are 47.9% strongly disagree. While very few (4.2%)
disagree with the statement. The respondents. to the extent of 25. 4 % have neutral opinion. Overall it can
be said that most of the respondents strongly disagree with the alternate hypothesis.
HR practices of your organizations make your task easier & more comfortable.
Table 5.9
Here sig. Value is 0.014 which is higher than 0.005, therefore null hypothesis is accepted .
Hence, company’s HR practices make task easier and more comfortable which affect
employees perception towards HR practices.
Interpretation: From the above table and pie chart shows that majorities of the respondent are strongly
disagree 43.7% on hr practices makes their task easier and comfortable.
www.ijcrt.org © 2021 IJCRT | Volume 9, Issue 4 April 2021 | ISSN: 2320-
2882 HR practices are flexible in your organizations towards Environment.
Table 5.10
Cumulative
Frequency Percent Valid Percent Percent
Here sig.value is 0.009 which is higher than 0.005, therefore null hypothesis is accepted
Hence company HR practices are not flexible towards environment which affect employee’s perception in
negative way.
Interpretation: From the above table and pie chart shows that 45.1 % of respondent are strongly disagree
on flexibility of organization working environment.
Table 5.11
H0: Monetary incentives are sufficient affects employee’s perception towards hr practices
H1: Monetary incentives are not sufficient affects employee’s perception towards hr practices
Here, in the above table 5.6 sig. value is 0.002 which is less than 0.005, therefore null hypothesis is
rejected.
Hence company monetary incentives are not sufficient which affects employee’s perception towards hr
negatively.
Interpretation: From the above table and pie chart shows that majorities of employees are strongly
disagree on sufficicent monetary incentives which 38.0%
www.ijcrt.org Rewards & Incentives©are fairly
2021 IJCRTdistributed in your
| Volume 9, Issue 4 Aprilorganizations.
2021 | ISSN:
2320-
Table 5.12
2882
H0: Rewards are fairly distributed which affects employee’s perception positively
H1: Rewards are not fairly distributed which affect employee’s perception negatively
Here, in table 5.6 sig. value is 0.000 which is lower than 0.005, therefore null hypothesis is rejected.
Hence, company rewards system is not fairly distributed which affects employee’s perception towards hr
practices negatively.
Interpretation: From the above table and pie chart shows that majorities of employees are strongly
disagree on fairly distribution of rewards and incentives only 11.3% are agree.
H0: Company paid adequately for the work which affects employee’s perception towards hr practices
positively.
H1: Company does not pay adequately for the work affects employees perception towards hr practices
negatively.
IJCRT2104469 International Journal of Creative Research Thoughts (IJCRT) www.ijcrt.org 42
www.ijcrt.org © 2021 IJCRT | Volume 9, Issue 4 April 2021 | ISSN: 2320-
2882
Here, table 5.6 sig value is 0.000 which is lower than 0.005, therefore null hypothesis is rejected
Hence, company does not pay adequately for the work which affects employee’s perception negatively
towards hr practices.
Interpretation: From the above table and pie chart shows that majorities of
employees are not adequately paid according their work 33.8% are strongly disagree.
The employees are encouraged to take initiatives & do things on their way.
Table 5.14
H0: Employees are encouraged to take initiative and do things in their way
H1: Employees are not allowed to take initiative and do things on their way which affects employee’s
perception negatively
Here in table 5.6 sig value is 0.002 which is lower than 0.005, therefore null hypothesis is rejected.
Interpretation: From the above table and pie chart shows that majorities of employees are strongly
disagree which is 40.8% and minorities agreed is 5.6%.
www.ijcrt.org © 2021 IJCRT | Volume 9, Issue 4 April 2021 | ISSN: 2320-
2882
H1: Management does not take team opinion and ideas before making decisions which negatively affects
employee’s perception
Here, in table 5.6 sig value is 0.000 which is lower than 0.005, therefore null hypothesis is rejected
Hence, Management does not take team opinion and ideas before making decisions which negatively
affects employee’s perception.
Which of the following factors most influence your decisions to leave the job?
Table 5.16
Which of the following factors most influence your decisions to leave the job?
H1: Lower salary does not influence hr practices towards changing perception of employees
Here, in table 5.6 sig. value is 0.008 which higher than 0.005, therefore null hypothesis is accepted.
www.ijcrt.org © 2021 IJCRT | Volume 9, Issue 4 April 21 | ISSN: 2320-
20
2882
Hence lower salary is not only influencing factors to employees leaving job other factors also affects their
perception negatively.
Interpretation: From the above table and pie chart shows that majorities of employees leave job due to
low salary which has highest percentage 50.7%
Table 5.17
Interpretation: From the table and pie chart shows that HR policies are made by Top management
according to the respondent 76.1%.
Findings
QUESTIONNAIRE
Data are collected for research work and other than this has no other purpose. I hereby request you to fill
up this questionnaire that will give me the required information for study. This study is only for the
academic purpose & I promise you that information provided by you will never be disclosed to anyone,
under any circumstances.
Name (optional):
Organization:
A. Gender:
Male.
Female.
Transgender.
B. Age:
20 to 30 years.
31 to 40 years.
41 to 50 years.
Above 50 years.
Other specific
D. Educational Qualification:
H.S.C.
Graduate.
Postgraduate.
Above.
www.ijcrt.org © 2021 IJCRT | Volume 9, Issue 4 April 2021 | ISSN: 2320-
2882
SECTION B QUESTIONNAIRE:
Indicate to what extent you agree with the following statements using 5-Points scale given below; 1-
Strongly disagree, 2-Disagree, 3-Neutral, 4-Agree, 5-Strongly agree
HR Planning / Practices 1 2 3 4 5
There is a clear understanding of HR policies & procedures in
your organization.
HR practices are implemented with utmost transparency in
your organization.
HR practices of your organization make your task easier & more
comfortable.
HR practices are flexible in your organization towards
Environment.
Incentives Practices
Salary / Monetary incentives are sufficient in your organization.
Rewards & Incentives are fairly distributed in your organization.
You are being paid adequately for the work you do.
Employee Participation
The employees are encouraged to take initiative & do things on
their way.
Organization gets team opinion and ideas before making
decisions.
Which of the following factors most influence your decision to
leave the Job?
(a) Low salary
(c)Other
ization?
mployees receives effective communications about the changes in policies and procedure.
(b) Monthly
(c) Quarterly
(d) Annually