2. Review of Literature

Nature of research is exploratory as well as descriptive in nature and it studies the

effect of changes in Behavior of employees with the change in status of the

organization,

Research Methodology followed while conducting the study is a compound one,

combining descriptive as well as exploratory approaches. Primary as well as

secondary data has been used. Primary: Questionnaires were distributed among the

employees and responses collected from them. Secondary: Studies conducted by

different authors have been taken into account to ascertain the work already done

on the topic.

Human Resource Development

Existing international HRD literature to examine the training and development of

no managerial host-country nationals employed in these firms. Relationships were

also observed between the firm’s strategic human resource orientation and the types

and levels of HRD activity. Future studies of training practices, management and

employee mix (parent country, host country, third country), and the fit of

organizational and local culture would be appropriate variables. As global

competition, technological advances, and free trade agreements continue to expand

international business, the development of host-country human resources remains

an important area for future research. Research should address not only the role of

multinational corporations in d host country (Bartlett Kenneth R. et.al; 2002).

Vince Russ (2003) found in his study that HRD can be characterized as evolving

practice, as activity that inspires critique in order to create possibilities for learning,

as attempts at organization and organizing that seek to create the ways we will be

thinking and acting. HRD is based on people development and rational planning; it

is rooted in standardized products and services, driven by competencies, defined by

professional bodies and focused on predictability and consistency. HRD will have

to adapt to new and emerging organizational forms. The traditional curriculum of

HRD is a big company curriculum. However, increase HRD has to position itself

within different organizational designs, most notably in relation to the growth of

small and medium-sized businesses. He also assumed that HRD will have to adapt

to new and emerging organizational forms.

Egan Toby Marshall et. al (2004) examined the relationship of organizational

learning culture, job satisfaction, and organizational outcome variables with a

sample of information technology(IT) employees in the United States. Intention

was found to be negatively influenced by organizational learning culture and job

satisfaction. Suggestions for future study of learning organizational culture in

association with job satisfaction and performance-related outcomes are discussed.

Intention was found to be negatively influenced by organizational learning culture

and job satisfaction. Suggestions for future study of learning organizational culture

in association with job satisfaction and performance-related outcomes are

discussed. Intention was found to be negatively influenced organizational learning

culture and job satisfaction. Suggestions for future study of learning organizational

culture in association with job satisfaction and performance-related outcomes are

discussed. Many countries in the world have witnessed, over the last few decades, a

dramatic change in the importance of services and the role of service sector

organizations (Edwards & Croker, 2001; Nankervis & Pearson, 2002; Sharma,

2002). From a historical base more than a century old, these institutional reforms

since the 1980s have resulted in changing the developmental and competitive

dynamism of the telecommunications sector, inviting the attention of the general

public and researcher’s like (Jayasuriya & Knight-John, 2000; Samarajiva, 1993).

The involvement of Japan in the telecommunications sector in Sri Lanka is not just

of recent origin. The association of the government of Japan with the

telecommunications sector in Sri Lanka is illustrated by its support for improving

this vital sector in Sri Lanka through funding a development study and

telecommunications network improvement project in the greater Colombo area

from the late 1980s to the early part of 1990s.Dassanayake Mudiyanselage Saman

(2005).

Delarue Anne et. al (2007) focuses on empirical studies in which both teamwork

and performance are directly measured in a quantitative way. The paper begins by

identifying four interrelated dimensions of teamwork effectiveness. Concerning the

direction of future research suggest that our initial classification model should be

extended to incorporate a number of additional elements. It is, in other words,

important to get inside the black box and to establish how and why people behave

and perform as they do. More recently, a number of researchers have attempted to

measure the link to performance directly and comprehensively, sometimes using

complex econometric models. Our review of a sample of these studies shows that

the balance of the evidence supports the proposition that teamwork improves

organizational performance.

Friederiszick Hans and et al. (2008) Analyses the relationship between entry

regulation and infrastructure investment in the telecommunication sector. The

empirical analysis we conduct is based on a comprehensive data set covering 180

fixed-line and mobile operators in 25 European countries over 10 years and

employs a newly created indicator measuring regulatory intensity in the European

countries. In the same way Katou Anastasia A. (2009) found the pathways leading

from HRD to organizational performance by using structural equation modeling.

The issue of theory building within human resource development (HRD) has

received less systematic attention in research literature compared to general human

resource management (HRM). This is mainly because a single respondent from

each organization provided information on resourcing and development, HRD

outcomes of skills, attitudes and behavior, and perceived measures of

organizational performance, respondent bias may have set in the form of upward or

downward reporting of the measures. Thus, the field would greatly benefit from

some time-series or longitudinal studies in the future (Katou & Budhwar, 2006),

where the lagged effects of skills, attitudes and behavior outcomes of development

may further contribute to our understanding of how HRD improve organizational

performance (Ellinger et al., 2002).

Agarwal and Nayak: (2009) discussed in their paper the problems of tackling the

human resource in the era of growing competition especially in IT sector. The

authors firmly believed that the innovative policies and the trends adopted by the

management in the organization could help the organization to take up new heights

in the edge of cut throat competition. Any organization which intends to grow in

the recent scenario must establish cordial relations with its human resource and

match their policies combating the participation of HR with the development

activities the organization. To review this aspect, the authors undertook an

empirical study based on descriptive research design through a 16-items

questionnaire on 5-point scale developed by Rao and Abraham, to measure the 12

dimensions: Positive problem solving, recognition and reward (extrinsic and

intrinsic), growth and development (employees), innovation and Changes,

experimentation, interpersonal openness and risk taking, top management

commitment to HRD, and Competence development, personnel policies, attitude

and Objectivity, development climate, interpersonal helpfulness and team spirit

taking five top management personnel and 25marketing personnel from a sample of

five IT organizations in Noida (IBM, HCL Technologies, HP, TCS and

Parotsystem), the study shows that there is no significant difference in HRD

climate among the sample organizations.

Jain Ravindra et. al (2011) explore concrete base and direction as it provides the

empirical evidence as regards to current status of HRD Sub-systems & facilitators

in relation to HR productivity with reference to Indian Private Sector and Public

Sector Organizations. Almost all the selected sub-systems of HRD (except

Employee Communication and Employees’ Empowerment) have been found to be

moderately effective. Concerns of the various stakeholders for HRD cause and

practices of selected management styles have also been found at moderate level to

facilitate HRD process. The selected four management styles were also found to be

practiced to moderate extent in the various organizations. Almost all the

dimensions of the HRD sub-systems, concerns of the various stakeholders and the

selected four management styles were found to be positively correlated.

Jain Harish, et al (2012) Investigated that human resource (HR) is an indispensable

input for organizational effectiveness. Hence, an effective management of human

resources has an important role to play in the performance and success of

organizations. The purpose of this study is to examine the innovative practices

adopted by Indian and foreign high-tech firms operating in India as well as Indian

human resource management (HRM) managers' perceptions of ‘ideal’ staffing

practices. The adoption of HRMI practices depends largely on relative powers of

organizational actors to push such innovation (Pfeffer 1981; Wolfe 1995), and on

organizational context (e.g. size and extent of unionization) (Kossek 1987, 1989).

Som (2007) proposed a host of factors that influence HRMI practice adoption in

organizations operating in India: national environment, or institutional framework,

culture and incentive structures for innovative practices; unionization;

technological sophistication; organizational size, professionalization.

Hanzaee K. H. et. al (2013) tried to explore relationship between Organization

Citizenship Behavior on Employee Performance. The objective of this study is to

investigate the effect of employees’ Emotional Intelligence (EI), Job Satisfaction

(JS) and Organizational Citizenship Behavior (OCB) on Employee's Performance

(EP) in Iranian hotel industry. The results of this survey have confirmed all the

proposed hypotheses of this survey except the one, which was associated with the

relationship between OCB on EP. Therefore, EI have positive impacts on JS, OCB

and EP in Iranian hotel industry. Conclusion and Managerial implications have

been offers.

Jamie L. Callahan (2013) described how social movements are spaces analogous to

organizations that can enrich our understanding of HRD principles and that may

benefit from our professional experience in fostering learning and development for

and within organizations. the role of HRD in this recursive journey of influence and

organizing (and organizing and influence). He identified HRD professionals an

opportunity to step out of the comfort zone of what constitutes an ‘organization.’

Reio (2007) contends that, ‘instead of being satisfied with what we already know,

we strive to know more about what we do not, and according to Dewey, this is the

only way we can come to know or learn’

Olutokunbo Adekalu, Samuel et. al (2013) extended the consistencies in the

various PTDF programmes and continuity in the change of leadership which have

resulted in training and empowering thousands of Nigerian youths in universities

and other non-formal education both at home and in abroad since its establishment

in 1973. McLagan (1989), conceptualized Human Resource Development ‘‘as the

integrated use of training and development, career development and organizational

development to improve individual and organizational effectiveness’’. Some

scholars have established significant positive connections between Human

Resources Development and National Development. Harbison, (1973) posits that a

country which is unable to develop the skills and knowledge of its people and

utilize them effectively in the national economy will be unable to develop anything

else. Further study can be carried out by other organizations and institutions which

aim at developing human resources in training and research. By and large, it is

expected that, Nigeria government should give more supports to the PTDF in

ensuring continuity in all the various activities carried out by the PTDF in other to

give more opportunities for Nigerian youths as the future leaders.

Singh Mukesh Kumar et. al (2013) It serves as a tool for efficient operation of

training programme by providing feed-back. It consists of taking corrective

measures by course/training coordinator for effectiveness of training programmes.

The study showed that all the participants had acquired several new skills. Result of

the study is in line with the finding of Singh et al. (2007) and Mahipal et al. (1997)

who found that 19.90 percent and 28.70 percent increase in knowledge on various

areas of evaluation and improved farm technology respectively due to training. all

the participants stated that gained knowledge and skill through participatory

discussion and interaction and they fully and effectively utilized the time. They had

very good opinion about the learning experience, use of audio-visual aids including

power point projection. More than half (55%) participants expressed that subject

matters covered were highly useful. Participants had increased knowledge level and

the percent knowledge gain as impact of training was found to be 22.80 per cent at

the completion of Summer School.

Alagaraja Meera & Wang Jia (2014) documented the evolution of NHRD strategies

through an in-depth analysis of two emerging economies—India and China.

Through comparative analysis, this study identifies similarities and differences in

the emergence of NHRD strategy and develops a model that provides an enriched

perspective on the dynamic process of NHRD strategy development (Farrell et al.,

2005; Fernandez, 1982; Rao; 2004; and Yang & Zhang, 2003). Identifying on two

underexplored developing countries and growing economies in the world, this

model provides much needed insights into HRD challenges facing n Cho and

McLean (2004) pointed out, the role of HRD practitioners. In this article, we

reviewed and analyzed nine NHRD models in and outside HRD literature.

Although this model shed light on NHRD research status and practices.

Human Resource Management

Guest David E. (1997) indicates a convincing explanation of this association we

need to improve our theoretical and analytic frameworks in three key areas. These

are the nature of HRM, and especially the rationale for the specific lists of HR

practices; the studies vary in quality, particularly with respect to their measurement

of HRM policy and practice, although they share tendency to display some

statistical sophistication. There has been a rash of studies demonstrating a positive

association between human resource management (HRM) and performance,

providing encouragement to those who have always advocated the case for a

distinctive approach to human resources management.`

Hunt J. & Boxall P. (1998) replicated the management of managers and, to a lesser

extent, the management of industrial relations. Their work is increasingly integrated

with other spheres of the business such as quality management. Whether their

contribution is regarded as ‘strategic’ depends on the model of strategic

management that informs the question. This paper argues that the survey based

studies have inappropriately adopted ‘outside-in’ models of strategic management

which privilege marketing notions and assume that ‘formulation’ is more strategic

than ‘implementation’. Although Legge (1989: 27) argues that HRM ‘focuses

particularly on the development of ‘‘the management team’’ ’, there is still a dearth

of analytical literature on the management of managers. Also suggest that some

individuals have expanded their horizons further than others beyond those domains

which traditionally ‘belong’ to HR specialists. This should remind us that although

concepts such as job evaluation and job description imply a generic kind of job,

senior managers have suf. client freedom to ‘make their mark’ in a very personal

way. In the same way Agarwal Tanuja (2003) examined that an effective

management of human resources has an important role to play in the performance

and success of organizations. Competitive pressures have encouraged organizations

to be proactive in diagnosing HR problems and to adopt more innovative HR

practices since these were no longer a matter of trend, but rather of survival. The

present study attempted to explore the relationship of three dimensions of

innovative human resource practices (IHRPs).

Costea Eleni Stavrou (2005) examines the human resource management challenges

in Southern EU and their effect on organizational performance.

Design/methodology/approach - First, key challenges were identified in the

existing literature. These challenges were operational zed into current

organizational practices, also reported in the questionnaire. It explores the

relationships between organizational effectiveness and the selected human resource

management practices representing the challenges. Findings - Key challenges

involved training and development, efficiency and flexibility, and employee

relations in all nations explored. Furthermore, practices of the training and

development challenge, the employee relations challenge and the efficiency and

flexibility challenge are significantly related to organizational productivity in most

of Southern EU. All these may be facilitated through proactive organizational,

national and cross-national HRD initiatives. Originality/value - The significance of

the present study stems from the fact that none of the existing literature explores the

impact of human resource challenges on organizational performance.

Andreas Dockel et.al (2006) investigates specific retention factors that induced the

organizational commitment of high technology employees. The future of work

suggests flexibility, boundary less communities and change in work as we know it

today (Baruch, 2004; Weiss, 2001). The concept of organizational commitment has

attracted considerable interest in an attempt to understand and clarify the intensity

and stability of an employee’s dedication to the organization (Mester, Visser, Roodt

& Kellerman, 2003). According to Meyer and Allen (1997) the concept of

organisational commitment is a construct distinguishable from other familiar

concepts such as job satisfaction, job involvement, career salience, occupational

commitment, turnover intentions, work group attachment and Protestant work ethic

(Cohen, 1993; Mathieu & Farr, 1991; Meyer, Allen & Smith, 1993; Morrow &

McElroy, 1986; Mueller, Wallace & Price, 1992). Wiener (1982), Cascio (2003) &

Eisenberger, Fasalo and Davis-LaMastro (1990), indicate that to assist human

resources professionals and researchers in identifying the effect of retention factors

on high technology employees’ organizational commitment. However, in future

investigations several of the limitations of this study would need to be considered.

Firstly, participants from various organizations in the high technology industry

could be used to obtain a more representative sample.

Fleetwood, S. and Hesketh, A. (2006) considered several possible theories that

researchers might use in order to overcome the under-theorization that be-devils

research on the HRM-P link. He identifies three broad categories of general-level

theory (i.e. Strategic, Descriptive, and Normative) and more specific and concrete

theories about particular areas of policy and practice (1997: 264). HRM ; the

strategic contingency approach; developments in theory and performance related to

refinements in metrics to measure the impact of HRM on business performance;

and developments that lay greater focus on outcomes of relevance to individual

employees. The search for a measurable link between HR practices and

organizational performance is currently preoccupying HR professionals,

consultants and academics. Empirical research on this HRM-P link is, however,

marred by a serious problem:

Khiiji Shaista E. and Wang Xiaoyun (2006) found initial proposition that in many

organizations, intended HR practices Empirical results from our study also

demonstrate that it is employee satisfaction with HRM, not the mimicry of HR

practices that translates into improved organizational performance. This study

contributes to the HR-performance agenda by advancing work on discrepancies

between intended and implemented HRM. We have demonstrated that we cannot

consider how HRM and performance are linked without understanding how HR

policies are translated into practice. as the results of both the quantitative and

qualitative analyses demonstrate, the HR satisfaction levels varied across the

sample and depended largely upon the implementation of these practices

restructuring; involvement of international consultants due to their expertise in

international service requirements; leadership and style of top management; and

role of HR department.

Leda Panayotopoulou (2007) applied transformation in the role of the HR function

in Greek firms, as a result of the use of internet and technology also based on both

quantitative and qualitative methodology. Findings show that e-HR facilitates the

transformation of HRM role into a more strategic one. Driving forces and critical

success factors of e-HR adoption and implementation are identified and discussed.

it show that the development of e-HR use in Greece and the reasons for adoption

of e-HR practices focusing on strategy, process and HRM issues & HRM

professionalization and technological development similar to that of Greece.

Edralin D. M.(2008) investigate the innovative human resource management

(HRM) practices that significantly influence employee job involvement and

organizational commitment in selected large companies belonging to the Top 1000

corporations in the Philippines. HRM functions related to employee relations,

training and development, and recruitment and selection are found to be significant

determinants of job involvement. By using the same concept of SHRM Darwish

Tamer K (2009) examined that strategic human resource managements directly

linked to organizational performance. However, despite the increasing popularity of

SHRM; there have been very few systematic evaluations of the claims that it is

linked to performance and doubts remain as to its theoretical foundations.

Therefore, the purpose Human Resource Management (HRM) has been developed

into Strategic Human Resource Management (SHRM) by researchers seeking to

emphasize the importance of the concept to the effective functioning of

organizations. To this end, many authors have maintained that SHRM is

straightforwardly linked to organizational performance and there is a preponderous

of opinion that high-performing work organizations of this research is to examine

the impact of SHRM implementation on the organizational.

Kehoe R. R. & Wright P. M. (2010) contended that strategic human resource (HR)

management research has established a significant relationship between high-

performance HR practices and firm-level financial and market outcomes, few

studies have considered the important role of employees’ perceptions of HR

practice use or examined the more proximal outcomes of high-performance HR

practices that may play mediating roles in the HR practice–performance

relationship .Also examined the relationships between employees’ perceptions of

high-performance HR practice use in their job groups and employee absenteeism,

intent to remain with the organization, and organizational citizenship behavior,

dedicating a focus to the possible mediating role of affective organizational

commitment in these relationships. Paper indicate that employees’ perceptions of

high-performance HR practice use at the job group level positively related to all

dependent variables and that affective organizational commitment partially

mediated the relationship between HR practice perceptions and organizational

citizenship behavior and fully mediated the relationship between HR practice

perceptions and intent to remain with the organization.

Gill Carol & Meyer Denny (2011) describe to answer the call for more empirical

research on identity theory by exploring the role and impact of human resource

management (HRM) policy, and the gap between HRM policy and practice, on

organizations and their employees. It looks at the role that soft policy plays in

obscuring hard practice and considers the impact of unions and HRM role on

policy. The research found a gap between policy and practice with soft policy being

used more often than soft practice. It found that a gap between policy and practice

has a negative impact on outcomes. Strategic HRM (SHRM) positively impacts on

the implementation of soft practices reducing the gap between policy and practice

and impoverished HRM that lacks resources, power and time, has a larger gap

between policy and practice. Unions did not improve outcomes by minimizing the

gap between policy and practice. Managers and HR functions should increase both

soft policy and soft practice and ensure there is no gap between policy and practice.

To achieve this, organizations should ensure that the HRM function is both

strategic and effectively resourced.

Zafar I. M. (2011) has analyzed the comparison of HRM practices of public and

private universities in Punjab province of Pakistan. HRM practices in the areas of

job definition, training and development, compensation, team work and employees

participation were better in the public universities than private universities.

However, performance appraisal practices were found better in the private

universities than public sector universities. At the end recommendations were made

for the HRM executives of private and public universities to improve their HRM

practices in favor of their employee. The results showed that there was a significant

difference in HRM practices according to executives of public and private

universities. HRM practices in the areas of job definition, training and

development, compensation, team work and employees participation were better in

the public universities than private universities. However, performance appraisal

practices were found better in the private universities than public sector

universities. At the end recommendations were made for the HRM executives of

private and public universities to improve their HRM practices in favor of their

employees.

Bowra Z. A. et. al (2011) state that organizations are increasingly realizing that

there are number of factors that contribute to performance but human resource is

clearly the most critical (Mello, 2005). In spite of the size and nature of an

organization, the activity it undertakes, and the environment in which it operates,

its success depends on its employee’s decisions and their behavior. Study of

Human Resource functions at telecommunication sector in Bangladesh was

conducted by Mahmud Khalid et. al (2012) the objective of the study is to represent

the current state of outsourcing of Human Resource functions at telecommunication

sector in Bangladesh. Specifically, the study addresses the issues of when and

under what circumstances does HR outsourcing contribute value to the companies

by attempting to identify environmental and organizational characteristics that

affect HR department performance and how HR outsourcing mediates that

relationship in service organization like telecommunication sector. Our analysis

shows that Recruiting and Selection is ranked first according to the importance to

the organization, followed by appraisal, strategic HR planning, and training and

development. Temporary staffing is considered to be of lowest importance among

other HR functions by importance. On the other hand, it has been found that for

such activities as training and development, employee appraisal and strategic HR

planning outsourcing was the most frequent in contrast to the activities as job

appraisal, compensation and rewards and employee benefits, where apparently

employer confidence was the lowest.

Majumder M. T. H. (2012) investigated current HRM practices and its impact on

employee’s satisfaction on the private banking sector in Bangladesh. The study

disclosed the relationship between employees’ satisfaction and various dimensions

of HRM practices. In this study, we considered nine major factors which

represented most of the human resources management practices followed by

different private banks. The study reveals that all HRM dimensions exercised in the

private banking sector of Bangladesh does not satisfied to the employees equally.

Most of the employees are dissatisfied with compensation package followed by

reward and motivation, career growth, training and development, management

style, and job design and responsibilities. So, these HRM dimensions quality

should be improved for the betterment of the bank’s success. Beerdwell et. al.

(1984) defined HRM as a strategic approach to the management of human

resources that involves all management decisions and actions that affect the

relationship between the organization and employees. Beardwell et al., (2004)

regard HRM as the philosophy, policies, procedures, and practices related to the

management of people within an organization. Senyucel’s (2009) sees HRM as a

combination of people-centered management practices that recognizes employees

as assets and geared to creating and maintaining skilful and committed workforce

for achieving organizational goals. Finally, this paper suggest that bank should

review existing pay practices so as to offer fair pay, provide challenging and

meaningful work tasks, and foster positive co-worker relationships in order to

create a good working environment.

Syed N. and Ya Lin Xiao (2012) have shown impacts of high performance Human

resource management practices on employee’s job satisfaction. The objective of

this study to find relationship between Human Resource Management practices and

job satisfaction among employees in telecom sector. The results of the paper

offered empirical support for the existence of a positive and statistically significant

impact of High performance HRM practices on employee job satisfaction in

Pakistan. In this study five High performance human resource management

practices were hypothesized to influence the employee job satisfaction in

telecommunication companies. The results suggest that High performance HRM

practices, namely empowerment, job rotation, employee participation and Merit

based promotions & performance based pay are related to job satisfaction except

grievance handling procedures. Thus, empirical results of this study generally

support the hypotheses and are in line with those found by other researchers (i.e. G.

Spreitzer1995; G. M., Kizilos, M. A. Spreitzer, S. W. Nason, 1997; E. Appelbaum,

T. Bailey, P. Berg, A. Kalleberg, 2000)

Chughtai T. A. (2013) presented the mediating role of employee engagement

between HR practices and turnover intentions in the telecom sector of Pakistan. All

in all, it is evident that there exists a relation between HR practices, employee

engagement and turnover intentions. The above analysis corroborates that apt use

of HR practices vindicates to be a mainstay between an organization and its

employees. For the companies to excel in the competitive business environment,

the best should be provided to the employees in order to get the best out of them. It

is possible only when the given model of this research is being followed in its true

spirit. The results turned out to be extremely noteworthy as they highlighted a

definite relationship between HR practices, employee engagement and turnover

intentions.

Malik Dr.Manju(2013)held that the influence of human resource practices on the

employee performance in telecom sector in India. He concluded that all these

practices are positively correlated but correlation and effect of selection, training

and employee participation in decision making is highest respectively. Through this

research study he explored contribution of human resource management practices

including selection, training, career planning, compensation, performance appraisal,

and job definition and employee participation on perceived employee performance.

These results are also matching with the findings of Singh K (2004); he concluded

that Training and compensation are having positive effects on organization and

employee’s performance.

Delaney J. T. & Huselid M. A. (2014) contended important related issues, such as

whether firms implement HRM practices effectively (Huselid, Jackson, & Schuler)

in press. As a result, we see the development of reliable and valid measures of

HRM systems to be one of the primary challenges (and opportunities) for scholars

interested in advancing this line of research. In particular, employee participation

and empowerment and job redesign, including team-based production systems,

extensive employee training, and performance-contingent incentive compensation,

are widely believed to improve the performance of organizations (Pfeffer, 1994).

Moreover, a developing body of research has reported positive associations

between firm-level measures of HRM systems and organizational performance

(Arthur, 1994; Cutcher- Gershenfeld, 1991; Delaney, forthcoming; Huselid, 1995;

Huselid & Becker, 1994; Ichniowski, Shaw, & Prennushi, 1994; MacDuffie, 1995).

Telecom Sector

Black Sandra E. & Lynch Lisa M. (2001) estimated that the impact of work place

practices, information Technology and human capital investment on productivity.

They estimate an augment production, with both cross section and panel data

covering the period of 1987-1993. They also find that an employee adopt a

particular work practices but rather how that work practice is actually implemented

with the establishment that is associated with higher productivity. They also

analysis of the impact of workplace practices on productivity .Some of these

studies have been hindered by problems such as low survey response rates , limited

workplace , practice data, subjective measures of productivity. Finally there has

been some research using firm data on the impact of computers on productivity.

Brown C. & Campbell B. (1988) in the study of labor markets and wage

distribution. In this review article, we provide an overview of recent research in

two particular areas: how technological change has affected wage and employment

structures nationally, and how technological change has affected work at the

establishment or plant level. The empirical evidence tends to be anecdotal and

focus on specific industries the study of labor markets and wage distribution. In this

review article, we provide an overview of recent research in two particular areas:

how technological change has affected wage and employment structures nationally,

and how technological change has affected work at the establishment or plant level.

With a few exceptions, we further limit our review to major empirical studies of

United States data covering the 1980s and 1990s.This review seeks to identify the

general consensus about the impact of technology on work and wages, as well as

what is still controversial and what is still not known. Most recent studies have

found that technological change has increased skill demand and has both supported

and required new work practices, but ambiguities

Hamilton Elizabeth (2002) a report produced by the Electronic Commerce &

Telework Trends (ECaTT), identified nine million European telecommuters and

projected that this number will grow to 16.2 million, or 10.8% of the European

work force, by the year 2005 (Telecommute Connecticut, 2002 ). In this paper we

have tried to offer a comprehensive explanation of the various issues that must be

considered when formulating and implementing telecommuting arrangements.

When consider erring whether telecommuting is appropriate for your organization,

Advances in information technology, proliferation of a global workforce, and the

increased desire to balance work and family are only three of the many factors that

will serve to amplify the popularity of telecommuting work arrangements Training

is critical to the success of a telecommuting program. Employees who lack

appropriate training are far more likely to encounter difficulties in managing their

new work arrangement.

Impact of human resource management practices on organizational performance

has been a widely researched area for years. Results of studies, from developed

countries to developing countries, have been time and again showing that HR

practices have significant impact on organizational performance (Delaney &

Huselid, 1996; Katou & Budhwar, 2007; Sing, 2004; Tzafrir, 2006).This study was

undertaken to fill this obvious research gap. Out of HR practices, only performance

appraisal is found to have significant impact on organizational performance. The

main purpose of the study was to identity the impact of HR practices on

organizational performance. To augment the contemporary knowledge base of HR

practices of developing countries, this study has been undertaken Absar M. N.

(2003).

Gardner, Sharyn D. et. al (2003) purpose of this study was to address this issue by

investigating, how jobs in one professional occupational segment, human resources

(HR), are influenced by extensive use of IT. The results of this study provide

important support for the theoretical framework suggested by Zubo (1988) andff

demonstrate its usefulness in assessing the impact of IT on the job role of the

professional worker. Thus, our endings have important implications not only for

theory, but for practice as well. While our research indicated that IT enabled

professionals to connect to more professional links, it would be helpful for future

research to trace the longer-term impact of such links on the competencies and

mobility of HR professionals. Little is known about the extent to which

professionals utilize the opportunities.

Dif M'Hamed, (2004) replicated the telecommunications sector has undergone an

accelerated structural change in work organization, qualification profiles and the

mode of socialization at work. Telecommunications is taking the lead when it

comes to the dynamics of vocational identity transformation. This paper examines

the key findings of the FAME project investigation in the telecommunications

sector in France, Germany and the UK. The first section focuses on the employers'

perception of the contextual background for change. The second section examines

employees' responses to these structural changes and new modes of socialization at

work. The concluding section highlights some overall trends and implications.

Ross Peter (2008) noted the extent to which the firms were able introduce Western-

style HRM practices within the context of three changing dynamics. It concludes

that by 2005 the introduction of Western-style HRM practices into the Czech

telecommunications sector appeared less constrained by former institutional and

historical constraints To conclude, the Czech telecommunications sector has

undergone enormous changes in the relatively short time since the collapse of

communism. Czech HR managers at both firms were knowledgeable in Western

HRM strategies including e-learning, the ‘Hay’ compensation system and the

balanced scorecard approach.

Kundu S. C. & Malhan D. (2009) have analyzed Competitive advantage of a

company can be generated from human resources (hr) and company performance is

influenced by a set of effective HRM practices. Under present market forces and

strict competition, the insurance companies are forced to be competitive.

Contemporary companies must seek ways to become more efficient, productive,

flexible and innovative, under constant pressure to improve results. In this study,

significant differences of perceptions have been found Among male and female

employees/ executives only on competitive compensation. The results indicated

that both multinational companies and Indian companies have to significantly

improve their practices regarding performance appraisal, training and financial

benefits, and hr planning and recruitment. Though the Indian companies scored

better on these aspects, yet there has to be more emphasis on them. The

organizations may feel complacent regarding these practices due to the labor

surplus economy of India. Organizations must enrich the hr practices, such as

performance appraisal in terms of service delivery, service oriented training

programs, and service performance based financial and other benefits. Service

organizations should plan to attract employees having a service attitude and

orientation. There has been a phenomenal growth in service industries (Bateson and

Hoffman 1999).

Khan M. Asif (2010) investigated the regulators to improve assessment of quality

of service mechanism and manage customers’ interest more objectively. The results

of this study concur with the findings of earlier researches in mobile phone industry

that the dimensions discussed in the study have positive and significant effect on

mobile phone users’ perception of service quality (Joachim & Omotayo, 2008; Lai

et al., 2007; Negi, 2009; Leisen & Vance, 2001; Wang & Lo, 2002). The results of

the study reflect that the issue of provisioning of promised service, timely,

accurately, and dependably will need highest priority. Earlier researches indicate

that reliability positively and significantly affects customers’ perception of service

quality of mobile phone users (Lai et al., 2007; Negi et al., 2009). The adapted

SERVQUAL with additional dimensions was found to be a valid instrument to

measure service quality in mobile phone services. The dimensions of tangible,

assurance, responsiveness, empathy, convenience, and network quality found to

have positive and statistically significant relationship with mobile phone users’

perceived service quality.

Mishra A. & Akman I. (2010) indicated the impact of IT on HRM has long been

attracting the interest of academics, no empirical research has ever been realized in

this field in Turkey, and few studies have been reported elsewhere. It’s introducing

a number of observations on the applications of information technology (IT) in the

field of human resource management (HRM) in general. This study investigates the

extent and comparative impact of IT use on HRM functions in organizations from

different sectors. It has also taken into account the usage pattern of different IT

tools to perform different HRM functions in organizations. Future empirical studies

should examine the impact of IT on more HR functions in different organizations in

other parts of the world to make a comprehensive assessment. HR departments

should spend more attention to the education and training of employees in HRM

departments in the area of IT.

He Xiyou &, Mu Qing (2011) examines the growth of technological capability of

Chinese indigenous firms under a revised model of technological learning and

catch-up based on research by Kim (1997) and Lee and Lim (2001). Among many

success factors, the rise of technological capability and independent innovation of

indigenous Chinese firms has been emphasized as the real basis of China’s

economic miracle (Mu & Lee, 2005; Lu, 2006; Jin, Lee, & Kim, 2008). This paper

investigated the process of industrial growth in China by developing the two cases

of the telecommunication manufacturing industry and automobile industry, and

analyzed the above strategy from the view of technological learning and industrial

catch-up. The paper proceeded by examining the growth of technological capability

by indigenous firms in China under a revised model of technological learning and

catch-up. By analyzing the case of Hawaii in the telecommunication industry and

Chery in the automobile industry, we find that multi-modal knowledge learning is

an important factor in enabling indigenous firms to achieve technological catch-up.

Haverila Matti (2012) investigates the mobile phone feature preferences among

male respondents in Finland. In conjunction with this the conceptualization of the

feature preferences is studied as well as their relationship to customer satisfaction

and repurchases intent of the mobile phone. The results indicate that battery/talk

time is the most important feature for the respondents. The respondents perceive

there to be six logical factors among the feature preferences as follows: business

functionality, support functions, aesthetics + design, parts + processes, solidity, and

tones + games. Finally the relationship between customer satisfaction and

repurchase intent is investigated, and comparisons to similar studies are made.

Limitations and managerial implications are discussed.

Upadhyaya Dr. R. C. & Sharma V. (2012) observed that in the today’s competitive

world communication plays a very important role. Communication has become an

integral part of the growth, success and efficiency of any business. This is the

technology that gives a person the power to communicate anytime, anywhere. Due

to advancement in technology, now communication becomes easy and faster. In

this research paper, special emphasis has been laid over the comparative analysis of

telecom companies AIRTEL and BSNL by using primary sources of data in

Gwalior division of Madhya Pradesh regarding network performance, reliability

and availability. On the basis of data that are filled by customers we analyzed

performance of BSNL and AIRTEL on Customers satisfaction with Network

Performance. After analysis of performance we found that customers are very

satisfied with the services which are providing by AIRTEL. Customers are not

satisfied with the services that are providing by BSNL. In some case there is need

to improve the services of BSNL otherwise in future due to competitive

environment survival of BSNL is not possible.

Afzal Farman et. al (2013) determined the key determinants of formal human

resource planning that contributes towards performance in the telecom sector.

Human resource planning is one of the growing areas of academic research.

Organizations regard its human resource as their core competency because it would

lead towards better organizational performance. This research focuses on effect of

human resource planning on the organizational performance. Human resource

planning is one of the growing areas of academic research. Organizations regard its

human resource as their core competency because it would lead towards better

organizational performance. This research focuses on effect of human resource

planning on the organizational performance. Human resource planning is one of the

growing areas of academic research. Organizations regard its human resource as

their core competency because it would lead towards better organizational

performance. This research focuses on effect of human resource planning on the

organizational performance.

Kesavaraj Dr. G. et. al. (2013) revaluated the 3rd Generation is a generation of

standards for mobile phones and mobile telecommunications services fulfilling

specifications by the International Telecommunication Union. India achieved the

distinction of having the world's lowest call rates (2–3 US cents), the fastest sale of

million mobile phones (1 week), the world's cheapest mobile handset (USD 19) and

the world's most affordable color phone (USD 31). India’s public sector telecom

company BSNL is the 7th largest telecom company in the world. Reliance,

Vodafone, Airtel, Idea, Virgin Mobile, Tata indicom, Aircel, Uninor etc is other

major operators in India. Internet service providers adopt new technologies to

provide the quality services to the customers and in view of that there are more

advancement in the devices and modes of internet usage. The customer expectation

was known by this study and their experience is shared. The future is completely

depending on faster communication systems and adoption of new technologies

would be the only option for mankind. Telecom industry is taking a new avatar;

TRAI is licensing and regulating the industry. With the support any individual who

likes to connect to the world will surely have a solution.

Nadaras Thusyanthini (2013) describes the impact of HR Practices on employees’

performance. Researcher has selected Telecommunication sector organizations

Jaffna district. It is conceded that there is as positive relationship between HR

Practice and employees’ performance. That is high level of fair Compensation,

reasonable Training facilities, appropriate performance Appraisal System and good

Career awareness leads to high level of employees’ performance. In other words,

Best HR Practices have positive impact on employee’s job satisfaction and their

performance. Existing alterative also proved this research conclusion Results

indicated that there were positive relationships between HR Practices and

performance of the employees. Further it was found that Some HR Practices are

highly related with performance of the employees. The finding of this research is

that there is a positive relationship between Perceive works related HR Practices

and performance of the employees, Therefore organization should find out a best

mechanism to enhance best HR Practices to produce high performance.

Sharma Prof. R. K. (2013) examined the current trend in new technology and

development of human skills in its light. It utilizes results and insights from

psychology, anatomy and physiology with that of machines and tools to achieve

optimum output. It focuses on the scientific study of human capabilities, (IQ & EQ)

to work performance. . Organizations have to review external and internal

environment continuously and implement change. This is required to be growth

oriented and competitive. Those organizations cannot survive that do not keep

human resources fully trained and management cadre developed. In this scenario,

there is a need to clearly identify new technology, modern manufacturing

processes, ensure quality in production and improve skills of the employees so that

they are able to adapt to new environment. By doing so organizations are expected

to improve upon their knowledge management function. It is therefore essential to

understand new technology paradigm and dovetail skilled human resource in the

process to achieve human factor engineering to enable quality product and services

are rendered to the society.

Nittana S. & John W. (2013) tried to explore telecommunications business is not

only a capital-intensive industry, in which accesses to capital is a key factor to

ensuring the development and expansion of a robust network but, also, one in

which management skills, competencies and the capabilities of qualified people are

solid drivers in accelerating the expansion and sustainability of the businesses

(Guislain & Qiang, 2006). In This paper presents quantitative outcomes regarding

human resource management (HRM) in telecom companies in Laos. Vincent &

Harmon (1989), Lee (2006) & Sweeney (2006), Sweeney (2006), developing their

human resource. There was unclear understanding of how to execute HRM

effectively, as a result, the variables of the compensation management and

information exchange had been fallen into the same aspect. With such findings, the

recommendations have been proposed to the telecom companies of Laos to firstly

gain higher awareness from the top management, to have precise HRM policies and

adequate supports, and to include the HRM, HRD and T&D in either formal or

informal curricular of the education system in Laos.

Sajjad Asif et. al (2013) investigated the impact of motivation on employee

turnover in Telecom sector of Pakistan. This study is looking into the impact of

motivation on employee turnover in Telecom sector. This research will add to the

body of literature relating motivation factors and impact of motivation on employee

turnover, This study has investigated the impact of motivation on employee

turnover in banking sector of Pakistan. Reason to chosen this topic was how

Employee motivation affects employee retention within banks of Pakistan. The

result shows that the independent variable motivation is significant affect of reduce

employee turnover. The value of employee turnover simply it’s defined if we

increase the value of motivation then its impact on employee turnover is decrease

because the relationship between two variables is negative. Study of

telecommunication companies in Bangladesh was conducted by Rima A. R. &

Islam Md. R.(2013) who explained the intensely competitive and global

marketplace, competitive advantage lies not just in differentiating a product or

service or in becoming the low cost leader but in also being able to tap the

company’s special skills or core competencies. The telecom industry considers that

a hefty, skillful and enthusiastic employee is the key factor to success. The

continual expansion of their people is an essential factor in driving their growth

ambitions. In this study an attempt has been made to understand the compensation

system process of telecommunication industries in Bangladesh. The effect of this

study reveals the compensation system process and eventually concludes with some

implications for telecommunication companies of Bangladesh to make the present

compensation system process more effective and objective oriented. Compensation

package process is thus playing an important role for this telecom industry in

Bangladesh. In a conclusion note this is just to mention that the organizations can

conduct an “Employee Satisfaction Survey “every year to understand their

perception and expectation in the light of Total Compensation System Process.

Yadav Dr. R. K. & Dabhade N. (2013) also reported the Impact of Service Quality

on customer satisfaction of mobile users in telecom sector and for the authentic

research work we have picked up a case study of Airtel. In which we pull the

attention on service quality with the special consideration given on

attractive/aggressive tariff plans, innovative services, quality of service, Voice

quality, low call drops and state-of-the-art customer service setup, customer

relationship management cell, brand strength, network quality and better customer

care services, grievance cell And value added services etc. The quality of services

provided are directly proportional to the customer satisfaction and word of mouth

as each customer generally compares the tangible services with their own

expectations and if the tangible one falls below their expectations, the customer

generally is disappointed and that affects his loyalty towards the company.

Conclusion

The common theme in this literature review is that HRD Practices in Telecom

Sector in which variables are Technological changes & working Environment. We

review the many authors who gave the idea about HRM, HRD &Telecom Sector

which give our study more attractive.