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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.
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