Description
The report explains on the changes in HR policies of an IT company (HCL Technologies) because of the recession and how these changes impact the employees' commitment towards the organization, the job satisfaction levels and even whether there is a relation between these and their intention to quit the organization for better opportunities.
Human Resource Management
Affect of Downturn on the HR Polices of HCL Technologies and its impact on Employees
Under the Guidance of Prof. Pushpendra Priyadarshi
By: Ankit Gupta Chintan Singh Durjoy Datta Rahul Balakrishnan Ritambara Vasudeva Vishal Gupta 1
Executive Summary
The recent economic downturn resulted in a cut in the IT spending by the big US firms. These firms are the major clients and biggest revenue generators for IT companies in India. As a result of this loss many IT companies tweaked their HR policies, lay off employees and used other methods like freezing salary hikes and promotions to save on costs in order to remain competitive. HCL technology is the 5th largest IT Company in India and it also witnessed losses in revenue due to the worldwide recession. Though they did not take any drastic steps like large scale lay-offs but there were reports of relieving employees in small numbers and other cost cutting measures being employed. We study the changes in HR policies of an IT company (HCL Technologies) because of the recession and how these changes impact the employees' commitment towards the organization, the job satisfaction levels and even whether there is a relation between these and their intention to quit the organization for better opportunities.
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Acknowledgement
We would like to take this opportunity to express our deepest gratitude to our guide, Prof. Pushpendra Priyadarshi for letting us take up this project. Sir has provided constant support and guidance throughout the duration of the project without which we would not have been able to successfully complete it. There are many more people we would like to thank. They are the ones living in our society. They helped us with our questions and provided honest answers.
Ankit Gupta
Chintan Singh
Durjoy Datta
Rahul Balakrishnan
Ritambara Vasudeva
Vishal Gupta
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Table of Content: 1. Introduction to HCL a. Mission Statement b. Vision Statement c. Effect of Global Downturn d. Employee First Customer Second 2. Objective of project 3. Scope of Project 4. Changes in the HCL HR Policies during 2008-2009 5. Methodology adopted 6. Analysis 7. Conclusion 8. Appendices 9. References
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Introduction
HCL Technologies is one of the top 5 IT Service provider in India along with TCS, Infosys, MahindraSatyam, Wipro Technologies. While HCL Enterprise has a 30-year history, HCL Technologies is a relatively young company formed, nine years ago, in 1998. During this period, HCL has built unique strengths in IT applications (custom applications for industry solutions and package implementation), IT infrastructure management and business process outsourcing, while maintaining and extending its leadership in product engineering. HCL Technologies has over $2 billion in revenues. HCL offers services including software-led IT solutions, remote infrastructure management, Engineering and R&D Services and BPO. HCL’s key services include: Custom Application Services Enterprise Application Services Enterprise Transformation Services Engineering and R&D Services Infrastructure Management Business Processing Outsourcing. In addition to this, HCL AXON, formed after the acquisition of Axon Group plc in December 2008, offers SAP services including: Business Consulting Solutions Implementation Application Management Blue ocean upgrades Integration Services. HCL serves industries such as Financial Services, Hi-tech & Manufacturing, Aerospace & Defense, Telecom, Retail & CPG, Life Sciences, Healthcare, Media & Entertainment, Travel, Transportation & Logistics, Automotive, Government, and Energy & Utilities. HCL Technologies employs around 55,000 employees around the globe.
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Mission Statement “To provide world-class information technology solutions and services to enable our customers to serve their customers better” Vision Statement “Together we create the enterprises of tomorrow”
Effect of Global Downturn
The Indian IT Industry did not witness a downturn but saw lengthening of sales cycles due to slowdown in the US. The cost pressure increased tremendously with IT Budget cuts everywhere, BFSI sector getting affected significantly. HCL also registered reduction in profits during the period of downturn in 2008. HCL Technologies, which registered a 49.6 per cent decline in profits in the last quarter in 2007-08 FY. Forex losses among top tier Indian IT firms range from Rs 201 crore for HCL Technologies to Rs 781 crore for TCS. HCL Technologies have had decline an in billing rates of 1-3 per cent. HCL Tech also witnessed a 20.3 per cent increase in employee costs due to the Axon acquisition. HCL Technologies had also delayed its joining of its new recruits from engineering colleges which according to social networking websites are around 1500 in number. HCL topped Hewitt’s list of the best employers in India and earned a spot among the 30 best employers in Asia in 2009.
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Employee First Customer Second
HCL follows Employee First, Customer Second (EFCS) policy. The aim is to create a unique employee organization, drive an inverted organizational structure, create transparency and accountability within the organization, and encourage a value driven culture. HCL had followed this policy before the slowdown and continued the same during the downturn as well. They represent some of the HR policies that are being followed in HCL. Some of the Employee First Initiatives taken my HCL are: Smart Service Desk: It is an automated query resolution system for the employees. It allows employees to raise SSD with minimum hassle and quick response time. On an average 31,000 tickets are raised every month. I4Excel: This is the Employee Performance Portal which handles the appraisal for all the employees. Directions: It is an annual companywide event in which strategic discussion are taken with the employees. The CEO and leadership team is present to share the vision and plans of the company with the employees. U&I: The 2 way dialogue mechanism with the employees and the CEO. Employee First Councils: They work on the goals that are of common interest to the employees. They also help in maintaining the work life balance with different types of events. Women First Council: The purpose is to focus on the development of women within the organization. Career Planning: A comprehensive career planning portal Xtramiles: This is the HCL’s unique reward and recognition portal. MITR: To provide counseling to employees and families. Genie: The personal assistant to handle request for the employees to maintain the work life balance. Open 360 degree feedback: The 360 degree feedback results are published online for every employee to read. Source:http://www.employeefirst.in 7
Objective
To study the change in HR Policies of HCL Technologies related to cost cutting measures adopted before and after the downturn in IT Industry and its impact on employees with regards to the following factors: 1. Organizational Commitment 2. Job Satisfaction 3. Intent to Quit and, 4. Organizational Policies
Scope
HCL Technologies faced a tough time in the economic downturn along with the other major players and adopted various policies to reduce costs and improve productivity among its employees. We would analyze the changes in the HR Policies that took place to implement these changes. We would also analyze its impact on the employees and how HR handled this. We are specifically focusing on the impact of these changes on Organizational Commitment, Job Satisfaction levels, Intent to quit and agreement with organizational Policies. We have also tried to establish a correlation between these factors I.e. the dependence or the cause effect relationship between two or more factors.
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Changes in the HCL HR Policies during 2008-2009
The downturn in the US increased the cost pressure on the IT industry. Many companies had to put cost cutting policy to remain competitive in the market. HCL CEO Vineet Nayar gave his word that “No HCLite will be left behind”. This came from the employee first policy that HCL followed as the employees as the firm’s top priority. Under the Employee First program, HCL improved communication among workers, and Nayar instituted “trust pay.” During our analysis we found these policy changes that would have been made to save costs inside HCL Technologies: Compensation: HCL declared at the start of the year that it will not be increasing salaries for its employees during the appraisal cycle for year 2009. Later on HCL decided to increase the salaries of employees from 0 to 10%. Also various policies were introduced in case of compensation like compensation will not be hiked for those employees who had: o o Worked for less than 3 years Have received a rating of “Meets Requirements” or “Below Expectations” in any of the previous years.
In contrast to an industry practice of making 30 percent of engineers’ pay variable, HCL chose to pay higher fixed salaries that included all of what would have been the variable component—essentially trusting that employees would deliver. During the past year, HCL has tinkered with trust pay to reintroduce a financial carrot. But the amount of variable pay is still modest—about 5 to 6 percent of the total. Leaves Policy: HCL had reduced the number of paid leaves for each employee from 27 to 20 if he had joined the company before 31 Dec 2007. For employees joining after this date the number of leaves was reduced to around 15. Also number of cashable leaves and carry forward leaves were also reduced. Shift Allowance: The allowance of employees working in ship was also reduced in the month of December 2008. For regular shift employees the allowance was reduced from Rs. 800 to Rs. 250 and reduced to Rs 100 from Rs. 400 for on call employees. Also facilities like Cab also became expensive if availed by the shift employees. Bill Reimbursement: An upper cap was introduced on the bill reimbursement that could be done by a single employee. Any person travelling from an onsite location back to offshore could not reimburse 9
Administrative policies: HCL made quite a few changes in the administrative policies for cost cutting purposes: o The Air Conditioner will only be on inside an ODC from 8 AM till 9 PM and only on week days. This was to reduce the electricity bill for each of the offices. There was an upper limit set up for number of print outs that each employee can take in a month. HCL stop providing laptops to employees unless it was necessary. An upper cap was set for the mobile bills for the grade above E3. No bills would be reimbursed for employees under E3 grade. Limit was set on the stationary that can be issued per month.
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o o
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HCL Scholars policy: HCL started this policy for the further education purposes for the HCL Employees. HCL continued this policy throughout the downturn though some conditions were imposed and helped employees in pursuing their careers. Certifications: HCL stopped the reimbursement of the technical certifications cleared by the employees unless they were deemed necessary by the client. Although the above only indicates the policy changes due to cost cutting but HCL also made changes for the employee’s trainings (Internal & External) to improve the productivity. There was a lot of stress on increasing the productivity of employees by introducing Floor time, in which employees were not supposed to leave their desk from 10 AM to 12:30 PM as it was considered to be the most productive time for the employees.
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Methodology
The survey was floated amongst HCL employees of all age groups and across all verticals and positions in hierarchy. A total of 86 responses were received. Out of the respondents 43 were men and rest were women. The survey was conducted in the form of a questionnaire (Appendix 1) consisting 31 questions and judging the respondents' answers on following aspects: 1. Organizational Commitment 2. Job Satisfaction 3. Intent to Quit and, 4. Organizational Policies All the above stated aspects of the survey are dependent on certain factors which were explored by different questions asked in a jumbled order. The factors on which these four main derivable depend are given in Appendix 2. All the responses were then collected and the respondents' scores collated to carry out an analysis to find out the interrelationship between Organizational Commitment, Job Satisfaction, Intent to Quit and Organizational Policies. A score of 3 or above on a scale of 5 is considered to be above average and any score of 3 or below is considered to be below average. We have taken 3 as the average score for an answer. The following table shows the analysis of scores: Range Below 2 2-3 3-4 4-5 Rating Poor Below average Above average Excellent
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We have used the SPSS analysis technique establish the correlation between the four main factors. We also contacted a few employees of HCL personally to conduct interviews in order to learn about the present and past HR policies of the organization and how they have changed/evolved during the economic downturn. Before we get to analyze the data collected we will first test the reliability of the data collected using the Cronbach’s Alpha analysis. According to this, if the value of the Cronbach’s Alpha is more than 0.70 then we can assume that the data collected is reliable for the analysis. Reliability Statistics Case Processing Summary N Cases Valid Excludeda Total 86 0 86 % 100.0 .0 Scale Statistics 100.0 Mean a. Listwise deletion based on all variables in the procedure. 97.7674 Variance 185.851 Std. Deviation N of Items 13.63272 31 Cronbach's Alpha .775
N of Items 31
According to the statistics above we can say that the data is reliable for the analysis.
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Analysis of Questionnaire Scores
1. Organizational Commitment No. of Respondents : 86 No. of Questions Scale Used Average Score : 3.29 out of 5 : 10 : 1 (Strongly Disagree) – 5 (Strongly Agree)
Score 0-1 1-2 2-3 3-4 Organizational 4-5
0-1 1-2 2-3
No. of Respondents 0 2 32 38 Commitment 14
3-4 4-5
2 14
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38 32 (or 37%) of the respondents score below average in terms of organizational commitment while 52 (or 62%) of the respondents lie in the above average and excellent range. More than one third of the respondents are scoring below average in organizational commitment which needs to be addressed by the management of HCL. There could be various causes for this lack of commitment one of which could be the changed HR policies.
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2. Job Satisfaction No. of Respondents : 86 No. of Questions Scale Used Average Score : 10 : 1 (Strongly Disagree) – 5 (Strongly Agree) : 3.13 out of 5
Score 0-1 1-2 2-3 3-4 4-5 No. of Respondents 0 2 40 41 3
Job Satisfaction
0-1 1-2 2-3 3-4 4-5
42 (or 49%) of the respondents score below average in terms of job satisfaction while 44 (or 51%) of the respondents lie in the above average and excellent range. Nearly half of the respondents were not satisfied with the work that they are doing which may be due to the extra hours they have to put in, an imbalance in work life balance etc. 14
We observe a severe dip in the job satisfaction levels of the respondents after the HR policies were changed. 3. Intent to Quit No. of Respondents : 86 No. of Questions Scale Used Average Score :5 : 1 (Strongly Disagree) – 5 (Strongly Agree) : 2.91 out of 5
Score 0-1 1-2 2-3 3-4 4-5 No. of Respondents 0 1 56 21 8
Intent to Quit
0-1 1-2 2-3 3-4 4-5
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56 (or 65%) of the respondents score below average in terms of intent to quit while only 29 (or 34%) of the respondents lie in the above average and excellent range. A below average score in intent to quit implies that the respondents have not taken a final decision to leave HCL. This means an increased level of loyalty but since the 2-3 range is the border line case the employees may decide to leave if the policies do not improve. 4. HR Policies No. of Respondents : 86 No. of Questions Scale Used Average Score :8 : 1 (Strongly Disagree) – 5 (Strongly Agree) : 3.18 out of 5
Score 0-1 1-2 2-3 3-4 4-5 No. of Respondents 0 6 36 30 14
Policies
0-1 1-2 2-3 3-4 4-5
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42 (or 49%) of the respondents score below average in terms of intent to quit while only 44 (or 51%) of the respondents lie in the above average and excellent range. The above data reflects that nearly half of the respondents were not happy with the HR policies which can lead to a fall in the scores of the other three variables as well.
We try to find out the relationship between HR Policies and all other factors. We will be using correlation between these factors and the regression analysis of these factors. The co relation is found using the 2 Tailed analyses from the SPSS Tool. A linear regression will be done with data from policies as the independent factor and other factor as dependent factor. This will help us in understanding how these factors are dependent on the policies changes that happened in the organization. Organizational Commitment and HR Policies Correlations Organizational Commitment Organizational Commitment Pearson Correlation Sig. (2-tailed) N HR Policies Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 86 .849** .000 86 86 1
HR Policies .849** .000 86 1
The above output for the co relation between the organizational Commitment and HR Policies suggest that we can be 99% sure that there is an 84.9% probability that these two are co related. 17
Model Summary Adjusted R Square .717 Std. Error of the Estimate .40175
Model R 1 .849a
R Square .721
a. Predictors: (Constant), HR Policies
ANOVAb Model 1 Regression Residual Total Sum of Squares Df 34.969 13.558 48.527 1 84 85 Mean Square F 34.969 .161 216.657 Sig. .000a
a. Predictors: (Constant), HR Policies b. Dependent Variable: Organizational_Commitment
Coefficientsa Standardized Unstandardized Coefficients Coefficients Model 1 (Constant) B .805 Std. Error .175 .053 .849 Beta t 4.611 14.719 Sig. .000 .000
HR Policies .783
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ANOVAb Model 1 Regression Residual Total Sum of Squares Df 34.969 13.558 48.527 1 84 85 Mean Square F 34.969 .161 216.657 Sig. .000a
a. Predictors: (Constant), HR Policies a. Dependent Variable: Organizational_Commitment The above output suggests that from the value of Adjusted R Square we can say 71.7% of change in organizational commitment can be explained by the data from HR Policies. The below is the output of the T Test done on Organizational Commitment with the HR Policies as the grouping variable. It shows the difference in the values of Organization Commitment with value of HR Policies in 2 different ranges. As expected the mean is higher for value greater than 3.0. Group Statistics HR Policies Organizational Commitment >= 3.00 < 3.00
N 49 37
Mean 3.7184 2.7324
Std. Deviation .62205 .51265
Std. Error Mean .08886 .08428
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Independent Samples Test Levene's Test for Equality of Variances
t-test for Equality of Means 95% Confidence Interval of the Difference Sig. (2- Mean Std. Error tailed) Difference Difference Lower .000 .98593 .12582
F Organizational Commitment
Sig.
T
df
Upper
Equal 1.968 .164 variances assumed Equal variances not assumed
7.836 84
.73572 1.23615
8.050 83. .000 312
.98593
.12247
.74235 1.22952
Therefore from the above output we can that overall Organization Commitment and HR Policies are highly dependent on each other and any change is the policies affects the Organizational Commitment to a greater extent.
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Job Satisfaction and HR Policies Correlations HR Policies HR Policies Pearson Correlation Sig. (2-tailed) N Job Satisfaction Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 86 .800** .000 86 86 1 Job Satisfaction .800** .000 86 1
The above output for the co relation between the organizational Commitment and HR Policies suggest that we can be 99% sure that there is an 80.0% probability that these two are co related. Variables Entered/Removedb Variables Model Entered 1 HR Policiesa Variables Removed .
Method Enter
a. All requested variables entered. b. Dependent Variable: Job_Satisfaction
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Model Summary Adjusted R Square .635 Std. Error of the Estimate .33170
Model R 1 .800a
R Square .639
a. Predictors: (Constant), HR Policies b. Dependent Variable: Job Satisfaction
Coefficientsa Standardized Unstandardized Coefficients Coefficients Model 1 (Constant) B 1.428 Std. Error .144 .044 .800 Beta t 9.907 12.206 Sig. .000 .000
HR Policies .536
a. Dependent Variable: Job Satisfaction
The above output suggests that from the value of Adjusted R Square we can say 63.5% of change in organizational commitment can be explained by the data from HR Policies. The below is the output of the T Test done on Job Satisfaction with the HR Policies as the grouping variable. It shows the difference in the values of Job Satisfaction with value of HR Policies in 2 different ranges. As expected the mean is higher for value greater than 3.0.
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Group Statistics HR Policies Job Satisfaction >= 3.00 < 3.00
N 49 37
Mean 3.3929 2.7872
Std. Deviation .49739 .40917
Std. Error Mean .07106 .06727
Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means 95% Confidence Interval of the Difference Sig. (2- Mean Std. Error tailed) Difference Difference Lower .000 .60569 .10055
F Job Satisfaction
Sig.
T
df
Upper
Equal variances .921 .340 6.024 84 assumed Equal variances not assumed
.40575 .80564
6.190 83.339 .000
.60569
.09785
.41110 .80029
Therefore from the above output we can that overall Job Satisfaction and HR Policies are dependent on each other but not to the same level as the Organizational Commitment is dependent.
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Intention to Quit and HR Policies
Correlations HR Policies HR Policies Pearson Correlation Sig. (2-tailed) N Intent to Quit Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 86 -.513** .000 86 86 1 Intent to Quit -.513** .000 86 1
The above output suggests that there is only 51.3% co relation between HR Policies and Intention to Quit. Therefore we can say that the changes in the HR policies are not the sole reason for a person who wants to quit the organization. Variables Entered/Removedb Variables Model Entered 1 HR Policiesa Variables Removed .
Method Enter
a. All requested variables entered. b. Dependent Variable: Intent to Quit
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Model Summary Adjusted R Square .254 Std. Error of the Estimate .32311
Model R 1 .513a
R Square .263
a. Predictors: (Constant), HR Policies
ANOVAb Model 1 Regression Residual Total Sum of Squares Df 3.126 8.770 11.896 1 84 85 Mean Square F 3.126 .104 29.943 Sig. .000a
a. Predictors: (Constant), HR Policies b. Dependent Variable: Intent to Quit
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Coefficientsa Standardized Unstandardized Coefficients Coefficients Model 1 (Constant) B 3.651 Std. Error .140 .043 -.513 Beta T 26.006 -5.472 Sig. .000 .000
HR Policies -.234
a. Dependent Variable: Intent to Quit
The above output suggests that from the value of Adjusted R Square we can say only 25.4% of change in Intention to Quit can be explained by the data from HR Policies. The below is the output of the T Test done on Intention to Quit with the HR Policies as the grouping variable. It shows the difference in the values of Intention to Quit with value of HR Policies in 2 different ranges. As the employee gives a lower rating to HR Policy, he is more likely to quit the organization than a person who gives a value of more than 3.
Group Statistics HR Policies Intent to Quit >= 3.00 < 3.00
N 49 37
Mean 2.7796 3.0757
Std. Deviation .31423 .38399
Std. Error Mean .04489 .06313
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Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means 95% Confidence Interval of the Difference Std. Mean Error Sig. (2- Differenc Differen tailed) e ce Lower .000 -.29608
F Intent to Quit Equal variances assumed Equal variances not assumed
Sig.
t
Df
Upper
.505 .479 -3.931 84
.07533 -.44588 -.14629
-3.822 68.481 .000
-.29608
.07746 -.45064 -.14153
We can say from the above analysis that changes is HR Policies is not the sole reason for a person to quit the organization but a employee not happy with the change in policy may decide to leave the organization. If we try to see a relation between HR Policies and the Gender we see that there is almost no relation between them. We can say that any affect of the change is a policy is independent of the Gender.
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Correlations Policies HR Policies Pearson Correlation 1 Sig. (2-tailed) N Gender 86 Gender .057 .602 86 1
Pearson Correlation .057 Sig. (2-tailed) N .602 86
86
Also if we try and see the co relation between the Gender and Intention to Quit we see that there is hardly any co relation between them. Therefore we can say that Intention to Leave the company is independent of the Gender. Correlations Intent to Quit Intent to Quit Pearson Correlation Sig. (2-tailed) N Gender Pearson Correlation Sig. (2-tailed) N 86 -.113 .302 86 86 1 Gender -.113 .302 86 1
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Conclusion From the above analysis we can say that after the HR Policies are changed in HCL Technologies we can see that the overall values for each factor is around 3 which is the average as well. Also we can also note that almost 50% of the employees are rating either one of the factors below the average mark. From the relationship analysis we can also say that Organizational Commitment and Job Satisfaction are very much related to the changes in HR Policy in case of HCL Employees but the Intention to Quit is not much affected by that. Therefore we can conclude that HCL Technologies employees were slightly affected by the changes in policies and the values of each of our factor is lying near the average value. Also more than half the employees are not much satisfied with the current policies and want that the HCL policies be reverted after the slowdown in over in the US. From our analysis we can say that HCL employees although do not have a very high value for the factor of Intention to Quit but may look for other offers from competitive companies if the HR Policies are not changed after the downturn is over.
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Appendix 1
Questionnaire
Name: _______________________________________ Total number of years in HCL: _________ Present position: _______
Age: _______ Gender: __________
Answer the following question with respect of the HR Policy changes in HCL Technologies after the slowdown in the US. Kindly use the following rating scale and respond to the statements given:
5 Strongly Agree
4 Agree
3 Not sure
2 Disagree
1 Strongly Disagree
1. Changes in HR Policies were communicated properly 2. Changes were implemented throughout the organization uniformly 3. There is a proper support system to rehabilitate the laid off employees 4. Compensation changes were necessitated by the financial performance of the company 5. The changes in the policies were necessary for the organization 6. I can see a bright future at MY ORGANIZATION 7. Changes in HR Policies were communicated properly 8. My growth may have slowed but it definitely did not stall 9. I foresee the changes would be reverted after sometime 10. The policy changes were at par with other IT Service companies 11. Changes in the policy did not bring about job insecurity 12. Sufficient reasons were provided for the changes in the policies
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13. I am sure that downsizing is the last option that HCL would choose 14. There is a proper grievance handling system in place 15. Sufficient notice was given before laying off employees 16. I am willing to put in an extra effort to see my organization ride out this decline 17. The changes did not have negative impact on the level of my commitment 18. My work life balance has been affected due to the changes in working hours 19. The revised compensation structure is comparable to industry standards
20. All in all, I am satisfied with my job. 21. I feel a strong sense of belonging to my organization. 22. I am planning to search for a new job during the next 12 months. 23. I really feel that problems faced by my organization are also my problems. 24. In general, I like working here. 25. If I have my own way, I will be working for this organization one year from now 26. Working at my organization has a great deal of personal meaning to me. 27. In general, I do not like my job 28. I would be happy to work at my organization until I retire. 29. I am proud to tell others I work at my organization. 30. I feel personally attached to my work organization. 31. I frequently think of quitting my job.
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Appendix 2
Variables Organizational Commitment Job Satisfaction Intent to Quit HR Policy Item (SPSS) 5, 9, 16, 17, 21, 23, 26, 28, 29,30 4, 11, 13, 18, 19, 20, 24, 27 6, 8, 22, 25, 31 1, 2, 3, 7, 10, 12, 14, 15 27 6, 8, 25 Reverse Coded
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Referenceshttp://www.employeefirst.in www.hcltech.com www.wikipedia.com
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doc_265615266.pdf
The report explains on the changes in HR policies of an IT company (HCL Technologies) because of the recession and how these changes impact the employees' commitment towards the organization, the job satisfaction levels and even whether there is a relation between these and their intention to quit the organization for better opportunities.
Human Resource Management
Affect of Downturn on the HR Polices of HCL Technologies and its impact on Employees
Under the Guidance of Prof. Pushpendra Priyadarshi
By: Ankit Gupta Chintan Singh Durjoy Datta Rahul Balakrishnan Ritambara Vasudeva Vishal Gupta 1
Executive Summary
The recent economic downturn resulted in a cut in the IT spending by the big US firms. These firms are the major clients and biggest revenue generators for IT companies in India. As a result of this loss many IT companies tweaked their HR policies, lay off employees and used other methods like freezing salary hikes and promotions to save on costs in order to remain competitive. HCL technology is the 5th largest IT Company in India and it also witnessed losses in revenue due to the worldwide recession. Though they did not take any drastic steps like large scale lay-offs but there were reports of relieving employees in small numbers and other cost cutting measures being employed. We study the changes in HR policies of an IT company (HCL Technologies) because of the recession and how these changes impact the employees' commitment towards the organization, the job satisfaction levels and even whether there is a relation between these and their intention to quit the organization for better opportunities.
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Acknowledgement
We would like to take this opportunity to express our deepest gratitude to our guide, Prof. Pushpendra Priyadarshi for letting us take up this project. Sir has provided constant support and guidance throughout the duration of the project without which we would not have been able to successfully complete it. There are many more people we would like to thank. They are the ones living in our society. They helped us with our questions and provided honest answers.
Ankit Gupta
Chintan Singh
Durjoy Datta
Rahul Balakrishnan
Ritambara Vasudeva
Vishal Gupta
3
Table of Content: 1. Introduction to HCL a. Mission Statement b. Vision Statement c. Effect of Global Downturn d. Employee First Customer Second 2. Objective of project 3. Scope of Project 4. Changes in the HCL HR Policies during 2008-2009 5. Methodology adopted 6. Analysis 7. Conclusion 8. Appendices 9. References
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Introduction
HCL Technologies is one of the top 5 IT Service provider in India along with TCS, Infosys, MahindraSatyam, Wipro Technologies. While HCL Enterprise has a 30-year history, HCL Technologies is a relatively young company formed, nine years ago, in 1998. During this period, HCL has built unique strengths in IT applications (custom applications for industry solutions and package implementation), IT infrastructure management and business process outsourcing, while maintaining and extending its leadership in product engineering. HCL Technologies has over $2 billion in revenues. HCL offers services including software-led IT solutions, remote infrastructure management, Engineering and R&D Services and BPO. HCL’s key services include: Custom Application Services Enterprise Application Services Enterprise Transformation Services Engineering and R&D Services Infrastructure Management Business Processing Outsourcing. In addition to this, HCL AXON, formed after the acquisition of Axon Group plc in December 2008, offers SAP services including: Business Consulting Solutions Implementation Application Management Blue ocean upgrades Integration Services. HCL serves industries such as Financial Services, Hi-tech & Manufacturing, Aerospace & Defense, Telecom, Retail & CPG, Life Sciences, Healthcare, Media & Entertainment, Travel, Transportation & Logistics, Automotive, Government, and Energy & Utilities. HCL Technologies employs around 55,000 employees around the globe.
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Mission Statement “To provide world-class information technology solutions and services to enable our customers to serve their customers better” Vision Statement “Together we create the enterprises of tomorrow”
Effect of Global Downturn
The Indian IT Industry did not witness a downturn but saw lengthening of sales cycles due to slowdown in the US. The cost pressure increased tremendously with IT Budget cuts everywhere, BFSI sector getting affected significantly. HCL also registered reduction in profits during the period of downturn in 2008. HCL Technologies, which registered a 49.6 per cent decline in profits in the last quarter in 2007-08 FY. Forex losses among top tier Indian IT firms range from Rs 201 crore for HCL Technologies to Rs 781 crore for TCS. HCL Technologies have had decline an in billing rates of 1-3 per cent. HCL Tech also witnessed a 20.3 per cent increase in employee costs due to the Axon acquisition. HCL Technologies had also delayed its joining of its new recruits from engineering colleges which according to social networking websites are around 1500 in number. HCL topped Hewitt’s list of the best employers in India and earned a spot among the 30 best employers in Asia in 2009.
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Employee First Customer Second
HCL follows Employee First, Customer Second (EFCS) policy. The aim is to create a unique employee organization, drive an inverted organizational structure, create transparency and accountability within the organization, and encourage a value driven culture. HCL had followed this policy before the slowdown and continued the same during the downturn as well. They represent some of the HR policies that are being followed in HCL. Some of the Employee First Initiatives taken my HCL are: Smart Service Desk: It is an automated query resolution system for the employees. It allows employees to raise SSD with minimum hassle and quick response time. On an average 31,000 tickets are raised every month. I4Excel: This is the Employee Performance Portal which handles the appraisal for all the employees. Directions: It is an annual companywide event in which strategic discussion are taken with the employees. The CEO and leadership team is present to share the vision and plans of the company with the employees. U&I: The 2 way dialogue mechanism with the employees and the CEO. Employee First Councils: They work on the goals that are of common interest to the employees. They also help in maintaining the work life balance with different types of events. Women First Council: The purpose is to focus on the development of women within the organization. Career Planning: A comprehensive career planning portal Xtramiles: This is the HCL’s unique reward and recognition portal. MITR: To provide counseling to employees and families. Genie: The personal assistant to handle request for the employees to maintain the work life balance. Open 360 degree feedback: The 360 degree feedback results are published online for every employee to read. Source:http://www.employeefirst.in 7
Objective
To study the change in HR Policies of HCL Technologies related to cost cutting measures adopted before and after the downturn in IT Industry and its impact on employees with regards to the following factors: 1. Organizational Commitment 2. Job Satisfaction 3. Intent to Quit and, 4. Organizational Policies
Scope
HCL Technologies faced a tough time in the economic downturn along with the other major players and adopted various policies to reduce costs and improve productivity among its employees. We would analyze the changes in the HR Policies that took place to implement these changes. We would also analyze its impact on the employees and how HR handled this. We are specifically focusing on the impact of these changes on Organizational Commitment, Job Satisfaction levels, Intent to quit and agreement with organizational Policies. We have also tried to establish a correlation between these factors I.e. the dependence or the cause effect relationship between two or more factors.
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Changes in the HCL HR Policies during 2008-2009
The downturn in the US increased the cost pressure on the IT industry. Many companies had to put cost cutting policy to remain competitive in the market. HCL CEO Vineet Nayar gave his word that “No HCLite will be left behind”. This came from the employee first policy that HCL followed as the employees as the firm’s top priority. Under the Employee First program, HCL improved communication among workers, and Nayar instituted “trust pay.” During our analysis we found these policy changes that would have been made to save costs inside HCL Technologies: Compensation: HCL declared at the start of the year that it will not be increasing salaries for its employees during the appraisal cycle for year 2009. Later on HCL decided to increase the salaries of employees from 0 to 10%. Also various policies were introduced in case of compensation like compensation will not be hiked for those employees who had: o o Worked for less than 3 years Have received a rating of “Meets Requirements” or “Below Expectations” in any of the previous years.
In contrast to an industry practice of making 30 percent of engineers’ pay variable, HCL chose to pay higher fixed salaries that included all of what would have been the variable component—essentially trusting that employees would deliver. During the past year, HCL has tinkered with trust pay to reintroduce a financial carrot. But the amount of variable pay is still modest—about 5 to 6 percent of the total. Leaves Policy: HCL had reduced the number of paid leaves for each employee from 27 to 20 if he had joined the company before 31 Dec 2007. For employees joining after this date the number of leaves was reduced to around 15. Also number of cashable leaves and carry forward leaves were also reduced. Shift Allowance: The allowance of employees working in ship was also reduced in the month of December 2008. For regular shift employees the allowance was reduced from Rs. 800 to Rs. 250 and reduced to Rs 100 from Rs. 400 for on call employees. Also facilities like Cab also became expensive if availed by the shift employees. Bill Reimbursement: An upper cap was introduced on the bill reimbursement that could be done by a single employee. Any person travelling from an onsite location back to offshore could not reimburse 9
Administrative policies: HCL made quite a few changes in the administrative policies for cost cutting purposes: o The Air Conditioner will only be on inside an ODC from 8 AM till 9 PM and only on week days. This was to reduce the electricity bill for each of the offices. There was an upper limit set up for number of print outs that each employee can take in a month. HCL stop providing laptops to employees unless it was necessary. An upper cap was set for the mobile bills for the grade above E3. No bills would be reimbursed for employees under E3 grade. Limit was set on the stationary that can be issued per month.
o
o o
o
HCL Scholars policy: HCL started this policy for the further education purposes for the HCL Employees. HCL continued this policy throughout the downturn though some conditions were imposed and helped employees in pursuing their careers. Certifications: HCL stopped the reimbursement of the technical certifications cleared by the employees unless they were deemed necessary by the client. Although the above only indicates the policy changes due to cost cutting but HCL also made changes for the employee’s trainings (Internal & External) to improve the productivity. There was a lot of stress on increasing the productivity of employees by introducing Floor time, in which employees were not supposed to leave their desk from 10 AM to 12:30 PM as it was considered to be the most productive time for the employees.
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Methodology
The survey was floated amongst HCL employees of all age groups and across all verticals and positions in hierarchy. A total of 86 responses were received. Out of the respondents 43 were men and rest were women. The survey was conducted in the form of a questionnaire (Appendix 1) consisting 31 questions and judging the respondents' answers on following aspects: 1. Organizational Commitment 2. Job Satisfaction 3. Intent to Quit and, 4. Organizational Policies All the above stated aspects of the survey are dependent on certain factors which were explored by different questions asked in a jumbled order. The factors on which these four main derivable depend are given in Appendix 2. All the responses were then collected and the respondents' scores collated to carry out an analysis to find out the interrelationship between Organizational Commitment, Job Satisfaction, Intent to Quit and Organizational Policies. A score of 3 or above on a scale of 5 is considered to be above average and any score of 3 or below is considered to be below average. We have taken 3 as the average score for an answer. The following table shows the analysis of scores: Range Below 2 2-3 3-4 4-5 Rating Poor Below average Above average Excellent
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We have used the SPSS analysis technique establish the correlation between the four main factors. We also contacted a few employees of HCL personally to conduct interviews in order to learn about the present and past HR policies of the organization and how they have changed/evolved during the economic downturn. Before we get to analyze the data collected we will first test the reliability of the data collected using the Cronbach’s Alpha analysis. According to this, if the value of the Cronbach’s Alpha is more than 0.70 then we can assume that the data collected is reliable for the analysis. Reliability Statistics Case Processing Summary N Cases Valid Excludeda Total 86 0 86 % 100.0 .0 Scale Statistics 100.0 Mean a. Listwise deletion based on all variables in the procedure. 97.7674 Variance 185.851 Std. Deviation N of Items 13.63272 31 Cronbach's Alpha .775
N of Items 31
According to the statistics above we can say that the data is reliable for the analysis.
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Analysis of Questionnaire Scores
1. Organizational Commitment No. of Respondents : 86 No. of Questions Scale Used Average Score : 3.29 out of 5 : 10 : 1 (Strongly Disagree) – 5 (Strongly Agree)
Score 0-1 1-2 2-3 3-4 Organizational 4-5
0-1 1-2 2-3
No. of Respondents 0 2 32 38 Commitment 14
3-4 4-5
2 14
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38 32 (or 37%) of the respondents score below average in terms of organizational commitment while 52 (or 62%) of the respondents lie in the above average and excellent range. More than one third of the respondents are scoring below average in organizational commitment which needs to be addressed by the management of HCL. There could be various causes for this lack of commitment one of which could be the changed HR policies.
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2. Job Satisfaction No. of Respondents : 86 No. of Questions Scale Used Average Score : 10 : 1 (Strongly Disagree) – 5 (Strongly Agree) : 3.13 out of 5
Score 0-1 1-2 2-3 3-4 4-5 No. of Respondents 0 2 40 41 3
Job Satisfaction
0-1 1-2 2-3 3-4 4-5
42 (or 49%) of the respondents score below average in terms of job satisfaction while 44 (or 51%) of the respondents lie in the above average and excellent range. Nearly half of the respondents were not satisfied with the work that they are doing which may be due to the extra hours they have to put in, an imbalance in work life balance etc. 14
We observe a severe dip in the job satisfaction levels of the respondents after the HR policies were changed. 3. Intent to Quit No. of Respondents : 86 No. of Questions Scale Used Average Score :5 : 1 (Strongly Disagree) – 5 (Strongly Agree) : 2.91 out of 5
Score 0-1 1-2 2-3 3-4 4-5 No. of Respondents 0 1 56 21 8
Intent to Quit
0-1 1-2 2-3 3-4 4-5
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56 (or 65%) of the respondents score below average in terms of intent to quit while only 29 (or 34%) of the respondents lie in the above average and excellent range. A below average score in intent to quit implies that the respondents have not taken a final decision to leave HCL. This means an increased level of loyalty but since the 2-3 range is the border line case the employees may decide to leave if the policies do not improve. 4. HR Policies No. of Respondents : 86 No. of Questions Scale Used Average Score :8 : 1 (Strongly Disagree) – 5 (Strongly Agree) : 3.18 out of 5
Score 0-1 1-2 2-3 3-4 4-5 No. of Respondents 0 6 36 30 14
Policies
0-1 1-2 2-3 3-4 4-5
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42 (or 49%) of the respondents score below average in terms of intent to quit while only 44 (or 51%) of the respondents lie in the above average and excellent range. The above data reflects that nearly half of the respondents were not happy with the HR policies which can lead to a fall in the scores of the other three variables as well.
We try to find out the relationship between HR Policies and all other factors. We will be using correlation between these factors and the regression analysis of these factors. The co relation is found using the 2 Tailed analyses from the SPSS Tool. A linear regression will be done with data from policies as the independent factor and other factor as dependent factor. This will help us in understanding how these factors are dependent on the policies changes that happened in the organization. Organizational Commitment and HR Policies Correlations Organizational Commitment Organizational Commitment Pearson Correlation Sig. (2-tailed) N HR Policies Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 86 .849** .000 86 86 1
HR Policies .849** .000 86 1
The above output for the co relation between the organizational Commitment and HR Policies suggest that we can be 99% sure that there is an 84.9% probability that these two are co related. 17
Model Summary Adjusted R Square .717 Std. Error of the Estimate .40175
Model R 1 .849a
R Square .721
a. Predictors: (Constant), HR Policies
ANOVAb Model 1 Regression Residual Total Sum of Squares Df 34.969 13.558 48.527 1 84 85 Mean Square F 34.969 .161 216.657 Sig. .000a
a. Predictors: (Constant), HR Policies b. Dependent Variable: Organizational_Commitment
Coefficientsa Standardized Unstandardized Coefficients Coefficients Model 1 (Constant) B .805 Std. Error .175 .053 .849 Beta t 4.611 14.719 Sig. .000 .000
HR Policies .783
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ANOVAb Model 1 Regression Residual Total Sum of Squares Df 34.969 13.558 48.527 1 84 85 Mean Square F 34.969 .161 216.657 Sig. .000a
a. Predictors: (Constant), HR Policies a. Dependent Variable: Organizational_Commitment The above output suggests that from the value of Adjusted R Square we can say 71.7% of change in organizational commitment can be explained by the data from HR Policies. The below is the output of the T Test done on Organizational Commitment with the HR Policies as the grouping variable. It shows the difference in the values of Organization Commitment with value of HR Policies in 2 different ranges. As expected the mean is higher for value greater than 3.0. Group Statistics HR Policies Organizational Commitment >= 3.00 < 3.00
N 49 37
Mean 3.7184 2.7324
Std. Deviation .62205 .51265
Std. Error Mean .08886 .08428
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Independent Samples Test Levene's Test for Equality of Variances
t-test for Equality of Means 95% Confidence Interval of the Difference Sig. (2- Mean Std. Error tailed) Difference Difference Lower .000 .98593 .12582
F Organizational Commitment
Sig.
T
df
Upper
Equal 1.968 .164 variances assumed Equal variances not assumed
7.836 84
.73572 1.23615
8.050 83. .000 312
.98593
.12247
.74235 1.22952
Therefore from the above output we can that overall Organization Commitment and HR Policies are highly dependent on each other and any change is the policies affects the Organizational Commitment to a greater extent.
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Job Satisfaction and HR Policies Correlations HR Policies HR Policies Pearson Correlation Sig. (2-tailed) N Job Satisfaction Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 86 .800** .000 86 86 1 Job Satisfaction .800** .000 86 1
The above output for the co relation between the organizational Commitment and HR Policies suggest that we can be 99% sure that there is an 80.0% probability that these two are co related. Variables Entered/Removedb Variables Model Entered 1 HR Policiesa Variables Removed .
Method Enter
a. All requested variables entered. b. Dependent Variable: Job_Satisfaction
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Model Summary Adjusted R Square .635 Std. Error of the Estimate .33170
Model R 1 .800a
R Square .639
a. Predictors: (Constant), HR Policies b. Dependent Variable: Job Satisfaction
Coefficientsa Standardized Unstandardized Coefficients Coefficients Model 1 (Constant) B 1.428 Std. Error .144 .044 .800 Beta t 9.907 12.206 Sig. .000 .000
HR Policies .536
a. Dependent Variable: Job Satisfaction
The above output suggests that from the value of Adjusted R Square we can say 63.5% of change in organizational commitment can be explained by the data from HR Policies. The below is the output of the T Test done on Job Satisfaction with the HR Policies as the grouping variable. It shows the difference in the values of Job Satisfaction with value of HR Policies in 2 different ranges. As expected the mean is higher for value greater than 3.0.
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Group Statistics HR Policies Job Satisfaction >= 3.00 < 3.00
N 49 37
Mean 3.3929 2.7872
Std. Deviation .49739 .40917
Std. Error Mean .07106 .06727
Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means 95% Confidence Interval of the Difference Sig. (2- Mean Std. Error tailed) Difference Difference Lower .000 .60569 .10055
F Job Satisfaction
Sig.
T
df
Upper
Equal variances .921 .340 6.024 84 assumed Equal variances not assumed
.40575 .80564
6.190 83.339 .000
.60569
.09785
.41110 .80029
Therefore from the above output we can that overall Job Satisfaction and HR Policies are dependent on each other but not to the same level as the Organizational Commitment is dependent.
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Intention to Quit and HR Policies
Correlations HR Policies HR Policies Pearson Correlation Sig. (2-tailed) N Intent to Quit Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 86 -.513** .000 86 86 1 Intent to Quit -.513** .000 86 1
The above output suggests that there is only 51.3% co relation between HR Policies and Intention to Quit. Therefore we can say that the changes in the HR policies are not the sole reason for a person who wants to quit the organization. Variables Entered/Removedb Variables Model Entered 1 HR Policiesa Variables Removed .
Method Enter
a. All requested variables entered. b. Dependent Variable: Intent to Quit
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Model Summary Adjusted R Square .254 Std. Error of the Estimate .32311
Model R 1 .513a
R Square .263
a. Predictors: (Constant), HR Policies
ANOVAb Model 1 Regression Residual Total Sum of Squares Df 3.126 8.770 11.896 1 84 85 Mean Square F 3.126 .104 29.943 Sig. .000a
a. Predictors: (Constant), HR Policies b. Dependent Variable: Intent to Quit
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Coefficientsa Standardized Unstandardized Coefficients Coefficients Model 1 (Constant) B 3.651 Std. Error .140 .043 -.513 Beta T 26.006 -5.472 Sig. .000 .000
HR Policies -.234
a. Dependent Variable: Intent to Quit
The above output suggests that from the value of Adjusted R Square we can say only 25.4% of change in Intention to Quit can be explained by the data from HR Policies. The below is the output of the T Test done on Intention to Quit with the HR Policies as the grouping variable. It shows the difference in the values of Intention to Quit with value of HR Policies in 2 different ranges. As the employee gives a lower rating to HR Policy, he is more likely to quit the organization than a person who gives a value of more than 3.
Group Statistics HR Policies Intent to Quit >= 3.00 < 3.00
N 49 37
Mean 2.7796 3.0757
Std. Deviation .31423 .38399
Std. Error Mean .04489 .06313
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Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means 95% Confidence Interval of the Difference Std. Mean Error Sig. (2- Differenc Differen tailed) e ce Lower .000 -.29608
F Intent to Quit Equal variances assumed Equal variances not assumed
Sig.
t
Df
Upper
.505 .479 -3.931 84
.07533 -.44588 -.14629
-3.822 68.481 .000
-.29608
.07746 -.45064 -.14153
We can say from the above analysis that changes is HR Policies is not the sole reason for a person to quit the organization but a employee not happy with the change in policy may decide to leave the organization. If we try to see a relation between HR Policies and the Gender we see that there is almost no relation between them. We can say that any affect of the change is a policy is independent of the Gender.
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Correlations Policies HR Policies Pearson Correlation 1 Sig. (2-tailed) N Gender 86 Gender .057 .602 86 1
Pearson Correlation .057 Sig. (2-tailed) N .602 86
86
Also if we try and see the co relation between the Gender and Intention to Quit we see that there is hardly any co relation between them. Therefore we can say that Intention to Leave the company is independent of the Gender. Correlations Intent to Quit Intent to Quit Pearson Correlation Sig. (2-tailed) N Gender Pearson Correlation Sig. (2-tailed) N 86 -.113 .302 86 86 1 Gender -.113 .302 86 1
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Conclusion From the above analysis we can say that after the HR Policies are changed in HCL Technologies we can see that the overall values for each factor is around 3 which is the average as well. Also we can also note that almost 50% of the employees are rating either one of the factors below the average mark. From the relationship analysis we can also say that Organizational Commitment and Job Satisfaction are very much related to the changes in HR Policy in case of HCL Employees but the Intention to Quit is not much affected by that. Therefore we can conclude that HCL Technologies employees were slightly affected by the changes in policies and the values of each of our factor is lying near the average value. Also more than half the employees are not much satisfied with the current policies and want that the HCL policies be reverted after the slowdown in over in the US. From our analysis we can say that HCL employees although do not have a very high value for the factor of Intention to Quit but may look for other offers from competitive companies if the HR Policies are not changed after the downturn is over.
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Appendix 1
Questionnaire
Name: _______________________________________ Total number of years in HCL: _________ Present position: _______
Age: _______ Gender: __________
Answer the following question with respect of the HR Policy changes in HCL Technologies after the slowdown in the US. Kindly use the following rating scale and respond to the statements given:
5 Strongly Agree
4 Agree
3 Not sure
2 Disagree
1 Strongly Disagree
1. Changes in HR Policies were communicated properly 2. Changes were implemented throughout the organization uniformly 3. There is a proper support system to rehabilitate the laid off employees 4. Compensation changes were necessitated by the financial performance of the company 5. The changes in the policies were necessary for the organization 6. I can see a bright future at MY ORGANIZATION 7. Changes in HR Policies were communicated properly 8. My growth may have slowed but it definitely did not stall 9. I foresee the changes would be reverted after sometime 10. The policy changes were at par with other IT Service companies 11. Changes in the policy did not bring about job insecurity 12. Sufficient reasons were provided for the changes in the policies
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13. I am sure that downsizing is the last option that HCL would choose 14. There is a proper grievance handling system in place 15. Sufficient notice was given before laying off employees 16. I am willing to put in an extra effort to see my organization ride out this decline 17. The changes did not have negative impact on the level of my commitment 18. My work life balance has been affected due to the changes in working hours 19. The revised compensation structure is comparable to industry standards
20. All in all, I am satisfied with my job. 21. I feel a strong sense of belonging to my organization. 22. I am planning to search for a new job during the next 12 months. 23. I really feel that problems faced by my organization are also my problems. 24. In general, I like working here. 25. If I have my own way, I will be working for this organization one year from now 26. Working at my organization has a great deal of personal meaning to me. 27. In general, I do not like my job 28. I would be happy to work at my organization until I retire. 29. I am proud to tell others I work at my organization. 30. I feel personally attached to my work organization. 31. I frequently think of quitting my job.
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Appendix 2
Variables Organizational Commitment Job Satisfaction Intent to Quit HR Policy Item (SPSS) 5, 9, 16, 17, 21, 23, 26, 28, 29,30 4, 11, 13, 18, 19, 20, 24, 27 6, 8, 22, 25, 31 1, 2, 3, 7, 10, 12, 14, 15 27 6, 8, 25 Reverse Coded
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Referenceshttp://www.employeefirst.in www.hcltech.com www.wikipedia.com
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