The Issues With Human Resources

Published Date: 02 Nov 2017

HR policies are a written source of guidance on how a wide range of issues should be handled within an organization, incorporating a description of principles, rights and responsibilities for managers and employees. HR policies provide more general and practical advice and guidance for managers and others on a range of employment issues. Success of an organization depends on the effective implementation of its HR policies.

1.1 Problem of the Study

The physical performance of the State owned Telecom undertakings viz., BSNL and MTNL is very poor. Many adverse factors are affecting the efficiency and performance of the State Owned Telecom undertakings are such as underutilization of available resources, improper maintenance of Cable Networks, Concessional facilities given to Government Departments and elected members, cut throat competition from private operators, government regulation in appointment, promotions, tendering process etc., and lack of professionalism among the top-level management, lack of workers commitment, political and trade union interference in decision makings.

1.2 Background to the Problem

Based on the earlier studies, the following constraints embarrassing the performance of the State Owned Telecom undertakings are catalogued in the present study.

First major problem is inefficiency in HR management both in terms of lack of workers commitment and poor decision making management leading to dismal financial viability. To resolve the issue, following problems are required to be addressed.

Well planned comprehensive HR policies specifically suitable for Public Under taking Telecom organization like BSNL to achieve its objectives.

A strategy for effective implementation of company’s HR policy.

1.3 Objectives of the Study

To study the socio-economic profile of the employees in the BSNL, Tamilnadu Circle.

To study thoroughly existing HR policies of BSNL.

To examine the limitations of personnel management and suggestion for alternatives.

To assess critically the problems faced by the executives of the BSNL.

To assess impediments in decision making of the top-level management.

To study various strategies to successfully implement HR policies for organizational effectiveness.

To prepare a model HR policy for BSNL.

2. RESEARCH METHODOLOGY

2.1 Hypothesis

RECRUITMENT AND SELECTION PROCESS

TRAINING AND DEVELOPMENT

PERFORMANCE MANAGEMENT SYSTEM

HUMAN RESOURCE POLICIES AND ORGANISATIONAL EFFECTIVENESS

TALENT MANAGEMENT

JOB SATISFACTION

ATTENDANCE AND DISCIPLINE

There is a significant impact on recruitment & selection process and human resource policies & organisational effectiveness.

There is a significant impact on training & development and human resource policies & organisational effectiveness.

There is a significant impact on performance management and human resource policies & organisational effectiveness.

There is a significant impact on talent management and human resource policies & organisational effectiveness.

There is a significant impact on job satisfaction and human resource policies & organisational effectiveness.

There is a significant impact on attendance & discipline and human resource policies & organisational effectiveness.

2.2 Nature of the Research

This is purely a descriptive study. It describes data and characteristics about the BSNL employees and examining the strategic human resource policies and implementation for organizational effectiveness of BSNL, Southern Districts of Tamil Nadu Circle

2.3 Nature of Data

For present research work, primary as well as secondary data were used. Research will be broadly classified into two sections. Suitable statistical tools will be used to suggest and analyse the primary and secondary data.

2.4 Target Population

The study population is BSNL employees in southern districts of Tamil Nadu.

2.5 Data Collection Procedures

The information will be collected directly from various stakeholders like HR executives, Group D, Group C, Group B and Group A employees of BSNL.

Questionnaire and Surveys: This will include range of response questions, close ended questions, providing limited answers to specific responses.

Interview: This will include direct, telephonic and intranet chatting.

Schedules: Schedules are used to collect information from Group A officers and Group D officials.

Content analysis: Content analysis consists of analysing the contents of documentary materials such as books, magazine, newspapers and the contents all other verbal materials which can be either spoken or printed. Trade union leaders are interviewed to know about the existing HR policies of BSNL and its shortcomings.

Secondary Data: The magazines published by the officers associations (SNEA, AISBSNLEA, AIBSNLOA, AIGEOTA) and the workers unions (BSNLEU, FNTO, NFTE) are taken in to study. BSNL CDA Rules 2006, Rulings of BSNL, New Transfer Policy notifications of BSNL, New Recruitment notification for Management Trainees, Sampitroda Committee report, COPU committee reopor (Committee on Public Undertakings) and Notification for recruitment of DGMs are used documentary references about.

2.6 Sampling Size

Sample size of Madurai Telecom District is 300 (12% of total 2500 employees. Executives -100. Non-Executives-200). They are spread in Madurai, Theni and Dindigul revenue districts.

2.7 Sampling Technique.

The study has used stratified sampling. All data will help in formulating a comprehensive case study. All sample units were personally contacted and interviewed.

2.8 Reliability Statistics

Cronbach's Alpha

N of Items

0.934

60

Item-Total Statistics

Scale Mean

if Item Deleted

Scale Variance

if Item Deleted

Corrected Item-

Total Correlation

Cronbach's

Alpha

if Item

Deleted

Internal Consistency

BSNL is collecting and analyzing the set of tasks and responsibilities to be done by an employee before Recruitment and Selection Process begins.

174.0333

2282.999

0.774

0.931

Excellent

My duties and responsibly are clearly explained to me.

174.5667

2351.909

0.487

0.933

Excellent

BSNL has got sufficient numbers of employees.

174.4333

2325.426

0.547

0.933

Excellent

BSNL is doing timely recruitment and Selection process.

174.1667

2293.592

0.706

0.931

Excellent

Qualified and experienced persons are appointed in right job in BSNL.

174.4000

2430.179

-0.047

0.936

Excellent

BSNL benefits are competitive with those offered by other organizations in the recruitment market.

174.3000

2317.390

0.587

0.932

Excellent

BSNL is doing employee verification before and after selection.

174.3000

2307.941

0.642

0.932

Excellent

BSNL looks for experienced employees in selection Process.

174.0000

2297.172

0.720

0.931

Excellent

Merit is given top priority in selection process.

174.3333

2336.161

0.473

0.933

Excellent

The performance appraisal training is provided to managers and employees in BSNL

174.2000

2396.579

0.145

0.935

Excellent

Orientation program is given to new employees.

174.6000

2308.593

0.622

0.932

Excellent

Training and development programs meet my department’s needs.

174.2333

2285.978

0.751

0.931

Excellent

Assistance is provided to managers for identifying training needs and developing training programs.

174.4333

2350.461

0.428

0.933

Excellent

The departmental training courses are aligned with departmental objectives and goals.

173.9667

2403.551

0.096

0.935

Excellent

Available training opportunities are communicated to me.

174.4333

2329.495

0.542

0.933

Excellent

The training programs have been determined in such a way that my career goals coincide with organizational goals.

174.3000

2303.872

0.695

0.932

Excellent

The training programs help me get incentive for increased work performance.

174.5667

2322.599

0.574

0.932

Excellent

Incentive is provided for higher educational qualification obtained.

174.2000

2358.855

0.359

0.934

Excellent

I have a systematic career development plan.

173.9000

2487.472

-0.351

0.938

Excellent

Performance Management System is clearly defined in the organization.

174.2333

2487.909

-0.352

0.938

Excellent

Performance Management System helps me set and to achieve meaningful goals.

173.9000

2366.852

0.292

0.934

Excellent

The promotions are based on Performance of the employees.

174.0000

2341.310

0.432

0.933

Excellent

Leadership and interpersonal skills are developed due to Performance Management System

174.4000

2316.662

0.557

0.932

Excellent

I feel free to express to my appraiser, my disagreement regarding the appraisal decisions.

173.9667

2269.895

0.869

0.931

Excellent

Good performance is duly honored.

174.4333

2466.530

-0.270

0.937

Excellent

BSNL gives promotion based on pure merit only.

174.4333

2338.323

0.478

0.933

Excellent

Existing CR (Confidential Report) written on every employee is effective for perfomance measurement.

174.2000

2412.166

0.057

0.936

Excellent

The performance of the employees are affected by the impact of personal problems like alcoholism & bankruptcy etc.

174.1333

2360.257

0.359

0.934

Excellent

I receive regular and helpful feedback on my performance

173.9333

2398.271

0.130

0.935

Excellent

BSNL have a staff member whose position is exclusively responsible for overseeing talent management initiatives.

174.0000

2293.103

0.706

0.931

Excellent

BSNL is Creating an environment where employees' ideas are listened to and valued.

173.9000

2276.852

0.850

0.931

Excellent

BSNL is Rewarding top performing employees.

174.3333

2308.299

0.682

0.932

Excellent

BSNL is Providing a collaborative (team work) working environment.

174.2000

2335.476

0.525

0.933

Excellent

BSNL is Providing the opportunity to work with advanced technologies.

174.1333

2414.051

0.041

0.936

Excellent

BSNL is Encouraging risk taking and innovation.

174.0000

2314.690

0.654

0.932

Excellent

BSNL has got effective succession planning (preparing talented people).

174.1000

2426.921

-0.029

0.936

Excellent

The existing awarding system for outstanding performers is sufficient to encourage talents.

173.8667

2315.085

0.619

0.932

Excellent

I get ahead based on the merits of my work.

174.2667

2364.823

0.326

0.934

Excellent

I have got sufficient materials and equipment that I need in order to do my work right.

174.2667

2297.444

0.755

0.931

Excellent

My team has got sufficient committed employees to carry out the tasks.

173.9667

2315.344

0.584

0.932

Excellent

I receive appropriate recognition for my contributions.

174.3000

2311.045

0.693

0.932

Excellent

My supervisor keeps me well informed about what's going on in the organization.

174.0000

2296.966

0.706

0.932

Excellent

I have sufficient assistants that I need in order to do my work right.

174.3667

2324.171

0.606

0.932

Excellent

My supervisor cares and responds to issues that are important to me.

173.8333

2358.075

0.361

0.934

Excellent

I am able to maintain a good balance between my work life and my family life.

173.9333

2347.582

0.403

0.933

Excellent

I am treated equally and with respect.

173.9667

2338.102

0.439

0.933

Excellent

I have fair opportunities to air my grievances and suggestions without fear of retaliation.

174.2000

2328.166

0.550

0.933

Excellent

The organization's leadership is positive and supportive

173.8000

2274.717

0.828

0.931

Excellent

I am involved in decisions that affect my job.

174.0333

2307.826

0.667

0.932

Excellent

My work is meaningful and has an impact on the success of the organization

173.9333

2406.961

0.083

0.935

Excellent

I have a good relationship with my immediate boss.

174.0667

2317.444

0.593

0.932

Excellent

BSNL provides a good, healthy work environment.

173.7667

2422.116

-0.004

0.936

Excellent

Attendance and punctuality is well maintained in BSNL.

174.0333

2280.654

0.822

0.931

Excellent

Executives are given full freedom to enforce discipline in BSNL.

174.0000

2280.552

0.777

0.931

Excellent

Trade unions interfere with enforcement of discipline in BSNL.

173.7667

2275.495

0.822

0.931

Excellent

Offenders are fairly punished in BSNL.

174.1000

2324.990

0.585

0.932

Excellent

Bio-metric attendance system is implemented in all units of BSNL.

173.9667

2432.309

-0.058

0.936

Excellent

Leave rules are strictly implemented in BSNL.

174.1333

2326.740

0.578

0.932

Excellent

Employees are forbidden from doing side business in BSNL.

174.3000

2462.769

-0.241

0.937

Excellent

I am aware of disciplinary rules enacted for employees as mentioned in BSNL CDA rules-2006

174.3667

2527.137

-0.660

0.939

Excellent

Scale Statistics

Mean

Variance

Std. Deviation

N of Items

1.7710E2

2.425E3

49.24558

60

The above reliability test table shows the item-analysis output from SPSS for the multi-item scale of strategic human resource policies and implementation for organizational effectiveness of BSNL. A description of the sections and related terms are as follows:

Statistics for Scale - These are summary statistics for the 60 items comprising the scale.

Item means - These are summary statistics for the 60 individual item means.

Item Variances - These are summary statistics for the six individual item variances.

Item-total Statistics - This is the section where one needs to direct primary attention. The items in this section are as follows:

Scale Mean if Item Deleted - Excluding the individual item listed, all other scale items are summed for all individuals and the mean of the summated items is given. In the above reliability test table, the mean of the summated scores excluding BSNL is collecting and analysing the set of tasks and responsibilities to be done by an employee before Recruitment and Selection Process begins item is 174.0333.

Scale Variance if Item Deleted - Excluding the individual item listed, all other scale items are summed for all individuals and the variance of the summated items is given. In the above reliability test table, the variance of the summated scores excluding BSNL is collecting and analysing the set of tasks and responsibilities to be done by an employee before Recruitment and Selection Process begins item is 2282.999.

Corrected Item-Total Correlation - This is the correlation of the item designated with the summated score for all other items. In the above reliability test table, the correlation between item 2 and the summated score is 0.774.

Alpha if Item Deleted - This is probably the most important column in the table. This represents the scale’s Cronbach’s alpha reliability coefficient for internal consistency if the individual item is removed from the scale. In the above reliability test table, the scale’s Cronbach’s alpha would be 0.931 if BSNL is collecting and analysing the set of tasks and responsibilities to be done by an employee before Recruitment and Selection Process begins item was removed for the scale. This value is then compared to the Alpha coefficient value at the bottom of the table to see if one wants to delete the item. As one might have noted, the present scale has only 60 items. Using the above information, removing items 1 and 2 resulted in a decrease in Cronbach’s alpha to 0.934.

As put forth, main purpose for reliability analysis of the data is to determine trust worthiness. Internal reliability of the scale is examined using the Cronbach’s Alpha coefficients. he reliability statistics table in which all 60 items to be reasonably well to the scale’s reliability and a deletion of any item does not reflect much on the Cronbach’s alpha value (reliability).

The above result indicates that, the L scale proposed by researcher is a reliable instrument returning an overall reliability coefficient for the five original SQ dimensions. It exceeds the 0.70 cut-off which is recommended by Hair et al (1998). The CFA loadings are indicated in the above table. It suggests that all the items taken for scale construction qualify to develop scale.

George and Mallery (2003) provide the following rules of thumb:

"_ > 0.9 – Excellent, _ > 0.8 – Good, _ > 0.7 – Acceptable, _ > 0.6 – Questionable, _ > 0.5 – Poor, and _< 0.5 – Unacceptable". While increasing the value of alpha is partially dependent upon the number of items in the scale, it should be noted that this has diminishing returns. It should also be noted that an alpha of 0.721 is probably an acceptable goal. It should also be noted that while a high value for Cronbach’s alpha indicates good internal consistency of the items in the scale, it does not mean that the scale is unidimensional. Factor analysis is a method to determine the dimensionality of a scale but is beyond the scope of this research.

2.9 Data Analysis

The major objective of this research is to study the strategic human resource policies and implementation for organizational effectiveness of BSNL. The collected data will be analysed by using statistical method. Statistical tools (SPSS) will be used for data input and analysis.

2.10 Tools to be used for Data Analysis

For the purpose of analysing objectives of the present study, the researcher will use the appropriate data analysis tool, which is:

Percentage Analysis

Chi-Square Test

Discriminant Analysis - Group Statistics, Tests of Equality of Group Means, Pooled Within - Groups Matrices, Log Determinants, Box’s M Test, Canonical Discriminant Functions, Standardized Canonical Discriminant Function Coefficients, Structure Matrix, Canonical Discriminant Function Coefficients, Functions at Group Centroids

Classification Statistics - Prior Probabilities for Groups, Classification Function Coefficients, Classification Results

Factor Analysis - Descriptive Statistics, Total Variance Explained, Communalities, Component Matrix, Component Score Coefficient Matrix

General Linear Model – Univariate Analysis of Variance - Descriptive Statistics, Box's Test of Equality of Covariance Matrices, Multivariate Tests, Levene's Test of Equality of Error Variances, Tests of Between-Subjects Effects, Parameter Estimates

Kendall's W Test - Descriptive Statistics, Kendall's W Test Ranks, Test Statistics

Linear Regression Analysis - Model Summary, ANOVA, Coefficients

Paired Samples T-Test - Paired Sample Statistics, Paired Samples Correlations, Paired Samples Test

Pearson Correlation

Regression - Model Summary, ANOVA, Coefficients, Residuals Statistics

Two-Independent-Samples Tests: Mann-Whitney Ranks Test, Mann-Whitney Test Statistics,

Wald-Wolfowit Z Test Statistics

Two-Sample Kolmogorov-Smirnov Test Statistics

One-Sample Kolmogorov-Smirnov Test

Wilcoxon Signed Ranks Test: Wilcoxon Signed Test Statistics

Friedman Ranks Test: Friedman Ranks Test Statistics, Kendall's W Test Statistics.

2.11 Structure of the Study

Chapter – I: This chapter of the thesis includes the general information about human resource policies and BSNL. The details of telecom industry in India, the important companies involved in telecom business, and its market share, history of telecom and significance of telecom, need for the study, objectives of the study, scope of the study, limitation of the study, hypothesis of the study, definitions of key words and chapter plan also discussed.

Chapter – II: This chapter deals with review of various research publication and literature done in telecom industry. There are 65 research papers published has been reviewed in detail for researching strategic human resource policies and implementation for organizational effectiveness of BSNL.

Chapter – III: Chapter three contains the method research followed in the study. It discusses the research design, sampling procedure, sample size, data analysis tools and the limitation of this research study.

Chapter – IV: This chapter contains the data analysis and different tools used for data analysis.

Chapter – V: This chapter disclose the major findings, recommendations, and conclusion of the study.

3. EXPECTED RESULTS AND OUTPUT

Broadly, then, the only reasonable expected result is that research into the effects of human resource strategies on organizational effectiveness, while promising, is still in its infancy. The studies are few in number, generally lacking in conceptual sophistication, and overwhelmingly focused on a shrinking component of the work force. Thus, while there is every reason to believe that the strategic bandwagon will continue to roll, best to bear in mind the rather fragile empirical undercarriage on which it currently rests.

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