14 Chapter 5

Chapter-V
HRD Practices in Telecom Industry in

India: A Comparative Study of
Public and Private Sector Telecom
Companies

Chapter-V: HRD Practices in telecom Industry in India- A Comparative
Study of Public and Private Sector Companies

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Chapter- V
HRD Practices in Telecom Industry in India: A Comparative
In the foregoing chapter, the researcher has made a thorough analysis of the profile of
growth of sample public and private sector telecom companies in India. Bharat Sanchar
Nigam Limited (BSNL) in public sector and Reliance Communication Limited in private
sector have been chosen for study. From the establishment and history of the companies, their
visions, missions and objectives, their achievements and their present status have been
reported from various reliable sources. The present chapter is the crux of study as it
comprises of the survey and the analysis portion of the present research project. The
researcher has put in a candid effort in collecting responses from the respondents and in the
following pages an attempt has been made to present an empirical presentation of the
contemporary construct.
Introduction
With the advent of globalization and technological advancement, the market
conditions have witnessed miraculous changes, and coping up with those changes along with
rising expectations of the employees, and changes in management systems, have necessitated
the researchers and practitioners to focus their emphasis upon the concept of Human
Resource Development (HRD). Since the human resource is the most important and indeed
an essential imperative for an organization to prosper and grow, their development is
certainly an issue of concern for the management of any organization who retain them. In
todays knowledge based economy, the rules of doing business has dramatically and
drastically changed, paving the way for people to occupy the centre stage of the organization.
The amazing transformation in the economic system is being brought about by the
revolutionary development in science and technology, especially in respect of
Communication and Information Technology (IT), which has virtually made the present day
world a global village. India, with its vast untapped resources especially human resources, is
going to be one of the most important beneficiaries, provided adequate preparations are made
through elaborate training programmes for manpower development to turn the jam-packed
millions from liability to assets. Human resources are therefore, considered to be the most

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valuable input, and the organizations desire to develop their work force to be developed to a
world class level. It is now high time that HRD Practices should get top most priority in the
strategy for putting our economy on a high growth path.
As stated by Rogers in 2001 Human Resource Development is a holistic concept,
incorporating intrinsically social, cultural, and spiritual dimensions to build capacity and
empower people. This concept emphasizes the need for every organization to continuously
develop its employees competencies in a planned way and to bring into sharp focus the
significance of roles, which is being played by the employees in the organization. The
development of human resource carries a potential for the future and growth of the
organization. Such a growth largely depends upon the attitude of the management and the
employees towards the policies and Practices of human resource development (HRD). Such
Practices paves the way to understand the other related Practices followed in the organization
(Deb: 2010).
The Study
The present study is exploratory in nature and aims to inspect and compare the HRD
Practices as perceived by the employees at managerial and non-managerial level in Public
and Private sector companies of the Telecom Industry in India. Since it was a large and time
consuming project due to its feasibility, the researcher used case method. BSNL and Reliance
Communication Limited have been chosen in both Public and Private sector respectively.
BSNL and Reliance Communication Limiteds have been purposely selected for the present
study keeping in view their role and contribution in shaping nations economic destiny at a
global level. The supremacy of human resource and the urgency of its development make out
a strong case for the evaluation of HRD Practices in BSNL and Reliance Communication
Limited and entails to portray a comparative study of Public and Private sector companies in
Indian Telecom Industry.
Methodology
(a) Instrument Development
The study espoused the survey research technique. A Questionnaire was developed on
the guidelines of the model questionnaire developed by Rao and Abraham (1991) with some
modifications relevant to the Telecommunication Industry. There were 32 statements in the

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questionnaire to be answered by the sample respondents. Respondents had to state the extent
up to which each of these statements was true in their organization. A Five point Likerts
rating scale was used for the instrument drafting. The scoring scale of the questionnaire was
5=Strongly Agree, 4=Agree, 3=Neutral, 2= Disagree and, 1=Strongly Disagree. The tool
measured the five dimensions which have also been the most important HRD Practices
namely, Quality of Work life and Welfare measures, Organizational Development, Training
and Development, Performance Appraisal and Participative Management. On the basis of
these dimensions the HRD Practices has been judged in both the organizations and the
analysis has been made.
(b) The Sample
The Sample size constitutes of 400 employees in total from both the organizations. In
BSNL, there are 266 respondents in total i.e. 126 respondents from managerial level and 140
from non-managerial level. While in Reliance the number of respondents is 134 i.e. 78
belonged to managerial level and 56 employees to non-managerial level. Since the total No.
of respondents of employees working in selected companies is too large to cover, the
researcher has decided to employ the sample method of study. The simple random sampling
method was used as sampling procedure to select the respondents. Five cities have been
chosen from the State of Uttar-Pradesh, namely Aligarh, Agra, Bareilly, Moradabad and
Rampur, where the survey has been conducted.
Table 5.1 Exhibit showing the Description of the Respondents (N=400)

Levels of Employees
BSNL
(No. of Respondents)
Reliance Communication
Limited
(No. of Respondents)
Managerial Level 126 78
Non-Managerial Level 140 56
Total 266 134
Source: Primary Data Survey
The filled questionnaires were screened for completeness and the ones in which
responses to all the statements were complete, were selected for analysis. The questionnaires

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incomplete in any respect were rejected at this stage. After that all the responses were scored
and tabulated.
Hypotheses of the Study
A hypothesis can be defined as an assertion or conjecture about the parameter or
parameters of a population, for example the mean or the variance of a normal population. They
may also concern the type, nature or probability distribution of the population. It is categorised
in two types that are as follows:
Null Hypothesis (H
0
)
Alternative Hypothesis (H1 /H).

Null Hypothesis
The null hypothesis typically corresponds to a general or default position. For
example, the null hypothesis might be that there is no relationship between two measured
phenomena or that a potential treatment has no effect. It is important to understand that the
null hypothesis can never be proven. A set of data can only reject a null hypothesis or fail to
reject it. It only means that there is not enough evidence to reject the null hypothesis. A null
hypothesis is denoted as H
0.

Alternative Hypothesis
In hypothesis testing, a proposition that is accepted if the null hypothesis is rejected is
known as an Alternative hypothesis. In other words, alternative hypothesis is the "hypothesis
that the restriction or set of restrictions to be tested does NOT hold. It is often denoted as H
1
.

Level of Significance
The significance level is usually denoted by the Greek symbol (lowercase alpha).
Popular levels of significance are 10 per cent (0.1), 5 per cent (0.05), 1 per cent (0.01), 0.5
per cent (0.005), and 0.1 per cent (0.001). If a test of significance gives a p-value lowers than
the significance level , the null hypothesis is rejected. Such results are informally referred to
as 'statistically significant'. The Confidence Interval (CI) chosen for the present study is 95
per cent, i.e. level of significance is 0.05 per cent (www.wikipedia.com).


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Degree of Freedom
The formula applied to evaluate the degree of freedom for a two tailed test is as
follows:
d.o.f= n
1
+n
2
-2

Therefore, the tabulated d.o.f for managerial level employees in BSNL and Reliance
Communication Limited is:
d.o.f = 126+78-2
= 202

Tabulated d.o.f for Non-Managerial level of employees in BSNL and Reliance
Communication Limited is:
d.o.f = 140+ 56-2
= 194
There are five dimensions in which the questionnaire has been divided and those
dimensions have been the base for developing the hypotheses for the study.
Following hypotheses emerges out of the variables selected for conducting research at
managerial and non-managerial level in the selected organizations:
H01: There is no significant difference in the Quality of Work life and Welfare measures of
employees in BSNL and Reliance Communication Limited at managerial level.
H02: There is no significant difference in the Quality of Work life and Welfare measures of
employees in BSNL and Reliance Communication Limited at non-managerial level.
H03: There is no significant difference in the Organizational Development of employees in
BSNL and Reliance Communication Limited at managerial level.
H04: There is no significant difference in the Organizational Development of employees in
BSNL and Reliance Communication Limited at non-managerial level.
H05: There is no significant difference in the Training and Development of employees in

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H06: There is no significant difference in the Training and Development of employees in
H07: There is no significant difference in the Performance Appraisal of employees in BSNL
and Reliance Communication Limited at managerial level.
H08: There is no significant difference in the Performance Appraisal of employees in BSNL
and Reliance Communication Limited at non-managerial level.
H09: There is no significant difference in the practice of Participative Management in BSNL
and Reliance Communication Limited at managerial level.
H010: There is no significant difference in the practice of Participative Management in
Definition of the Variables
Five dimensions selected for the present construct to study it. These dimensions are:
Quality of Work life and Welfare Measures, Organizational Development, Training and
Development, Performance Appraisal and Participative Management. An ephemeral
discussion of these variables is given below to paint a clear idea for their selection which
epitomizes the general HRD Practices and serves as a parameter for analysing the status of
HRD Practices in the organizations in public and private sector.
Quality of Work Life and Welfare Measures:
Louis Davis introduced the term Quality of Work life (QWL) in the year
1972. It is an attempt to analyse the link between the employees performance and his
satisfaction level at the workplace. It simply refers to a process by which an organization
responds to the employees needs for developing them and improving the human dimension
of work by generating a congenial working climate. While the welfare measures, as the
name suggests itself, are the certain facilities that are being provided at the disposal of the
employees so that they could feel satisfied and motivated for generating better results at
their workplace (Deb : 2010).


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Organizational Development
Organizational Development (OD) is the effort or measures undertaken to bring about
development in organizations in response to changes in the outside environment. Using
different types of intervention in reply to the problems or short-comings of the organization,
an attempt is made to solve these problems in ways that the organization grows and achieves
greater efficiency and productivity (Sheikh: 2009).
Training and Development
Training and Development refers to the systematic process of developing the
competencies and skills of the employees related to the job for carrying out the present and
the future roles and responsibilities in the organization. Training programmes are designed
keeping in mind the loopholes of the people concerned and is a process of facilitating
guidance over those aspects in which the employees lacks knowledge. To be effective,
training programme should be premeditated in a systematic manner backed by the careful
need assessment and thorough analysis of results. Hence, it occupies utmost significance as
far as HRD aspects are concerned.
Performance Appraisal
Performance Appraisal consists of a framework of planned goals, standards and
competence requirements and plays an important role in integrating the individuals needs
with the organizational needs (Armstrong, M: 1991). Performance appraisal is an
indispensable aspect of HRD for analysing and appraising the performance of the employees.
It is a process which enables the management to know where the employees stand, what
could be expected from them and what they are contributing towards the achievement of
organizational goals. The purpose for designing the mechanism of performance appraisal is to
portray the actual position of the past and/or future employees performance. This aspect is of
paramount importance because employees expect certain feedback from their superiors
regarding their work and performance, and by doing so the management is able to motivate
their workforce to put in great efforts in future for improving their performance in order to
clutch more appreciation for their work (Tripathi: 1997).


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Participative Management
Basically, participative management refers to a process which involves those
who are influenced by decisions in decision making. It is also known as Consultative
management. It is a type of management in which employees at all levels are encouraged to
contribute ideas towards identifying and setting organizational-goals, problem solving, and
other decisions that may directly affect them (www.elsmar.com).
Analysis and Interpretation
In the following pages an attempt has been made by the researcher to present the
responses retrieved from the employees of BSNL and Reliance Communication Limited at
both the managerial and non-managerial level in percentage form, so that it will be easy for
the researcher to analyse the extent up to which the employees agree with the statements
mentioned relating to the general HRD Practices in these organizations. The Scoring Scale
chosen for the present study based on Likerts five point scale is: 5=Strongly Agree,
4=Agree, 3=Neutral, 2= Disagree and, 1=Strongly Disagree.
Category-Wise Perception of Employees (Managerial and Non-managerial)
towards the HRD Practices in BSNL and Reliance Communication Limited
All the 32 statements of the questionnaire have been separately exhibited with the
help of tables, followed by their respective interpretations.
Q.1 The top management gives importance to human resource and treats them
humanely
Table 5.2: Responses of Employees towards the Attitude of Management

A
g
r
e
e
a
b
i
l
i
t
y

Managerial level Non-Managerial level
BSNL Reliance BSNL Reliance
N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
14 11.11 08 10.26 Nil Nil 01 1.79

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Agree 88 69.84 52 66.67 135 96.43 53 94.64
Neutral 18 14.29 14 17.95 03 2.14 02 3.57
Disagree 06 04.76 04 5.13 02 1.43 Nil Nil
Strongly
Disagree
Nil Nil Nil Nil Nil Nil Nil Nil
Total 126 100.00 78 100.00 140 100.00 56 100.00
Source: Primary Data Compiled and Computed by the Researcher
Interpretation
The above table shows that an adequate importance is being given by the organization
to their human resource especially at non-managerial level in both the organizations of BSNL
and Reliance Communication Limited, the response of employees in BSNL is 96.43 per cent
and 94.64 in Reliance at non-managerial level. Whereas, the response from employees at
managerial level is above average, which indicates that both the companies are showing good
concern about the human resource.
Q.2 The top management of this company goes out of its way to make sure that
employees enjoy their work
Table 5.3: Management ensures workers enjoyment

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
08 6.35 04 5.13 Nil Nil 01 01.79
Agree 56 44.44 46 59.00 31 22.14 53 94.64
Neutral 38 30.16 24 30.77 Nil Nil 02 03.57
Disagree 14 11.11 02 2.56 109 77.86 Nil Nil
Strongly
Disagree
10 7.94 02 2.56 Nil Nil Nil Nil
Total 126 100.00 78 100.00 140 100.00 56 100.00


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Interpretation
It is been observed that the management is not cooperative in BSNL at either level of
employees, as the responses are average at managerial level and very low at non-managerial
level. About 78 per cent of employees disagree with the statement that management goes out
of its way to ensure the employees ease at work. Likewise, in Reliance Communication
Limited also, the management is cooperating at an average rate at managerial level but
interestingly, at non-managerial level, the employees agree with 94.64 per cent of majority
that the management ensures their enjoyment at work.
Q.3 The top management is willing to invest a considerable part of their time and other
resources to ensure the development of employees
Table 5.4: Top management gives time and resources for employees development

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
06 4.76 02 2.56 Nil Nil Nil Nil
Agree 38 30.16 28 35.90 02 1.43 53 94.64
Neutral 48 38.10 42 53.85 138 98.58 01 1.79
Disagree 30 23.81 06 7.69 Nil Nil 01 1.79
Strongly
Disagree
04 3.17 Nil Nil Nil Nil 01 1.79
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
The above table reveals the low interest and zeal of the top management in BSNL
regarding their efforts in ensuring employee development at both the levels of management,
rather the response is very bad at the non-managerial level, only a 1.43 per cent of employees
feel that this statement is true and 98.57 per cent remains neutral about the aspect. On the
other hand, in Reliance Communication Limited, the response is below average at managerial

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level and very good at non-managerial level. About 95 per cent of employees working at non-
managerial level are of the opinion that the top management is willing to invest a
considerable part of their time and other resources to ensure the development of employees.
Q.4 People lacking competence in doing their jobs are helped to acquire competence
rather than being left unattended
Table 5.5: Training for enhancing competency

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
16 12.69 08 10.26 02 1.43 Nil Nil
Agree 58 46.03 50 64.10 138 98.57 53 94.64
Neutral 40 31.75 18 23.10 Nil Nil 01 1.79
Disagree 10 7.94 02 2.56 Nil Nil 01 1.79
Strongly
Disagree
02 1.59 Nil Nil Nil Nil 01 1.79
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
In BSNL, the employees at managerial level are not much helped by the management
in acquiring competence in which they lag behind at work, as the response is average, while
in Reliance Communication Limited the respondents reveals a good picture. On the contrary,
the response is very good at non-managerial level in both of the companies, 98.57 per cent in
BSNL and 94.64 per cent in Reliance Communication Limited which shows that the
organizations take enough care in helping the employees in acquiring the skills and gain
competencies in doing their jobs.


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Q5. Seniors guide their juniors and prepare them for responsibilities /roles they are
likely to take up
Table 5.6: Senior-Junior collaboration at work

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
26 20.63 22 28.21 Nil Nil Nil Nil
Agree 68 53.97 42 30.77 135 96.43 53 94.64
Neutral 30 23.81 14 17.95 02 1.43 02 3.57
Disagree 02 1.59 Nil Nil 02 1.43 01 1.79
Strongly
Disagree
Nil Nil Nil Nil 01 0.71 Nil Nil
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
It is been observed in the present study, that seniors supports their juniors at non-
managerial level of employees in both the organizations, the results are almost near the
excellent mark which indicates that juniors have been helped and guided by their seniors in
performing their duties. But, at managerial level of employees, only 53.97 per cent in BSNL
and below average per cent of 30.77 per cent in Reliance agree that their seniors are helpful
and supportive.


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Q.6 The psychological climate in this organization is very conducive for any employee
interested in developing himself by acquiring new knowledge and skills
Table 5.7: Psychological Climate and Development

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
04 3.17 02 2.56 Nil Nil Nil Nil
Agree 40 31.75 38 48.72 29 20.71 02 3.57
Neutral 80 63.50 36 46.15 109 77.86 52 92.86
Disagree 02 1.59 02 2.56 Nil Nil 01 1.79
Strongly
Disagree
Nil Nil Nil Nil 02 1.43 01 1.79
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
The psychological climate in BSNL and Reliance has been found to be below average
for the employees at both the levels with 31.75 per cent and 48.72 per cent respectively at
managerial level and only 20.71 per cent and 3.57 per cent at non-managerial level from both
the organizations in favour of the statement, majority of the employees remained neutral
which exhibit the existence of an average level of psychological climate in both the
organizations.


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Q.7 Development of human resources is considered while framing the personnel policies
Table 5.8: Framing Personnel Policies and Development

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
04 3.17 06 7.69 Nil Nil Nil Nil
Agree 40 31.75 26 33.33 29 20.71 53 94.64
Neutral 80 63.49 44 56.41 109 77.86 02 3.57
Disagree 02 1.59 Nil Nil Nil Nil Nil Nil
Strongly
Disagree
Nil Nil 02 2.56 02 1.43 01 1.79
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
Surprisingly, the employees with 94.64 per cent of majority at non-managerial level in
Reliance Communication Limited feel that the policies which are formulated in the company
are framed while keeping their development in mind by the top management. However at
BSNL; the picture turns out to be poor. In Reliance Communication Limited at managerial
level, a below average response of 33.33 per cent has been received for the statement, but the
non-managerial employees strongly favoured it.


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Q.8 Employees in your company are not afraid to express or discuss their feelings with
their superiors/supervisors or even with colleagues
Table 5.9: Openness among employees

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
02 1.59 04 5.13 Nil Nil Nil Nil
Agree 14 11.11 34 43.59 Nil Nil Nil Nil
Neutral 80 63.50 36 46.15 29 20.71 53 94.64
Disagree 24 19.05 04 5.13 109 77.86 Nil Nil
Strongly
Disagree
06 4.76 Nil Nil 02 1.43 03 5.36
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
The above table depicts that in both the organizations a very low response is being
retrieved regarding openness in discussions and sharing the feelings in the organizations at
managerial level, and no positive response is traced at non-managerial level. In BSNL and
Reliance, the majority of employees have chosen the neutral category which concluded an
average status of expression and freedom in both of the companies and at both the levels.


Page | 163

Q.9.Employees are encouraged to experiment with new ideas
Table 5.10: Encouragement to employees ideas

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
06 4.76 06 7.69 Nil Nil Nil Nil
Agree 10 7.94 22 28.21 Nil Nil 01 1.79
Neutral 62 49.21 38 48.72 Nil Nil 51 91.07
Disagree 28 22.22 08 10.26 138 98.57 03 5.36
Strongly
Disagree
20 15.90 04 5.13 02 1.43 01 1.79
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
The responses to the above statement highlight a below average status of autonomy in
working for the employees. At both the levels, it is been observed that the employees in these
organizations are not always encouraged to try and experiment with new methods of working.
In BSNL, only 10 respondents gave a positive response out of 126 managerial and 140 non-
managerial employees. Whereas, in Reliance, only 22 out of 78 and 1 out of 56 agree for it,
rest of them either gave negative response or a neutral response. Overall, the conclusion is
average encouragement prevails in both the organizations in allowing the employees to work
in a different manner.


Page | 164

Q10. When an employee does good work the officers take special care in appreciating it.
Table 5.11: Appreciation of work by officers

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
10 7.94 20 25.64 Nil Nil Nil Nil
Agree 76 60.32 48 61.54 Nil Nil 28 50
Neutral 40 31.75 10 12.82 29 20.71 28 50
Disagree Nil Nil Nil Nil 109 77.86 Nil Nil
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
It is observed from the results of the above table, that in BSNL, at managerial level
the good work done by the employees are appreciated by the managers, but at non-
managerial level it is not appreciated. Rather, a 77.86 per cent of disagreement has been
reported by the respondents. While at Reliance the seniors appreciate the work of employees
at a satisfactory level and the responses are above average.


Page | 165

Q11. There is a mechanism in this organization to reward good work done or any other
contribution made by the employees
Table 5.12: Mechanism to reward employees work

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
20 15.87 26 33.33 Nil Nil Nil Nil
Agree 76 60.32 44 56.41 Nil Nil 53 94.64
Neutral 28 22.22 08 10.26 56 40 01 1.79
Disagree 02 1.59 Nil Nil 84 60 01 1.79
Strongly
Disagree
Nil Nil Nil Nil Nil Nil 01 1.79
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
In both the companies, there exists a mechanism to reward the good work done by the
employees at managerial level, but at non-managerial level, in BSNL such mechanism is
missing and 60 per cent of employees say that their efforts are not rewarded, while in
Reliance, astonishing response is been generated at 94.64 per cent in favour of the existence
and application of such a mechanism.


Page | 166

Q12. When an employee commits any mistake, his supervisor treats it with
understanding and helps him to learn from such mistake rather than
punishing/discouraging him.
Table 5.13: Supervisors treatment with subordinates

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
06 4.76 06 7.69 Nil Nil Nil Nil
Agree 36 28.57 32 41.03 Nil Nil 28 50
Neutral 54 42.86 38 48.72 29 20.71 28 50
Disagree 24 19.05 02 2.56 109 77.86 Nil Nil
Strongly
Disagree
06 4.76 Nil Nil 02 1.43 Nil Nil
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
The above exhibit indicates that at managerial level of employees in both the
organizations, a below average state of the situation where the seniors deal with the mistakes
of juniors in a positive manner is retrieved. Whereas at the non-managerial level, the negative
response at BSNL has been found and an average response of 50 per cent in Reliance
Communication Limited has been observed.


Page | 167

Q13. Delegation of authority is encouraged by the managers to enable the employees
capable of handling higher responsibilities
Table 5.14: Delegation of authority to employees

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
10 7.94 14 17.95 Nil Nil 01 1.79
Agree 72 57.14 48 61.54 109 77.86 54 96.43
Neutral 40 31.75 16 20.51 29 20.71 01 1.79
Disagree 04 3.17 Nil Nil Nil Nil Nil Nil
Strongly
Disagree
Total 126 100 .00 78 100.00 140 100.00 56 100.00
Interpretation
At managerial level in BSNL, the above average response of 57.14 per cent and in
Reliance Communication Limited, a good response of 61.54 per cent indicates that delegation
of authority is encouraged in both the organizations at an average rate. On the other hand, at
non-managerial level, in BSNL 77.86 per cent and in Reliance 96.43 per cent of excellent
score indicates a strong and positive attitude of the management in both the companies to
promote the delegation of duties to the employees to make them capable of handling with the
higher responsibilities.


Page | 168

Q14. When seniors delegate some responsibilities to their juniors, they take it as an
opportunity
Table 5.15: Perception of juniors towards delegation of authority

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
04 3.17 08 10.26 Nil Nil Nil Nil
Agree 72 57.14 38 48.72 136 97.14 28 50
Neutral 42 33.33 22 28.21 01 0.71 28 50
Disagree 08 6.35 10 12.82 02 1.43 Nil Nil
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
Employees at managerial level in both the organizations understand the importance of
the duties delegated to them by their seniors at an average degree of 57.14 per cent and 48.72
per cent only, which shows an average level of sincerity among the employees. While at non-
managerial level, the employees are very serious regarding their duties in BSNL with a
positive response of 97.14 per cent highlighting their sense of responsibility. The employees
at non-managerial level in Reliance also reverts an average response.


Page | 169

Q15. There is a good team-spirit and cooperation in the organization
Table 5.16: Team-spirit and cooperation

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
04 3.17 04 5.13 Nil Nil Nil Nil
Agree 46 36.51 42 30.77 02 1.43 28 50
Neutral 60 47.62 28 35.90 135 96.43 28 50
Disagree 16 12.70 04 5.13 02 1.43 Nil Nil
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
Team spirit and cooperation in any organization makes it strong and competitive, at
managerial levels in both the companies, the employees have a below average unity and
cooperation. And at non-managerial level, the degree of tem spirit is just average.
Q16.All the employees are aware of the human resource development policies followed
in the organization
Table 5.17: Awareness of HRD policies among employees

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
Nil Nil 02 2.56 Nil Nil Nil Nil
Agree 36 28.57 34 43.59 02 1.43 54 96.43

Page | 170

Neutral 78 61.90 38 48.72 138 98.57 01 1.79
Disagree 12 9.52 04 5.13 Nil Nil 01 1.79
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
It is been observed, that the employees at managerial level in BSNL and Reliance
Communication Limited are not much aware with the policies and Practices followed in their
organization, as only an average response of 28.57 per cent and 43.59 per cent in BSNL and
Reliance has been reported respectively. Likewise, in BSNL, at non-managerial level also the
employees are not fully aware of the policies followed, but in Reliance Communication
Limited, surprisingly, the employees have a very good track record of awareness of the
human resource development policies followed in their organization.
Q17. Weaknesses of employees are communicated to them in a non-threatening way.
Table 5.18: Feedback of employees weaknesses

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
04 3.17 Nil Nil Nil Nil Nil Nil
Agree 28 22.22 28 35.90 29 20.71 53 94.64
Neutral 70 55.56 42 53.85 109 77.86 01 1.79
Disagree 20 15.87 08 10.26 02 1.43 02 3.57
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00


Page | 171

Interpretation
Weaknesses of employees are communicated to them in a non-threatening way is not
true for the employees working at managerial level in Reliance and BSNL both, but the
employees in Reliance Communication Limited at non-managerial level are found to be
highly satisfied with the process of the feedback given to them regarding their mistakes, as
they agree at 96.64 per cent of positive response for the statement.
Q18. When behaviour feedback is given to employees they take it seriously and use it
for development
Table 5.19: Attitude of employees towards feedback

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
02 1.59 04 5.13 Nil Nil Nil Nil
Agree 48 38.10 28 35.90 138 98.57 01 1.79
Neutral 60 47.62 38 48.72 Nil Nil 52 92.86
Disagree 12 9.52 08 10.26 02 1.43 01 1.79
Strongly
Disagree
04 3.17 Nil Nil Nil Nil 02 3.57
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
Behaviour feedback is perceived positively by the employees at non-managerial level
in BSNL, at a remarkable response of 98.57 per cent. But in reliance, only 1.79 per cent and
at managerial level, in both the organizations below average response has been received.


Page | 172

Q19. When a problem arises in the company, it is discussed openly and tried to be
solved rather than keep on accusing each other.
Table 5.20: Open discussions of problem resolution

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
Nil Nil 06 7.69 Nil Nil Nil Nil
Agree 36 28.57 26 33.33 Nil Nil Nil Nil
Neutral 54 42.86 32 41.03 109 77.86 53 94.64
Disagree 22 17.46 10 12.82 29 20.71 02 3.57
Strongly
Disagree
14 11.11 04 5.13 02 1.43 01 1.79
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
When a problem arises in the company, it is not discussed openly and is not tried to be
solved at any level of the either company. Below average and low responses highlights the
close ended dismissal of the problem which is not raised among the employees for discussion
and remains under cover which hides the expression and speech ability of the workforce in
the companies.


Page | 173

Q20. The organizational climate is favourable for the employees to develop new skills
and knowledge.
Table 5.21: Organizational Climate and employees development

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
06 4.76 08 10.26 Nil Nil Nil Nil
Agree 38 30.16 34 43.59 01 0.71 53 94.64
Neutral 70 55.56 34 43.59 136 97.14 02 3.57
Disagree 08 6.35 02 2.56 02 1.43 01 1.79
Strongly
Disagree
04 3.17 Nil Nil 01 0.71 Nil Nil
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
The organizational climate is below average for the employees in BSNL and Reliance
at managerial level to develop new skills and knowledge. At non-managerial level, it is very
poor for BSNL employees, contradicting the positively favourable climate for the employees
at non-managerial level in Reliance Communication Limited.


Page | 174

Q21. Employees welfare measures are provided to such an extent that employees can
save a lot of their mental energy for work purposes
Table 5.22: Welfare measures to employees

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
28 22.22 22 28.21 Nil Nil Nil Nil
Agree 58 46.03 38 48.72 138 98.57 52 92.86
Neutral 36 28.57 18 23.10 02 1.43 01 1.79
Disagree Nil Nil Nil Nil Nil Nil 02 3.57
Strongly
Disagree
04 3.17 Nil Nil Nil Nil 01 1.79
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
Average welfare measures are available to the employees at managerial level in
BSNL and Reliance as highlighted by the table shown above. On the contrary, very good
percentage of positive response has been retrieved by the employees at non-managerial level
in both the companies at 98.57 per cent in BSNL and 92.86 per cent in Reliance regarding the
welfare measures, which indicates that the non-managerial level of employees are satisfied
with the measures provided to them for their mental peace and well-being by their
management.


Page | 175

Q22. The Top management makes efforts to identify and utilize the potential of the
employee.
Table 5.23: Top management identify and utilize potential of employees

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
38 30.16 28 35.89 Nil Nil Nil Nil
Agree 74 58.73 42 53.85 29 20.71 52 92.86
Neutral 14 11.11 08 10.26 111 79.29 02 3.57
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
The top management makes all efforts to identify and utilize the potential of the
employee, this statement is derived to be at above average mark in BSNL and Reliance at
managerial level with the response of 58.73 per cent and 53.85 per cent in both the
organizations respectively, poor at non-managerial level in BSNL and very good in Reliance
at 92.86 per cent indicating the activeness of the top management in identifying and utilising
the employee potential.


Page | 176

Q23. Performance Appraisal reports are based on objective assessment and adequate
information and not on favouritism.
Table 5.24: Performance reports and its objectivity

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
24 19.05 28 35.90 Nil Nil 01 1.79
Agree 76 60.32 38 48.72 04 2.86 53 94.64
Neutral 20 15.87 12 15.38 135 96.43 01 1.79
Disagree 02 1.59 Nil Nil 01 0.71 01 1.79
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
Employees at managerial level in BSNL at 60.32 per cent, and Reliance at a below
average response of 48.72 per cent believe that the Performance Appraisal reports are based
on objective assessment and adequate information and not on favouritism. While at non-
managerial level, the employees in BSNL gave an average response against an excellent
response of employees in Reliance at 94.64 per cent regarding the statement.


Page | 177

Q24. Promotion Decisions are based on the capability of the person promoted and not
on any favouritism.
Table 5.25: Promotion and capability

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
12 9.52 18 23.10 Nil Nil Nil Nil
Agree 46 36.51 34 43.59 02 1.43 52 92.86
Neutral 66 52.38 20 25.64 136 97.14 02 3.57
Disagree 02 1.59 06 7.69 02 1.43 02 3.57
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
This statement also brings out a below average picture of the perception of employees
in front of the researcher at managerial level in both BSNL and Reliance that the promotion is
based on ability and not favouritism while at non-managerial level, the employees at BSNL
have a neutral opinion regarding the statement but the employees at Reliance Communication
Limited strongly feel that promotions in their companies are based upon the capabilities of
the person promoted and not on any kind of biasness.


Page | 178

Q25. There is accurate job description in your organization
Table 5.26: Job description

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
24 19.05 14 17.95 Nil Nil Nil Nil
Agree 64 50.80 36 46.15 Nil Nil 53 94.64
Neutral 22 17.46 26 33.33 57 40.71 02 3.57
Disagree 08 6.35 Nil Nil 83 59.29 01 1.79
Strongly
Disagree
08 6.35 02 2.56 Nil Nil Nil Nil
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
The results of the above table show that the job description is found to be satisfactory
in BSNL at managerial level with 50.80 per cent and very good in Reliance Communication
Limited at non-managerial level with 94.64 per cent. On the other hand BSNL employees at
non-managerial and employees in Reliance Communication Limited at managerial level do
not experience accurate description of their job at work.


Page | 179

Q26. Employees are briefed about the companys future plans so as to develop them for
future
Table 5.27: Communication of companys future plans

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
06 4.76 12 15.38 Nil Nil Nil Nil
Agree 82 65.08 44 56.41 02 1.43 53 94.64
Neutral 34 26.98 18 23.10 55 39.29 02 3.57
Disagree 02 1.59 02 2.56 83 59.29 01 1.79
Strongly
Disagree
02 1.59 02 2.56 Nil Nil Nil Nil
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
It is been analysed by the researcher from the collected responses of the employees in
both the organizations that employees at managerial level in BSNL and Reliance are briefed
about the future plans of the company. The results indicate an average circulation of policies
among the employees in both the organizations. But in BSNL, at non-managerial level only 2
out of 140 employees agree with the statement which concludes that the employees do not
have enough information of the companys policies whereas employees in Reliance
Communication Limited have a very good knowledge of the companys future plans which
are very beneficial for their development.


Page | 180

Q27. Career and Growth opportunities are pointed out to juniors by senior officers
Table 5.28: Career and Growth

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
04 3.17 02 2.56 Nil Nil Nil Nil
Agree 32 25.40 02 2.56 Nil Nil 28 50
Neutral 66 52.38 44 56.41 57 40.71 28 50
Disagree 14 11.11 22 28.21 83 59.29 Nil Nil
Strongly
Disagree
10 7.94 08 10.26 Nil Nil Nil Nil
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
It is seen in the above exhibit that the career and growth opportunities are pointed out
to juniors by senior officers at an average pace. The responses of the employees at managerial
level retrieved are below average, in BSNL only 25.40 per cent and in Reliance only 2.56 per
cent agree which highlights the poor compatibility among juniors and seniors in both the
organizations. And at non-managerial level also the employees in BSNL, career opportunities
are not pointed out to them by their seniors. While in Reliance Communication Limited, the
response of the employees is average at 50 per cent.


Page | 181

Q28. Job rotation in your company is done to facilitate employees development
Table 5.29: Job Rotation

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
06 4.76 10 12.82 55 39.29 Nil Nil
Agree 64 50.80 44 56.41 Nil Nil 52 92.86
Neutral 46 36.51 18 23.10 85 60.71 2 3.57
Disagree 08 6.35 06 7.69 Nil Nil 2 3.57
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
It is been observed from the above table that an average level of job rotation exists in
BSNL and Reliance Communication Limited at managerial level. While at non-managerial
level, this aspect is not practiced in BSNL however, in Reliance Communication Limited Job
rotation is done at a very good score of 92.86 per cent.
Q29. Specific training programs are being organized in your organization on regular
basis.
Table 5.30: Organization of Training programs

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
28 22.22 06 7.69 29 20.71 Nil Nil

Page | 182

Agree 74 58.73 44 56.41 Nil Nil 03 5.36
Neutral 20 15.87 26 33.33 111 79.29 53 94.64
Disagree 04 3.17 02 2.56 Nil Nil Nil Nil
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
Specific training programs are organised for the employees at managerial level in both
the organizations at an average level of 58.73 per cent in BSNL and 56.41 per cent in
Reliance Communication Limited respectively. Whereas, such measures for training and
development are not being provided to the employees of non-managerial level, in either of
the organizations.
Q30. Employees are sponsored for training on the basis of genuine training needs.
Table 5.31: Sponsored training to employees

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
22 17.46 08 10.26 Nil Nil 02 3.57
Agree 84 66.67 48 61.54 136 97.14 02 3.57
Neutral 20 15.87 22 28.20 03 2.14 50 89.29
Disagree Nil Nil Nil Nil 01 0.71 02 3.57
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00


Page | 183

Interpretation
The above table shows that the training sponsored by the organization to its
employees are based on the genuine needs of the employees for development in BSNL is
above average at managerial level and very good at non-managerial level with the response
percentage of 66.67 per cent and 97.14 per cent at both the levels respectively. Whereas, at
managerial level in Reliance Communication Limited, the training programs are found to be
organized at an above average level of 61.54 per cent against a low score of 3.57 at non-
managerial level.
Q31. Employees, who have been given a chance of sponsored training, take it seriously
and utilize the training for development
Table 5.32: Employees perception towards training

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
10 7.94 12 15.38 02 1.43 02 3.57
Agree 92 73.02 46 59.00 138 98.57 50 89.29
Neutral 24 19.05 20 25.64 Nil Nil 03 5.36
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
Employees, who have been given a chance of acquiring training, perceive it positively
and utilise their training for development in BSNL and Reliance at managerial level. While at
non-managerial level the results are near about excellent mark, in BSNL the employees agree

Page | 184

at 98.57 per cent and in Reliance the responses retrieved at 89.29 per cent which highlights
the sincerity and dedication of employees towards their work and their job.
Q32. There is a well-developed Human Resource Information System in this
organization.
Table 5.33: HRIS in Organization

A
g
r
e
e
a
b
i
l
i
t
y

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

N
o
.

o
f

r
e
s
p
o
n
d
e
n
t
s

%

t
o

T
o
t
a
l

Strongly
Agree
50 39.68 20 25.64 138 98.57 01 1.79
Agree 60 47.62 28 35.90 Nil Nil 03 5.36
Neutral 16 12.70 28 35.90 02 1.43 51 91.07
Disagree Nil Nil 02 2.56 Nil Nil Nil Nil
Strongly
Disagree
Total 126 100.00 78 100.00 140 100.00 56 100.00
Interpretation
Human Resource Information System (HRIS) is found to be below average in both
the organizations. At managerial level, the employees in BSNL agree at 47.62 per cent and in
Reliance Communication Limited, employees agree at 35.90 per cent which indicates that the
information system is not very effective in both the organizations. On the other hand,
astonishingly, the employees at non-managerial level in BSNL strongly agree that the
information system is very good in their organization while, in Reliance the system is found
to be ineffective.
Hence, the overall results of the survey are satisfactory, but there are certain
differences which have been discovered in HRD Practices among different levels of
employees in both the organization. The researcher offers certain recommendations and

Page | 185

suggestions to overcome these differences which could be beneficial for both the
organizations in the next chapter of the thesis.
Table 5.34: Results of Item Wise Mean and Standard Deviation of HRD
Practices among employees at BSNL and Reliance

Statements
Managerial Level

Non-Managerial Level
BSNL
(N=126)
Reliance
(N=78)
BSNL
(N=140)
Reliance
(N=56)

Mean

SD

Mean

SD

Mean

SD

Mean

SD
1. The top management gives
importance to human resource
and treats them humanely.

3.87

0.657

3.82

0.679

3.95

0.277

3.98

0.23
2. The top management of this
company goes out of its way
to make sure that employees
enjoy their work.

3.30

1.022

3.62

0.743

2.44

0.833

3.98

0.23
3. The top management is
willing to invest a
considerable part of their time
and other resources to ensure
the development of
employees.

3.10

0.925

3.33

0.658

3.01

0.119

3.89

0.49
4. People lacking competence
in doing their jobs are helped
to acquire competence rather
than being left unattended.

3.60

0.868

3.82

0.639

4.01

0.119

3.89

0.49
5. Seniors guide their juniors
and prepare them for
responsibilities /roles they are
likely to take up.

3.94

0.713

4.10

0.676

3.94

0.364

3.93

0.32
6. The psychological climate
in this organization is very
conducive for any employee
interested in developing
himself by acquiring new
knowledge and skills.

3.37

0.574

3.51

0.597

3.18

0.484

2.98

0.36
7. Development of human
resources is considered while
framing the personnel
policies.

3.30

0.851

3.44

0.749

2.97

0.238

3.91

0.44
8. Employees in your
company are not afraid to

2.86

0.734

3.49

0.679

2.19

0.431

2.89

0.45

Page | 186

express or discuss their
feelings with their
superiors/supervisors or even
with colleagues.

9. Employees are encouraged
to experiment with new
methods and try out creative
ideas.

2.63

1.001

3.23

0.925

1.99

0.119

2.93

0.37
10. When an employee does
good work the officers take
special care in appreciating it.

3.76

0.586

4.13

0.611

2.19

0.431

3.50

0.50
11. There is a mechanism in
this organization to reward
good work done or any other
contribution made by the
employees.

3.90

0.662

4.23

0.623

2.40

0.492

3.89

0.49
12.Whenanemployee commits
any mistake, his supervisor
treats it with understanding

3.10

0.925

3.54

0.678

2.19

0.431

3.50

0.50
13. Delegation of authority is
encouraged by the managers
to enable the employees
capable of handling higher
duties.

3.70

0.661

3.97

0.624

3.75

0.525

4.00

0.19
14. When seniors delegate
some responsibilities to their
juniors, they take it as an
opportunity.

3.57

0.662

3.56

0.847

3.94

0.355

3.50

0.50
15. There is a good team-spirit
and cooperation in the
organization.

3.30

0.730

3.59

0.673

2.99

0.239

3.50

0.50
16. All the employees are
aware of the human resource
development policies
followed in the organization.

3.19

0.589

3.44

0.636

3.01

0.119

3.95

0.29
17. Weaknesses of employees
are communicated to them in
a non-threatening way.

3.06

0.797

3.26

0.633

3.19

0.431

3.91

0.39
18. When behaviour feedback
is given to employees they
take it seriously and use it for
development.

3.25

0.779

3.36

0.738

3.97

0.238

2.93

0.42
19. When a problem arises in
the company, it is discussed

2.89

0.948

3.26

0.959

2.76

0.459

2.93

0.32

Page | 187

openly and tried to be solved
rather than keep on accusing
each other.

20. The organizational climate
is favourable for the
employees to develop new
skills and knowledge.

3.27

0.784

3.62

0.707

2.98

0.223

3.93

0.32
21. Employees welfare
measures are provided to such
an extent that employees can
save a lot of their mental
energy for work purposes.

3.84

0.880

4.05

0.719

3.99

0.119

3.86

0.55
22. The Top management
makes efforts to identify and
utilize the potential of the
employee.

4.19

0.616

4.26

0.633

3.21

0.407

3.88

0.50
23. Performance Appraisal
reports are based on objective
assessment and adequate
information and not on
favouritism.

3.90

0.834

4.21

0.691

3.02

0.188

3.96

0.33
24. Promotion Decisions are
based on the capability of the
person promoted and not on
any favouritism.

3.54

0.689

3.82

0.879

3.00

0.170

3.89

0.41
25. There is accurate job
description in the
organization.

3.70

1.053

3.77

0.836

2.41

0.493

3.93

0.32
26. Employees are briefed
about the companys future
plans so as to develop them
for future.

3.70

0.661

3.79

0.827

2.42

0.524

3.93

0.32
27. Career and Growth
opportunities are pointed out
to juniors by senior officers.

3.05

0.902

3.41

0.813

2.41

0.493

3.50

0.50
28. Job rotation in your
company is done to facilitate
employees development.

3.51

0.756

3.74

0.780

3.79

0.980

3.89

0.41
29. Specific training programs
are being organized in your
organization on regular basis.

4.00

0.716

3.69

0.651

4.21

0.407

3.05

0.23

Page | 188

30. Employees are sponsored
for training on the basis of
genuine training needs.

4.02

0.579

3.82

0.597

3.96

0.222

3.07

0.46
31. Employees, who have
been given a chance of
sponsored training, utilize the
training for development.

3.89

0.509

3.90

0.636

4.01

0.119

3.95

0.40
32. There is a well-developed
human Resource Information
System in this organization.

4.27

0.674

3.85

0.839

4.97

0.238

3.05

0.44
Source: Data Compiled and Computed by the Researcher
Therefore, the mean and the standard deviation of each item at both the levels of
employees in both the companies have been exhibited by the above table which help the
researcher in identifying the nature and distribution of the five dimensions selected to study
the pattern of HRD practices in public and private sector telecom companies.

Testing of Hypotheses
The phrase "test of significance" was coined by Ronald Fisher in 1925 as "Critical
tests of this kind may be called tests of significance, and when such tests are available we
may discover whether a second sample is or is not significantly different from the first.
Testing of hypothesis referred to a situation, where the analyst/researcher undertakes a
process of testing the statistical hypothesis. In statistics, a result is called statistically
significant if it is unlikely to have occurred by chance alone, according to a pre-determined
threshold probability, the significance level.

T-Test
In the olden days, there has been a distinction between small-sample and large-
sample versions of t-tests. The small- and large-sample versions did not differ at all in terms
of how t-test was calculated. Rather, they differed in how/where one obtained the critical
value to which they compared their computed t-value. Nowadays, the statistical softwares
are employed to perform t-tests, and to get a p-value computed using the appropriate t-
distribution, regardless of the sample size. For the small-sample test, one used the critical
value of t, from a table of critical t-values. For the large-sample test, one used the critical
value of z, obtained from a table of the standard normal distribution. Consequently, the

Page | 189

distinction between small- and large-sample t-tests is no longer relevant, and has disappeared
from most modern textbooks (www.anglefire.com).
To test the validity of the results, the researcher has used a students t-test performed
through SPSS-17.
The formula for t-test:
t=
(X1-X2)-(1-2)
S
(X1-X2)

Where; X1= sample mean of the first group
X2= sample mean of the second group
1 -2=difference between population mean (often =0 but not always)
S
(X1 - X2)= standard error of the difference

Following are the results of Statistical tool ( t-test), that have been applied by the researcher
on the different variables of HRD along with the set hypotheses for the study:

1. Testing the comparison of Quality of Work Life and Welfare measures in

H0 (Null Hypothesis) = There is no significant difference in the Quality of Work life
and Welfare measures in BSNL and Reliance at managerial level.

H (Alternative Hypothesis) = There is a significant difference in the Quality of
Work life and Welfare measures in BSNL and Reliance at managerial level.

t
critical value
= 1.96; 2-tailed test with =0.05
Table 5.35: T-test table for QWL and Welfare Measures at managerial
level
Mean S.D t df Sig (2-tailed)
BSNL 31.2540 4.53949
(-2.695)

202

.008
Reliance 32.8974 3.68073

Page | 190

Interpretation
The calculated value of t= -2.695 and the critical value is 1.96 at 95 %confidence
interval, which is less than the calculated value. Therefore, the null hypothesis (Ho) is
rejected which means the alternative hypothesis (H) is accepted that there exists a
significant difference in the Quality of work life and welfare measures among the
employees of BSNL and Reliance at managerial level.

2. Testing the comparison of Quality of Work Life and Welfare measures in

H0 (Null Hypothesis) =There is no significant difference in the Quality of Work life
and Welfare measures in BSNL and Reliance at non- managerial level.

H (Alternative Hypothesis) = There is a significant difference in the Quality of
Work life and Welfare measures in BSNL and Reliance at non-managerial level.

t
critical value
Table 5.36: T-test table for QWL and Welfare Measures at non-managerial level
BSNL 28.7143 1.51864
(-23.987)

194

.000
Reliance 34.3571 1.40685
Interpretation
The critical value of t at 0.05 % significance level is 1.96 and the calculated
value is -23.987. Hence, t
(table value)
= -23.987 > t
(critical value)
= 1.96 resulting in
rejection of the null hypothesis. It means that the difference in quality of work life and
welfare measures provided to the employees of BSNL and Reliance at non-
managerial level is significant, which leads to accept the H (alternative Hypothesis).


Page | 191

3. Testing the comparison of Organizational Development in BSNL and
Reliance Communication Limited at managerial level.

H0 (Null Hypothesis) = There is no significant difference in the Organizational
Development in BSNL and Reliance at managerial level.

H (Alternative Hypothesis) = There is a significant difference in the Organizational

t
critical value
Table 5.37: T-test table for Organizational Development at managerial level
BSNL 26.6349 3.89996
(-4.667)

202

.000
Reliance 32.1538 3.48308
Interpretation
The calculated value of t is -4.667 at 0.05 per cent level of significance, and at
202 degrees of freedom, while the critical value of t= 1.96, which is less than the table
value, which leads to the conclusion that there is a significant difference exists among
the employees in BSNL and Reliance regarding their Organizational difference.
Hence, the null hypothesis (Ho) is rejected.

4. Testing the comparison of Organizational Development in BSNL and
Reliance Communication Limited at non-managerial level.

H0 (Null Hypothesis) = There is no significant difference in the Organizational
Development in BSNL and Reliance at non-managerial level.

H (Alternative Hypothesis) = There is a significant difference in the Organizational
Development in BSNL and Reliance at non-managerial level.

t
critical value

Page | 192

Table 5.38: T-test table for Organizational Development at non-managerial level
BSNL 25.1714 1.05218
(-35.567)

194

.000
Reliance 31.1429 1.08592
Interpretation
The above table shows that the calculated value of T is -35.567 which is
greater than the critical value of t (0.05)= 1.96. Therefore, the null hypothesis is
rejected and it is concluded that there is a significant difference in BSNL and Reliance
at non-managerial difference regarding the Organizational Development dimension
of HRD practices.

5. Testing the comparison of Training & Development in BSNL and Reliance
Communication Limited at managerial level.

H0 (Null Hypothesis) = There is no significant difference in the Training &

H (Alternative Hypothesis) = There is a significant difference in the Training &

t
critical value
Table 5.39: T-test Table for Training & Development at managerial level
BSNL 15.5079 1.72393
(1.241)

202

.216
Reliance 15.2308 1.21594
Interpretation
The critical value of t at five per cent level of significance for two-tailed test is
1.96, which is more than the calculated value of t-test i.e. 1.241. And when the
calculated value is less than the critical value, we fail to reject the null hypothesis.

Page | 193

Thus, the difference in the training and development of employees in BSNL and
Reliance at managerial level is not significant.

6. Testing the comparison of Training & Development in BSNL and Reliance
Communication Limited at non-managerial level.

H0 (Null Hypothesis) = There is no significant difference in the Training &
Development among the employees in BSNL and Reliance at non-managerial level.

H (Alternative Hypothesis) = There is a significant difference in the Training
&Development among the employees in BSNL and Reliance at non-managerial level.

t
critical value
Table 5.40: T-test table for Training and Development at non-managerial level
BSNL 16.2000 0.52560
(20.278)

194

.000
Reliance 13.9643 1.00841
Interpretation
The above table shows that the calculated value of t is 20.278 and the critical
value of t is 1.96 at 194 degrees of freedom and 0.05 per cent significance level.
Since, the calculate value is more than the critical value, hence, the researcher came to
the conclusion that the difference in the training and development measures among
the employees of BSNL and Reliance Communication Limited is significant and
therefore, the null hypothesis (Ho) is rejected and the alternative one is accepted.


Page | 194

7. Testing the comparison of Performance Appraisal in BSNL and Reliance
Communication Limited at managerial level.

H0 (Null Hypothesis) = There is no significant difference in the Performance Appraisal
in BSNL and Reliance at managerial level.
H (Alternative Hypothesis) = There is a significant difference in the Performance
Appraisal in BSNL and Reliance at managerial level.

t
critical value
Table 5.41: T-test table for Performance Appraisal & Rewards at managerial
level
BSNL 15.7619 1.67537
(-4.186)

202

.000
Reliance 16.8205 1.87771
Interpretation
The calculated value of t= -4.186 and the critical value is 1.96 at 95 %
confidence interval, which is less than the calculated value. Therefore, the null
hypothesis (Ho) is rejected which means the alternative hypothesis (H) is accepted
that there exists a significant difference in the Performance Appraisal of the
employees of BSNL and Reliance at managerial level.

8. Testing the comparison of Performance Appraisal in BSNL and Reliance
Communication Limited at non-managerial level.

H0 (Null Hypothesis) = There is no significant difference in the Performance Appraisal
in BSNL and Reliance at non-managerial level.

H (Alternative Hypothesis) = There is a significant difference in the Performance
Appraisal in BSNL and Reliance at non-managerial level.


Page | 195

t
critical value
Table 5.42: T-test table for Performance Appraisal at non-managerial level
BSNL 10.8214 0.77057
(-35.995)

194

.000
Reliance 15.2321 0.78604
Interpretation
The above table shows that the calculated value of t is -35.995 which is greater
than the critical value of t
(0.05)
i.e. 1.96 at 194 degrees of freedom, therefore, the null
hypothesis is rejected in this case and it is concluded that there is a significant
difference in the Practices concerning the Performance appraisal of non-managerial
employees in BSNL and Reliance both.

9. Testing the comparison of Participative management in BSNL and
Reliance Communication Limited at managerial level.

H0 (Null Hypothesis) = There is no significant difference in the practice of
Participative Management in BSNL and Reliance at managerial level.

H (Alternative Hypothesis) = There is a significant difference in the practice of
Participative management in BSNL and Reliance at managerial level.

t
critical value
Table 5.43: T-test table for Participative Management at managerial level
BSNL 20.4127 2.49566
(-3.125)

202

.002
Reliance 21.5128 2.35622


Page | 196

Interpretation
The table value of t= -3.125 at 0.05 per cent level of significance, and at 202
degrees of freedom the critical value of t= 1.96, which is less than the table value,
which leads to the conclusion that there is a significant difference exists among the
employees in BSNL and Reliance at managerial level regarding their Participative
Management Practices in their respective organizations. Hence, the null hypothesis
(Ho) is rejected and the alternative hypothesis is accepted.

10. Testing the comparison of Participative management in BSNL and
Reliance Communication Limited at non-managerial level.

H0 (Null Hypothesis) = There is no significant difference in the practice of
Participative Management in BSNL and Reliance at non-managerial level.

H (Alternative Hypothesis) = There is a significant difference in the practice of
Participative management in BSNL and Reliance at non-managerial level.

t
critical value
Table 5.44: T-test table for Participative Management at non-managerial level
BSNL 21.5571 1.26532
(1.874)

194

.062
Reliance 21.1964 1.08577
Interpretation
The critical value of t is 1.96 at 0.05 per cent level of significance and for 194 degree
of freedom which is more than the table value i.e. 1.874, hence the researcher fails to
reject the null hypothesis and there is no significant difference found in the
participative management Practices among the employees in BSNL and Reliance
Communication Limited.


Page | 197

Results and Discussion
The results of the t-test indicates that there is no significant difference among the
employees of BSNL and Reliance Communication Limited at managerial level regarding the
general practices of Quality of work life and welfare measures, Organizational Development,
Performance Appraisal and Participative Management at 0.05 per cent significance level for a
two-tailed test. Only the difference is witnessed on the grounds of training and development
measure at managerial level of employees in BSNL and Reliance Communication Limited.
Whereas, at non-managerial level the difference among the employees in both the
organization is found to be significant regarding Participative management, and for the rest of
the dimensions the difference is found to be insignificant.
Therefore, as a whole after analysing the data the researcher came to the conclusion
that the employees in both the Public and Private sector at non-managerial level are treated
almost same on the grounds of Welfare Measures And Quality Of Work Life, Organizational
development, Performance appraisal and Training and development while over the measure
of Participation in Management the difference is found to be significant. Here at this point,
the researcher feels that the top management of the companies should think about this aspect
seriously and allow some degree of participation from non-managerial section of employees
to enable them to expose their comprehensibility and experience.
At managerial level, the focus is needed towards the training and development
measures in the said organizations for the successful implementation of HRD Practices in
Public and Private sector of telecom industry in India.

Conclusion
Therefore, the present chapter comes to an end with the discussion and analysis part
of the survey conducted. A brief outline of the statistical test and the terms related were
defined to clarify the terminology and to understand their concept and logic for application.
The hypotheses of the study that have been generated by the honest effort of the researcher on
the five measures to study the HRD Practices in the selected organizations from public and
private sector of telecom Industry of India, were also stated along with their alternative
hypotheses. The test results have also been exhibited with the help of tables. And in the
analysis portion, the researcher has also offered suggestions for the top management over the
areas where their attention is needed.

Page | 198

The next chapter is framed with the objective of discussing the findings of the study
in detail and to offer suggestions that could be of great help to the professionals, policy
makers and the academicians in the field of HRD.

References:
1. Armstrong, M. (1999) Handbook of Human Resource Management Practice, Kogan
Page, pp.215-439.
2. Deb, T. (2010), Human Resource Development, Ane Books Pvt Ltd. New-Delhi.
3. Fisher, R.A. (1925), Statistical Methods for Research Workers, Edinburgh: Oliver
and Boyd, p.43.
4. Sheikh, A.M. (2009), Human Resource Development and Management, S.Chand &
Co. ltd, New-Delhi.
5. Tripathi, P.C. (1997), Human Resource Development, S.Chand & Co. ltd, New-
Delhi.

Websites:
6. http://elsmar.com/pdf_files/participative%20management.pdf.
7. Weaver, B. (2011, May), Hypothesis Testing Using z and t-test
www.anglefire.com/wv/bwhomedir/notes/z_and_t_tests.pdf
8. www.wikipedia.com

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Chapter-V

HRD Practices in Telecom Industry in

(X1 - X2)= standard error of the difference

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