Role of HRM practices in knowledge management of IT/ITES organisations

The present study aim at assessing the commitment of the two industries attribute to the HRM practices. The present study aim at role of the HRM practices in knowledge management of this organization.
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Role of HRM practices in knowledge management of IT/ITES organisations International Journal of Management (IJM) Volume 7, Issue 7, November–December 2016, pp.153–161, Article ID: IJM_07_07_016 Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=7&IType=7 Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com ISSN Print: 0976-6502 and ISSN Online: 0976-6510 © IAEME Publication ROLE OF HRM PRACTICES IN KNOWLEDGE MANAGEMENT OF IT/ITES ORGANISATIONS Mr. R. Anbu Ranjith Kumar Research Scholar, Department of Management Studies, Karpagam University, Coimbatore, India Dr. S. Balasubramanian Chief Editor, IAEME Publication, Chennai, India ABSTRACT Human Resource Management (HRM) involves all the management decision and practices that directly affects the people, or human resources, who work for the organization. The present study explores and compare the various HRM practices in, two different organizations—IT/ITES based organization. The present study aim at assessing the commitment of the two industries attribute to the HRM practices. The present study aim at role of the HRM practices in knowledge management of this organization. Key words: HRM, IT/ITES Cite this Article: R. Anbu Ranjith Kumar and Dr. S. Balasubramanian, Role of HRM Practices In Knowledge Management of IT/ITES Organisations. International Journal of Management, 7(7), 2016, pp. 153–161. http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=7 INTRODUCTION The key issues of any HR department in IT organizations are employee acquisition, retention, training and development, performance management, talent management and keeping talent is a big challenge for today’s organizations because of more opportunities available outside. This is especially true for the Indian IT organization. Salaries of the Indian IT workforce increased 10 to 15% or more annually from 2002 to 2014. But the attrition level also increased with an approximate increase of 15% to 30% every year From 2002 to 2014 Employee turnover is one of the major challenges of an IT organization. Therefore, retention of talented and skilled manpower becomes crucial because it creates a competitive advantage for the organization. RESEARCH METHODOLOGY AND SAMPLING The question survey technique is used to solicit the data. The questionnaires are answered by managerial personnel of IT and IT Enabled companies located in India. A total of 250 sets of usable questionnaires were successfully collected and analysed. http://www.iaeme.com/IJM/index.asp 153 editor@iaeme.com R. Anbu Ranjith Kumar and Dr. S. Balasubramanian Six different sections of questions are developed in the questionnaire, which are (1) Recruitment (selection), (2) Training, (3) Employee Involvement, (4) Performance Assessment, (5) Compensation, and (6) Retrenchment. Several behavioural factors and non-behavioural factors are stipulated and respondents are asked to indicate the importance of these factors in selecting the employees. The data is collected from all the organization by person. The respondents are any operational or managerial people working in the software organization. The respondents are asked to fill the questionnaires. 1. SELECTION PROCESS 1. Preliminary Interview: The purpose of preliminary interviews is basically to eliminate the unqualified applications based on information supplied in the application forms. The basic objective is to reject misfits. 2. Selection Tests: There are various types of tests conducted depending upon the jobs and the company. These tests are Aptitude Tests, Personality Tests, and Ability Tests which are conducted to judge how well an individual performs the tasks related to the job. Besides this there are some other tests like Interest Tests (activity preferences), Graphology Test (Handwriting), Medical Tests, Psychometric Tests etc. 3. Employment Interview: The next step in the selection is employment interview. Here interview is a formal and in-depth conversation in the applicant’s acceptability. It is considered to be an excellent selection device. Interviews can be One-to-One, Panel Interview, or Sequential Interviews. Besides there are Structured and Unstructured interviews, Behavioural Interviews, Stress Interviews. 4. Reference & Background Checks: Reference checks and background checks are conducted to verify the information provided by the candidates. Reference checks are through done the formal letters, and telephone conversations. However it is merely a formality and selections decisions are seldom affected by it. 5. Selection Decision: After obtaining all the information’s, the most critical step in the selection is decision making. The final decision has to be made out of applicants who have passed in the preliminary interviews, tests, final interviews and reference checks. The views of line managers are considered generally because it is the line manager who is responsible for the performance of the new employee. 6. Physical Examination: After the selection decision is made, the candidate is required to undergo a physical fitness test. A job offer is often contingent upon the candidate passing the physical examination. 7. Job Offer: The next step in the selection process is job offer to the applicants who have crossed all the previous hurdles. It is made by way of letter of appointment. 2. TRAINING AND DEVELOPMENT There is no pre-determined 'check list' regarding the type of training needed for the employees who meet the pe ...