1.

INTRODUCTION
1.1 INTRODUCTION OF THE STUDY
Employee perception and HR practices are pivotal elements that shape the dynamics within an
organization. Employee perception refers to how employees view their roles, the work environment,
and the overall organization, influencing their job satisfaction, commitment, and discretionary effort.
HR practices, such as recruitment, training, performance management, compensation, and work-life
balance initiatives, are designed to build a positive and supportive relationship between the organization
and its employees. Effective HR practices enhance employee perception by ensuring that employees
feel valued, recognized, and fairly treated.
This positive perception is essential for fostering employee engagement, which is characterized
by employees being fully absorbed in their work, enthusiastic about their roles, and proactive in
contributing to the organization's success and reputation. Engaged employees not only perform at
higher levels but also provide feedback that can help further improve HR practices, creating a beneficial
cycle.
HR practices in response to employee feedback, organizations can sustain high levels of
motivation, commitment, and productivity, leading to better overall performance and a stronger
organizational culture.
The HRM has emerged and evolved as one of the most important areas of organizational science
and practice. It has not been developed in isolation, but rather in the context of industrial change and
economic development.
The uniqueness of the Human Resources (HR) approach requires a totally different type of
attention from managers. The HR has characteristics that provide the greatest challenge as well as
opportunity.
The patterns of work relationships at work reflect the HRM philosophy. The practices and
philosophy of HRM are perpetuated by managers who are encouraged to follow the role model of their
seniors. In the process of organization socialization they internalize the values and attitudes of their
leaders. The entire process is thus institutionalized.
In general, HRM has been described as: broad and strategic; involving all managerial personnel;
regarding employees as the single most important organizational asset; being proactive in its
responsibilities; and having the objective of enhancing organizational performance and meeting
employee needs.

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EMPLOYEE PERCEPTION:
In employee relations, perception is a major factor. Most of the times, it is formed by
organizational roles, styles of leadership, styles of communication at the workplace etc. and so it is very
important that the organization be able to form the correct perception in the minds of its employees.
Employee perception is the lens through which individuals view their workplace environment,
shaping their attitudes, behaviors, and overall satisfaction. It encompasses their interpretations of
various facets such as company values, leadership effectiveness, job responsibilities, coworker
relationships, and opportunities for advancement. Positive perceptions typically stem from experiences
that align with employee expectations, where they feel valued, respected, and supported in their roles.
On the other hand, negative perceptions may arise from instances of unfair treatment, lack of
communication, or limited growth prospects.

ORGANIZATION CULTURE:
Organizational culture encompasses an organization's expectations, experiences, philosophy, and
values that guide member behavior, reflected in their self-image, internal operations, external
interactions, and future outlook. This culture varies from company to company and is often difficult to
improve. In large corporations, employees at the lowest levels frequently feel insignificant to the CEO
and executive team, leading to a weakened sense of organizational commitment. This disconnect can
result in low engagement, high turnover, and reduced innovation as employees seek environments
where their contributions are valued.
Improving organizational culture is challenging due to entrenched behaviors, diverse
interpretations of cultural elements, and the sheer size and complexity of large organizations. Effective
communication is crucial but often hindered by physical, hierarchical, and functional divides.

ORGANIZATIONAL PRACTICES:
Organizational practices are the specific activities, routines, and procedures that define
how work is performed within an organization. These practices are the tangible manifestations
of an organization's culture, values, and strategies, shaping the behavior of employees and the
overall functioning of the organization. They encompass a wide range of elements, including
communication protocols, decision-making processes, performance evaluation methods,
employee development programs, and reward systems.

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 Effective organizational practices are essential for ensuring that the organization's goals
are met efficiently and that employees are motivated, engaged, and aligned with the
organization's mission and vision. For instance, clear communication protocols ensure that
information flows seamlessly across all levels of the organization, reducing misunderstandings
and enhancing collaboration.
Decision-making processes that involve input from various stakeholders can lead to
more informed and inclusive outcomes, fostering a sense of ownership and commitment among
employees.
Performance evaluation methods that are fair and transparent can motivate employees
to achieve their best, while continuous employee development programs help in upskilling the
workforce and preparing them for future challenges. Reward systems that recognize and
celebrate achievements can boost morale and reinforce desired behaviors, further embedding
the organization's values into everyday actions.
Organizations can enhance productivity, foster innovation, and maintain a competitive edge in
their respective industries. This dynamic approach ensures that the organization remains agile and
responsive to changes in the internal and external environment, ultimately leading to sustained success
and growth.

ORGANIZATIONAL HR PRACTISES

Organizational HR practices encompass the strategic activities conducted by the human resources
department to manage and develop an organization's workforce, aligning employee skills and
behaviors with the company's goals and culture. These practices include recruitment and selection,
training and development, performance management, compensation and benefits, employee relations,
and legal compliance. Effective HR practices attract and retain top talent, enhance employee
engagement and productivity, and foster a positive work environment. By continuously refining these
practices, organizations can build a motivated, high-performing workforce that drives organizational
success and adapts to changing business needs.

Key Activities in HRM:

• Determine organization’s HR needs to build a high-performance workplace

• Assist in design of work systems

• Recruit, select, train & develop, counsel, motivate, and reward employees

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 • Act as liaison with unions & government

• Handle other matters of employee well-being

Leading Practices:

• Integrate HR plans with overall strategic objectives and action plans

• Design work and jobs to promote organizational learning, innovation, and flexibility

• Develop effective performance management systems, compensation, and reward and

recognition approaches

• Promote cooperation and collaboration through teamwork

• Empower individuals and teams to make decisions that affect quality and customer
satisfaction

• Make extensive investments in training and education

• Maintain a work environment conducive to the well-being and growth of all

employees

• Monitor extent and effectiveness of HR practices and measure employee satisfaction.

HR POLICIES:
Policies in the management of HR cover a wide variety of subjects. A comprehensive coverage
of policies embrace any action or decision, taken by either employees or employers in relation to the
working condition, the rights and responsibilities of employees and employers, and the action of both
society. One policy may be a statement of prevailing for employee attendance and another statement of
employer obligations in grievance handling.
One policy may describe conditions under which loans will be granted whereas another may
indicate conditions under which an employee is subjected to eject.
Procedures advise the details for carrying out policies. They spell out the specific rules and
regulations and personnel responsible for executing policies. Procedures also filter what is to be done in
particular conditions.

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HR PROGRAMME:
HR programme consists of the entire broad course of action regulating employees at all
circumstances (including employers) in an organization. Like any other programme of
management, it can be reflection of as a "stable plan of action that continues over a while." It is
the end product of philosophy, values, concepts, principles, policies and procedures.
Some universal elements in a HR programme are:
1. Recruitment and Selection
2. Training and development
3. Communication
4. Grievances and discipline
5. Pay role
6. Health and safety Provisions
7. Benefits and services etc.

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 [Link]
2.1 INDUSTRY PROFILE:
In a modern context, the term ‘IT’ is commonly used to describe computers and
networks within a business environment. It refers to their applications in: generating,
manipulating, storing, regaining, transmitting, and handling, exchanging, studying and
securing all data or information in an electronic format. IT is also used as an umbrella term to
cover: television, telecommunication equipment, software, e-commerce and the internet.
The first mechanical computer device was conceptualised and invented by English
mechanical engineer and polymath Charles Babbage in the early 19th century. Called the
‘Difference Engine,’ it was originally created to aid in navigational calculations. Often referred
to as the ‘Father of the Computer’, Babbage came up with the more general ‘Analytical Engine’
in 1833 which could be used in fields other than navigation. Funding constraints meant that
Babbage died without seeing his machine completed, however his son Henry completed a much
simpler version of the machine in 1888, which was successfully demonstrated to the public in
1906.
Early computers were not developed until the mid-1900s, when a more compact
analogue electromechanical computer, that used trigonometry, was installed on a submarine to
solve a problem with firing torpedoes at moving targets.
The Z2, the first electromechanical digital computer, invented by Engineer Konrad
Zuse in 1939, used electric switches to drive, and relays to perform calculations. Devices like
the Z2 had very low operating speeds and were eventually succeeded by faster all electric
machines, such as the first fully automatic 1941 Z3, also created by Zuse.
Colossus, a set of computers created between 1943 – 1945, are widely recognised as
the world’s first programmable electronic digital computers. Popularised by its use during
World War II Colossus were used in intercepting and deciphering encrypted German
communications from the Enigma machine. English computer scientist, mathematician, and
theoretical biologist Alan Turing conceptualised modern computers in his 1936 seminal paper
‘On Computable Numbers’, whereby programmable instructions are stored in the memory of
a machine.
It was not until 1951 when electrical engineering company Ferranti International plc
created the Ferranti Mark 1; that the world’s first general-purpose computer was commercially
available. Also called the Manchester Electronic Computer, the Ferranti Mark 1 was first
utilised by the Victoria University of Manchester.
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 The first computer used in processing commercial business applications was developed
by the Lyons Tea Corporation to increase business output in 1951 – Leo I.

2.1.1 A brief timeline of some other important events is listed below:

1835 – Morse Code invented by Samuel Morse
1838 – Electric Telegraph invented by Charles Wheatstone and Samuel Morse
1843 – Typewriter invented by Charles Thurber
1877 – Microphone invented by Emile Berliner
1888 – Hertz produces radio waves
1893 – Wireless communication invented by Nikola Tesla
1895 – Radio signals invented by Guglielmo Marconi
1898 – Remote control invented by Nikola Tesla
1907 – Radio amplifier invented by Lee DeForest
1919 – James Smathers develops the first electric typewriter
1923 – Electronic Television invented by Philo Farnsworth
1933 – FM radio is patented by inventor Edwin H. Armstrong
1937 – Alan Turing conceptualises the computing machine
1948 – One of the first programmable computers, the Manchester Mark 1 designed by Frederic
C. Williams, Tom Kilburn, and Geoff Tootill
1951 – MIT’s Whirlwind becomes the first computer in the world to allow users to input
commands with a keyboard
1956 – Optical fibre invented by Basil Hirschowitz, C. Wilbur Peters, and Lawrence E. Curtis
– The hard disk drive invented by IBM
1958 – Silicon Chip: the first integrated circuit is produced by Jack Kilby and Robert Noyce
1959 – The first photocopier, the Xerox Machine enters the consumer market
1961 – Optical disc invented by David Paul Gregg
1963 – Computer mouse invented by Douglas Engelbart – Cloud computing invented by Joseph
Carl Robnett Licklider
1967 – Hypertext software invented by Andries Van Dam and Ted Nelson
1971 – E-mail invented by Ray Tomlinson – Liquid Crystal Display (LCD) invented by James
Fergason
– Floppy Disk invented by David Noble
– First commercially available microprocessor, the Intel 4004 is invented

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1972 – The first video game console designed for use on TV’s is invented – the Magnavox
Odyssey
1973 – Ethernet invented by Bob Metcalfe and David Boggs – Personal computer invented by
Xerox
1976 – The inkjet digital printer is invented by Hewlett-Packard
1982 – WHOIS (pronounced who is) is released as one of the earliest domain search engines
1984 – The first laptop computer enters the commercial market
1989 – World Wide Web (the internet) invented by Sir Tim-Berners Lee
1990 – A student at McGill University in Montreal develops the first search engine named
Archie
1992 – Complete I.T. Founded
1993 – Benny Landau unveils the E-Print 1000 as the world’s first digital colour printing press
– Xerox 914 is released as the first successful commercial plain paper copier
1996 – The Nokia 9000 Communicator is released in Finland as the first internet enabled
mobile device
1998 – Google established – PayPal is launched, enabling large scale payment via the internet
2000 – Microsoft develop the first tablet computer
2001 – Digital Satellite Radio – Apple releases the iPod
2003 – WordPress, an open source website content management system is launched by Mike
Little and Matt Mullenweg – LinkedIn is established
2004 – Emergence of Web 2.0 – Humans move away from consumers of internet material to
active participation – Facebook established by Mark Zuckerberg
2005 – USB Flashdrives replace floppy disks – Google Analytics established – YouTube is
launched as a video platform
2006 – Twitter is launched to the public
2007 – Apple Inc. debuts the iPhone – Amazon releases the Kindle, marking a new era in
reading and book technology
2009 – Bitcoin is developed by unknown programmers under the name of Satoshi Nakamoto
2010 – Apple debuts the iPad – The beginning of responsive website design
2011 – 22 nanometre computer chips enter mass production
2012 – Quad-core smartphones and tablets are releases, offering faster processing power
2014 – 14 nanometre computer chips are released – The market for smart watches reaches 5
million
2015 – Apple releases the Apple Watch
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2016 – Supercomputers reach 100 petaflops – Mobile devices overtake wired devices as a
means of using the internet
2017 – 10 nanometre chips enter service
2018 – AI first publicly emerged alongside 5G technology
2019 – Google released Quantum Supremacy, a machine running on quantum mechanics that
can answer questions that would confuse even the world’s top supercomputer – Sharp acquires
Complete I.T.
2020 – Chatbot-technology and text-producing AI GPT-3 was released.
– The COVID-19 pandemic accelerates digital transformation, leading to remote work and
online education
2021 – GitHub Copilot, a programmer assistant AI, was released – Continued development of
electric vehicles (EVs) with advancements in battery technology.
2022 – Chatbot and text-generating AI, ChatGPT is released, Expansion of Metaverse concepts
2023 – Microsoft released ChatGPT-powered Bing – Sharp launches first-to-market Virtual
Showroom – an immersive and interactive experience
The Virtual Showroom is an award-winning 3D virtual environment that allows users
to view Sharp’s products and services in a ‘real-life’ setting with interactive elements such as
video and the ability to engage with different hotspots and touchpoints to view and learn more
about the product/solution.
Humanity has been manipulating, storing, and communicating information since the
early Sumerians pioneered the written word in ancient Mesopotamia, circa 3000 BC. The term
IT did not appear until the mid-20th century however when an influx of early office technology
appeared.
The term was first published in the 1958 Harvard Business Review when authors
Harold J. Leavitt and Thomas C. Whisler said “the new technology does not yet have a single
established name. We shall call it Information Technology.”

2.1.2 Industry in India

The IT industry in India came into existence in the year 1974. It was the time when
mainframe manufacturer Burroughs asked Tata Consultancy Services (TCS) to export
programmers for installing system software for a U.S. client. The IT industry was formed in a
very unusual market conditions. During this government was more focused towards the
agriculture sector rather the service sector. Local markets were absent and government policy
toward private enterprise was hostile. The IT industry started its roots from Mumbai based
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businessmen. They started their operations by sending software programmers to global IT firms
located abroad and making money from this.
During that time Indian economy was state-controlled and the state remained hostile to
the software industry through the 1970s. Import tariffs were high (135% on hardware and 100%
on software) and software was not considered an "industry", so that exporters were ineligible
for bank finance. Government policy towards IT sector changed when Rajiv Gandhi became
Prime Minister in 1984. His New Computer Policy (NCP-1984) consisted of a package of
reduced import tariffs on hardware and software (reduced to 60%), recognition of software
exports as a "delicensed industry", i.e., henceforth eligible for bank finance and freed from
license-permit raj, permission for foreign firms to set up wholly owned, export-dedicated units
and a project to set up a chain of software parks that would offer infrastructure at below market
costs. These policies laid the foundation for the development of a world-class IT industry in
India.
The industry structure in the IT sector has four major categories. These are -
1. IT Software

2. IT services

3. BPO & IT enabled services

4. Hardware

It is noted that the Indian IT industry is growing at robust pace driven by greater
acceptability of the outsourcing concept, expansion of service offerings and high quality
delivery capabilities. The industry remains one of the highest contributors of employment and
foreign exchange to the country. The key drivers of the robust growth include verticals such as
Banking and Financial Services companies, Pharma and Legal Services. It is useful to
understand the structure of the Indian IT Industry, and the place that the IT software, IT
services, ITeS &BPO, hardware segment has within it.

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2.2 COMPANY PROFILE:

Cannyminds Technology Solutions is a dynamic and innovative software company

dedicated to revolutionizing the way businesses operate. With a focus on cutting-edge
technology and intuitive solutions, Cannyminds empower organizations to streamline their
processes, boost productivity, and achieve their goals with ease.
In CannyMinds, they are spreading their wings in the business of Application
Development, web Designing, and Software Development & Support for banks, companies
and Customized Software Development etc. With their unmatched quality of software, easy
accessibility of customer service & technical support, the quality of service or network uptime;
Cannyminds stand apart in the crowd at all levels. Cannyminds are constantly growing by
updating their software skills, adopting new technologies that can perform better functions.
Cannyminds believe in integrating their skills with their clients’ input to achieve desirable
results.
CannyMinds Technology Solutions Private Limited is an ISO 9001, ISO 15489, ISO
27001 Certified Company and a Member of NASSCOM. CannyMinds is having its registered
office at Chennai (India) with Cannyminds experienced Engineering and Management
professionals those who are having rich expertise in Digitization, Document & Workflow
Management, Physical Records Management, Human Resource Management, Maintenance,
Projects and Manufacturing. As a part of business expansion Cannyminds have presence in
USA, Nigeria, Ghana, DR Congo, Kenya, Botswana, South Africa and Zambia.

2.2.1 SLOGAN OF CANNYMINDS TECHNOLOGY SOLUTIONS

Innovate, Digitalize, Transform

2.2.2 LOGO OF CANNYMINDS TECHNOLOGY SOLUTIONS

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2.2.3 VISION:
CannyMinds works with a vision for the enhancement of its clients’ performance. It
encourages him by swapping the tumults in the journey to get the higher productivity that
ultimately leads to the improvement in Return on Investments (ROI). It assists its clients by
enabling them right technological solutions that involves research, analysis,
implementations on projects etc.

2.2.4 MISSION:
CannyMinds works with a mission in which it wants its clients to perform better in their
business and even a drastic obstruction for its business rivals. Cannyminds provide their
clients a better view of the business world with ultimate righteous solutions.

2.3 PRODUCT PROFILE:

2.3.1 CANNY SCAN:

CannyScan is an advanced digitization software that efficiently converts physical

documents to digital format. It offers batch scanning, OCR for editable text, image
enhancement, document classification, and metadata extraction. Integrated with DMS and
customizable workflows, it ensures productivity and compliance with robust security measures.
Canny Minds provides professional document scanning and conversion services to
organizations in various industries and governments.
Cannyminds combine their rich experience with the best scanning equipment and their
proven workflow process to ensure the success of their clients' digital conversion projects.
Their highly trained team ensures that their documents are processed accurately with the utmost
care. Their services provide instant and secure access to information, enabling increased
productivity, performance and profits. Their ultimate goal is to provide the highest possible
image quality and accurate index data so that their electronic documents can go to work for
you. Their technical capabilities include assuring compatibility with the most popular
document management systems on the market. Here are the various types of documents
Cannyminds digitize for clients across all industries.

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2.3.2 CANNY DOCS:

CannyDocs is an end-to-end enterprise document management software. Features

include multi-level workflows, contract management, optical character recognition, full text
search, water marking, annotations, Microsoft AD integration and many more. Applicable to
all industries like Manufacturing, Oil & Gas, Ship Building, Textiles, IT/ITES, Banking,
Finance, Insurance, NBFC, Law Firms, Hospitals, Pharma and Auditing Firms.
This can be the ultimate solution to carry out documentation work. While performing
professional tasks, the main challenge while making documents is their organization. Most of
the office work can get obstructed due to this issue. After preparing the documents, the next
task is to access the documents when needed. Therefore, to assimilate these tasks, you should
prefer CannyDocs where along with these tasks you can also retrieve the documents
immediately.
CannyDocs is a smart document management solution with the capability of organizing
professional documents. This feature also facilitates the retrieval of their documents easily.
CannyDocs is independent software that enables its user to work with proper ease and it works
on any latest Browser.
2.3.3 CANNY RMS:

CannyRMS is an all-in-one physical record management software with features like

document indexing, barcode/RFID tagging, search and retrieval, access control, retention
policy management, storage organization, scanning integration, and reporting/analytics for
efficiency and compliance

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2.3.4 CANNY HR:

CannyHR is a 360 degree Hire to Retire HR Management Software. Features includes

Employee self- service portal, Geo tagging attendance, Inbuilt Document Management,
Approval Workflows, Bio-metric based attendance integration & regularization, Connected
Banking, Multiple organization policy, Al based shift allowance, Comp-off for extended hours,
Expense Management, Mobile apps, Shift scheduling, Payroll management, statutory
compliance and Many more.
A tool is only effective when it not only empowers technical aspects but follows the
industry trend and can quickly adapt to the regulation and policies of the organization and
Statutory requirements. Collaboration with HCM/HRMS vendors, CannyHR offers the
industry’s best possible solution that matches the pace with their Human resources capital.
Strategy and implementation are some of the key integral parts of the overall process.
Keeping an eye on individual employees is not an easy task. With their easy-to-manage Payroll
software, you can quickly manage the payroll through on-site and subscription services. This
tool can ease the complex process of payroll with comprehensive and flexible solutions
efficiently and effectively to ensure employees get the salary on time. It also has an amazing
capability to handle the error.
2.3.5 CANNY EDU:

CannyEdu is a comprehensive solution for efficient and simplified management for

school, college and Universities. Its Cloud based user friendly platform. Features includes
Parent/Teacher/Student web and Mobile portal, GPS based ID card and Bus Tracking
Integration, Dynamic Report Card Module, Multi Location and Language access, Zero
Maintenance, Personalised role-based access and many more.
In today’s remote classes, Virtual classroom and LMS (Learning Management
Software) has become the most emerging and powerful tool to educate the students online.

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 CannyEdu has brought the feature that enables one to learn, collaborate and
communicate anytime and from anywhere. This platform gives you a sense of education in
real-time. Schools and colleges can also arrange the video conference for meetings and present
the classes courses in a specular way.

2.4 SERVICES:

2.4.1 DIGITIZATION SERVICES:

Digitization services convert analog data into digital formats, streamlining document
management, data entry, and media preservation. Through advanced technologies, Cannyminds
facilitate seamless transitions, enhancing accessibility, efficiency, and data security for
businesses.
Canny Minds offers a better solution in digital storage form instead of housing physical
copies of every business document. Canny Minds provide companies with the highest quality
of imaging and coded data in the industry, creating a scalable, searchable way to store
information. It's easy to find specific records through a quick search, protect data from theft or
damage, minimize risks and minimize physical storage space.

2.4.2 DIGITAL MARKETING

Digital marketing services utilize online platforms and strategies to promote businesses,
products, or services. Through techniques such as SEO, social media marketing, PPC
advertising, and content marketing, businesses can reach their target audience effectively, drive
engagement, and increase brand awareness.
With the exponential rise in the use of the internet, the conventional marketing and sales
method for acquiring customers is fast losing ground. Today, every business requires an online
presence in the form of a website. Moreover, 80 per cent of customers buy small and big
products either online directly or research them online before buying them. As mobile
technology has penetrated every corner, digital marketing services have become extremely
important. This has become more evident in these times of pandemic, where businesses have
to operate in a restricted manner. There is no choice but to create a carefully crafted digital
marketing strategy that will indirectly or directly influence their prospective customer. It will
not be wrong to say that digital marketing services are the route for survival leave alone
boosting the business. Digitalmarketing at CannyMinds Technology specialize in SEO, SEM,
and Email Marketing to provide digital marketing services globally. Cannyminds have

15
experience in promoting the brand and deliver an enduring impact on the target audiences
effectively.

2.4.3 SOFTWARE DEVELOPMENT

Software development services encompass the creation, customization, and maintenance

of digital solutions to meet specific business needs. Expert developers utilize programming
languages and methodologies to design and build software applications, ensuring functionality,
scalability, and user satisfaction.
Software development at CannyMinds believe that Custom software development is
essential because it helps meet their unique requirements cost-effectively. Customized software
development is designing, creating, deploying and maintaining software for a specific set of
users, functions for an organization. This process targets a small defined set of requirements.
Whereas, in COTS or commercial off-the-shelf software, a broad set of conditions is targeted,
allowing it to be packaged and commercially marketed and distributed. Customized Software
Development Services.

2.4.4 BUSINESS PROCESS SERVICES

Business process services streamline organizational workflows, optimizing efficiency and

productivity. These services involve analyzing, redesigning, and implementing processes to
enhance operational performance and achieve business objectives. Expert solutions address
various aspects of operations, from finance and HR to customer service and supply chain
management.
CannyMinds brings data, insights, and frameworks to accelerate their business process
transformation journey. Cannyminds accelerate engineering across the complete business
ecosystem, starting from engineering, manufacturing, supply chain to services. Cannyminds
assist their customers to improve their Time to Profit by maximizing Return on Investment
(RoI). In recent years, Cannyminds have fast emerged as a thought leader in digital engineering
technologies; This has been on the three pillars of technology, solution and flexible business
model. Cannyminds have the technical depth in new-age digital technologies and offer a
solutions-driven approach with various solution accelerators across analytics, automation,
platforms, sustenance.
Cannyminds have a gamut of flexible business models aligned to the client's strategy,
such as outcome-based models, risk-reward, co-innovation. Their services help optimize and

16
transform their operations, lower costs, increase agility and open new channels for growth.
Their people, technology, and best practices improve and automate highly complex business
processes across front, middle and back offices, thereby facilitating customer experience
transformation. Cannyminds modernize their operations with digital capabilities, agile
processes and data-driven insights to achieve better outcomes, greater operational efficiency
and faster growth. Utilize their deep experience in many domains and rely on their hybrid,
digital-first contact centres to unify their end-to-end business processes.

2.4.5 PHYSICAL RECORD MANAGEMENT

Physical record management involves the systematic organization, storage, and
retrieval of paper-based documents and records. This process ensures proper categorization,
indexing, and archival of information, facilitating easy access and compliance with regulatory
requirements. Expert management minimizes the risk of loss, damage, or unauthorized access
to sensitive documents.
CannyMinds Technology provides secure document storage and physical records
management services. Cannyminds understand the critical nature as well as the importance of
physical records for a business. Cannyminds are dedicated to helping companies to improve
their security as well as achieve regulatory compliance. This way, a business can save on long-
term document management costs with their detailed, comprehensive solutions.
CannyMinds Technology removes the daily hassle of managing documents with end-
to-end physical records management solutions. Cannyminds have experience in securely
storing all their vital records. This will allow businesses to save physical space, organize
physical and electronic records, protect their assets for the entire document lifecycle, and
control the flow of information. Cannyminds can grant accessible records to the right
employees and the stakeholders. Cannyminds also maintain full regulatory compliance no
matter their industry. Physical records storage consumes resources, and their focus is on
optimized use of present storage space.
Due to professional document management, you save on time and risks are reduced.
This leads to minimization as well as transparency of costs. Since the records are at the site
itself, there is enhanced security, and one gets 24 by 7 access to records. Moreover, Cannyminds
have been certified for ISO 9001. Cannyminds have unparalleled expertise in providing and
setting up shelves and rack systems, IT infrastructure, and topology. Additionally, the staff can
search their records via their online platform and order individual files or documents. Utilize
their services to benefit from their experience in onsite records storage and become free from
17
all the hassles. You will not have to pay additional rent for the storage space. Just pay the
operational charges for onsite record storage.

Their Global Customers (Current)

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Locations:

Head Office:
No:88, Ramnagar 6th Street,
Velachery, Chennai - 600042,
TamilNadu, India
Email info@[Link]
Ph no +91 9361801926 / 28

BRANCHES:

United States:
8751 Collin McKinney Pkwy Suite 1102 #525, McKinney, TX 75070, United States
Mob: +1 (214) 727-0422,
Mob:+1 (214) 272 0230
Email: sv@[Link],
info@[Link]

Nigeria:
No:16, Adeola Adeleye Street, Off Coker Road, illupeju, Lagos, Nigeria
Mob: +234 708 632 3687
Mob:+234 7010522747
Email: info@[Link]

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 3. REVIEW OF LITERATURE

1. Jeske van Beurden, Karina van De Voorde, Marc van Veldhoven, (2021) “The
employee perspective on HR practices” Volume 32 Issue 2

As the number of studies exploring employee perceptions of HR practices increases,

the field of Strategic Human Resource Management (SHRM) faces the challenge of tracking
the evolution of cumulative insights. This paper presents a systematic review focusing on three
main aspects: 1) how these perceptions are studied (as antecedents, mediators, or outcomes),
2) the theoretical perspectives used to explain them, and 3) the different conceptualizations of
employee perceptions of HRM present in existing SHRM research. The findings reveal a
scattered landscape in current approaches to examining employee perceptions of HRM.
Furthermore, a diverse range of theoretical frameworks emphasizing the employee perspective
on HRM have been employed, suggesting the impracticality of a single viewpoint. Lastly,
various descriptive and evaluative conceptualizations have been utilized. The paper offers
recommendations and suggests future research directions to achieve a more comprehensive
understanding of employee perceptions of HRM.

2. Ahsanullah Mohsen, Najibullah Neyazi and Sarwar Ebtekar, (2020) The Impact of
Organisational Culture On Employees Performance Volume 11, Issue 8
This paper delves into the impact of organizational culture on employee performance
within Afghanistan's telecommunications sector. Using established questionnaires,
researchers dissected both organizational culture and employee performance into sub-
elements for focused analysis. The study's significance lies in its contribution to an
underexplored area in Afghanistan, offering valuable insights and recommendations for
sectoral enhancement. Sampling 211 individuals from diverse telecommunications
companies via random selection, the research employed regression analysis to unveil
relationships between variables. Findings reveal significant relationships and impacts of
organizational culture on employee performance, with nuances observed across various sub-
elements like change management and goal achievement.

20
3. Dr. Sushree Sangita Ray, Dr. Rachita Ota, Pallavi Chatterjee (2022), A Study on
Employee’s Perception of Organizational HR Practices and its Culture, Vol 3, no 6,
ISSN 2582-7421
The HR division of an organization is crucial for creating, implementing, and managing
policies that govern employee relations and workplace culture. A positive work culture and
effective HR practices significantly influence employee perceptions and satisfaction. In today's
environment, many organizations strive to create a worker-friendly atmosphere to retain talent,
especially in light of the challenges posed by negative workplace cultures, poor HR practices,
and the impact of COVID-19. High employee turnover has become a trend, highlighting the
need for organizations to address employees' needs and desires comprehensively. By ensuring
job satisfaction through financial and growth opportunities, employees are more likely to
commit to the company's success. The HR department plays a vital role in this by offering
training, development programs, and fostering a creative, supportive workplace. Empathy in
HR practices is essential. Even a small-scale study can provide valuable insights into employee
perceptions, guiding improvements in organizational practices.

4. Nighat G Ansari July-September 2011, Employee Perception of HRM Practices: Impact

on Commitment to the Organization Vol. 18, Issue No. 3
The highly competitive environment of today’s business organizations underlines the
importance of developing an efficient and productive work force and then retaining it. Research
has identified various factors affecting employee retention and employee commitment which
has emerged as a significant contributor towards an employee’s decision to stay or leave an
organization. Human Resource Management Practices (HRMPs) of an organization is an
important post-entry variable that can affect the commitment of the employees towards their
organization. The evidence in the literature suggests that it was not the human resource
practices per se but the perceptions of the employees regarding those practices that actually
affected their commitment to their workplace. The study has attempted to investigate three
dimensions of employees’ perceptions, perceptions of fairness, perceptions of effectiveness,
and perceptions of support (FES) of HRMPs of their organization and its relation with their
Organizational Commitment (OC). The descriptive statistics depicted a significant positive
correlation between all three perceptions of HRMPs and OC while regression analyses showed
that the perception of effectiveness of HRMPs was the most significant predictor of
organizational commitment followed by the perception of support

21
5. Khaled Aladwan, Ramudu Bhanugopan, Brian D'Netto (2015), The Effects Of Human
Resource Management Practices On Employees’ Organisational Commitment Vol 23
Issue 3 ISSN- 1934-8835
This study investigated the impact of Human Resource Management (HRM) practices
on organizational commitment (OC) within the context of the Middle East. Survey data from
493 front-line employees across various industries in Jordan were analyzed using structural
equation modeling to explore the relationship between HRM practices and OC. The findings
support the hypothesized model, revealing a significant association between HRM factors and
OC. This study contributes to a deeper understanding of how HRM practices influence OC and
offers novel insights into HR policy formulation for organizations operating in the Middle
Eastern region, an area that has received limited research attention in recent years.

6. Maria Luisa, Silvia De Simone, Amelia Manuti (2022), Employees’ Perception of HRM
Practices and Organizational Citizenship Behaviour, Vol. 12 Issue 9

The aim of the study was to explore if and to what extent a positive perception of
Human Resource Management Practices could be related to Organizational Citizenship
Behaviors and if the Work–Family Interface could act as a mediator of such relationship. A
group of 406 employees of an Italian sector of the Public Administration filled in a self-report
questionnaire encompassing socio-professional information and the following psycho-social
measures: Perception of Human Resource Management Scale, Work–Family Interface, and
Organizational Citizenship Behaviors Scale. The results confirmed the importance of Human
Resource Management Practices perceptions for positive Organizational Behaviors underlining
the crucial role played by positive work-to-family and family-to-work spillover as mediators.
The study reflected on the work–family relationships demonstrating the mediating role of
positive work–family spillover in the relationships between perceived HR practices and
organizational citizenship behaviors. The findings showed implications for HR practices to
plan actions and interventions aimed at supporting employees’ work–family balance and at
encouraging organizational citizenship behaviors.

22
7. Hamzah Mohammad A. Al_Qudah, Dr. Abdullah Osman, HamzahEdris M. Al_Qudah
(2014), The Effect of Human Resources Management Practices on Employee
Performance Vol. 3 Issue 9, ISSN 2277-8616

This paper aimed to examine the effect of HRM practices towards employee
performance in Malaysian Skills Institute (MSI). It investigated the factors that affection
recruitment and selection, compensation toward employee performance in MSI. The study
population, which consisted of employees in the MSI, comprised 40 respondents. To achieve
the study objectives, the researcher developed and distributed a questionnaire, and collected
and analyzed the data using SPSS. An overall analysis was performed based on the descriptive
statistics and correlation analysis. The results indicated that recruitment and selection and
compensation significantly correlated with the employee performance in MSI. The paper
provided recommendations for improving recruitment and selection and compensation in
MSI.

8. Shruti Lamba, Nirmala Choudhary (2013), Impact of HRM Practices On Organizational

Commitment Of Employees Volume 2, ISSN 2278‐7763

In this era of highly competitive environment, organizations in Manufacturing sector

and Service sector are trying hard to win the mind of customers by providing them value
added service and quality innovative products to remain competitive in the market. The
objective of this study is to investigate the impact of HRM practices on Organizational
commitment of Employees in various sector in India. The study revealed that how HRM
practices provide an edge to employee’s commitment towards an organization goal in the
global competitive market. Through study it is found that HRM practices influence the
Organizational Commitment of Employees.

9. Salman Iqbal (2016), employees’ perception regarding the role of specific hrm practices
in knowledge intensive firms Volume 3, ISSN 2091-2986
This paper investigated the employees’ perceptions about association between specific
HRM practices and employees’ knowledge sharing. Based on previous literature, a model
is proposed for the study and hypotheses are formulated. The cross-sectional dataset comes
from a sample of 390 employees of 19 Pakistani KIFs. Confirmatory factor analyses were
employed to evaluate the reliability and validity of the measurement model and the research
model was tested using structural equation modeling. The results suggest that specific HRM

23
 practices, for instance, recruitment and selection and reward systems show a positive
relationship with knowledge sharing, as perceived by the employees of these organisations.
We also found a positive relationship among individual and organisational capability in
workplaces. A key finding of this study is that recruitment and selection have a much
greater impact on knowledge sharing than reward systems. Findings should be confirmed
using a larger sample, as well as through longitudinal study. This study will be beneficial
for researchers, practitioners, scholars, organisational leaders and employees. It will also
be helpful for those interested in organisational structure and relationships across
organisations in knowledge context. This study makes a valuable contribution, given that
there is a lack of empirical studies of this nature focusing on the South East Asian region.
Our findings are more interesting given that the current study is based on employees’
perception and employees’ views are similar to than that of management’s views in KIFs.

10. Chand, Mohinder; Ambardar, Ankush (2020), The Impact of HRM Practices on
Organisational Innovation Performance Volume 13, ISSN 0974-6250.
The paper investigates the effects of HRM practices on organisational innovation
performance: the mediating effects of employees' creativity and perceived organisational
support in the Indian hospitality industry. A conceptual model is developed to examine the
relationship among four constructs namely human resource management practices,
perceived organisational support, and employee creativity as antecedents of organisational
innovation performance and seven research hypotheses are empirically tested using
structural equation modelling (SEM). All the posited seven hypotheses are supported. The
results indicate that the human resource management practices and perceived organisational
support could indeed affect employee creativity with regard to organisational innovation
performance.

24
 4. RESEARCH METHODOLOGY
Research methodology is the specific procedures or techniques used to identify, select,
process, and analyse information about a topic. A Research Methodology describes the
techniques and procedures used to identify and analyse information regarding a specific
research topic. It is a structured and scientific approach used to collect, analyse, and interpret
quantitative or qualitative data to answer research questions or test hypotheses. A research
methodology is like a plan for carrying out research and helps keep researchers on track by
limiting the scope of the research. Several aspects must be considered before selecting an
appropriate research methodology, such as research limitations and ethical concerns that may
affect your research.

4.1 TITLE OF THE STUDY

The title of the project is “A Study on Perception of Employees About Organizational
HR Practices and Culture.”

4.2 NEED OF THE STUDY

This study can be helpful to the management to understand their employees perception
towards their HR practices and culture. It can help them to understand their employees
emotions better. Adjustable and transferable HR practices and culture cab be sorted for
adjustment. Employees performance and motivation can be improved through proper
improvement.
4.3 SCOPE OF THE STUDY
• Rules and regulations for HR practices and culture modification for future can be made.
• Priority towards important work group can be made for work efficiency.
• Expansion of firm will have a large-scale impact.
• It has a large future usage as it leans towards technological advancement. Guideline
towards new policy creation and rules setup can be achieved.

4.4 OBJECTIVES OF THE STUDY

• To study the existing culture of the organisation and its impact on employees
performance
• To study about perception over HRM practices from employees point.
• To identify areas of improvement in HR practices to enhance employee satisfaction.
• To suggest initiatives to improve the organization culture.

25
2.5 SOURCES OF DATA COLLECTION

Data is any information that has been collected, observed, generated

or created to validate original research findings. The collection of data is the first step of the
statistical investigation and can be gathered through two different sources, namely,
1. Primary data
2. Secondary data
4.5.1 Primary Data

The objective of the study has been accomplished with the help of primary data
collected from the employees. The data has been collected with the help of questionnaire. The
questionnaire used in this survey consists of structured type of questions. The primary data
refers to the data collected from primary sources.
4.5.2 Secondary Data

The secondary data were collected from official records of the organization,
websites and from other publications. Data which are not originally collected but rather
obtained from a published or unpublished source, are known as secondary data. The main
sources are:
1. Journals and records
2. Magazines
3. Websites

4.6 TYPE OF RESEARCH

This study is descriptive in nature.
Descriptive research is a type of research that aims to describe a particular phenomenon
or group of phenomena. It is a type of research that focuses on observing, measuring and
analyzing data to provide a detailed and accurate description of a situation or population.
4.7 SAMPLING TECHNIQUE
The sampling method used in this research for gathering the data is census method.
Census method is a statistical investigation in which the data are collected for each and every
element / unit of the population is termed as census method. It is also known as complete
enumeration or 100% enumeration or complete survey.
4.7.1 Sample Unit
The sample unit is CannyMinds Technology Solutions.

26
4.7.2 Population of the Study
The population of the study refers to the set of cases or individuals that will be the
subjects for selecting the sample. The population of the study consists of the employees of
CannyMinds Technology Solutions with a total number of 120.
4.7.3 Sample Size
The Sample size is the number of samples taken from the population. In this research
the sample size used is 120 employees from CannyMinds Technology Solutions.

4.8 TOOLS FOR ANALYSIS

• Karl Pearson Correlation
• Independent t-test
• Pearson Correlation

4.9 HYPOTHESIS
4.9.1 Karl Pearson Coefficient of correlation
Null Hypothesis (H0): There is no significant relationship between performance
evaluation and employee satisfaction.
Alternative Hypothesis (H1): There is significant relationship between performance
evaluation and employee satisfaction.

4.9.2 Independent t test

Null Hypothesis (H0): There is no significant difference between Gender of the
Respondents and the Career Planning of the employees.
Alternative Hypothesis (H1): There is significant difference between Gender of the
Respondents and the Career Planning of the employees.

4.9.3 Correlation
Null Hypothesis (H0): There is no significant relationship between areas of
improvement and employee satisfaction.
Alternative Hypothesis (H1): There is significant relationship between areas of
improvement and employee satisfaction.

27
4.10 PERIOD OF THE STUDY
A study was under a period of February 2024 to May 2024 during the period of the
researcher collected the necessary primary data and other relevant information needed to carry
out the study.
4.11 LIMITATIONS OF THE STUDY
1. Employees from different cultural backgrounds might interpret HR practices and
organizational culture differently based on their own cultural norms and expectations.
2. Employees on leave were excluded from the survey
3. Due to their workload, fewer employees were not interested in the survey.
4. Employees may misunderstand or be unaware of HR practices if the organization does
not clearly communicate its policies.
5. The questionnaire provide pre-defined options limiting the depth of information
6. The responses collected from employees might be biased.

28
 [Link] ANALYSIS AND INTERPRETATION

5.1 Percentage Analysis

TABLE 5.1.1 AGE WISE CLASSIFICATION OF THE RESPONDENTS

S No Age Frequency Percentage

1 Below 25 55 45.8%

2 25-30 Years 19 22.5%

3 30-35 Years 9 15.8%

4 35-40 Years 27 8.3%

5 Above 40 10 7.5%

TOTAL 120 100%

CHART 5.1.1 AGE WISE CLASSIFICATION OF THE RESPONDENTS

Age of Respondents
50 45.8
45
40
35
30
25 22.5
20 15.8
15
8.3 7.5
10
5
0
Below 25 25 - 30 30 - 35 35 - 40 Above 40

Source: Primary Data

INTERPRETATION:

From the above analysis it is inferred that 45.8% of respondents are below 25
years,22.5% of respondents are in between 25-30 years of age group, 15.8% of
respondents are 30-35 years and 8.3% of respondents are in the age group of 35-40
years and 7.5% of respondents are above 40 years.

29
TABLE 5.1.2. GENDER WISE CLASSIFICATION OF THE RESPONDENTS

S No Gender Frequency Percentage

1 Male 66 55%

2 Female 54 45%

TOTAL 120 100%

CHART 5.1.2. GENDER OF THE RESPONDENTS

Gender of Respondents
60 55

50 45

40

30

20

10

0
Male Female

Source: Primary Data

INTERPRETATION:

From the above analysis it is inferred that 66% of respondents belong to male
category and 54% of respondents belong to female category. As per this finding, the
male response is more in count compared to the female respondents.

30
TABLE 5.1.3. MARITAL STATUS WISE CLASSIFICATION OF THE
RESPONDENTS

S No Marital Status Frequency Percentage

1 Single 82 68.3%

2 Married 38 31.7%

TOTAL 120 100%

CHART 5.1.3. MARITAL STATUS OF THE RESPONDENTS

Marital Status
80
68.3
70
60
50
40 31.7
30
20
10
0
Single Married

Source: Primary Data

INTERPRETATION:

From the above analysis it is inferred that the 68.3% of the respondents are
single in status and 31.7% of respondents are married in status.

31
TABLE 5.1.4. EDUCATION QUALIFICATION OF THE RESPONDENTS

S No Educational Qualification Frequency Percentage

1 Diploma 23 19.2%
2 U. G 49 40.8%
3 P. G 48 40%
TOTAL 120 100%

CHART 5.1.4. EDUCATION QUALIFICATION OF THE RESPONDENTS

Education Qualification
45 40.8 40
40
35
30
25
19.2
20
15
10
5
0
Diploma Under Graduate Post Graduate

Source: Primary Data

INTERPRETATION:

From the above analysis it is inferred that 40% of respondents are post graduates,
40.8% of respondents are under graduates, 19.2% of respondents are Diploma holders.

32
TABLE 5.1.5. WORK EXPERIENCE OF THE RESPONDENTS

S No Experience Frequency Percentage

1 0 - 3 Years 56 46.7%
2 3 - 5 years 27 22.5%
3 5 - 10 years 29 24.2%
4 10 - 16 years 5 4.2%
5 Above 16 Years 3 2.5%
TOTAL 100%

CHART 5.1.5 WORK EXPERIENCE OF THE RESPONDENTS

Years of Experience
50 46.7
45
40
35
30
24.2
25 22.5
20
15
10
4.2
5 2.5
0
0 - 3 Years 3 - 5 Years 5 - 10 Years 10 - 16 Years Above 16 Years

Source: Primary Data

INTERPRETATION:

From the above analysis it is inferred that 46.7% of respondents have 0-3 years
experience level, 22.5% of respondents have 3-5 years experience, 24.2% of
respondents have 5-10 years experience, 4.2% of respondents have 10-16 years
experience and 2.5% of respondents have Above 16 years experience.

33
TABLE 5.1.6. ANALYSIS OF FAIRNESS IN PERFORMANCE EVALUATION

S No Particulars Frequency Percentage

1 Strongly Agree 35 29.2%

2 Agree 49 40.8%
3 Neutral 32 26.7%
4 Disagree 2 1.7%
5 Strongly Disagree 2 1.7%
TOTAL 120 100%

CHART 5.1.6. ANALYSIS OF FAIRNESS IN PERFORMANCE EVALUATION

Performance Evaluation
45
40.8
40
35
29.2
30 26.7
25
20
15
10
5 1.7 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 29.2% and 40.8%
agree that indicates a prevailing belief among employees that the evaluation process is fair,
26.7% give the process a neutral level of fairness, and 1.7% disagree with it.

34
TABLE 5.1.7. ANALYSIS OF PERFORMANCE EVALUATION TO PERFORM AT
BEST.
S No Particulars Frequency Percentage

1 Strongly Agree 46 38.3%

2 Agree 54 45%
3 Neutral 16 13.3%
4 Disagree 4 3.3%
5 Strongly Disagree 0 0%
TOTAL 120 100%

CHART 5.1.7. ANALYSIS OF PERFORMANCE EVALUATION TO PERFORM AT

BEST.

Motive to Perform best

50
45
45
40 38.3

35
30
25
20
15 13.3

10
5 3.3
0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that most of the respondents believe performance
evaluations enhance their performance, 38.3% and 45% agree. Only 13.3% are neutral, and
3.3% disagree with the performance evaluation.

35
TABLE 5.1.8. ANALYSIS OF IDENTIFYING THE AREAS OF IMPROVEMENT.

S No Particulars Frequency Percentage

1 Strongly Agree 37 30.8%

2 Agree 43 35.8%
3 Neutral 11 23.3%
4 Disagree 28 9.2%
5 Strongly Disagree 1 0.8%
TOTAL 120 100%

CHART 5.1.8. ANALYSIS OF IDENTIFYING THE AREAS OF IMPROVEMENT.

Identifying areas of Improvement

40
35.8
35
30.8
30

25 23.3

20

15
9.2
10

5
0.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 30.8% and 35.8%
agree with identifying the areas for improvement, 23.3% of respondents assigned a neutral
level 9.2% of respondents disagree with identifying the areas for improvement.

36
TABLE 5.1.9. ANALYSIS OF DISCUSSING CAREER ASPIRATIONS AND GOALS.

S No Particulars Frequency Percentage

1 Strongly Agree 37 30.8%

2 Agree 45 37.5%
3 Neutral 28 23.3%
4 Disagree 8 6.7%
5 Strongly Disagree 2 1.7%
TOTAL 120 100%

CHART 5.1.9. ANALYSIS OF DISCUSSING CAREER ASPIRATIONS AND GOALS.

Discussing career aspirations and goals

40 37.5

35
30.8
30

25 23.3

20

15

10 6.7
5 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 30.8% and
37.5% agree about discussing their career aspirations and goals during performance
evaluation, 23.3% of respondents are given neutral level ,6.7% and 1.7% of the respondents
are disagree to discuss their goals.

37
TABLE 5.1.10. ANALYSIS OF HR SERVICES OFFERED BY THE COMPANY.

S No Particulars Frequency Percentage

1 Strongly Agree 27 22.5%

2 Agree 58 48.3%
3 Neutral 29 24.2%
4 Disagree 5 4.2%
5 Strongly Disagree 1 0.8%
TOTAL 120 100%

CHART 5.1.10. ANALYSIS OF HR SERVICES OFFERED BY THE COMPANY.

HR services offered by the company

60

48.3
50

40

30
22.5 24.2

20

10
4.2
0.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 22.5% and 48.3%
agree with HR services offered by the company, 24.2% of respondents are choose neutral level,
4.2% and 0.8% of respondents are disagree with HR services offered by the company.

38
TABLE 5.1.11. ANALYSIS OF HEALTHY WORK-LIFE BALANCE.

S No Particulars Frequency Percentage

1 Strongly Agree 39 23.3%

2 Agree 18 32.5%
3 Neutral 34 28.3%
4 Disagree 28 15%
5 Strongly Disagree 1 0.8%
TOTAL 120 100%

CHART 5.1.11. ANALYSIS OF HEALTHY WORK-LIFE BALANCE.

Healthy work-life balance

35 32.5

30 28.3

25 23.3

20
15
15

10

5
0.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 23.3%
and 32.5% agree about promoting healthy work life balance, 28.3% of respondents are given
neutral level ,15% and 0.8% of the respondents disagree about healthy work life balance.

39
TABLE 5.1.12. ANALYSIS OF FAIRNESS HR POLICIES AND PRACTICES.

S No Particulars Frequency Percentage

1 Strongly Agree 40 33.3%

2 Agree 45 37.5%
3 Neutral 22 18.3%
4 Disagree 11 9.2%
5 Strongly Disagree 2 1.7%
TOTAL 120 100%
CHART 5.1.12. ANALYSIS OF FAIRNESS HR POLICIES AND PRACTICES.

HR policies and practices

40 37.5

35 33.3

30

25

20 18.3

15
9.2
10

5 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 33.3% and
37.5% agree to perceive the level of fairness in hr policies positively, 18.3% of respondents
are given neutral level ,9.2% and 1.7% of the respondents disagree about the level of fairness
in hr policies.

40
TABLE 5.1.13. ANALYSIS OF HR RECOGNIZES THE PERFORMANCE AND
ACHIEVEMENTS OF EMPLOYEES

S No Particulars Frequency Percentage

1 Strongly Agree 37 30.8%

2 Agree 46 38.3%
3 Neutral 25 20.8%
4 Disagree 10 8.3%
5 Strongly Disagree 2 1.7%
TOTAL 120 100%

CHART 5.1.13. ANALYSIS OF HR RECOGNIZES THE PERFORMANCE AND

ACHIEVEMENTS OF EMPLOYEES

HR recognizes the performance and

achievements of employees
45
40 38.3

35 30.8
30
25 20.8
20
15
10 8.3

5 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis, it is inferred that majority of the respondents 30.8% and 38.3%
agree perceive that employees are rewarded for their accomplishments, 20.8% choose a neutral
response, 8.3% and 1.7% disagree that employees feel that recognition and reward system may
not be adequate.

41
TABLE 5.1.14. ANALYSIS OF TRAINING AND DEVELOPMENT OPPORTUNITIES.

S No Particulars Frequency Percentage

1 Strongly Agree 26 21.7%

2 Agree 55 45.8%
3 Neutral 32 26.7%
4 Disagree 5 4.2%
5 Strongly Disagree 2 1.7%
TOTAL 120 100%

CHART 5.1.14. ANALYSIS OF TRAINING AND DEVELOPMENT OPPORTUNITIES.

Training and development opportunities

50 45.8
45
40
35
30 26.7
25 21.7
20
15
10
4.2
5 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the analysis, it is inferred that majority of the respondents 21.7% and 45.8% agree
about the training and development opportunities in the organization, 26.7% are neutral, 4.2%
and 1.7% disagree with these opportunities.

42
TABLE 5.1.15. ANALYSIS OF WORK-LIFE BALANCE HAS BECOME OVER THE
PAST YEAR.

S No Particulars Frequency Percentage

1 Strongly Agree 32 26.7%

2 Agree 46 38.3%
3 Neutral 30 25%
4 Disagree 10 8.3%
5 Strongly Disagree 2 1.7%
TOTAL 120 100%

CHART 5.1.15. ANALYSIS OF WORK-LIFE BALANCE HAS BECOME OVER THE

PAST YEAR.

Work-life balance has become over the past year

45

40 38.3

35

30 26.7
25
25

20

15

10 8.3

5 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 26.7% and
38.3% agree with that work-life balance has improved over the past year, 25% of respondents
are given neutral level ,8.3% and 1.7% of the respondents disagree that employees who do
not perceive an improvement in work life balance.

43
TABLE 5.1.16 ANALYSIS OF COMPANY CULTURE PROMOTES WORK-LIFE
BALANCE.

S No Particulars Frequency Percentage

1 Strongly Agree 37 30.8%

2 Agree 39 32.5%
3 Neutral 29 24.2%
4 Disagree 11 9.2%
5 Strongly Disagree 4 3.3%
TOTAL 120 100%

CHART 5.1.16 ANALYSIS OF COMPANY CULTURE PROMOTES WORK-LIFE

BALANCE

Company culture promotes work-life balance

35 32.5
30.8
30
24.2
25

20

15
9.2
10

5 3.3

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 30.8% and
32.5% agree perceive that the company culture promotes work-life balance, 24.2% of
respondents are given neutral level ,9.2% and 3.3% of the respondents disagree with it.

44
TABLE 5.1.17. ANALYSIS OF SALARY GROWTH BASED ON PERFORMANCE.

S No Particulars Frequency Percentage

1 Strongly Agree 29 24.2%

2 Agree 47 39.2%
3 Neutral 34 28.3%
4 Disagree 6 5%
5 Strongly Disagree 4 3.3%
TOTAL 120 100%

CHART 5.1.17. ANALYSIS OF SALARY GROWTH BASED ON PERFORMANCE

Salary growth based on performance

45
39.2
40
35
30 28.3
24.2
25
20
15
10
5
5 3.3

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 24.2% and 39.2%
agree that the salary growth is based on employee’s performance, 28.3% of respondents are
given neutral level ,5% and 3.3% of the respondents disagree that employees may not ensure
that transparency of the salary growth.

45
TABLE 5.1.18 ANALYSIS OF LEVEL OF FLEXIBILITY IN COMPENSATION AND
BENEFITS.
S No Particulars Frequency Percentage

1 Strongly Agree 30 25%

2 Agree 47 39.2%
3 Neutral 33 27.5%
4 Disagree 8 6.7%
5 Strongly Disagree 2 1.7%
TOTAL 120 100%

CHART 5.1.18 ANALYSIS OF LEVEL OF FLEXIBILITY IN COMPENSATION AND

BENEFITS.

Level of flexibility in compensation and benefits

45
39.2
40
35
30 27.5
25
25
20
15
10 6.7
5 1.7
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 25% and 39.2%
agree that the company provide flexibility in compensation, 27.5% of respondents are given
neutral level ,6.7% and 1.7% of the respondents disagree that employees feel restricted in
terms of compensation flexibility.

46
TABLE 5.1.19. ANALYSIS OF COMPENSATION STRUCTURES AND BENEFIT
OPTIONS.

S No Particulars Frequency Percentage

1 Strongly Agree 31 28.5%

2 Agree 53 44.2%
3 Neutral 21 17.5%
4 Disagree 11 9.2%
5 Strongly Disagree 4 3.3%
TOTAL 120 100%

CHART 5.1.19. ANALYSIS OF COMPENSATION STRUCTURES AND BENEFIT

OPTIONS.

Compensation structures and benefit options

50
44.2
45
40
35
30 28.5

25
20 17.5
15
9.2
10
5 3.3

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 28.5% and
44.2% agree that the compensation structure provide transparent information by the company,
17.5% of respondents are given neutral level ,9.2% and 3.3% of the respondents disagree that
the employees feel that compensation provided is not transparent.

47
TABLE 5.1.20 ANALYSIS OF OVERALL COMPENSATION PACKAGE IS
SATISFACTORY

S No Particulars Frequency Percentage

1 Strongly Agree 19 15.8%

2 Agree 62 51.7%
3 Neutral 32 26.7%
4 Disagree 7 5.8%
5 Strongly Disagree 0 3.3%
TOTAL 120 100%

CHART 5.1.20 ANALYSIS OF OVERALL COMPENSATION PACKAGE IS

SATISFACTORY

Compensation package
60
51.7
50

40

30 26.7

20 15.8

10 5.8
3.3

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 15.8% and 51.7%
agree perceive the compensation package offered by company as satisfactory, 26.7% of
respondents are given neutral level, 5.8% and 3.3% of the respondents disagree that employees
feel dissatisfied with their compensation package.

48
TABLE 5.1.21. ANALYSIS OF SOCIAL INTERACTION AMONG COLLEAGUES.

S No Particulars Frequency Percentage

1 Strongly Agree 28 23.3%

2 Agree 53 44.2%
3 Neutral 29 24.2%
4 Disagree 9 7.5%
5 Strongly Disagree 1 0.8%
TOTAL 120 100%

CHART 5.1.21. ANALYSIS OF SOCIAL INTERACTION AMONG COLLEAGUES.

Social interaction among colleague

50
44.2
45
40
35
30
23.3 24.2
25
20
15
10 7.5

5
0.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 23.3% and 44.2%
agree with Social interaction among colleagues as an opportunity within organisation, 24.2% of
respondents are given neutral, 7.5% and 0.8% of respondents disagree to feel that social
interaction among colleagues is lacking.

49
TABLE 5.1.22. ANALYSIS OF RECOGNITION AND APPRECIATION FOR
CONTRIBUTIONS IN THE WORKPLACE.

S No Particulars Frequency Percentage

1 Strongly Agree 35 29.2%

2 Agree 56 46.7%
3 Neutral 21 17.5%
4 Disagree 8 6.7%
5 Strongly Disagree 0 0%
TOTAL 120 100%

CHART 5.1.22. ANALYSIS OF RECOGNITION AND APPRECIATION FOR

CONTRIBUTIONS IN THE WORKPLACE.

Recognition and appreciation

50 46.7
45
40
35
29.2
30
25
20 17.5

15
10 6.7
5
0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 29.2% and 46.7%
agree to feel recognized and appreciated for their contributions in the workplace, 17.5% of
respondents are given neutral, 6.7% of respondents disagree that employees may not feel
recognized or appreciated.

50
TABLE 5.1.23. ANALYSIS OF COMMUNICATION AND COLLABORATION
BETWEEN DEPARTMENTS IS SATISFACTORY.

S No Particulars Frequency Percentage

1 Strongly Agree 34 28.3%

2 Agree 41 34.2%
3 Neutral 31 25.8%
4 Disagree 13 10.8%
5 Strongly Disagree 1 0.8%
TOTAL 120 100%

CHART 5.1.23. ANALYSIS OF COMMUNICATION AND COLLABORATION

BETWEEN DEPARTMENTS IS SATISFACTORY.

Communication and collaboration

40
34.2
35

30 28.3
25.8
25

20

15
10.8
10

5
0.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 28.3% and 34.2%
agree to perceive the level of communication and collaboration between different teams and
departments within the company is satisfactory, 25.8% of respondents neutral, 10.8% and 0.8%
of respondents disagree with it.

51
TABLE 5.1.24. ANALYSIS OF RESOURCES AND TOOLS TO PERFORM TASKS
EFFECTIVELY.
S No Particulars Frequency Percentage

1 Strongly Agree 24 20%

2 Agree 56 46.7%
3 Neutral 24 20%
4 Disagree 9 7.5%
5 Strongly Disagree 7 5.8%
TOTAL 120 100%

CHART 5.1.24. ANALYSIS OF RESOURCES AND TOOLS TO PERFORM TASKS

EFFECTIVELY.

Resources and tools

50 46.7
45
40
35
30
25
20 20
20
15
10 7.5
5.8
5
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 20% and 46.7% agree
that the availability of resources and tools to perform tasks positively impact there work, 20%
of respondents are given neutral, 7.5% and 5.8% of respondents disagree that the availability of
resources and tools may be insufficient.

52
TABLE 5.1.25. ANALYSIS OF RESOURCES PROVIDED FOR CAREER
DEVELOPMENT TO EMPLOYEES.

S No Particulars Frequency Percentage

1 Strongly Agree 33 27.5%

2 Agree 51 42.5%
3 Neutral 27 22.5%
4 Disagree 6 5%
5 Strongly Disagree 3 2.5%
TOTAL 120 100%

CHART 5.1.25. ANALYSIS OF RESOURCES PROVIDED FOR CAREER

DEVELOPMENT TO EMPLOYEES.

Career development
45 42.5

40

35

30 27.5

25 22.5

20

15

10
5
5 2.5

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 27.5% and 42.5%
agree the availability of resources provided by the company for career development satisfactory
to employees, 22.5% of respondents are given neutral, 5% and 2.5% of respondents disagree
with it.

53
TABLE 5.1.26. ANALYSIS OF CAREER PLANNING OFFERED BY THE COMPANY.

S No Particulars Frequency Percentage

1 Strongly Agree 25 20.8%

2 Agree 48 40%
3 Neutral 32 26.7%
4 Disagree 11 9.2%
5 Strongly Disagree 4 3.3%
TOTAL 120 100%

CHART 5.1.26. ANALYSIS OF CAREER PLANNING OFFERED BY THE COMPANY.

Career planning options

45
40
40

35

30 26.7
25
20.8
20

15
9.2
10

5 3.3

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 20.8% and 40% agree
the level of flexibility in career planning options offered by the company, 26.7% of respondents
are given neutral, 9.2% and 3.3% of respondents disagree that employees feel restricted in their
career planning options.

54
TABLE 5.1.27. ANALYSIS OF JOB OFFERS OPPORTUNITIES TO COMPLETE
TASKS.
S No Particulars Frequency Percentage

1 Strongly Agree 28 23.3%

2 Agree 53 44.2%
3 Neutral 25 20.8%
4 Disagree 14 11.7%
5 Strongly Disagree 0 0%
TOTAL 120 100%

CHART 5.1.27. ANALYSIS OF JOB OFFERS OPPORTUNITIES TO COMPLETE

TASKS.

Opportunity to complete tasks

50
44.2
45
40
35
30
25 23.3
20.8
20
15 11.7
10
5
0
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION:
From the above analysis it is inferred that majority of the respondents 23.3% and 44.2%
agree that their job offers opportunities to complete tasks, 20.8% of respondents are given
neutral, 11.7% of respondents disagree that employees may feel constrained in completing task
effectively.

55
TABLE 5.1.28. ANALYSIS OF EMPLOYEE CAREER PATH IN THE
ORGANIZATION.

S No Particulars Frequency Percentage

1 Strongly Agree 30 25.2%

2 Agree 49 41.2%
3 Neutral 25 21%
4 Disagree 1 9.2%
5 Strongly Disagree 4 3.4%
TOTAL 120 100%

CHART 5.1.28. ANALYSIS OF EMPLOYEE CAREER PATH IN THE

ORGANIZATION.

Career path
45
41.2
40

35

30
25.2
25
21
20

15
9.2
10

5 3.4

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Source: Primary Data

INTERPRETATION
From the above analysis it is inferred that majority of the respondents 25.2% and 41.2%
agree that each employee is aware of his/her career path in the organization, 21% of respondents
have given neutral, 9.2% and 3.4% of respondents disagree that employee feel uncertain of
their career path.

56
5.2 DESCRIPTIVE ANALYSIS

5.2.1. KARL PEARSON’S COEFFICIENT OF CORRELATION

Karl Pearson’s coefficient of correlation, often denoted as (r), is a measure of
the linear correlation between two variables (X) and (Y). It’s a statistic that measures the
strength and direction of the linear relationship between two quantitative variables.
Hypothesis Statement:
Null Hypothesis (H0): There is no significant relationship between performance
evaluation and employee satisfaction.
Alternative Hypothesis (H1): There is significant relationship between performance
evaluation and employee satisfaction.
Table 5.2.1 shows the Correlation Table.
Performance Employee
Factors of Employee Evaluation Satisfaction
Performance
Performance Evaluation 1 .452**

Employee Satisfaction 1

Source: Primary Data

Note: ** denotes significance at 1% level

INTERPRETATION
Correlation coefficient between performance evaluation and employee satisfaction of
employees is .452 which indicates (.4522 = .204) 20.4 percentage positive relationship between
performance evaluation and employee satisfaction of employees and is significant at 1% level.

57
5.2.2. INDEPENDENT T-TEST:
The independent samples t-test is used to compare the means of two unrelated
groups on the same continuous, dependent variable to determine if there are statistically
significant differences between these means.
Hypothesis Statement:
Null Hypothesis (H0): There is no significant difference between Gender of the
Respondents and the Career Planning of the employees.
Alternative Hypothesis (H1): There is significant difference between Gender of the
Respondents and the Career Planning of the employees.
Table 5.2.2 shows that significant difference between Gender of the respondents and Career
Planning of the employees.

Gender
Career Planning Male Female t value P value

Mean SD Mean SD

Career development 2.06 0.943 2.20 0.979 2.057 0.154

satisfactory to
employees
Career planning 2.27 0.921 2.43 1.126 3.948 0.049*
options offered by
company
Task Completion 2.26 0.933 2.15 0.940 0.103 0.749

Aware of career path 2.15 0.939 2.35 1.152 5.474 0.021*

in organization
Source: Primary Data
Note: * denotes significant at 5% level

INTERPRETATION
Since P value is less than 0.05, null hypothesis is rejected at 5% level with regard to
career planning options offered by company and aware of career path in organisation of
employees. Hence there is significance difference between male and female with regard to
career planning offered by company and aware of career path in organization of employees.
58
Based on mean score, the female employees have better opinion in career planning offered by
company than male employees because the company provide some training programs designed
to women employees to overcoming their career challenges and advancing in their field.
There is no significance difference between male and female with regard to career
development satisfactory to employees and task completion of employees, sine P value is grater
than 0.05. Hence the null hypothesis is accepted at 5% level with regard to career development
satisfactory to employees and task completion of employees . The company provide equal
career development opportunities for both male and female employees, leading to similar levels
of satisfaction.

59
5.2.3. KARL PEARSON’S COEFFICIENT OF CORRELATION

Hypothesis Statement:
Null Hypothesis (H0): There is no significant relationship between areas of
improvement and employee satisfaction.
Alternative Hypothesis (H1): There is significant relationship between areas of
improvement and employee satisfaction.

Table 5.2.3 shows the Correlation Table.

Work-life Compensation & Work
Areas of improvement balance Benefit environment

Work-life balance 1 0.579** 0.472**

Compensation & 1 0.557**

Benefit

Work environment 1

Source: Primary Data

Note: ** denotes significance at 1% level

INTERPRETATION
Correlation coefficient between work-life balance and compensation & benefit of
employees is .579 which indicates (.5792 = .335) 33.5 percentage positive relationship between
work-life balance and compensation & benefit of employees is significant at 1% level.
Correlation coefficient between work-life balance and work environment of employees
is .472 which indicates (.4722 = .222) 22.2 percentage positive relationship between work-life
balance & work environment is significant at 1% level.
Correlation coefficient between compensation & benefit and work environment of
employees is .557 which indicates (.5572 = .310) 31 percentage positive relationship between
compensation & benefit and work environment is significant at 1% level.

60
 [Link], SUGGESTIONS & CONCLUSION
6.1 FINDINGS
1. 40.8% of respondents agree with the performance evaluation is fair
2. 45% of respondents agree with evaluation process motivates to perform at best
3. 35.8% of respondents agree with identifying area of improvement in the organization.
4. 37.5% of respondents agree with performance evaluation, it is comfortable to discuss
career aspirations and goals.
5. 48.3% of respondents agree with hr services offered by the company.
6. 32.5% of respondents agree with hr policies promotes a healthy work life balance.
7. 37.5% of respondents agree with the level of fairness in hr practices.
8. 30.8% of respondents agree for the rewards recognition for employee performance.
9. 45.8% of respondents agree with the training and development opportunity.
10. 38.3% of respondents agree with that work-life balance has improved over the past year
11. 30.8% of respondents agree about the company promotes values for work life balance.
12. 39.2% of respondents agree about the salary growth based on performance.
13. 27.5% of respondents agree with the level of flexibility in compensation provided by
the company.
14. 44.2% of respondents agree with the transparent information about compensation
structures.
15. 51.7% of respondents agree with the compensation package.
16. 44.2% of respondents agree about the social interaction with colleagues is an
opportunity.
17. 46.7% of respondents agree with the level of recognition in the workplace is satisfied.
18. 28.3% of respondents agree with the level of communication in the different
departments are satisfied.
19. 46.7% of respondents agree about the adequate tools to perform task effectively.
20. 27.5% of respondents agree with the availability of resources provided by the company
for career development are satisfied.
21. 40% of respondents agree with the level of flexibility in career planning options offered
by the company.
22. 44.2% of respondents agree about the job offers opportunities to complete tasks.
23. 25.2% of respondents strongly agree with the aware of career path in the organization.

61
6.2 SUGGESTIONS
1. The company can come up with new and innovative ideas to improve work life balance
practices, whichcan benefit the organization and its development.
2. Introduce technological change into production department can improve the
efficiency and increasing the productivity, also increases employee satisfaction and
behavior.
3. By offering proper feedback to the employees related to their performance will
increase the workingcondition of the employees as well as the HR relationship.

4. Effective implementation of training and performance appraisal system can help to

improvise the skillsof the employees from time to time. By the way the behavior of
the employees will improve to enhance organizations productivity
5. Motivated employees make an organization more productive, efficient and profitable.
Employees are get dissatisfied with motivation techniques. The organization can improve
the motivational practices.

6. Employees are dissatisfied with inequality that existed in the organization. The
organization must treat the employees equally to avoid disputes for better
industrial relationship.
7. Enhance the use of technology to improve the efficiency and effectiveness of HR practices
and policies.
8. Implement efficient systems and processes for handling HR-related queries and requests to
ensure timely and effective support for employees.
9. Recognize the significant impact of fair compensation on job satisfaction by regularly
reviewing and adjusting salary structures to remain competitive in the market.
10. Enhance transparency and fairness in the awarding of bonuses and increments by
establishing clear criteria and performance metrics for eligibility.

62
6.3 CONCLUSIONS

The Study on Employees' Perceptions of Organizational HR practices and culture in

CannyMinds Technology Solutions Pvt, Ltd, Chennai. reveals crucial insights into areas of
strength and areas needing improvement. By examining employees' perspectives, organizations
can better understand the effectiveness of their HR practices and the alignment of their culture
with employee expectations. This study highlights the importance of continuous feedback
mechanisms and transparent communication channels to bridge any gaps between
organizational intent and employee perception. Moving forward, implementing tailored
strategies based on these findings can foster a more positive work environment, enhance
employee satisfaction, and ultimately contribute to organizational success. Moreover, the
findings emphasize the necessity of continuous evaluation and adaptation of HR practices to
meet evolving employee needs and expectations
In conclusion, the firm has employees with different work, different salary, different
work experience, different qualification, etc., which in turn causes the different perception
towards the organization HR practices and culture among differentemployees under different
category. Employees psychology and work differs with categories among themselves which is
inevitable, as such it creates different opinion and agreements towards HR practices and culture.

63