TUMKUR UNIVERSITY

A DISSERTATION ON

“A STUDY ON EXPLORING THE DIGITAL IMPACT

OF HRM PRACTICES ON WIPRO AT TUMAKURU”
Submitted in partial fulfillment of the requirements of Tumkur University
for the award of degree

MASTER OF COMMERCE
SUBMITTED BY

CHANDAN KUMAR A S

REG NO: P11VP23C012003

UNDER THE GUIDANCE OF

Mr. VIJAY KUMAR D

ASSISTANT PROFESSOR

P G DEPARTMENT OF COMMERCE

VIDYAVAHINI POST GRADUATE COLLEGE

KUVEMPUNAGAR, TUMKUR – 572103

2023-25
 DECLARATION

I do hereby declare that the dissertation certified “A STUDY ON EXPLORING

THE DIGITAL IMPACT OF HRM PRACTICES ON WIPRO AT TUMAKURU” is

an original and bonafide work carried out by me in partial fulfillment of the requirement

for the award of Master of commerce in Tumkur university, under the guidance of

Mr. VIJAY KUMAR D Asst. Professor, P, G Department of commerce, Vidyavahini Post

Graduate College, Tumkur.

The Dissertation has not been submitted earlier for the award of any

other Degree/Diploma of any University or Institution.

Place: Tumkur. CHANDAN KUMAR A S

Date: (REG NO: P11VP23C012003)

 Vidyavahini Samsthe ®

VIDYAVAHINI POST GRADUATE COLLEGE

Kuvempunagar, Tumkur-572-103.

Mr. VIJAY KUMAR D

Assistant Professor

P G Department of Commerce

VIDYAVAHINI POST GRADUATE COLLEGE

Kuvempunagar, Tumkur-572103

GUIDE CERTIFICATE

Certified that this Dissertation entitled “A STUDY ON EXPLORING THE DIGITAL

IMPACT OF HRM PRACTICES ON WIPRO AT TUMAKURU.” is the research work
carried out by CHANDAN KUMAR A S [P11VP23CO12003] under my guidance
and the work is an original, does not form basis for the award of any other Degree.

This dissertation has not been submitted earlier for the award of any other
Degree/Diploma of any University or Institution.

Place: Tumkur.

Date :
Mr. VIJAY KUMAR D
 Vidyavahini Samsthe ®

VIDYAVAHINI POST GRADUATE COLLEGE

Kuvempunagar, Tumkur-572-103.

CERTIFICATE FROM THE INSTITUTION

This is to certify that CHANDAN KUMAR A S Bearing register number: REG NO

P11VP23C012003 is a Bonafide student of IV Semester [Link] and has completed
Dissertation report entitled “A STUDY ON EXPLORING THE DIGITAL IMPACT
OF HRM PRACTICES ON WIPRO AT TUMAKURU,” Under the guidance
of Mr. VIJAY KUMAR D This is in partial fulfillment of there requirement for
the award of Master of Commerce of Tumkur University.

This Dissertation has not been submitted earlier for the award of any other

Degree/ Diploma of any University or Institution.

Ms. URMILA NAVEEN MBA, [Link], PGDBA Dr. ARUNA A

Co-ordinator Principal
Vidyavahini P G College Vidyavahini P G College

Kuvempunagar, Tumkur. Kuvempunagar, Tumkur.

 ACKNOWLEDGEMENT

It gives me a great pleasure to thank P.G Department of Commerce, VVPGC &

Tumkur University for providing me such an opportunity to under go the project
on “A STUDY ON EXPLORING THE DIGITAL IMPACT OF HRM
PRACTICES ON WIPRO AT TUMAKURU”.

I heartily thank to

Sri. K B JAYANNA President,

Sri. PRADEEP KUMAR N B, Secretary

Dr. ARUNA A Principal

Vidyavahini Post Graduate College, Tumkur.

I heartily thank Ms. URMILA NAVEEN, Co-ordinator, Vidyavahini Post Graduate

College, Tumkur, for his excellent guidance, encouragement and constructive

Suggestions Completion of this project report successfully.

I am grateful to my project guide of Mr. VIJAY KUMAR D P G Department of

Commerce, Vidyavahini Post Graduate College Tumkur, For her constant inspiration,

encouragement and valuable guidance in successful completion of the project.

Finally, I would like to express to my special thanks to my Parents, brothers sisters

and my well-wishers and all my friends for their blessings, ambitious encouragement,

unquantifiable love and affection.

CHANDAN KUMAR A S
 CONTENTS

Sl. N0 Title Page. No

ACKNOWLEDGEMENT

List of Tables

List of Graphs

1 Introduction 01-20

2 Research Design 21-30

3 Company Profile 31-39

4 Data Analysis and Interpretation 40-86

5 Findings, Conclusion and Suggestion 87-89

Bibliography

Annexure
 LIST OF TABLES

Table .No Title Page .No

4.1 Table Showing work life balance in the organization 41
4.2 Table Showing how responsive is the human resource department 43
to employees concern
4.3 Table Showing motivational factors for employees to work in the 45
organization
4.4 Table Showing fair incentive practice in the organization 47
4.5 Table Showing performance award provided in the organization 49
4.6 Table showing how employees think about the benefits of digital 51
human resource
4.7 Table showing the mindset of employees to change and adopt to 53
digital human resource practices
4.8 Table showing weather employees received any training on how to 55
use digital human resource tools
4.9 Table Showing the resistance of employees for digitalization of 57
human resource
4.10 Table showing how employees feel about the data privacy in digital 59
human resource management practices.
4.11 Table showing how employees are satisfied with digitalization of 61
human resource
4.12 Table showing whether employees are able to achieve organizational 63
goals through digital human resource

4.13 Table showing the level of work engagement in relation to digital 65

human resource management
4.14 Table showing the rate of growth of organization after digital human 67
resource management practices
4.15 Table showing the impact of digital human resource management 69
practices on future human resource practices.
4.16 Table showing satisfaction of employees with training programme in 71
relation to digital HRM practices
4.17 Table showing the level of effectiveness of training programme in 73
the organization
4.18 Table showing flexibility of digital recruitment process 75
4.19 Table showing how is the digital recruitment process on HRM 77
practices
4.20 Table showing whether there will be access to talent through digital 79
recruitment process
4.21 Table showing major problem in digital recruitment process 81
4.22 Table showing whether career development is possible through digital 83
human resource training
4.23 Table showing whether digital HRM practices has improved human 85
resource process.
 LIST OF GRAPHS

Graph. No Title Page. No

4.1 Graph Showing work life balance in the organization 42

4.2 Graph Showing how responsive is the human resource department 44
to employees concern
4.3 Graph Showing motivational factors for employees to work in the 46
organization
4.4 Graph Showing fair incentive practice in the organization 48
4.5 Graph Showing performance award provided in the organization 50
4.6 Graph showing how employees think about the benefits of digital 52
human resource
4.7 Graph showing the mindset of employees to change and adopt to digital 54
human resource practices
4.8 Graph showing weather employees received any training on how to use 56
digital human resource tools
4.9 Graph Showing the resistance of employees for digitalization of 58
human Resource
4.10 Graph Showing how employees feel about the data privacy in digital 60
human resource management practices.
4.11 Graph showing how employees are satisfied with digitalization of 62
human resource
4.12 Graph showing whether employees are able to achieve organizational 64
goals through digital human resource
4.13 Graph showing the level of work engagement in relation to digital 66
human resource management
4.14 Graph showing the rate of growth of organization after digital human 68
resource management practices
4.15 Graph showing the impact of digital human resource management 70
practices on future human resource practices.
4.16 Graph showing satisfaction of employees with training program in 72
relation to digital HRM practices
4.17 Graph showing the level of effectiveness of training program in 74
the organization
4.18 Graph showing flexibility of digital recruitment process 76

4.19 Graph showing how is the digital recruitment process on HRM 78

practices
4.20 Graph showing whether there will be access to talent through digital 80
recruitment process
4.21 Graph showing major problem in digital recruitment process 82
4.22 Graph showing whether career development is possible through 84
digital human resource training
4.23 Graph showing whether digital HRM practices has improved human 86
resource process
 A STUDY ON EXPLORING THE DIGITAL IMPACT OF HRM
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CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Human resources management was originally known as personnel or people management. In

the past, its role was quite limited. With in any company or organization, human resources
management is a formal way of managing people. It is a fundamental part of any organization
and its management. The main function of human resource department includes hiring,
evaluating, training, development and compensation of employees. Human resource deals with
any issues that the staffs are facing in their working capacity within an organization. Human
resource is concerned with a specific work practices and how they effect organizations
performance.

Human resource management focuses on recruiting employees with new talent for the
company. To guide and help employees by providing direction when necessary. In a large
organization , with a lot of people, it is important to have a department that specifically focuses
on employee issues. These issues may include performance management, training, health and
safety, communication, motivation incentives, workplace culture and environment.

Human resources management is now a vital part of any organization. Every company or
organization is required to have this department as it helps in increasing the moral of workers
by working on relation between employees and employers. The human resources department
also provide support and assist employees to improve their performance. Human resource
management helps in assessing the productivity of every department in an organization or
business, it also helps each department to improve their work. Human resource management is
necessary to solve any problems or issues that might arise with respect to employees and their
work, hence it is necessary for every organization to have human resource department.

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1.2 MEANING OF HUMAN RESOURCE MANAGEMENT

Human resource management involves coordinating, managing and allocating human resource
or employees, in such a way that move an organizations goals forward. Human resource
management focuses on investing in ensuring employees safety and managing all aspects of
staffing, form hiring to compensation and development.

Human resource management is a management function concerned with hiring, motivating and
maintaining people in an organization. Human resource management is designing management
system to ensure that human talent is used effectively and efficiently to accomplish
organizational goals.

1.3 DEFINITION OF HUMAN RESOURCE MANAGEMENT

According to Edward B Philippo, “human resource management is the personnel function

concerned with procurement, development, compensation, integration and maintenance of the
personnel of an organization for the purpose of contributing towards the accomplishments of
the organizations objectives. Therefore, personnel management is planning, organizing,
directing and controlling of performance of those operative function.”

According to Ivancevich and Glueck, “human resource management is concerned with the
most effective use of people to achieve organizational and individual goals. It is the way of
managing people at work, so that they give their best to the organization.”

According to Dessler (2008), “the policies and practices involved in carrying out the people or
human resource aspects of management position, including recruiting, screening, training,
rewarding and appraising comprises of human resource management.”

1.4 EVOLUTION OF HUMAN RESOURCE MANAGEMENT

 Early personnel management:

In the early 20th century, HRM was in its infancy and was primarily referred to as personnel
management. During this era, HRM’s role was predominantly administrative in nature. The
primary focus revolved around executing basic task like payroll management was to ensure

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strict compliance with labour laws and maintain workforce stability. This period can be likely
to be the initial phase of HRM, where the primary focus was on the logistical aspects of
managing a workforce. It was at the time when business identified the need for structure
approach to handle human resource.

 Transition to HRM:

During the time of 1980s HRM marked an important turning point in its evolution, at this time
HRM underwent a remarkable transformation and emerged as a separate field of study.
Organizations started to realize the importance of effective human resource management. This
period include human resource functions such as recruitment, training, performance
management and employee development. Organizations recognize that it is important to
survive in an increasing competitive market, so they need a empowered workforce. HRM
became the catalyst for this change and started playing vital role in identifying, attracting and
retaining top talent.

 The strategic HRM era:

In the late 20th century and the early 21st century, HRM term changed into strategic human
resource management. During this time, HRM evolved as a strategic tool for organizations.
Human resource management shifted its focus from being additional department to vital
contributor to the overall business strategy. This approach focuses on aligning human resource
strategies with business strategies and objectives.

 International HRM:

With globalization and the rise of multinational corporations, human resource management has
evolved to include an international dimension. It focuses on managing employees from
different culture and in different countries. It involves developing global human resource
policies and practices.

1.5 NATURE OF HUMAN RESOURCE MANAGEMENT

 People oriented:

Human resource management is a people oriented, discipline that applies to all types of
businesses. As all HRM activities concentrate on the people who work for the company. The

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nature of human resource management entails monitoring the activities of all employees in
various roles or positions throughout the organizations, from top to bottom.

 Continuous process:

The nature of human resource management is a continuous and ongoing process that must be
followed as long as the company is open for business. It is a long term function that is required
to manage day to day operation and make necessary changes in a timely manner.

 Pervasive function:

Human resource management is a pervasive management function that fills all aspects of all
organization, whether political, social, cultural or commercial because it facilitates and directs
multiple efforts towards a common goal. Management is required whenever more than one
individual is working toward a common goal.

 Employee relations:

Maintaining healthy employee relations is crucial for a harmonious workplace environment

HRM takes on the role of a mediator and facilitator in addressing conflicts and promoting
positive interactions among employees. This feature involves creating and enforcing workplace
policies, Addressing grievances, And fostering open communication channels. By promoting
Our positive workplace culture and addressing Employee concern, HRM contributes to
employees and engagement.

 Integral part of management:

Human resource management is an integral aspect of the management process, And it is carried
out by all managers across the firm, Not just the people department. If a manager wants to get
the best out of his employees, He must take on the fundamental task of hiring individuals to
work under him. Managing people and relationships is essential in managing an organization,
Yet management is complicated by the nature of individuals and the way they make up.
 Development oriented:

HRM aims to help employees reach their maximum potential. Employees demands are
prioritized in the compensation structure, And training is provided to increase employees
abilities. Every effort is made to put their skills to the best possible use to serve the
organizations aim.

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1.6 SCOPE OF HUMAN RESOURCE MANAGEMENT

 Assessment of company human resources:

First and foremost, In vast functions of HRM is an assessment of the current human resource
of the company. It means evaluating Current payroll and whether it is proportional to the work
requirement. This is an idea about whether roles are missing or more than required in the
organization. This whole process can be also called Human Resource Planning. HR planning
includes identifying departments that are understaffed and overstaffed.

 Reviewing jobs in the organization:

Getting a comprehensive detail about each title in the company and what profile will be needed
to fulfill a vacant job title Comes under Human Resource Management. This helps set the base
for finding and selecting the right candidates for the company. Job analysis needs to be done
very carefully, Considering the company’s financial budget.

 Interviewing and selection:

The right candidate would be the one who, A part from his academic qualification, also fits the
company’s Culture. One of the activities of HRM is setting out the requirements for a particular
job title. Deciding how many steps in the interview Selection process would have also come
under the scope and functions of HRM. Once there is a certain number of candidates, the
selection is made based on the qualifications and skills sets.

 Introduction and orientation:

After the candidate is selected, He is introduced to its work culture, Ethics and environment.
He is oriented with the team. He will work with and the Supervising manager. This helps in
building the comfort level of the employee.
 Employee’s growth prospects:

The better growth opportunities a company gives, The more loyalty of the employees. The
nature and scope of HRM comprises how to keep the employee motivated and gain their
loyalty. It’s the HR who has all information about employees performance and who is better
than him to review his past performance and discuss future growth opportunities with him. A
performance appraisal linked with incentives and increments, motivates the employees to
achieve more and more targets if done from time to time.

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 Training on the job:

Human resource management is alternatively known as the employee oriented function. Its job
is to provide different learning program to its employees continuously. One of the main
activities of HRM involves the development of its employees. Every organization’s success
depends on how up to date an employee is with new ways of doing the job. These training
programmes aim is to enhance and build the employee’s skills as per skills from around the
world.

 Employee satisfaction:

The health, wealth and prosperity of Employees are all the responsibility of HR. Building a
healthy work environment and motivating the employees at each step also comes under the
scope of human resource management. This includes non-monetary amenities like Medical,
Canteen or other recreational areas. A Safe and secure work environment plays a huge role in
the efficiency of employees.

1.7 IMPORTANCE OF HUMAN RESOURCE MANAGEMENT

 Maximizing productivity and profitability:

HRM really focuses on both the quality and quantity of employees, as it provides them with
opportunities. Opportunities to grow in their respect domains. As a result of these opportunities,
employees are highly motivated and meet the established goals. Hence, it allows the
organization to capitalize, create a presence in the market and enhance profitability.

 High quality of work:

A positive work environment, employee recognition and a sense of responsibility motivate

employees to give their best, which makes sure to yield a high quality of work, as it helps to
achieve set goals. Also, hiring the right people and making sure to train them well is important
for getting the best quality work. This is crucial as it helps the employees learn and quickly
adapt to the organization’s working culture.

 Helping employees achieve the set goals:

Human resource management is important in achieving the set goals as companies provide

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compensation, benefits and rewards to recognize their employees. These activities help
motivate employees to give their best. It also improves employee morale and gives employees
new energy to perform better.

 Improving teamwork:

HR managers need to make sure every employees feel important and worthy in every
department. They emphasis the importance of HRM in teamwork and team spirit in the
workplace. So that it will Make a great contributions to get the desired results. This function
strives to optimize and maximize the employee full potential. They also encourage training and
development program to strengthen the abilities of the workplace.

 Producing the gap between demand and supply of human resource:

The role of HR management in an organization extends beyond personal management. Show

to include determining the sufficiency of the pool of ability available human resource, HR
manager organize hiring and selection campaign to fill any employment gaps that may exist
within the company. Human resource management is responsible for this.

 Building a corporate image:

For businesses sustainability involves ideal reputation in the marketplace. Everyone wants to
be associated with a business that is well known for its ethical behaviour. Also, which offers
commitment to the community and its employees.

PROCESS OF HUMAN RESOURCE MANAGEMENT

1. Human resource planning – Recruitment, Selecting, Hiring, Training, Induction,

Orientation, Evaluation, Promotion and layoff.

2. Employee remuneration and benefits administration.

3. Performance management.

4. Employee relations.

1. Human resource planning:

Generally, we consider human resource planning as the process of people forecasting, To make
sure the right people with the right skills are in the right place at the right time. This involves

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identifying current and future hiring or training and development needs, addressing skill gaps
and implementing strategies for talent acquisition. HRP is about aligning HR strategies with
the evolving needs of business to ensure optimal performance and productivity, while avoiding
costly workforce imbalance.

 Recruitment:
It aims at attracting applicants that match a certain job criteria. It is a positive process
of posting job openings and attracting prospective employees to apply for their desired
job openings in an organization so that the eligible candidate can be selected.
 Selection:
Selection aims at shortlisting candidates who are the nearest match in terms of
qualifications, expertise and potential for a certain job. Selection is quite necessary
process in HRM. It involves eliminating the unsuitable candidates through the process
of tests or interviews, and identify the suitable ones.
 Hiring:

This entails to the process of officially offering the job to the ideal candidate and giving
them the date of joining. This involves deciding upon the final candidate who gets the
job.
 Training and development:
This is the process that works on an employee on board for his skills and abilities, up
gradation. The hired candidates are given training and their skills are burst so that they
become more efficient in their work and handle future challenges.

2. Employee remuneration and benefits administration:

This process involves deciding upon salaries and wages, incentives, fringe benefits and
perquisites etc. Money is the prime motivator in any job. And therefore, the importance of this
process is performing employees seek raiser, better salaries and bonus. Fate salary or
remuneration plays a very important role in motivating an employee to accomplish
organizational goals.

3. Performance management:

There should be proper management of the work done and the future goals. Performance
management refers to uprising the performance of the employees and enhancing it. For such

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management, it is necessary to encourage the employees so as to raise their confidence level.

This can be done by providing them with fare rewards so that they work in their optimum
productivity levels. The process not only includes the employees, but can also be for a
department product, service or customer process, all towards enhancing or adding value to
them.

4. Employee relations:

There should be a relation between the employee and the organization. There are various factors
which motivates as well as demotivates the employees to stick with the organization. These
factors include working environment, labour law and relations, compensations, etc. The
employer must ensure all these factors to build employee relationships that in turn have
employee retention. Though there are various factors that motivate an individual to stick to or
leave an organization, but certainly few are under control.

1.8 HRM PRACTICES

Human resource management practice are fundamental to the success of any organization.
These practices encompass a wide range of activities and strategies aimed at effectively
managing an organizations most valuable assets: its people. By adopting best HRM practice,
organizations can create a positive work environment, enhance employee engagement and
achieve their strategic objectives.

Human resource management practices refers to organizational activities directed at managing

the pool of human resource and ensuring that the resources are employed towards the fulfillment
of organizational books. Human resources management practice may differ from one
organization to another and from one country to another.

1.9 FACTORS AFFECTING HRM PRACTICES

External factors

 Economic changes:

As a result of development of the global economy, the international dimension of human

resource practice has become more and more significant as discussed in the previous section.

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The focus of HR practice has shifted from traditional topics such as internal selection and
rewards to concepts such as globalization and international competition.

 Technological changes:

Technology affects HRM to a greater extent because of high degree of interactions between
technology and HR. Technology changes the way we work. The roles we undertake and the
interactions through which work gets done. Technological development alter the content of HR
practices and the way they are implemented.

 National culture:

Understanding of culture is essential for organization to develop their business and human
resource management effectively. Culture has crucial importance in organizations preference
in developing appropriate structure and methods for HR practices effective. A substantial body
of research has shown that management practice are influenced by national culture.
 Legislations and regulations:

Legislations and regulations are frequently cited as having a direct impact on HR practice Every
country has developed a set of regulations for the management of human resource So the HRM
practice have to be designed or modified according to these regulations. For example, hiring
employees at branch locations in different locations might change the requirements on
minimum wage, tax allowance or working hours.

 Action of Unions:

The presence or absence of unions in organizations is a silent variable known to be associated

with some HR practices. Actions of competitors there are many ways in which companies can
pay a competitive aids or a lasting sustained advantage over their competitors, among them
being the development of comprehensive human resource practice.

 Globalization:

Globalization has created a challenge for the organization in terms of management of human
resource. Some companies have tried to transfer the human resource management properties
from one country to another, but it has been found that some practices can be transferred across
nations almost without any change. But some must be modified to become workable in another
setting and some are more deeply cultural specific and may not always be transferable.

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Internal factors

 Organization size:

Evidence suggests that there is a large number of small firms that do not institute formal HR
practice, whereas in large organization, sometimes for each functional level, there are need for
a different HR department.

 Organizational structure:

Affirms strategy and structure are important in determining HR practice, flexibility and
integration. There are important structural difference among firms that affect the way in which
HR practices are designed and implemented. For example, bureaucratic organization being rigid
to change might adopt traditional HR practice of recruitment only through 3rd party irrespective
of fresh talents applying on their own.
 Business strategy:

To get competitive advantage, firms use different competitive strategies. These strategies are
more productive when they are systematically linked with human resource management
practice. Companies can improve their environment by making efficient choice about human
resource practice that consistently support their chosen strategy.

 Top management:

The influence of top management on human resource practice is acknowledged by most writers,
even if only the extent of advising that top management support should be present in designing
and implementing human resource management policies.

 Academic and professional influence on HR practice:

Human resource staff are often involved in the decision making process about human resource
policies and practice Their acknowledges about alternative human resource management
practice may represent important variables in their own right. Academic and professional factor
has greater influence on human resource management practice.

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1.10 BEST HRM PRACTISES

 Providing security to employees:

Life is unpredictable and work is a stable factor that is very important to most people. Having
an employer who enables the employee to provide for themselves and their family is, in
essence, the number one reason why people come to work. There is both a formal contract and
an informal contract between the employee and the employer. Employment security enables
employees to go home after work and prod for themselves and their families. This concept of
security is essential and underpins almost everything HR does. Employment security also
benefits organizations because it helps them retain their people.

 Selective hiring:

Selective hiring enables an organization to bring in employees who add value to organization.
You cant just hire anyone you want. People who are fit for the job. Companies do their utmost
best to hire people because they add the most value to the business. There also needs to be a
prioritization of building a structured and fair selection process. This reflects legal requirements
internal diversity goals and that a more diverse force This can be hugely beneficial for
understanding wider consumer behaviour and the needs of different customers. Research shows
that the difference in performance between an average performer and a high performer can be
as high. This holds for different industries and job types, including researchers, entertainers.

 Self managed and effective teams:

We all know that teamwork is crucial in achievement goals. High performance teams are
crucial for any company when it comes to achieve success Teams provide value because they
consist of people who are think differently, but are working towards a common goal. This
means that different ideas are generated to help achieve goals. These ideas are then processed
and combined, resulting in the best ones being selected. The best teams are cognitively diverse
and psychologically safe. This means that team members can generate ideas that are different
while feeling comfortable, bringing these up and discussing them.

 Fair and performance based compensation:

If a manager hires the right people, he warns to compensate them above average. These are the
people that will add the most value to the company So manager want to retain them and pay

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them fairly This is an example that shows how different best practices work together to provide
more value than they would allow. In this case, selective hiring contingent compensation and
employment security. A pain. People about the nurse also has some potential advantages For
instance, it disagrees bad employee to leave.

 Training in relevant skills:

This HR best practice states that companies should invest heavily in training time and budget
for its employees. After recruiting the best people, the manager needs to ensure that they remain
the frontrunner in the field. This has become even more relevant today as the rate at which
technology is developing is growing exponentially. This is where learning and development
comes in. Running has become a way to stay innovative, grow faster and sustain.

 Making information easily accessible:

Information sharing is essential. This is an area where a lot of large companies struggle. How
do you keep track of who knows what, so you know where to go with your questions. Being
informed about the business is also something that employees often mentioned as defined
important in attitude, and having a chance to contribute and influence decisions.
 Motivate employees with the right incentives:

Employers need to find more effective ways to motivate employees That starts by offering
more incentives However, for incentives to be effective, employer must first understand the
type of incentives employee wants. Employer will then need to implement new practices
properly in order to motivate the employees to perform their work effectively in the
organization.

1.11 DIGITAL/ DIGITALIZATION

Digitalization is the process of leveraging digital technologies to transform a business model,

creating new revenue streams and value producing opportunities. This involves integrating
digital tools and systems into various aspects of business operations, from management and
communication to production and customer service

In today’s competitive landscape, digitalization has become essential for businesses to stay
relevant and thrive. It enables organizations to adapt to rapidly changing market conditions,
Meet customer expectations and optimize their process for greater efficiency and productivity.

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Using digitalized information is the process of making workflows and processes easier and
more efficient. Especially in today’s tech drive on Word. It is crucial to adopt a digital culture
in order to survive and succeed.

1.12 DIGITALIZATION OF HUMAN RESOURCE MANAGEMENT

The term digital human resource refers to the numerous Changes that are happening in the
human resource industry including digital technology, to aid the functions. Digital human
resource also includes artificial intelligence and machine learning to improve the organizations
efficiency. Due to the growing number of human resource initiatives, the HR Department is
expected to be impacted by these changes. The recruitment and hiring process performance
monitoring and training Can have a tremendous positive impact.

Digitalization in human resource is important to an organization. It is a strategic function that

aims to optimize the workforce to meet business goals. The human resource functions and
processes have been avoided with advance in technology, changing consumer behaviour
patterns and increasing globalisation of markets. Digitalization is Phenomenon that has recently
transformed human resource practices by bringing greater efficiency and productivity at lower
costs.

Recruitment and selection are two of the most important areas of human resource management.
It is often the first step in the recruitment process and a critical part of employee on boarding.
The digitalization of recruitment and selection can be done by integrating system that allow
more efficient sourcing, screening and candidate tracking, Such as application tracking systems
or resume databases.

Another area where digitalization is used is in training and development. This can be done
through the use of E learning platforms or by developing a learning management system. And
learning management system can be set up so that users can access various types of content
such as materials, videos and interactive games which they can access any time, from
anywhere.

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1.13 IMPORTANCE OF DIGITALIZATION ON HRM

 Higher talent retention with internal care mobility:

One of the key reasons for people leaving an organization is lack of progression opportunities.
People strive to advance in their profession. And when employers show they care about
carriers, employees are likely to stay longer keeping great people in the business and reducing
recruitment costs in this area. We have things like opportunity or talent marketplace and skill
mapping.

 Better decision making with accurate information:

The importance of her data driven decision making The horsepower and analytical
capabilities of Technology Keys. HR, all the information they need to make informed
decisions to increase productivity, efficiencies and effectiveness of their people.

 Increased employee satisfaction:

Happy employees are more productive than unhappy ones. And there are countless studies
that proves this. When organizations demonstrate the value of employees through optimized
process, they get that sense of achievement and purpose.
 Automation of manual HR processes:

Many admin tasks can be automated, meaning fewer occasions for human error and better
management of critically important items such as compliance. The HR team can then focus
on initiatives that are strategic and bring the most value to the business.

 Improved visibility over the workforce:

It can be tough, having visibility of a workforce when they are dispersed across multiple
location. However, technology connects fragmented systems and enables you to have
complete visibility of your people. Managers can also be given this visibility and home in on
aspects like skills and training needs of their teams.

 Consolidated HR systems:

Consolidating means a consistent interface and one source of truth. with one platform for all
HR needs. Employees are more likely to engage and complete tasks without switching from
one application Oregon, getting confused on functionality.

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1.14 DIGITAL TRANSFORMATION OF HRM

 Digital transformation in human resource is a process that enables organizations to

improve their employee experience and make better decisions. It can also help them
manage their data more efficiently.
 Digital tools helps organizations save money and improve their communication They
can also help them attract and retain top talent and provide them with necessary data to
make informed decision.
 Human resource managers can help organizational members become more engaged and
motivated Through digital transformation. They can also ensure that their decisions
align with the organization’s culture and goals.
 One of the most critical factors that any HR transformation must consider is its ability
to make the organizations operations more profitable. Many companies have
successfully adopted it and reaping great benefits.

1.15 FACTORS INFLUENCING DIGITALIZATION OF HRM

 Technological factor:

A study conducted by Njoku (2018) revealed that the attitude of top management
towards digital tools is positively impacted by perceived usefulness and ease of use.
However, perceived usefulness was found to have a substantial impact on the attitude
of top management, whereas perceived ease of use has a relatively weak effect.
 Availability and Affordability of HR Technology:
The accessibility and cost-effectiveness of HR software and tools are vital.
Organizations need to be able to afford and implement the necessary technology to
support their digital transformation.
 Integration of HR Systems:
Seamless integration between different HR systems (e.g., recruitment, training,
performance management) is crucial for efficient data flow and decision-making.
Data Analytics and Reporting.
 Organizational factor:

Qualities of the association, its capacities and accessible assets likewise influence the
digitalization of executives’ human support. A review led by Ketolainen (2018)

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uncovered that size, area, business region and geographic region where the association
is working altogether influences the execution of the digitalization gracious human
asset the board in the association. It implies that a progressive change of human support
is more found in large and medium-sized associations. It means the digital
transformation of HR is more found in large and medium-sized organizations.
 People factor:

Top management support is essential to successfully implement the digitalization of HR

(Bloom & Bengtsson, 2017). It is compulsory for HR managers to properly understand
this digitalization process to influence the employees to consider it essential. If managers
themselves will not be fully aware, then they could never be able to make the employees
use digital tools. A study conducted by DeSanctis (1986) revealed that the involvement
of users, which make system development, have a positive impact on the satisfaction of
HR; the experience of the employee in their current status has a negative relationship
with the joy of users (Haines & Petit, 1997).

1.16 OBJECTIVES OF THE DIGITALIZATION ON HRM

 Efficiency and productivity:

Digitalization automates tasks, streamlining workflows and reducing manual effort,

leading to increased efficiency and productivity.
 Enhanced customer experience:
By leveraging digital tools, businesses can create more personalized and engaging
customer experiences, leading to increased satisfaction and loyalty.
 Competitive advantage:
Digitalization empowers businesses to innovate, develop new products and services,
and respond more quickly to market changes, giving them a competitive edge.

 Data driven decision making:

Digitalization facilitates the collection, analysis, and interpretation of data, enabling
businesses to make more informed and data-driven decisions.
 Improved collaboration:

Digital platforms and tools facilitate better communication and collaboration within
organizations, leading to improved teamwork and efficiency.

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 Change management:

Digitalization often requires significant changes in how organizations operate, and

effective change management is crucial to ensure successful implementation
 Self-service portals:
Providing employees with access to self-service portals allows them to manage their
HR-related needs independently, enhancing their experience and fostering a sense of
empowerment.
 Automating HR tasks:

Digitalization allows for automation of repetitive tasks like scheduling interviews,

tracking attendance, and processing payroll, freeing up HR professionals for more
strategic initiatives.
 Talent management:

Talent Management is a strategic approach used by organizations to attract, develop,

retain, and optimize the workforce. It’s about managing people in a way that supports

long-term business goals, ensuring that the right talent is in the right roles at the right

time.

1.17 BENEFITS OF DIGITIZATION OF HRM

 Cost reduction:

HR digitalization has resulted in significant cost reduction for organizations. The use of smart
systems and applications can reduce overall human resource costs by more than 10%. In
addition, it also helps organization achieve greater efficiency in their operations, which could
otherwise not be possible without digitalization.

 Improved efficiency:

Digitalization in HR makes it easier for companies to hire employees who match the specific
skill requirements compared to traditional hiring practices where employers rely on resumes or
interviews. With Digitalize the recruitment process, companies Can hire candidates who fit
well with their culture and are best suited for the role they applying for, thereby increasing
productivity while maximizing employee layoff rates.

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 Increased productivity:

Human resource process increase employee productivity and enhance customer satisfaction.
Customers want business that provide them with better service at a competitive price instead
of having high quality products that might be priced higher than competitors.

 Enhanced customer service:

Companies that have adopted digital human resource solutions have been able to improve their
customer experience by providing faster response with chatbots or automated phone calls
When there is an issue raised at any time during the day, rather than waiting until later to get
answers from someone who may not even know what happened yet due to lack of transparency
and visibility into company’s systems, information flow within different departments, such as
sales, marketing, etc.

 Improved security:

My digitalization and Automating process companies can increase the security of their data by
marketing it more difficult for hackers to access confidential information. This is especially
important in industries like healthcare, where any breach of privacy could result in people
losing their lives If they are not treated adequately or on time.
 Improved data analysis:

With the help of digital human resource tools, companies can easily access and interpret data
To make better decisions that will improve their overall performance. For example, managers
can clearly see how the company is performing overall by looking at metrics such as employee
engagement levels or absenteeism rates.

1.18 DISADVANTAGES OF DIGITALIZATION ON HRM

 Lack of trust in digital data:

Many people are Still, doubtful about the accuracy of information stored in digital media. They
fear that the data may not be trustworthy and reliable, especially when it comes to sensitive
personal information, like name, address, age, marital status, etc.

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 Lack of awareness about the benefits of digitalization:

Most organizations need a clear idea of how they can benefit from digitalization in human
resource process. They think that they will incur extra costs while implementing these new
technologies without realizing that being a part of digitalization is actually More cost effective
than traditional methods such as manual processing or outsourcing service.

 Lack of knowledge on how to use technology effectively:

Organizations cannot fully use the available technology because their employees do not have
adequate skills or training needed for their work objectives. This leads them toward choosing
automation over human resource, Resulting in job losses rather than hiring new people for
various roads within an organization framework.

 Subjectively loss:

Ministers are usually provided with detailed information about employees credential
certification and decrease through human resource management system. So they may be
tempted to promote employee based on system provided information rather than own opinions.

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CHAPTER 2

RESEARCH DESIGN

2.1 INTRODUCTION TO RESEARCH

The word “research” is originated from the old French word “recerchier” Meaning to search
and search again. It literally implies repeating a search for something and implicitly assumes
that the earlier Search was not exhaustive and complete in the sense that there is still scope for
improvement. Research in common refers to a search for knowledge. It may be defined as a
scientific and systematic search for Relevant information on a specific topic or area. In fact,
research is an art of scientific investigation. The advanced learners dictionary of current
English lays down the meaning of research as a “careful investigation or inquiry, especially
through search for new facts in any branch of knowledge”. Research is a scientific approach
of answering a research question, solving a problem or generating new knowledge through a
systematic and orderly collection, organisation and analysis of information with an ultimate
goal of making the research useful in decision making.

2.2 MEANING OF RESEARCH

Research is “Creative and systematic work undertaken to increase the stock of knowledge”. It
involves the collection organisation and analysis of information of increased understanding of
a topic or issue. A research project may be expansion of past work in the field. To test the
validity of instruments, procedures or experiments, research may replicate elements of prior
projects or the project as a whole.

It also refers to the creation of new knowledge or the use of existing knowledge in a new and
creative way, so as to generate new concepts, methodologies, and understandings. This could
include synthesis and analysis of previous research to the extent that it leads to new and creative
outcomes.

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2.3 DEFINITION OF RESEARCH

Definition of a research given by Godwin Colibao,“In the broadest sense of the word, the
definition of research includes any gathering of data information and facts for the advancement
of knowledge”.

Research definition given by John W. Creswell “Research is a process of step used to collect
and analyze information to increase our understanding of a topic or issue”.
2.4 MEANING OF RESEARCH DESIGN

A research design is a framework or blueprint for conducting the research project. It details the
procedures necessary for obtaining the information needed to structure or solve research
problems. In simple words, it is the general plan of how company will conduct their research.
2.5 DEFINITION OF RESEARCH DESIGN

Green and tull defines the research design as “ A research is the specification of methods and
procedures for acquiring the information needed. It is the overall operational pattern or
framework of the project that stipulates what information is to be collected from which sources,
by what procedures”.
2.6 IMPORTANCE OF RESEARCH

 Research is a tool for building knowledge and facilitating learning.

 Research is a means to understand the topic or the issue.
 Research helps in success of business.
 Research allow us to disapprove lies and support truths.
 It prompts reading, writing, analyzing and sharing valuable information.
 Research helps in problem solving.
 Research is used to get public opinion.

2.7 TITLE OF THE STUDY

“A STUDY ON EXPLORING THE DIGITAL IMPACT OF HUMAN

RESOURCES MANAGEMANT PRACTICES ON WIPRO AT TUMAKURU”.

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2.8 REVIEW OF LITERATURE

 Samson, (2020)
The researcher conducted a study on the effectiveness of digitalization of human
resource management and its upward trend. Digitalization has been found to enable
human resource professionals to attract better talent, Closely monitor employee
performance, Anticipate their training needs to be proactive encourage engagement by
identifying and recognizing the potential of each employee.
 Maria, (2020)
The researcher conducted a study on digitalization of human resource management and
a study on the success factors and consequences during the past decade. The top model
developed by Bondarouk and others Was used to classify factors influencing the
success of HRM digital transformation. Based on this analysis conclusion were reached
that digitalization is becoming an increasingly important human resource function. The
latter actually has the opportunity to simplify speed up and save on the operations
performed. However, these positive effects of digital transformation must be varied
against other negative effects, such as information security issues or employee and
proper use of digital tools.
 Ardelin, (2020)
The author worked to study on the effects of digitalization on staff development. It has
been noted that the process of recruitment and selection has changed with digital
platforms, international connection, globalizations, social networks and many other
influencing factors. Education and digital forms of communication have shown their
importance, even in crisis and pandemic situations.
 Shawn mike, (2019)
Published An article on how is human resource evolving with technology? In terms of
bridging the communication gap easier to analyze employee data (Software and apps
make analyzing employee performance data easier and less complex) Easier
recruiting(Companies having automated matchers Let identify candidate skills and
resumes), Growing efficiency(Data is stored more systematically and is easily available
when needed) And security concerns are the most important digital advances in human
resource.

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 Tanvi Rana, (2019)

The author worked to study on digitalization of human resource practices- An emerging
trend on research needs, current role and functioning and effective implementation of
digital transformation in human resource practices in India. The results of this review
seem to indicate that many studies have focused on the importance and benefits of e-
HRM for human resource.
 Hafinas Halid, (2019)
The study highlighted to investigate the relationship between digital human resource
and organizational performance. The result shows that the following elements were
necessary to make changes in human resource management. Digital force, digital work
and task (organizations must integrate digital elements into work process and form
routine annual work to digital work), digital support management (Digital technologies
that support human resource functions such as payroll, performance management,
training and development, etc).
 Neeraj, (2018)
The author examine the role of digitalization in human resource management. The
literature review was found to produce Three areas of focus that can be briefly called
digital workers, Digital work and digital worker management.
 Eshan M R, (2018)
The researcher conducted a study to investigate the role of digitalization in human
resource management of star hotels. It was found that the advanced technology of
personnel management leads to a reduction in the cost of data stored in the personnel
management department, saving time and reducing duplication, transparency of the
system and the employee can develop his skills , knowledge and career by following
the updated innovative digital practice.
 Hazel Davies, (2018)
In the article, innovation in human resource management Noted some very interesting,
innovative human resource practices that human resource managers use, such as A
recruiting chatbots (Chatbots Health recruiters focus on other management tasks send
exams to answer FAQs and streamline process), Employee engagement software(eg
Software like culture cloud, a suite of apps and services designed to work together to
help people succeed at work), lighting, peer recognition, mental health guidance etc,.

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 Roma Tripathi, (2017)

The author worked study on innovative practices in digital human resource
management, recruitment and selection through special networking sites like Facebook,
linked in, Glassdoor, Skype, etc,. As a recruitment tool, payroll software that integrates
reward management, job evaluation, salary structure, salary surveys, salary planning,
electronic marketing pricing, initiative compensation, team and individual recognition,
etc.
 Dr Anitha Sharma, (2015)
This article focused on the role of digitalization in human resource work. Data was
collected from 100 respondents in Jaipur City through questionnaire. The main goal
was to find the effectiveness, awareness and future of digitalization in the human
resource field. The study conducted the digitalization of human resource sector
contributes to recruitment, selection, training, bright future of employees and
introduction of production cost.
 G Samuel Mores, (2019)
This article aim to analyze digitalization of human resource management practices in
present scenario, There is a tremendous growth in technology today, especially in IT
and organizations who demands to reduce costs. The present computer automation has
pushed itself to all chief of the organizations to more on with digitalization in each and
every department. The worldwide sectors have begun pursuing on digitalization for
cookies disposal of surveys. There is an urgent need for human resource to link up with
digitalization for instant solution Though there is e-HRM, there is need to refer to ICT
To almost all recruitments for digitalization. The present computation that is World
Wide Web gives more information that it is highly overloaded.
 Mosca Maria, (2020)
Digitalization is becoming an increasingly important for the human resource function,
which has the ability to simplify, accelerate and economize The activities it carries out.
However, these digital transformation benefits need to be weighed while also
considering the negative implication such as data security issues. Technological
organizational and people factors are essential to successfully implement new digital
technologies within the organizations, but it is Equally important to be able to meet
certain conditions Through this work, we are able to provide an overview of the most
important factors for the success of HRM Digitalization and its consequence.

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 National institute of health US , (2022)

This study aims to explore how HRM Can be digitally transformed in the context of
digital economy. Human resource management is digital transformation directions
involve the digital workplace, digital HRM processes, And digital employee services.
The digital HRM process mainly focus on talent selection, training and development
and evaluative functions. HRM digital transformation will bring certain implications,
including how to parallel and transit between the old and new HRM systems.

 Mosca Maria, (2020)

Digitalization is becoming an increasingly important for the human resource function,
which has the ability to simplify, accelerate and economize The activities it carries out.
However, these digital transformation benefits need to be weighed while also
considering the negative implication such as data security issues. Technological
organizational and people factors are essential to successfully implement new digital
technologies within the organizations, but it is Equally important to be able to meet
certain conditions Through this work, we are able to provide an overview of the most
important factors for the success of HRM Digitalization and its consequence.
 National institute of health US , (2022)
This study aims to explore how HRM Can be digitally transformed in the context of
digital economy. Human resource management is digital transformation directions
involve the digital workplace, digital HRM processes, And digital employee services.
The digital HRM process mainly focus on talent selection, training and development
and evaluative functions. HRM digital transformation will bring certain implications,
including how to parallel and transit between the old and new HRM systems.
 Honoria Samson, (2020)
The researcher studied on effectiveness of digitalization in human resource
management. Digitalization enables human resource professionals to attract better
talent, keep close track on employees performance, anticipate their training needs in
order to be proactive, encourage engagement by identifying and acknowledging each
employee’s potential. The digitalization has increased the company’s global reach,
which can be considered as an accomplishment e-HRM applications have a significant
positive effect on effectiveness of human resource management activities.
digitalization in human resource management performance.

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 Ebnezer (2022)
The digitalization is carrying innumerable hallmarks of benefits, which impacts the
employees and to the organization to a very positive path in digital enlightenment. The
long term visions are camouflaged in digital tools, which add value, brings credential
to individuals and goodwill to the organization. Organization support in motivating the
existing employees with its blueprint Is the need of the hour to persuade in mastering
factors of digitalization benefiting in human resource management.
2.9 STATEMENT OF THE PROBLEM

In today’s scenario, there is a gradual increase in implementation of digital human resource

practices in organization. Despite this increasing trend in organizations, there are few
significant Problems faced by employees as well as management such as resistance to change,
high cost, technical difficulties, job loss, etc. This study aims to investigate and analyze the
impact of digitalization on various aspects of human resource management practice.
2.10 SIGNIFICANCE OF THE STUDY

 This study helps to know about human resource practices at Wipro.

 This study helps to understand the positive and negative impact of digital human
resource practices.
 This study helps to know about working environment at Wipro.
 This study helps to understand the employee performance on digitalization of human
resource.
2.11 OBJECTIVES OF THE STUDY

 To study the human resource practices at Wipro.

 To understand the various challenges of digitalization in human resource management.
 To understand the factors influencing in implementing digitalization on human resource
management.

 To analyses the impact of digitalization on training and development of employees.

 To study the process of recruitment on digitalization of human resource.

2.12 SCOPE OF THE STUDY

The study focus on the impact of digitalization on human resource management practices. The
study, further specifically focus on Wipro Company. The study aims to understand and analyze

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how digitalization affects human resource practices at Wipro Company. The scope of the study
is likely limited to gathering primary data and secondary data from employees and management
of the company. The research will identify the employee performance on digitalization of
human resource.
2.13 METHOD OF RESEARCH

For research purpose survey method is adopted.

Sampling technique

The study is undertaken based on random sampling technique.

Sample size

The sample size is 90 employees.

2.14 SOURCES OF DATA

Primary data

For collecting primary data, I used questionnaire technique to get appropriate response from
each respondent.

Secondary data

On the other hand, Secondary data are those which have already been collected by someone
else which have already been passed through the statistical process. The secondary data were
collected from reference books, websites, dissertation, etc.
2.15 PERIOD OF THE STUDY

Period of the study was for four months from April to July 2025

2.16 LIMITATION OF THIS STUDY

 The study is limited only to a sample size of 90 employees.

 Data collected from the research may include response bias.
 The study is limited to a time period of 4 months,the findings may change over the
time.
 Lack of flexible policies affects employee well-being.
 Limited use of data analytics decisions are often made without data driven insights.

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2.17 CHAPTER LAYOUT

Chapter 1 : Introduction

This chapter deals with Introduction to HRM Evolution of H R M nature, Scope, importance
and process of HRM. HRM practices, factors affecting HRM practices, best HRM practices,
digitalization, digitalization of HRM, factor influence Digitalization of HRM, objectives of
digitalization of HRM, benefits and disadvantages of digitalization of HRM.

Chapter 2 : Research design

This chapter includes the scope of the study, objectives of the study, statement of the problem,
significance of the study, source of data, limitations of the study, review of literature, research,
design, plan of analysis.

Chapter 3: Company profile

This chapter provides the insight about companies profile, history of the company, vision
mission statement of the company, SWOT analysis of the company, achievements of Wipro.

Chapter 4 : Data analysis and interpretation

It involves analysis and interpretation of data collected, data table, graphic presentation.

Chapter 5 : Findings conclusions and suggestions

This chapter highlights the findings and suggestion given and also the conclusion based on the
analysis and interpretation.

Bibliography

This study investigates the influences of digital HRM practices on organizational efficiency
and employee engagement with in wipro, drawing on academic journals, industry report, and
case based evidence to analyze the technological transformation of HRM functions in a global
IT services.

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Annexure statement

“This annexure contains supplementary materials including survey questionaries, interview

transcripts, data analysis charts, and additional references that support the primary research
conducted on the digital transformation of HRM Practices at wipro.”

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CHAPTER 3

COMPANY PROFILE

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CHAPTER 3

COMPANY PROFILE
3.1 INTRODUCTION

Wipro Limited (Formerly, Western India Palm Refined Oils Limited) Is an Indian multinational
corporation that provides information technology consulting and business process services.
Srinivas Pallia has been serving as CEO and managing director of Wipro since April 2024. It
is headquartered in Bangalore, Karnataka, India.

Wipro Company Ltd Known as Western India Palm Refined Oil is the 3rd largest company
headquartered in India, Bangalore. It is an ever-growing and ever-diversifying that sells its
products and services. The company operates technology products and technology services.
The total number of employees working in Wipro is 2,34,054. Wipro has 40 centers of
excellence that create solutions for the needs of industries.

The company started as an oil producer, and it Is best known for its consumer care and lighting,
and later transformed into a leading FMCG(Fast moving consumer goods) company in India.
It offers personal care products for consumers for their daily use, which includes soaps like
Santor Chandrika and baby soap and healthcare products such as home diagnostic sand, home
care and lighting products like bulbs and electric wires wire devices, and modular office
furniture and serving products like consulting services and cloud service.

Wipro is an integrated corporation that offers a diverse range of products, solutions, and
services in system software, consumer care, healthcare, lighting, and infrastructure technology.
We are driven by our passion for quality and our commitment to consumers. This drive has
catapulted us among the ten most admired companies in India. Through constant innovation
and a people-first attitude, we strive to assume leadership positions in all our businesses in the
new millennium.

Despite the immense geographical presence, Wipro remains unified in its invasion to deliver
superior value and excellence to clients and stakeholders It is this commitment to global
delivery and local excellence that distinguishes Wipro from its peers cementing its position as
a global leader in the information technology and consultation domain.

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3.2 HISTORY OF WIPRO LIMITED

The company was incorporated on 29th December. 1945 in Amalner, Maharashtra, India, by
Mohamed Hasham Premji As Western India Vegetable Products Limited later abbreviated two
Wipro. It was initially set up as a manufacturer of vegetable and defined oils under the trade
names of Kisan Sunflower and camel.

The third largest company in India, Bangalore-based Wipro Ltd, is an ever-growing and ever-
diversifying global company that manufactures and sells products and services, ranging from
cooking oil and soaps to healthcare instruments and information technology consulting.
Although Wipro’s chairman and managing director Hasham Premji He is committed to the
company’s diversified business model. Its future clearly lies in its continued success in
software and IT services, Which makes up nearly half of the company sales and have
consistently outpaced the growth of Wipro’s other businesses. Wipro’s world class technology
Division provides a range of Hitech services such as global it consulting, e-business integration
and legacy system maintenance to clients such as Cisco system, Thomas Cooke, and NEC.
Wipro’s it efforts are so reliable that in 1998 The company became the first in the world to
have been awarded the Software Engineering institute's (SEI) coveted level 5 certification for
quality. After an impressive debut on the New York Stock Exchange in 2000 Premji , who
owns 75% of Wipro, became one of the top billionaires in the world.

Wipro Limited is a global information technology, consulting, and outsourcing company. It

offers financial, retail, transportation, manufacturing, healthcare, energy and utilities,
technology, telecom, and media services. The company also offers business process
outsourcing business technology and enterprise application, infrastructure management,
testing, product engineering, engineering, design, and product support services.

It operates through the following segments Information technology services and information
technology products. The information technology service segments provide information
technology and information technology-enabled services. Products/ Brands under Wipro Ltd
are Wipro smart lighting, Wipro cloud service Wipro Cyber Security, and risk service Wipro
health and wellness products. Major subsidiaries of Wipro Ltd are Appirio, Topcoder, Capco,
and Designit. Major acquisitions by Wipro Ltd is International techneGroup Incorporated(ITI)
and 4c.

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3.3 WIPRO LIMITED MISSION STATEMENT

The spirit of Wipro is the core of Wipro. These are our values. It is about who we are. It is our
character. It is reflected consistently in all our behaviour. The spirit is deeply rooted in the
unchanging essence of Wipro. But it also embraces what we must aspire to be. It is the invisible
synthesis of the four values The spirit is a beacon. It is what gives us direction and a clear sense
of purpose. It energizes us, and is the touchstone for all that we do.
3.4 WIPRO LIMITED VISION STATEMENT

Contribute to global E society, where a wide range of information is being exchanged beyond
time and space over global networks, which breaks down the boundaries among countries,
regions, and cultures, allowing individuals to take part in various social activities in an
impartial, secure way. Continuous effort to enhance people’s lifestyle and quality by means of
developing new technology in wireless communication.
3.5 WIPRO LIMITED VALUES

 Be passionate about client’s success

 Be global and responsible
 Treat each person with respect
 Unyielding integrity in everything we do

3.6 COMPANY PROFILE

Trade name: Wipro

Formerly: Western India Palm Refined Oils Limited.

Company Type: Public

Traded as: BSE 507685

NSE: WIPRO

NYSE: WIT

NSE NIFTY 50 constituent

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Industry: information technology,

consulting outsourcing,

Founded: 29th December 1945, 79years ago

Founder: Mohamed Hasham Premji

Headquarters: Sarjapur Road, Bengaluru, Karnataka, India

Area served: Worldwide

Key people: Rishad Premji (Executive Chairman)

Srinivas Pallia(CEO)

Services: Information technology,

consulting outsourcing

Products: personal care

Healthcare

Lighting

Revenue: ₹ 92,972 crore (US $ 11 billion ( 2025)

Operating income: ₹ 17,945 crore (US $ 1billion) (2025)

Net income: ₹ 13,218 crore (US $ 1.6 billion) (2025)

Total assets: ₹ 128,185 crore (US $ 15 billion) (2025)

Total equity: ₹ 82,577 crore (US $ 9.8 billion)(2025)

Owner: Azim Premji (72.67%)

Number of employees: 2,34,054 (March2025)

Subsidiaries: Appirio, Topcoder, Capco, Designit.

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Website: [Link]

3.7 SWOT ANALYSIS OF WIPRO

Strengths

 Worldwide presence:

Wipro has a very global presence and has a presence in more than 50 countries. This broad
reach widens the company’s market access while also diversifying its clint base. It reduces the
dependence of the company on any single market or sector while also improving its resilience
against area wise economic changes.

 Sturdy innovation and R&D features:

Wipro has been investing hugely in research, innovation and development with its dedicated
division in Wipro Labs. The company usually concentrates on bringing ingenious technology
as well as consistent improvement within its operations. This assists the company to stay
abreast of the competition and provide cutting edge solutions to the stakeholders.

 Extensive portfolio Bluetooth:

Wipro offers a number of surveys, including its consulting as well as a business process
outsourcing services. It also offers cloud services, cyber security solutions and much more to
its clients. This detailed portfolio helps with the company to become the 1 stop destination and
appeal to clients looking for integrated and outstanding service solutions.

 CSR Campaigns and sustainability:

Wipro is strongly committed to sustainability as well as CSR Campaigns. The company has
been also investing in green technology as well as community development campaigns. This
initiative enhance the company’s brand image while also appealing to eco friendly, conscious
clients as well as stakeholders. It creates a very positive impact on the company in repetition
and business.
Weakness

 High dependency on major markets:

Irrespective of the worldwide presence of the company. Wipro has a huge dependency on major
markets, including Europe, the United States, etc. When economic changes are regulatory

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fluctuations occur in these regions, then they badly impact the company’s growth aspects, as
well as revenue. This makes Wipro vulnerable to changing market conditions.

 Employee turnover ratio:

Wipro encounters major challenges connected to the relatively higher employee turnover rate.
This leads to high recruitment as well as training costs, and may also disrupt the project profit
margins as well as hamper client relationships. It adversely affect the complete service delivery
as well as the operation effectiveness of the company.

 Pricing pressures:

Since the IT sector is intensely competitive, there are numerous players offering similar service
at very competitive price. Wipro confronts service pricing issue from its competitors that may
diminish the profit margins of the company, making it very difficult to maintain its market
share.
Opportunities

 Expanding presence in developing markets:

Wipro can simply maximize the quick economic growth as well as the increasing digitalization
in markets like America, Asia, Pacific Regions, etc. If the company expands its presence as well
as service in these regions, then it can enter into the new customer base while bringing huge
revenue growth.

 Strategic collaborations:

Insightful partnerships with the latest startups, technology firms, as well as educational
institutions, can build innovative capabilities for the company. Such partnerships aid in
developing new products while entering into new markets with cutting edge technology.

 Leveraging automation and artificial intelligence:

The increasing implementation of automation and artificial intelligence has a broad opportunity
for Wipro, delivering its clients with advanced AI based solutions. The company can improve
productivity while also reducing costs and improving the decision making capability of the
company operations.

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Threats

 Severe competition:

The IT sector is severely competitive, having various local and global players, including
Accenture Infosys, TCS, etc. This severe competition creates price was margin pressures as
well as the risk of losing a huge amount of market share, which is quite essential for Wipro to
differentiate its offerings consistently.

 Tech advancements:

The fast pace of technical advancements may become a priority for Wipro if the company stays
updated with the latest technology, as well as innovations like Blockchain, Machine Learning,
and the Internet of Things. Then the company can lose its relevance as well as competitiveness
in the IT market.

 Compliance issue:

Being a global company, Wipro should mitigate its complex regulatory situations throughout
the globe. Fluctuations in cyber security rules, data protection laws, as well as trade policies,
may become major challenges, as well as threats to the company. This will lead to hefty
financial liabilities, and may also affect the profitability of the organization.
3.8 ACHIEVEMENTS OF WIPRO

 Wipro AI wins the CII supply chain SCALE Awards 2022

 Wipro Promax earns Best in Class Distinction from the POI.
 Wipro ranks 35th in the prestigious Computerworld Top 500 ranking in 2022.
 Wipro named AWS GSI Partner of the Year for APJ, 2023.
 Wipro wins 2 awards at The North America Software Testing Award (NASTA) 2023.
 Wipro named AWS GSI Partner of the Year for India, 2023.
 Wipro earns Cisco’s Distinguished Supplier of the Year Award 2023.
 Wipro wins 4 awards at the European Software Testing Awards (TESTA) 2023.
 Wipro recognized as Siemens Solution Partner America 2023 for Engineering Edge’s I
Industry DOT.
 Wipro Achieves the AWS Machine Learning Partner Competency.
 Wipro Named Cohesity’s 2022 Global Innovation Partner of the Year for Cyber
Resiliency Solutions.

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 NASSCOM Recognizes Wipro as Industry Disruptor – Leveraging AI/ML.

 Wipro wins Microsoft German Partner of the Runner–up Award 2024.
 Wipro AI wins the Best Firm for Women in Tech and Women in Tech Leadership
awards in the raising 2023.
 Wipro was named the worldwide winner of the 2024 VMware Cloud Innovation and
SaaS Transformation Award.
 Wipro wins the ‘Best BPO’ Awards 2024.
 Wipro named as Databricks Innovation Partner of the Year 2024.
 Zscaler names Wipro a 2024 Partner of the Year.
 Wipro has been named Global GSI Partner (growth) by Netskope for FY 2024.
 Wipro wins Tricentis’s UK Partner of the Year award 2023.
 Wipro Achieves Prestigious Recognition from Germany’s National Cybersecurity
Authority.
 Wipro emerges as the Winner and 2nd Runner Up in the Intel One API GenAI
Hackathon.
 Wipro Switzerland Earns Great Place To Work Certification.
 Wipro pay cut shock for new hires at India IT giant 2024.
 Wipro ranked among the top 10 global AI consulting firms by AI magazine in 2025.
 Wipro awarded by wool worths a partner of the year 2025.
 Wipro Switzerland certified as a great place to work second year in a row 2025.
 Wipro recognized as part of salesforces agent force partner network 2025.
 Wipro recognized as pega global Elite partner in the year march 07, 2025.
 Wipro wins 2025 stevie awards for use of data analytics and innovation in sales &
customer services.
Wipro recognized as the #1 Top employer in Switzerland in 2025 for the third
consecutive year Feb 11,2025.
Wipro leader in Gen AI application for research & development transformation Feb
11,2025.

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CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 DATA ANALYSIS MEANING

Data analysis is breaking a complex topic officer into a smaller part to gain a better
understanding of it. The technique has been applied in the study of mathematics and logicsince
before Aristotle (384-322 BC), though analysis as a formal concept is a relatively recent
development.

Data is placed in its appropriate setting and consistent relationships, drawing general
inferences. The fact has to be seen in conjunction with the subjective relations to them. Facts
and figures raw and bare, do not speak for themselves. The analysis intends to yield answers
to research questions or suggest a hypothesis, which involves some closely related operations.

This chapter will analyze and interpret the data collected through questionaries from the
respondents Analysis is the process by which the whole body gathered data facts, figures, and
ideas is converted into meaningful, usable information. The data is placed in its appropriate
settings and consistent relationship drawings general inference.

4.2 INTERPRETATION

Interpretation is the process of making sense of a collection of data that has been processed.
The collection may be present in various forms, like bar graphs, line charts, tabular forms, and
other similar forms, and hence needs an interpretation of some kind. Interpretation refers to the
task of drawing inferences from the collected facts after analytical and experimental study.

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Table No. 4.1

Table showing work life balance in the organization

Particulars No of respondents % of respondents

Yes 15 16.7%

Neutral 58 64.4%

No 17 18.9%

Total 90 100%

Source: primary data

Analysis:

From the above table it represents that work life balance in the organization out of 90
respondents 16.7% of respondents have answered as yes, 64.4% of respondents answered
neutral work life balance and 18.9% of respondents answered as no work life balance.

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Graph No. 4.1

Graph showing work life balance in the organization

No 18.90%

Neutral 64.40%

Yes 16.70%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

70.00%
% of
respondent

Interpretation:

Form the above graph, it can be interpreted that the majority of 64.4% of respondents said that
they have neutral work life balance in the organization.

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Table No 4.2

Table showing how responsive is the human resource department to employees concern

Particulars No of respondents % of respondents

Very quick 15 16.7%

Quick 48 53.3%

Slow 18 20%

Very slow 9 10%

Total 90 100%

Source: primary data

Analysis:

From the above table it represents how responsive is the human resource department to
employees concern in the organization, out of 90 respondents 16.7% of respondents have
answered as very quick, 53.3% of respondents answered as quick, 20% of respondents
answered as slow and 10% of respondents have answered as very slow.

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Graph No 4.2

Graph showing how responsive is the human resource department to employees

concern

0.6
53.30
%
0.5

0.4

0.3
20.00
16.70 %
0.2
%
10
%
0.1

0
Very Quic Slo Very
quick k w sow
% of
respondent

Interpretation:

Form the above graph, it can be interpreted that the majority of 53.3% of respondents said that
the human resource department is quick to their concern in the organization.

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Table No 4.3

Table showing motivational factors for employees to work in the organization

Particulars No of respondents % of respondents

Working environment 15 16.7%

For career 44 48.9%

Attractive salary 25 27.8%

Satisfactory factors 6 6.6%

Total 90 100%

Source: primary data

Analysis:

From the above table it represents motivational factors for employees to work in the
organization, out of 90 respondents 16.7% of respondents have answered working
environment, 48.9% of respondents answered as career, 27.8% of respondents answered as
attractive salary and 6.6% of respondents have answered as satisfactory factors for working in
the organization.

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Graph No 4.3

Graph showing motivational factors for employees to work in the organization

Satisfactory factors 6.60%

Attractive salary 27.80%

For career 48.90%

Working environment 16.70%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

% of respondent

Interpretation:

Form the above graph, it can be interpreted that the majority of 48.9% of respondents said that
the motivational factor to work in the organization is for career.

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Table No 4.4

Table showing fair incentive practice in the organization

Particulars No of respondents % of respondents

Yes 61 67.8%

No 29 32.2%

Total 90 100%

Source: primary data

Analysis:

From the above table it represents the fair incentive practice in the organization out of 90
respondents 67.8% of respondents have answered as yes and 32.2% of respondents answered
as no.

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Graph No 4.4

-Graph showing fair incentive practice in the organization

32%

67.80%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%

No Yes

Interpretation:

Form the above graph, it can be interpreted that the majority of 67.8% of respondents said yes
they have fair incentive practice in the organization.

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Table No 4.5

Table showing performance award provided in the organization

Particulars No of respondents % of respondents

Accomplishment award 22 24.4%

Best performer award 10 11.1%

Employee of the year award 51 56.7%

Others 7 7.8%

Total 90 100%

Source: primary data

Analysis:

From the above table it represents performance award provided for employees in the
organization, out of 90 respondents 24.4% of respondents have said that there is
accomplishment award, 11.1% of respondents have said that there is as best performance,
56.7% of respondents have said that there is employee of the year award and 7.8% of
respondents have opted for others.

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Graph No 4.5

Graph showing performance award provided in the organization

7.80%

24.40%

11.10%

56.70%

Accomplishment award Best performance award

Employee of the year award Others

Interpretation:

Form the above graph, it can be interpreted that the majority of 56.7% of respondents said
that they have employee of the year award in the organization as performance award.

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Table No 4.6

Table showing how employees think about the benefits of digital human resource

Particulars No of respondents % of respondents

More beneficial 14 15.5%

Less beneficial 26 28.9%

Moderately beneficial 50 55.6%

Total 90 100%

Source: primary data

Analysis:

From the above table it represents that how employees think about the benefits of digital human
resource in the organization, out of 90 respondents 15.5% of respondents have said that it is
more beneficial, 28.9% of respondents have said that it has less beneficial, and 55.6% of
respondents have said that it has moderately benefits for them.

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Graph No 4.6

Graph showing how employees think about the benefits of digital human resource

Moderate beneficial 55.60%

Less beneficial 28.90%

More beneficial 15.50%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

% of respondent

Interpretation:

Form the above graph, it can be interpreted that the majority of 55.6% of respondents said
that it is moderately benefited to them on digitalization of human resource.

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Table No 4.7

Table showing the mindset of employees to change and adopt to digital human resource
practices

Particulars No of respondents % of respondents

Have mindset 48 53.3%

Have partial mindset 30 33.3%

Do not have mindset 12 13.4%

Total 90 100%

Source: primary data

Analysis:

From the above table it represents that mindset of employees to change and adopt to digital
human resource practices in the organization, out of 90 respondents 53.3% of respondents have
said that they have mindset, 33.3% of respondents have said that they have partial mindset,
and 13.4% of respondents have said that they do not have mindset.

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Graph No 4.7
Graph showing the mindset of employees to change and adopt to digital human
resource practices

Do not have mindset 13.40%

Have partial mind set 33.30%

Have mindset 53.30%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

% of respondent

Interpretation:

Form the above graph, it can be interpreted that the majority of 53.3% of respondents said
that they have mindset to change and adopt to digital human resource practices.

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Table No 4.8

Table showing weather employees received any training on how to use digital human
resource tools

Particulars No of respondents % of respondents

Yes 66 73.3%

No 24 26.7%

Total 90 100%

Source: primary data

Analysis:

From the above table it represents that weather employees received any training on how to use
digital human resource tools in the organization, out of 90 respondents 73.3% of respondents
have said yes, and 26.7% of respondents have said no.

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Graph No 4.8

Graph showing weather employees received any training on how to use digital
human resource tools

26.70%

73.30%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%

No Yes

Interpretation:

Form the above graph, it can be interpreted that the majority of 73.3% of respondents said
yes they have received training on how to use digital human resource tools.

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Tabel No 4.9

Table showing the resistance of employees for digitalization of human resource

Particulars No of respondents % of respondents

Completely resist 23 25.5%

Partially resist 52 57.8%

Do not resist 15 16.7%

Total 90 100%

Source: primary data

Analysis:

From the above table it represents the resistance of employees for digitalization of human
resource in the organization, out of 90 respondents 25.5% of respondents have said that they
completely resist, 57.8% of respondents have said that they partially resist, and 16.7% of
respondents have said that they do not resist.

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Graph No 4.9

Graph showing the resistance of employees for digitalization of human resource

57.80%

60.00%

50.00%

40.00%

30.00% 25.50% 16.70%

Partially resist
20.00%
Do not resist
10.00%
Completely resist
0.00%

Completely resist Do not resist Partially resist

Interpretation:

Form the above graph, it can be interpreted that the majority of 57.8% of respondents said that
they partially resist for digitalization of human resource in the organization.

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Table No 4.10

Table showing how employees feel about the data privacy in digital human resource
management practices.

Particulars No if respondents % of respondents

Secure 64 71.1%

Not secure 26 28.9%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents how employees feel about data privacy in digital human
resource management practices in the organization, out of 90 respondents 71.1% of respondents
have said they feel secure, and 28.9% of respondents have said that they do not feel secure.

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Graph No 4.10

Graph showing how employees feel about the data privacy in digital human resource
management practices

80.00%
71.10%
70.00%

60.00%

50.00%

40.00%
28.90%
30.00%

20.00%

10.00%

0.00%

% of respondent

Secure Unsecure

Interpretation:

From the above graph, it can be interpreted that the majority of 71.1% of respondents said that
they feel secure about data privacy in digital human resource management practices.

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Table No 4.11

Table showing how employees are satisfied with digitalization of human resource

Particulars No of respondents % of respondents

Greatly satisfied 16 17.8%

Satisfied 48 53.3%

Not satisfied 26 28.9%

Total 90 100%

Source: primary data

Analysis:

From the above table it represents that how employees are satisfied with digitalization of
human resource in the organization, out of 90 respondents 17.8% of respondents have said
that they are greatly satisfied, 53.3% of respondents have said that they are satisfied, and 28.9%
of respondents have said that they are not satisfied.

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Graph No 4.11

Graph showing how employees are satisfied with digitalization of human resource

Not satisfied 28.90%

Satisfied 53.30%

Greatly satisfied 17.80%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

% of respondent

Interpretation:

Form the above graph, it can be interpreted that the majority of 53.3% of respondents said that
they are satisfied with digitalization of human resource in the organization.

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Table No 4.12

Table showing whether employees are able to achieve organizational goals through
digital human resource

Particulars No if respondents % of respondents

Definitely yes 15 16.6%

Probably yes 25 27.8%

Not sure 43 47.8%

Probably no 7 7.8%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents Weather employees are able to achieve organizational goals
through digital human resource. Out of 90 respondents, 16.6% of respondents said definitely
yes, 27.8% of respondents said probably yes, 47.8% of respondents said not sure, 7.8% of
respondents said probably no.

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Graph No 4.12

Graph showing whether employees are able to achieve organizational goals through
digital human resource

7.80%
PROBABLY NO

47.80%
NOT SURE

27.80%
PROBABLY YES

16.60%
DE FINITE LY YE S

% of respondent

Interpretation:

From the above graph, it can be interpreted that the majority of 47.8% of respondents said that
they are not sure about achieving organizational goals through digital human resource.

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Table No 4.13

Table showing the level of work engagement in relation to digital human resource
management

Particulars No if respondents % of respondents

High 18 20%

Moderate 30 33.3%

Low 42 46.7%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents The level of work engagement in relation to digital human
resource management in the organization. Out of 90 respondents, 20% of respondents said high
Work engagement, 33.3% of respondents said moderate work engagement and, 46.7% of
respondents said low work engagement.

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Graph No 4.13

Graph showing the level of work engagement in relation to digital human resource
management

Low 46.70%

Moderate 33.30%

High 20%

0% 10% 20% 30% 40% 50%

% of respondent

Interpretation:

From the above graph, it can be interpreted that the majority of 46.7% of respondents said
that They have low working engagement in relation to digital human resource.

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Table No 4.14

Table showing the rate of growth of organization after digital human resource
management practices

Particulars No of respondents % of respondents

1 12 13.4%

2 50 55.5%

3 22 24.4%

4 6 6.7%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents the rate of growth of organization after digital human
resource management practice. Out of 90 respondents, 13.4% of respondents rated 1, 55.5%
of respondents rated 2, 24.4% of respondents rated 3, and 6.7% of respondents rated 4.

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Graph No 4.14

Graph showing the rate of growth of organization after digital human resource
management practices

100% 24.40% 6.70%

13.40%
90% 56%

80%
70%
60%
50% 3 4
1
40% 2

30%
20%
10%
0%
1 2 3 4

Particulars % of respondent

Interpretation:

From the above graph, it can be interpreted that the majority of 55.5% of respondents rated 2
for the growth of organization After digital human resource management practice.

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Table N-o 4.15

Table showing the impact of digital human resource management practices on future
human resource practices.

Particulars No of respondents % of respondents

Extremely high 10 11.1%

High 57 63.3%

Low 23 25.6%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents impact of digital human resource management practices to
future human resource practices. Out of 90 respondents, 11.1% of respondents said as
extremely high impact, 63.3% of respondents said as high impact, 25.6% of respondents said
as low impact and, none of the respondents opted for extremely low impact.

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Graph No 4.15

Graph showing the impact of digital human resource management practices on future
human resource practices.

70.00%
63.30%

60.00%

50.00%

40.00%

30.00% 25.60%

20.00%
11.10%
10.00%

0.00%
Extremley high High Low

% of respondent

Interpretation:

From the above graph, it can be interpreted that the majority of 63.3% of respondents said
that Digitalization of human resource management practices have a high impact on future
human resource management practices

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Table No 4.16
Table showing satisfaction of employees with training programme in relation to digital
HRM practices

Particulars No of respondents % of respondents

Highly satisfied 15 16.7%

Satisfied 45 50%

Neutral 20 22.2%

Not satisfied 10 11.1%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents satisfaction of employees with training program in relation
to digital human resource management practices. Out of 90 respondents, 16.7% of respondents
said that they are highly satisfied, 50% of respondents said that they are satisfied, 22.2% of
respondents said they are neither satisfied nor not satisfied and, 11.1% of respondents said that
they are not satisfied.

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Graph No 4.16

Graph showing satisfaction of employees with training program in relation to digital

HRM practices

Not satisfied 11.10%

Neutral 22.20%

Satisfied 50.00%

Highly satisfied 16.70%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00%

% of respondents

Interpretation:

From the above graph, it can be interpreted that the majority of 50% of respondents said That
they are satisfied with the training program provided in the organization in relation to digital
human resource management practice.

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Table No 4.17

Table showing the level of effectiveness of training programme in the organization

Particulars No of respondents % of respondents

More effective 9 10%

Effective 63 70%

Partially effective 18 20%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents the effectiveness of training programme in the organization
in relation to digital human resource practice. Out of 90 respondents 10% of respondents said
that it is more effective, 70% of respondents said that it is effective, none of the respondents
opted for less effective and, 20% of respondents said that it is partially effective.

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Graph No 4.17
Graph showing the level of effectiveness of training program in the organization

70%
70%

60%

50%

40%

30%
20%
20%
10%
10%

0%
More effective Effective Partially effective

% of respondent

Interpretation:

From the above graph, it can be interpreted that the majority of 70% of respondents said that
training Provided in the organization in relation to digital human resource management practice
is effective.

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Table No 4.18

Table showing flexibility of digital recruitment process

Particulars No of respondents % of respondents

More flexible 66 73.3%

Neutral flexible 15 16.7%

Less flexible 9 10%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents the flexibility of digital recruitment process in the
organization. Out of 90 respondents, 73.3% of respondents said that it is more flexible, 16.7%
of respondents said neutral flexible and, 10% of respondents said that it is less flexible.

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Graph No 4.18

Graph showing flexibility of digital recruitment process

Low flexible 10%

Neutral flexible 16.70%

More flexible 73.30%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%

% of respondent

Interpretation:

From the above graph, it can be interpreted that the majority of 73.3% of respondents said
that digital recruitment process in the organization is more flexible.

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Table No 4.19
Table showing how is the digital recruitment process on HRM practices

Particulars No of respondents % of respondents

Effective 30 33.3%

Fair 15 16.7%

Easy process 37 41.1%

Complicated process 8 8.9%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents how is the digital recruitment process on human resource
management practices. Out of 90 respondents, 33.3% of respondents said that it is effective,
16.7% of respondents said that it is fair, 41.1% of respondents said that it is easy process and,
8.9% of respondents said that it is complicated process.

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Graph No 4.19

Graph showing how is the digital recruitment process on HRM practices

Complicated process 8.90%

Easy process 41.10%

Fair 16.70%

Effective 33.30%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00%

% of respondent

Interpretation:

From the above graph, it can be interpreted that the majority of 41.1% of respondents said that
digital recruitment process in human resource management practices is easy process.

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Table No 4.20
Table showing whether there will be access to talent through digital recruitment process

Particulars No of respondents % of respondents

Greater access 26 28.9%

Better access 42 46.7%

Lesser access 22 24.4%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents whether there will be access to talent through digital
recruitment process. Out of 90 respondents, 28.9% of respondents said that there will be great
access, 46.7% of respondents said that there will be better access and, 24.4% of respondents
said that there will be lesser access.

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Graph No 4.20

Graph showing whether there will be access to talent through digital recruitment
process

60.00%

50.00% 46.70%

40.00%

28.90%
30.00%
24.40%

20.00%

10.00%

0.00%
Greater access Better access Lesser access

% of respondent

Interpretation:

From the above graph, it can be interpreted that the majority of 46.7% of respondents said
that through digital recruitment process there will be better access to talent.

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Table No 4.21

Table showing major problem in digital recruitment process

Particulars No of respondents % of respondents

Lack of experience 11 12.2%

Network issue 20 22.2%

Lack of face to face 18 20%

conversation

Ignorance due to huge 41 45.6%

number of applicants

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents the major problems in digital recruitment process in the
organization. Out of 90 respondents, 12.2% of respondents said that lack of expertise, 22.2%
of respondents said that network issue, 20% of respondents said that lack of face to face
conversation and, 45.6% of respondents said Ignorance due to huge number of applicants.

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Graph No 4.21

Table showing major problem in digital recruitment process

Ignorance due to huge number of

45.60%
applicant

Lack of face to face conversion 20%

Network issue 22.20%

Lack of experience 12.20%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00%

% of respondent

Interpretation:

From the above graph, it can be interpreted that the majority of 45.6% of respondents said
that the major problem in digital recruitment process is ignorance due to huge number of
applicants.

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Table No 4.22

Table showing whether career development is possible through digital human resource
training

Particulars No of respondents % of respondents

Possible 23 25%

May be possible 53 59%

May not be possible 14 16%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents whether career development is possible through digital
human resource training. Out of 90 respondents, 25% of respondents said it is possible, None
of the respondents opt for not possible, 59% of respondents said may be possible and, 16% of
respondents said that may not be possible.

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Graph No 4.22

Graph showing whether career development is possible through digital human resource
training

59%
60%
50%
40%
25%
30%
16%
20%
10%
0%
Possible May be possible May not be
possible
% of respondenrt 25% 59% 16%

% of respondenrt

Interpretation:

From the above graph, it can be interpreted that the majority of 59% of respondents said that
the career development may be possible through digital human resource training.

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Table No 4.23

Table showing whether digital HRM practices has improved human resource process.

Particulars No of respondents % of respondents

Improved 20 22.2%

Not improved 15 16.7%

Gradually improving 55 61.1%

Total 90 100%

Source: primary data

Analysis:

From the above table, it represents that whether digital human resource management practises
Has improved human resource process in the organization. Out of 90 respondents, 22.2% of
respondents said it has improved, 16.7% of respondents said it has not improved and, 61.1%
of respondents said that it is gradually improving.

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Graph No 4.23

Graph showing whether digital HRM practices has improved human resource process.

Gradually improved 61.10%

Not improved 16.70%

Improved 22.20%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%

% of respondent

Interpretation:

From the above graph, it can be interpreted that the majority of 61.1% of respondents said that
digital human resource management practices helps in gradual improvement in human resource
process

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CHAPTER 5

FINDINGS, CONCLUSION AND SUGGESTION

5.1 Findings

 Most of the employees have neutral work life balance in the organization.
 Human resource department is very quick to the employees concern in the organization.
 Career is the motivational factor for most of the employees to work in the organization.
 The majority of the employees receives fare incentive for their work in the organization.
 Employees are awarded as employee of the year in the organization for their
performance.
 Most of the employees have neutral perception on improved human resource practice
through digitalization in the organization.
 Digitalization of human resource practice in the organization is moderately benefited to
most of the employees.
 The majority of the employees have mindset to change and adapt to digital human
resource practice.
 For most of the employees in the organization are given training on how to use digital
human resource tools.
 Majority of the employees are satisfied with digitalization of human resource in the
organization.
 Implementing digital human resource management in organization is costly.
 Most of the employees in the organization partially resist for digitalization of human
resources.
 Majority of the employees are not sure about digital human resource beneficial in
increasing performance efficiency.
 The digital human resource analysis is not fair in the organization.
 Employees feel secure about data privacy in digital human resource management
practice.
 Most of the employees are not sure about achieving organizational goals through digital
human resource.

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 The majority of employees have low work engagement in relation to digital human
resource.
 Digital human resource management practices helps in gradual improvement in human
resource process.
 Most of the employees are satisfied with training programme provided in the
organization in relation to digital human resource management practices
 Career development is possible through digital human resource training.
 Digital recruitment process in the organization is more flexible.
 Digital recruitment process in human resource management practices is easy process.
 There will be a greater access to talent through digital recruitment process.
 The major problem in digital recruitment process faced by an employee is ignorance due
to huge number of applicant.

5.2 Conclusion

The concept of digitalization in human resource management practice is rapidly developing.

The process of digital conversion is not easy. The adoption of digital technologies must fit with
organizational culture, core values and support for HRM practice. Integration of digital HRM
practice must bring benefits to overall employees well being. All the employees must have
work life balance.
Digitalization in HRM practice must include fair incentives and award for employees for their
work. Career development must be the motivational factor for every employee to work. The
study reveals that human resource practice through digitalization have neutral impact on
improvement. Employees have mindset to change and adopt to digital human resource practice
and they are given training on how to use digital HR tools.
Employees in the organization partially resist for digital human resource management practice
and they are satisfied with it. They are not sure that digital human resource is beneficial in
increasing performance and achieving organizational goals. Implementing digital human
resource practice in the organization is costly. According to employees digital human resource
analysis is not fair in the organization.
Digital human resource management practices has led to employees feel secure about data
privacy and have low work engagement. After implementing digital human resource practice
organizational growth is better and has also higher impact on future human resource practice.

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Digital human resource management practice include various major problems, such as lack of
expertise, network issue, lack of face to face conversation, employee resistance, difficult in
providing training, etc. The organization must carefully analyse these various problems and
take effective measures to control them in order to implement digital human resource practice
in the organization effectively.
In conclusion, digital human resource practice mainly helps in recruitment process in the
organization, as digital recruitment process is more flexible, there will be greater access to
talent. Digital recruitment process helps in saving cost and time in the organization. Training
provided to employees on digital human resource management practice is effective in such a
way that employees can increase their performance and have work life balance.
5.3 Suggestions:

 Digital human resource management practice must provide work life balance for
employees in the organization.
 Digital human resource practice must be beneficial for employees to increase their
performance efficiency in the organization.
 Organization should take measures to increase work engagement among employees on
implementing digital human resource management practice.
 Organization should make sure that digital human resource management practice will help
to achieve organizational goals.
 Organization must provide training on using digital human resource tools for
employees.
 Organization should take measure that employees do not resist for implementing digital
human resource management practice.
 Organization should make sure that there will be no major problems while conducting
digital recruitment.
 Organization measures the impact of digital tools on employee productivity, satisfaction
and retention.
 Most of the employees are not sure about achieving organizational goals through digital
human resource.
 Employee received any training how to effectively use the digital human resources tools
implemented in the organization.
 Assess the overall impact on organizational efficiency & culture.

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 BIBILOGRAPHY

REFERENCE BOOKS:

 “ Human Resource Management” by Ashwattappa

 “ Human Resource Management” by Michael Armstrong

 “ Human Resource Management” by Praveen Durai

 “ Human Resource Management” by David Lepak

WEBSITE:
 [Link]
 [Link]
 [Link]

 [Link],com

 [Link]
 ANNEXURE

QUESTIONNARIE

I am CHANDAN KUMAR A S pursuing in 4th semester M. com at vidyavahini post graduate

college, Tumakuru. As a part of my study I am doing a dissertation work on A STUDY ON
EXPLORING THE DIGITAL IMPACT OF HUMAN RESOURCE MANAGEMENT
PRACTICES ON WIPRO AT TUMAKURU. So I would request you to spend a few
minutes of your valuable time to fill this questionnaire which will be great help for my study.
The information which by you will be kept confidential and used for the academic purpose
only, your co-operation help me in successfully completion of the project Thank you.

PART-A

NAME : ………………………………………………….

GENDER : a) Male [ ] b) Female [ ]

AGE : a) Below 20[ ] b) 20-30 [ ] c) 30-45 [ ] d) Above 45 [ ]

PART - B

1) To what extent does the organization support employees in maintaining a healthy work life
Balance?

a) Yes [ ] b) Neutral [ ]

c) No [ ]

2) How much responsible in the organization human resource department to employees

concern?

a) Very quick [ ] b) Quick [ ]

c) Slow [ ] d) Very [ ]

3) In which part Motivational factors for employees will effect in the organization?

a) Working environment [ ] b) For career [ ]

c) Attractive salary [ ] d) Satisfactory factors [ ]

 4) Do you accept the fair incentive practices is going on in the organization for
employees?
a) Yes [ ] b ) No [ ]

5) How does the organization determine eligibility and selection criteria for its
performance awards?
a) Accomplishment award [ ] b) Best performance award [ ]
c) Employee of the year award [ ] d) Others [ ]

6) How do employees perceive the benefits of a digital human resource management system
in enhancing their work experience and productivity?
a) More beneficial [ ] b) Less beneficial [ ]
c) Moderate beneficial [ ]

7) What is the mindset of employees towards change and adoption of digital human

resource practices within the organization?

a) Have mindset [ ] b) Have partial mindset [ ]
c) Do not have mindset [ ]

8) Have employees received any training on how to effectively use the digital human
resource tools implemented in the organization?
a) Yes [ ] b) No [ ]

9) What are the main reasons for employee resistance to the digitalization of human
resource processes, & How can organizations effectively address them?
a) Completely resist [ ] b) Partially resist [ ]
c) Do not resist [ ]

10) How do employees perceive data privacy in digital human resource management
practices, and what concerns do they commonly express?
a) secure [ ] b) unsecure [ ]

11) To what extent are employees satisfied with the digitalization of human resource
service in their organization?
a) Greatly satisfied [ ] b) Satisfied [ ]
c) Not satisfied [ ]
12) Are employees effectively achieving the organizational goals set by the organization?
a) Definitely yes [ ] b) Probably yes [ ]

c) Not sure [ ] d) Probably no [ ]

e)Definitely no [ ]

13) How does the implementation of digital human resource systems impact the level of
employee work engagement?
a) High [ ] b) Moderate [ ]

c) Low [ ]

14) What is the rate of growth of following the implementation after digital human
resource management practices?
a) 1 [ ] b) 2 [ ] c) 3 [ ] d) 4 [ ] e) 5 [ ]

15) How will the integration of digital human resource management systems reshape the
future practices and strategic role of HR professionals?
a) Extremely high [ ] b) High [ ]

c) Extremely low [ ] d) Low [ ]

16) How does the implement of digital HRM influences employee satisfaction
with organizational training programs?
a) Highly satisfied [ ] b) Satisfied [ ]

c) Neutral [ ] d) Not satisfied [ ]

17) What is the level of effectiveness of training program in enhancing

employee performance in the organization?

a) More effective [ ] b) Effective [ ]

c) Less effective [ ] d) Partially [ ]
18) How does the flexibility of digital recruitment process impact hiring efficiency
and candidate experience?

a) More flexible [ ] B ) Neutral flexible [ ]

c) Low flexible [ ]

19) How has the digital recruitment process influenced the effectiveness and
efficiency
HRM practices?
a) Effective [ ] b) Fair [ ]
c) Easy process [ ] d) Complicated process [ ]

20) To what extent does the digital recruitment process enhance access to a wider and
more diverse talent pool?

a) Greater access [ ] b) Better access [ ]

c) Lesser access [ ]

21) What are the major challenges faced by organizations in implementing the
digital recruitment process?
b) Lack of experience [ ] b) Network issue [ ]

c) Lack of face to [ ] d) Ignorance huge no’s [ ]

face conversion of applicant

22) How can digital human resource training contribute to career development in
modern organizations?
c) Possible [ ] b) Not possible [ ]

c) May be possible [ ] d) May not be possible [ ]

23) In what ways have digital human resource management practices improved
human resource processes within organization.
a) Improved [ ] b) Not improved [ ]
c) Gradually improved [ ]

I heart fully thank you for spending your valuable time to complete questionnaire.

Signature of respondent