CHAPTER – V

SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION

Analysis and the discussion based on the results were done in the previous
chapter. Perceptions of the employees in the Manufacturing industry regarding the
Organisational culture, Human resource management practices, and Organisation
performance were captured and it helps in the analysis to a larger extent. The impact
of Organisational Culture on Human resource management practices is found
significant. Also, the impact of Organisational culture and Human resource
management practices on Organisation performance is proved. This chapter
summarises the findings of the study, based on the findings conclusion is made and
suggestions were given based on the findings.

5.1 SUMMARY OF FINDINGS

5.1.1 Personal profile of the respondents

 Most of the selected respondents (85.5%) working in the manufacturing

industry in and around Chennai are male and because of the nature of the
industry female employee's contribution in the manufacturing industry is less,
in this study 14.5% of the selected employees are female.

 35.7% of the selected respondents working in manufacturing industries belong

to 30 to 40 years age group, 24.7% of the respondents are in the age group of
below 30 years, 24.2% of them belongs to 40 to 50 years of age group and
15.4% of the respondents working in the manufacturing industry in and around
Chennai are in the age group of above 50 years.

 61% of the respondents working in the manufacturing industry were married

and the remaining 39% of the respondents are living as single.

 37.4% of the respondents working in the manufacturing industry in Chennai

are undergraduates, whereas 27.3% of them are having a master degree (PG),
22.5% of them are possessing an engineering degree, 12.8% of the
respondents are having education in ITI and Diploma.

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  55.8% of the selected respondents working in the manufacturing industry in
Chennai are living with their family of size up to 3 members, whereas 27.1%
of them are living in a family of more than 6 persons in their family and
17.1% of the respondents are living with the family of size 4 to 5 members.

 52.8% of the respondents working in the manufacturing industry in and around

Chennai are living in the nuclear family type and 47.2% of them are living in a
joint family.

5.1.2 Work profile of the respondents

 30.5% of the selected respondents working in the manufacturing industry in

and around Chennai are having 5 years of total experience, 27.9% of them
possess experience of 10 to 15 years, 25.8% of the employees are having 5 to
10 years of experience and 15.8% of them are having more than 15 years of
total experience.

 53% of the selected respondents are having less than 5 years of experience in
the present company, wherein 26% of them are having 5 to 10 years of current
experience, 12.5% of the respondents are having experiences of 10 to 15 years
and 8.6% of them are having more than 15 years services in the present
company.

 28.8% of the respondents working with an annual income of Rs.2-4 lakhs per
annum in the Manufacturing industry in Chennai, 26.2% of them are earning
above Rs.6 lakhs as their annual income, 25.5% of them are earning up to Rs.2
lakhs and 19.5% of the respondents working in the manufacturing industry in
and around Chennai are earning Rs.4-6 lakhs per annum.

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5.1.3 Exploring the factors of Organisational Culture

Organisational Culture factors are explored using the Exploratory Factor

Analysis. It is observed that Organisational culture is explored with ten distinct
factors such as:

 Teamwork and Participative Management

 Conflict Resolution Adequacy

 Employee Empowerment

 Transactional and Transformational Leadership

 Structural and Process Interventions

 Extrinsic Rewards

 Support and Security

 Parental Leadership

 Concern for Welfare

 Team Building

5.1.4 Perception towards the Organisational Culture

 Clear definition of Policies and Organisation structure in the Organisation is

the most important aspect of Teamwork and Participative management.
Employees agreed that they are rewarded according to the level of
performance, they can get good assistance from the boss and colleagues in
difficult situations and their business has been built-up by taking calculated
risks at the correct time. However friendly environment does not exist among
the employee in the organisation and management will not always permit the
employees if they have a correct approach and are not allowed them to go
ahead.

 Employees strongly agreed that in their Organisation they are giving more
ideas, information, feedback on customers, products, service, etc. Employees

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 in the manufacturing industry always pressured about there is scope for
continuous improvement and group performance in the organisation and
outcome of the conflict in the Organisation will give better role clarity,
improved problem solving, willingness to deal with problems and also with
typical ‘employees’ and customers. Employees also agreed that the attitude of
the management is that disparity between competing units and individuals is
very strong and they always feel proud that they belong to the organisation.

 Initiatives and preventive measures taken by the employees for the issues that
arise in the Organisation play a vital role in Employee empowerment.
Employees agreed that the trust and friendly relations are highly valued in the
organisation, they are given independence to prepare, plan and perform in
one’s area in the organisation, they are constantly working together to solve
the issues with good team spirit and they voluntarily own up their mistakes in
the organisation. However, the employees felt that they are not getting enough
encouragement for innovative approaches in resolving the issues in the
Organisation.

 Rewards and recognition given to the employees for their appreciation is the
key aspect of Transactional and Transformational leadership. Employees
agreed that leaders plan the tasks, allocate assignments, and oversees the work
in the organisation and they believe that the scope or expressing their thoughts
to the superior is possible. Respondents also agreed that the better
performance of the organisation is celebrated by everybody in the
Organisation. However, the employee’s agreed that they are lacking in using
communication as an effective way of getting appropriate feedback and
significant information for curative action in the organisation.

 Informal groups and networks are used to share the organisational information
between themselves in the Organisation is the key aspect of Structural and
Process Interventions. Employee agreed that the organisation is providing
good quality food and everybody is provided with uniform irrespective of their
cadre and designation. Respondents also agreed that time and punctuality are
highly valued and utmost importance is given to the safety of the employees in
the Organisation.

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 Supervisors are more apprehensive about maintaining good association with
their subordinates is the vital aspect of Extrinsic Rewards. Employees agreed
that the atmosphere is very pleasant and employees spend enough time in
informal relations, they help each other to develop greater skills and thereby
move forward in the Organisation and the human resources are highly valued
in the Manufacturing industry.

 Employees should always keep in mind the needs of the organisational

members and society if any problem exists is the key aspect of Support and
Security. Employees agreed that error by a subordinate is not treated as an
experience, from that lessons are not learned to avoid failure and improve
performance in the future, decisions are not made by keeping in mind the
betterment of the employees and society and innovation or changes are not
principally initiated and implemented during highly result-oriented
individuals.

 Organisation concern about the financial steadiness of their employees plays a

vital role in Parental leadership. However, the employees agreed that their
supervisors not using their expertise and competency in dealing with problems
up to the mark, and a less cordial relationship is maintained between the union
and management.

 Higher human orientation triumphs among the supervisors in the organisation

are the key aspect of Concern for welfare. Employees agreed that their
superior always lend their help to the subordinates, provisions are made to
extend short-term and long term facilities to the employees and their families
and Organisation provides welfare amenities to the employees.

 Top management protects its employees in risky circumstances is the key

aspect of Team building. However, employees agreed that their Organisation
is not having good employee engagement practice and their company culture
is not inspiring them to work with enthusiasm and commitment and Career
progression planning is not active.

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5.1.5 Classification of Organisational Culture based on the perception of the
respondents

 Three clusters were evolved using the perception based on Organisation

culture.

 It is inferred that the 1st cluster consists of 57.06 percent of respondents who
indicated the lower values for the identified Organisational culture
dimensions. However the mean perceived value for the dimension Concern
for welfare alone at a higher level. This type of cultural orientation of the
Organisation has been classified as ‘Low motivation enabler’.

 The second cluster comprises 22.5 percent of the respondents who felt that the
Organisational culture dimensions at a moderate level. These dimensions
include moderate prospects in Conflict Resolution Adequacy, Teamwork and
Participative management, Employee empowerment, Structural and process
interventions, Concern for welfare, Transactional and Transformational
leadership, and Team building. However, they felt the values relating to
Extrinsic rewards, Support and security, and Parental leadership are low. This
type of Cultural orientation has been classified as a ‘Moderate Motivation
enabler’.

 The third and final cluster comprises 20.44 percent of the respondents, who
felt that Organisational culture dimensions were having higher values in all the
Organisational culture dimensions as compared with the other types of
employees except Concern for Welfare. But they were having moderate
values towards Support and Security, Parental Leadership, Concern for
Welfare, and Team Building. This type of culture with higher values in the
Organisational culture dimensions have been classified as the ‘High
motivation enabler’.

 It is observed that most of the males (48.9%) are working with the
organisation following low motivation enabled the type of culture in the
manufacturing industry.

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  It is noted that most of the respondents in the age group of 25 to 35 years
(21.4%) are working in the organisation following the low motivation enabled
the type of culture in the Manufacturing industry.

 It is inferred that most of the married respondents (42.6%) working in the

manufacturing industry are working in low motivation enabled culture. It is
also noted that the least number of unmarried respondents (9.1%) are working
in the organisation following high motivation enabled culture.

 It is found that most of the employees with a bachelor degree (18.0%) felt that
they are working for organisation that follows the low motivation-enabled type
of culture in the Manufacturing industry.

 It is inferred that most of the employees with a total experience of 10 to 15

years (25.8%) felt that they are working in the organisation that follows low
motivation-enabled type of culture.

 It is observed that most of the employees with the total experience of 5 to 10

years (23.2%) felt that they are working for the organisation that follows low
motivation enabled type of culture in the manufacturing industry.

 It is found that most of the employees with an annual salary of above 6 lakhs
(17.8%) felt that they are working in the organisation that follows low
motivation enabled type in the Manufacturing industry.

5.1.6 Exploring the factors of Human Resource Management practices

Human Resource Management practices factors are explored using the Exploratory
Factor Analysis. It is observed that Human Resource Management practices are
explored with seven distinct factors such as:

 Manpower Planning

 Staffing

 Compensation and Benefits

 Appraisal methods

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  Training and Development

 Career growth and Development

 Employee Relations

5.1.7 Perception towards the Human Resource Management practices

 Methods in the anticipation of manpower needs are the vital aspect of

Manpower planning in the Manufacturing industry. Employees agreed that
mathematical models are used to arrive at workforce projections and
concentrate on training programs for a different level of employees in the
organisation. Employees honestly admitted that the exact information was not
sought regarding the recruitment and analysis regarding desirable required
skills was not done.

 Analyzing the metrics after the recruitment process like Cost of hire, Quality,
the longevity of hire, etc. is the vital aspect of Staffing. Employees agreed that
the recruitment is based on the Competency/skills possessed by the candidate
and equal opportunities are provided to all. However, the respondents agreed
that the Hiring Policy procedures are not transparent and the Decision-making
process is not followed in selection.

 Giving attention to the employees’ social security is the most important aspect
of Compensation and Benefits. Employees agreed that leave policy is
comprehensive, incentives are offered and the pay package is strictly based on
the performance in the Organisation. Employees also agreed that the
organisation is offering the employees with good pay and package, Medical
Insurance benefits, subsidized canteen facility, terminal benefits, and supports
sponsored educational programmes to the employees. However, the
respondents agreed that the compensation is comparatively not better as par
with the other organisations.

 Defining the KRA at the appraisal is the key aspect of Appraisal methods.
Employees agreed that they were clearly explained about the appraisal
methods and the appraisal is made for assessment of their potential.
Respondents also agreed that the evaluation criteria for the performance

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 appraisal are unbiased and a good appraisal mechanism is followed in the
organisation. But the employees admitted that post appraisal counseling is not
planned primarily to develop employee competencies.

 Training programmes are offered on the training requirement of the

employees. Employees are satisfied with the methods of conducting training
programmes. However, the employees expressed that measuring the
effectiveness of the training programme is not done through the different
metrics and employees are not that much satisfied with the proficiency of the
Trainers.

 Clear explanation about the Personal growth and development to the

employees is the key aspect of Career Growth and Development. Employees
agreed that the Organisation permits and encourages their education; they are
given more opportunities for learning new skills. Employees also agreed that
the scope for development and promotions are ample in the organisation and
their Organisation has extensive career progression planning.

 Addressing the employees’ grievances at right time is the key aspect of

Employee relations. Employees agreed that they can approach the top
management whenever they have grievances, their supervisor cares about
them as a colleague, and the employees working in their organisation are very
pleasant and cooperative working nature. However, the respondents agreed
that the system followed to settle the issues between the management and
employees is not that much good.

5.1.8 Impact of Organisational Culture on Human Resource Management

practices

 Teamwork and Participative Management is positively and significantly

related with Manpower planning (r=0.514, p=.000), Compensation
and Benefits (r=0.574, p=.000), Career growth and Development (r=0.598,
p=.000) and Employee Relations (r=0.739, p=.000). However, the
relationship with Employee relations is better. This shows that Organisational
Culture dimension Teamwork and participative management has an impact on
HRM practices Manpower planning, Compensation and Benefits, Career

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 growth and Development, and Employee Relations.

 Conflict Resolution Adequacy has a positive significant and strong

relationship with Employee Relations (r=0.803, p=.000). However, the
relationship between Conflict Resolution Adequacy and other HRM practices
is not significantly related. So it is concluded that Organisational Culture
dimension Conflict Resolution Adequacy has an impact on Employee
relations.

 Employee Empowerment is positively and significantly correlated with

Staffing (r=0.822, p=.000), Compensations and Benefits (r=0.611, p=.000)
and Employee relations (r=0.692, p=.000). The relationship that exists with
Staffing is observed as strong. It is concluded that the Organisational Culture
dimension Employee empowerment impacts the HRM practices Staffing,
Compensation and Benefits, and Employee relations.

 Transactional and Transformational Leadership is significantly and positively

related with Manpower planning (r=0.263, p=.021), Staffing (r=0.516, p=.000)
and Employee relations (r=0.738, p=.000). However, the relationship with
Manpower planning is minimal and the relationship with Employee relations
is strong. This concludes that the Organisational Culture dimension
Transactional and Transformational Leadership impacts the HRM practices
Manpower planning, Staffing, and Employee relations.

 Structural and Process Interventions has good positive significant relationship

with Manpower planning (r = 0.769, p = .000), Staffing (r = 0.768, p = .000),
Compensation and Benefits (r = 0.556, p = .000), Career growth and
development (r = 0.621, p = .000) and Employee relations (r = 0.568, p
= .000). So it is concluded that the Organisational culture dimension
Structural and Process Interventions has impact on HRM practices Manpower
planning, Compensation and Benefits, Career growth and development and
Employee relations.

 Extrinsic Rewards has positive and significant relationship with Compensation

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 and Benefits (r = 0.738, p = .000) and Employee relations (r = 0.601, p
= .000). The relationships are good. Hence it is concluded that the
Organisational Culture dimension Extrinsic rewards impact the HRM practices
Compensation and Benefits and Employee relations.

 Support and Security has significant, positive and week relationship with
Staffing (r = 0.253, p = .024). So it is concluded that the Organisational
Culture dimension Support and Security has minimal impact on HRM
practices staffing.

 Parental Leadership is having positive and significant relationship with

Staffing (r = 0.249, p = .025), Appraisal methods (r = 0.301, p = .003) and
Employee relations (r = 0.574, p = .000). However, the relationship that
exists with Staffing and Appraisal methods is not strong. It is concluded that
the Organisational Culture dimension Parental leadership impacts HRM
practices Staffing, Appraisal methods, and Employee relations.

 Concern for Welfare is significantly and positively related with Compensation

and Benefits (r = 0.636, p = .000), Appraisal methods (r = 0.801, p = .000),
Training and Development (r = 0.236, p = .000), Career growth and
Development (r = 0.729, p = .000) and Employee Relations (r = 0.811, p
= .000). The relationship is weak with Training and development, whereas it
is strong with Appraisal methods and Employee relations. So it concluded that
the Organisational culture dimension Concern for Welfare impacts HRM
practices Compensation and  Benefits, Appraisal methods, Training and
Development, Career growth and Development and Employee Relations.

 Team building is positively and significantly related with Manpower planning

(r = 0.412, p = .000), Staffing (r = 0.602, p = .000), Compensation and
Benefits (r = 0.285, p = .019) and Employee relations (r = 0.719, p = .000).
The relationship is weak with Compensation and benefits whereas the
relationship is strong with Employee relations. Hence it is concluded that the
Organisational Culture dimension Team building has an impact on the HRM
practices Manpower planning, Staffing, Compensation and Benefits, and
Employee relations.

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5.1.9 Influence of personal and work connected variables on Human Resource
Management practices

 Age, marital status, and size of the family significantly influence the Human
resource management practices, whereas gender, qualification, and family
type are not having significant influence. Respondents in the age group of 40
to 50 years are more pleased with the Human Resource Management practiced
in the Manufacturing industry and employees in the age group of more than 50
years are little concerned about the Human Resource Management practices in
the Manufacturing industry. Unmarried employees are more pleased with
Human Resource Management practices than married respondents.
Respondents living in a family with 4 to 5 persons are less contented with the
Human Resource Management and the employees living in a family of the size
of above 6 members.

 Annual salary is having a significant influence on Human resource

management practices, but total experience, as well as experienced in the
present company, is not having a significant influence. Respondents earning
Rs.4-6 lakhs per annum are more contented with the Human Resource
Management and the respondents with an annual salary of Rs.2-4 lakhs are
less pleased with the Human Resource Management.

5.1.10 Perception towards Organisation performance

 Organisation views all-round performance as a sign of future growth is the

most important aspect of Organisation performance. Employees agreed that
they believe themselves as satisfied with the organisation performance, an
increase in sales is taken as a symbol of acceptance for its products in the
market and they felt that they are motivated. Respondents also agreed that the
Organisation always views the improvement in market share as the source of
competitive advantage and profitability is taken as a sign of its improved
performance. The employees agreed that the products are developed
constantly in the Organisation and the Quality products are offered by the
organisation as compared with the competitors.

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5.1.11 Relationship between Organisational Culture and Organisation
performance

 There exist a positive correlation between teamwork and participative

management and Organisation performance and it is evident by the significant
correlation of r=0.546. It is observed that teamwork and participative
management of the employees plays an ample role in improving the
Organisation performance in the manufacturing industry.

 A positive correlation is observed between conflict resolution adequacy and

Organisation performance and it is evident by the significant correlation of
r=0.492. So it is concluded that conflict resolution adequacy among the
employees in the manufacturing industry improves Human resource
management.

 There exist a positive correlation between employee empowerment and

Organisation performance and it is evident by the significant correlation of
r=0.406. It is observed that employee empowerment helps in enhancing
Organisation performance in the manufacturing industry.

 A positive correlation is observed between Transactional and

Transformational Leadership and Organisation performance and it is evident
by the significant correlation of r=0.418. So it is concluded that good
Transactional and Transformational Leadership in the manufacturing industry
boosts Human resource management.

 There exist a positive correlation between structural and process interventions

and Organisation performance and it is evident by the significant correlation
of r=0.669. It is observed that structural and process interventions play plenty
of roles in improving the Organisation performance in the manufacturing
industry considerably.

 A positive correlation is observed between extrinsic rewards and Organisation

performance and it is evident by the significant correlation of r=0.350. So it is
concluded that extrinsic rewards offered to the employees in the

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 manufacturing industry moderately boost Human resource management.

 There exist a positive correlation between support and security and

Organisation performance and it is evident by the significant correlation of
r=0.514. It is observed that support and security play an abundant role in
improving the Organisation's performance in the manufacturing industry.

 A positive correlation is observed between parental leadership and

Organisation performance and it is evident by the significant correlation of
r=0.409. So it is concluded that improvement of parental leadership in the
manufacturing industry boosts Human resource management.

 There exist a positive correlation between concern for welfare and

Organisation performance and it is evident by the significant correlation of
r=0.552. It is observed that concern for welfare plays a good role in escalating
the Organisation performance in the manufacturing industry.

 A positive correlation is observed between team building and Organisation

performance and it is evident by the significant correlation of r=0.644. So it is
concluded that good team building in the manufacturing industry helps in
enhancing Human resource management.

5.1.12 Impact of Organisational culture on Organisation performance

 The coefficient of determination R2 is 0.595, which shows the exploration of

59.5 percent variability by the Organisational culture dimensions on
Organisation performance.

 It is inferred from the results of the regression analysis that Teamwork and
Participative Management, Employee Empowerment, Transactional and
Transformational Leadership, Structural and Process Interventions, Concern
for Welfare, and Team Building are the Organisational culture dimensions that
have a positive impact on Organisation performance.

 Conflict Resolution Adequacy, Extrinsic Rewards, Support and Security, and

Parental Leadership are not having a significant impact on Organisation
performance.

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  One unit improvement in Teamwork and Participative Management, Employee
Empowerment, Transactional and Transformational Leadership, Structural and
Process Interventions, Concern for Welfare and Team Building enhances the
Organisation performance by 0.286, 0.169, 0.322, 0.156, 0.131, and 0.243
units respectively.

 Transactional and Transformational leadership followed by Teamwork and

Participative management and Team building impacts Organisation
performance more.

5.1.13 Relationship between Human Resource Management practices and

Organisation Performance

 There exist a positive correlation between manpower planning and

organisation performance and it is evident by the significant correlation of
r=0.567. It is observed that manpower planning plays a good role in
improving the organisation performance in the manufacturing industry.

 A positive correlation is observed between staffing and organisation

performance and it is evident by the significant correlation of r=0.570. So it is
concluded that staffing helps in improving the organisation performance in
Manufacturing sectors considerably.

 There exist a positive correlation between Compensation and benefits and

organisation performance and it is evident by the significant correlation of
r=0.524. It is observed that Compensation and benefits given to the
employees help in boosting the performance of organisation.

 A positive correlation is observed between Appraisal methods and

organisation performance and it is evident by the significant correlation of
r=0.709. So it is concluded that appropriate Appraisal methods followed by
the organisations enhance the organisation performance.

 There exist a positive correlation between Training and development and

organisation performance and it is evident by the significant correlation of
r=0.619. It is observed that Training and development offered to the
employees play a significant role in improving the organisation performance

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 in the manufacturing sector.

 A positive correlation is observed between Career growth and development

and organisation performance and it is evident by the significant correlation of
r=0.438. So it is concluded that Career growth and development of the
employees boost the organisation performance in the Manufacturing sector.

 There exist a positive correlation between Employee relations and

organisation performance and it is evident by the significant correlation of
r=0.509. It is observed that Employee relations help in playing a good role in
improving the organisation performance in manufacturing industry.

5.1.14 Impact of Human resource management on Organisation performance

 The coefficient of determination R2 is 0.561, which explores 56.1 percent of

variability by the Human resource management dimensions on Organisation
performance.

 It is inferred from the results of the regression analysis that Compensation and
benefits, Appraisal methods, Training and development, Career growth and
development, and Employee relations are the Human resource management
dimensions that has a positive impact on Organisation performance.

 Manpower planning and Staffing are not having a significant impact on

Organisation performance.

 A single unit increase in Compensation and benefits, Appraisal methods,

Training and development, Career growth and development, and Employee
relations boosts the Organisation performance by 0.201, 0.182, 0.326, 0.243,
and 0.334 units respectively.

 It is noted that Employee relations followed by Training and development and

Career growth and development impacts Organisation performance more.

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5.1.15 Influence of personal and work connected variables on Organisation
performance

 Age, marital status, qualification, and size of the family have a significant
influence on Organisation performance, but gender and family type is not
having a significant impact. Respondents in the age group of above 50 years
are more contented with the Organisation performance and 30 to 40 years are
less satisfied with the Organisation performance. Unmarried employees
working in the manufacturing industry are more satisfied with the
Organisation performance. Graduates are more pleased with the Organisation
performance and employees possessing ITI and Diploma level qualification
are less pleased with the performance of Organisation performance.
Respondents living with up to 3 members as family size are more satisfied
with the performance of Organisation and respondents livings with the family
size of 6 and above are less pleased with the performance of their organisation.

 Total-experience, experience in the present company, and annual salary have a

significant impact on Organisation performance. Respondents with a total
experience of below 5 years are well pleased with the Organisation
performance and Employees with more than 15 years of experience are less
satisfied with the performance of Organisation. Respondents with experience
of below 5 years in the present company agreed that their organisation
performance is better and the employee with experience of 10 to 15 years felt
that the performance of their organisation needs improvement. Respondents
with an annual income of above Rs.6 lakhs and above agreed that they are
happy with the performance of Organisation and the respondents earning less
than Rs.2 lakhs per annum are less pleased with the performance of the
Organisation.

5.1.16 Model for Organisational growth in Manufacturing industry

 The model’s Chi-square 2/dof = 1.094 shows the model developed is valid.

 The goodness of fit index (0.913) of the model and adjusted goodness of fit
index (0.901) shows the model fit is good.

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  Further, the Root Mean Square Error of Approximation (0.096) and Expected
Cross Validation Index (0.096) lies within the thrush hold limits and confirms
the model fit is better.

 Moreover in this model, the relationship exists between Organisational culture

and Human resource management practices (0.44, p=.000), Organisational
culture and Organisation growth (0.54, p=.000), and Human resource
management practices and Organisation growth (0.56, p=.000) are significant.

5.2 SUGGESTIONS

 Respondents agreed that a friendly environment does not exist among the
employee in the organization. So management should motivate the employees
to build relationships between the employees.

 Results confirm that the management will not always permit the employees if
they have a correct approach and are not allowed to go ahead. So immediate
supervisors or managers should give respect to the views of the employees and
allow them to participate in all the activities of the organisations.

 Employees felt that they are not getting enough encouragement for innovative
approaches in resolving the issues in the Organisation. Hence management
should allow the employees to express their innovative approaches and if it is
found to be appropriate they can be allowed to resolve the issues.

 Employee’s agreed that they are lacking in using communication as an

effective way of getting appropriate feedback and significant information for
curative action in the organisation. Therefore the employees are allowed to
communicate with each other regarding the work and the organization should
make sure that the communications from their side have reached the
employees in a good manner.

 Employees agreed that error by a subordinate is not treated as an experience,

from those lessons are not learned to avoid failure and improve performance in
the future. So training should be given to the employees especially the
employees with fewer skills to avoid the failures and wastage in the
manufacturing industry.

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 Decisions are not made by keeping in mind the betterment of the employees
and society and innovation or changes are not principally initiated and
implemented by highly result-oriented individuals. Hence it is evident that the
employees’ expectations in the participation of decision making are very
important. The organisations should allow the employees or employee
representatives to involve in the decision-making process.

 Employees agreed that their supervisors not using their expertise and
competency in dealing with problems up to the mark and less cordial
relationship is maintained between the union and management. So top-level
management should arrange the training programs/stress reliving programs to
deliver their skills and to maintain good relationships with their subordinates.

 Employees agreed that there is no good employee engagement practice and

their company culture is not inspiring them to work with enthusiasm and
commitment and Career progression planning is not active. So management
should make sure that every employee has been engaged fully and the
employees should be motivated to make them committed to the work. The
organisation should encourage the employees by giving a correct picture of
every employee's Career progression planning.

 Results confirm that employees honestly admitted that the exact information
was not sought regarding the recruitment and analysis regarding desirable
required skills was not done. So the management should perform appropriate
analysis to assess the employees’ skill and it can be disclosed to the employees
also.

 Respondents agreed that the Hiring Policy procedures are not transparent and
the Decision-making process is not followed in selection. Therefore
management should consult the employees regarding the requirement and
selection.

 Respondents agreed that the compensation is comparatively not better with the
other organisations. So management should take necessary action in finding
out the compensations offered by similar organisations and that can be
implemented in the organisation to retain the employees.

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 Employees expressed that measuring the effectiveness of the training
programme is not done through the different metrics and employees are not
that much satisfied with the proficiency of the Trainers. Hence the
management should think about some innovative training programs and can
arrange a good trainer who can engage the employees and boost their skills.

 Respondents agreed that the system followed to settle the issues between the
management and employees is not that much good. So management should
reach the employees by coming down to the employees’ level and address
their issues in such a manner that the employees believe that their management
is with them.

 Results confirm that the employees in the age group of more than 50 years and
Respondents with an annual salary of Rs.2-4 lakhs are little concerned about
Human Resource Management practices. Therefore the organsiation should
concentrate the aged persons and less salaried persons and shape the HR
policies in such a manner that these aged persons should satisfied with some
incentives or hike in the salary, etc.,

 It is found from the analysis that the respondents in the age group of above 50
years, employees possessing ITI and Diploma level qualification, employees
with more than 15 years of experience, and respondents earning less than Rs.2
lakhs per annum are not pleased with the Organisation performance. So
management should motivate those types of employees and give them enough
counseling to get rid of the thought that the Orgsnisaiton performance is not
good.

 Hence it is inferred that the respondents with a total experience of below 5

years are well pleased with the Organisation performance and are less satisfied
with the performance of Organisation.

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5.3 CONCLUSION

Organizational culture is the key to organizational excellence and function of

leadership. Paying attention to organizational culture is an important ingredient in
organizational success. Interpreting and understanding organizational culture is an
important activity for managers, researchers, and consultants because it affects
strategic development, productivity, and learning at all levels. Results confirm that
Organsiaiton culture has an impact on Human resource management practices and this
study’s main focus is on it. Human resource management practices are the lifeblood
of any organisation. Good human resource practices improve organizational
performance and at the same time it brings about a good relationship among the
employees and within the organisation. The present study is related to the impact of
human resource practice on the organisational performance in selected manufacturing
industries. In that organisation development increases the knowledge and performance
of an employee towards work. Performance appraisal system helps to improve and
overall performance of and growth of an organisation and career development provide
self-confidence, career plans, and improvements. Potential appraisal enhances
employee competencies and future improvements. Training and development
programmes and rewards & incentives are the instruments which determine the
efficiency of the employee, hence result in high profit. Good interpersonal
relationships at the workplace provide a good environment for the employees to work
in. Better understandings among the employees will also reduce the conflicts between
them. Employees are the heart of any organization. When employees feel the
organization is responsive to their needs and supportive of their goals, managers and
leaders can count on their work on behalf of both the organization and its people,
seeking to serve the best interests of both. The result obtained from this study
indicates that Orgnisational culture is making an impact on Human resource
management and Human resource management is also having a better relationship
with the Organisation performance in the Manufacturing sector in and around
Chennai and that performance symbolized by the growth rate of revenue, financial
strength and profitability is reasonably enhanced by HRM practices.

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5.4 SCOPE FOR FUTURE STUDY

i. The same study can be extended by including the Manufacturing industry in

Tamilnadu.

ii. A study can be organized by comparing the Manufacturing and Service sector.

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