EXECUTIVE SUMMARY

This study explores employees’ awareness of various HR policies and the prevailing office culture within the
organization. Through a comprehensive survey and focus group discussions involving a diverse sample of
employees, the research aimed to assess the level of understanding and engagement with key HR policies,
including those related to performance management, diversity and inclusion, workplace conduct, and employee
benefits. Findings indicate that while a majority of employees possess a general awareness of HR policies,
specific knowledge varies significantly across different demographics and departments. Younger employees,
in particular, show lower awareness levels regarding benefits and conflict resolution procedures. The study
also highlighted a disconnect between formal policy communication and actual office culture, revealing that
employees often rely on informal channels, such as peer discussions, for information. Additionally, the analysis
uncovered that a positive office culture, characterized by open communication, inclusivity, and recognition,
significantly influences employees’ perceptions of HR policies. Employees who feel supported and valued are
more likely to engage with HR initiatives and demonstrate alignment with organizational goals.
Recommendations from this study include enhancing communication strategies to promote HR policies
through workshops and interactive sessions, fostering an inclusive environment that encourages dialogue about
policies, and leveraging feedback mechanisms to continuously improve the alignment between HR practices
and office culture. By addressing these areas, the organization can improve employee engagement, satisfaction,
and overall organizational effectiveness.

The study underscores the importance of enhancing employees’ awareness of HR policies in conjunction with

fostering a positive office culture. By addressing the identified gaps in communication and engagement, the

organization can cultivate a more informed, satisfied, and productive workforce. Ultimately, aligning HR

policies with the lived experiences of employees will contribute to a stronger organizational culture and

improved overall performance.

1
 CHAPTER 1

INTRODUCTION

2
 INTRODUCTION

INTRODUCTION ABOUT THE TOPIC:

HR practices means that human resources personnel can develop the leadership of employees. This occurs
in the practice of developing extensive training courses and motivational programs, such as devising
systems to direct and assist management in performing ongoing performance appraisals. Organization is a
place where the entire employees are going to work together. Commonly in any organization perception
towards the work and organizational Human resource practices play a very important role. The best HR
practices in an organization are going to create a good working culture of the organization. HR best
practices are a set of processes and techniques that have been proven by research and experience to produce
increased business performance results. They are internal guidelines that a company establishes to
streamline procedures and obtain optimum results in all business areas. A firm HRM practices refers to the
policies, practices, and systems that influence employees’ behavior, attitudes, and performance. It is
sometimes referred to as involving “people practices”. HRM practices include analyzing and designing
work, determining human 2 resource needs, attracting potential employees, choosing employees, teaching
them how to perform their jobs and preparing them for the future, rewarding employees, evaluating their
performance and creating a positive work environment. It can also be explained as a practice that is devised
to increase the competence, commitment and improve the culture.

Human resource management (HRM) is the act of selecting, recruiting, conveying, and dealing with an
association's employees. HRM is frequently alluded to just as human resources (HR). An organization or
association's HR division is generally answerable for making, placing into impact, and managing
arrangements overseeing laborers and the relationship of the association with its employees. The term
human resources were first utilized in the mid-1900s, and afterward more generally during the 1960s, to
depict individuals who work for the association, in total. HRM is representative management with an
accentuation on those employees as resources of the business. In this specific situation, employees are once
in a while alluded to as human capital. Similarly, as with other business resources, the goal is to make
effective use of employees, reducing risk and maximizing return on investment (ROI). It focuses on taking
advantage of the human resources that are at the removal of the association and upgrades the exhibition of
employees to accomplish the association's targets. HRM guarantees the consistent and successful use of
approaches and cycles in the business. HRM is there to keep the harmony between worker needs and
fulfillment and an association's benefit and capacity to arrive at its destinations.

3
A lot of research has been done on the relationship of HR Practices and employee job satisfaction but the
main focus and theme behind those research studies has been the developed countries. The purpose of this
study is to observe the relationship between HR Practices i.e. HR Philosophy and Self-Management,
Recruitment and Selection, Performance Appraisal and Compensation, Training and Management
Development, Welfare practices and Flexible work arrangements and the HR outcomes of selected IT
organizations. Data has been collected from the employees of various IT companies and then regression
and correlation have been applied to check the relationship between the dependent and independent
variables. Recognition and training and development are a key source of employee job satisfaction in IT
companies but rewards do not have any significant impact upon employee job satisfaction. The main theme
of this particular research is to observe the relationship between HR Practices HR Philosophy and Self-
Management, Recruitment and Selection, Performance Appraisal and Compensation, Training and
Management Development, Welfare practices and Flexible work arrangements and HR outcomes. These
HR Practices are also known as key drivers of employee performance. Training and development is one of
the key elements of employee job satisfaction because it reduces the discrepancies in job tasks and
enhances the job skills which in result motivates the employees and lead towards job satisfaction.
Employees get extremely motivated through rewards and recognition and these two factors lead towards
employee motivation and research shows that highly motivated employees are the most satisfied employees
and also the high performers.

Need for the Study: This study is extremely significant as it is a big insight for the IT organizations
normally managers don’t focus upon the relationship of rewards and job satisfaction, recognition and job
satisfaction or training and development and job satisfaction. So, this study will enable them to make a
better strategy in terms of employee job satisfaction and to focus upon those HR practices which actually
are the source of job satisfaction for employees. Every individual employee wants satisfaction at job but
organization is wasting its resources by focusing on wrong HR practices for employee job satisfaction.
This study could be an eye opener for many organizations and may well prove to be a very productive one.

PERCEPTION OF EMPLOYEE: -

When an individual look at a target and attempts to interpret what he or she sees that Interpretation is
heavily influence by the Personal characteristics of the individual Perceiver. Personal characteristics that

4
effect Perception include a person’s attitudes, Personality, motives, interests, past experience and
expectation.

• PRIMARY OBJECTIVE

i. To understand the employee perception with

ii. Regard to various organizational aspects.

• SECONDARY OBJECTIVE

i. To know the level of employee

ii. Satisfaction based on their perception.

ORGANIZATION

An organization is an entity comprising multiple people, such as an institution or an association, which

has a particular purpose. All organizations as a management structures that determines relationships
between the different activities and the members, and subdivides and assign roles, responsibilities, and
authority to carry out different tasks.
Organizations are open system – they effect and are affected by their environment.

HR PRACTICES

Strategic Management: The strategic Management process is a management technique used to plan
for the future: Organizations create a vision by developing long-term strategies. This helps identify
necessary processes and resource allocation to achieve those goals.
Workforce Planning and Employment (recruitment and selection): Recruitment and Selection is
an important operation in HRM, designed to maximize employee strength in order to meet the
employer’s strategic goals and objectives. It is a process of sourcing, screening, shortlisting and
selecting the right candidates for the required vacant positions.

Human Resource Development (training & Development): Training and Development is a

subsystem of an organization which emphasize on the improvement of the performance of individuals
and groups. Training is an educational process which involves the sharpening of skills, concepts,
changing of attitude and gaining more knowledge to enhance the performance of the employees.

5
Total Rewards (compensation & benefits): Compensation and benefits refers to the
compensation/salary and other monetary and non-monetary benefits passed on by a firm to its
employees. Compensation and benefits are an important aspect of HRM as it helps to keep the
workforce motivated.

Policy Formulation: Policy formulation is the development of effective and acceptable courses of
action for addressing what has been placed on the policy agenda.

Employee and Labor Relations: The employee and Labor Relations function of the Human Resources
Department is commonly associated with matters such as investigations, counselling and disciplinary
actions, but that certainly is not its primary mission.

Risk Management: Risk management is the process of identifying, assessing and controlling threats
to an organization's capital and earnings. These threats, or risks, could stem from a wide variety of
sources, including financial uncertainty, legal liabilities, strategic management errors, accidents and
natural disaster.
INTRODUCTION ABOUT THE COMPANY- OSKY CONSULTANY

Osky Recruitment Services, a sub-company of Owlreview Digital E-media Group, specializes in

providing top-notch human resources solutions across India. Catering to software companies, industrial
firms, and BPOs, Osky offers a wide range of recruitment services, including intern, full-time, part-
time, contract hiring, and executive search.

With a large, dedicated team and a proven ability to quickly reach qualified candidates through job
portals, communities, and Facebook ads, Osky sets itself apart. A recent accomplishment includes
securing 50 qualified candidates in just 7 hours. The company’s tech-driven approach includes using
ATS, ads, and HRMS software to streamline the recruitment process.

Osky also offers additional services such as resume writing, interview coaching, and career counseling,
focusing on both purpose and profit. The company primarily works with large corporations and other
consultancies, ensuring flexible and effective hiring solutions.

The tech industry is continuously evolving, and finding skilled employees in this sector can be
challenging. Osky’s team understands the intricacies of the software world, which is why they focus
on sourcing professionals who possess both the technical knowledge and the adaptability required to
keep up with the fast-paced environment of software companies. From software developers to IT
consultants, Osky ensures that the talent is well-aligned with the demands of the industry.
6
Osky Recruitment Services leverages the latest technology to streamline and enhance its recruitment
process. The use of ATS (Applicant Tracking Systems) allows the company to efficiently manage large
volumes of applicants, ensuring that no potential candidate is overlooked. By using algorithms to match
resumes to job descriptions, Osky significantly reduces the time it takes to shortlist candidates, which
is crucial in today’s fast-paced job market. In addition to ATS, the company uses HRMS (Human
Resource Management Software) to manage and maintain employee information, which helps in
keeping track of the entire recruitment lifecycle. This also assists clients in workforce planning and
managing their employees effectively once they are onboarded. Moreover, Osky Recruitment Services
incorporates Facebook Ads and other online advertising tools to extend their reach to a larger pool of
potential candidates. By using these platforms, the company ensures that its job listings are seen by the
right people, in the right locations, at the right time.

7
 CHAPTER 2

REVIEW OF LITERATURE

8
 REVIEW OF LITERATURE

1. Chow, I. H. S. (2020) This article attempts to (1) explore the process by which a high- performance
work system (HPWS) affects firm performance and (2) demonstrate the mediating role of
implementation and organizational culture in the HPWS-performance link. The proposed model was
tested using a sample of 243 Hong Kong and Taiwanese firms operating in Guangdong, China. The
results from the present study supported the hypothesized mediation of implementation and
organizational culture on the HR– performance relationship. This study offers important insights into
the mediating mechanism of the HPWS-performance research. Implications for research and
managerial practices are provided.

2. Al Mamun, M. A. (2019) This study shows that majority of the HR managers from different
industries in Bangladesh are aware of Green Human Resource Management. However, proper Green
HR activities are not yet practiced in the organization. Hence, organizations want to execute the Green
HR policy in near future. Foreign training and seminars are significant factors to increase the
awareness about Green human resource management among various levels of HR managers in the
organization.

3. Mehta, P. A. L. L. A. V. I., & Mehta, K. H. U. S. H. B. U. (2021) An organization can improve its

branding, productivity and even profitability by implementing Green human resource practices. The
employees and organizational performance can also be improved by positive change in organization
culture and commitment which will give a competitive advantage to them. The above analysis
concludes that with proper understanding and implementation of scope and depth of green HR
practices the organization can become a market leader. Therefore, firms should integrate the green
issues and practices into the regular, day to day HRM activities and also; into the strategic HR
decisions and corporate policies.

4. Margaretha, M., & Saragih, S. (2019) The HR strategy must reflect and inspire the ambitions of
the HR team and other employees, aligning with the company’s strategy, values and culture, deliver
sustainable returns to investors, address customer needs, identify and respond to emerging societal
trends, respond to governmental and regulatory expectations, and influence the public policy agenda.
According to Mandip (2012) the practice of green HR should be translating in to the HR processes,
namely recruitment; performance management and appraisal; training and development; employment

9
 relations; and compensation. Finally, by developing green culture, it would give some benefits for
organization.

5. Kehoe, R. R., & Wright, P. M. (2021) Although strategic human resource (HR) management
research has established a significant relationship between high- performance HR practices and firm-
level financial and market outcomes, few studies have considered the important role of employees’
perceptions of HR practice use or examined the more proximal outcomes of high-performance HR
practices that may play mediating roles in the HR practice–performance relationship. To address
recent calls in the literature for an investigation of this nature, this study examined the relationships
between employees’ perceptions of high-performance HR practice use in their job groups and
employee absenteeism, intent to remain with the organization, and organizational citizenship
behavior, dedicating a focus to the possible mediating role of affective organizational commitment
in these relationships.

6. Naqshbandi, M. M., Meeran, S., Kim, M., & Mughal, F. (2024) This study aims to explore how
the three types of human resource (HR) practices, encapsulated in the ability, motivation and
opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors
evaluate the centrality of knowledge sharing (KS) in mediating this relationship. The findings show
that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and
KS among organizational members amplifies the effects of these HR practices in the process.

7. Karmila, T., Romauli, R., Rahmawati, R., & Hakim, A. (2024) Improving the performance of
human resources is also very important to pay attention to, one of which is implementing the policies
of an effective leader of an organization. Case studies were carried out at the Ministry of Defense
Data and Information Center. The research method uses a descriptive qualitative approach and
employees who work in the Pusdatin environment are required to be able to shows good performance.
Leadership actors play a very important role in overall efforts to improve performance, both at the
individual, group and organizational levels.

8. Faeni, D. P. (2024) The objectives of the study are to assess the impact of green human resources
management (GHRM) policies and knowledge on the environmental performance of a public
transportation company employees. Data from 1130 respondents were analyzed using SmartPLS
modeling. The findings that GRHM affected employees of a public transportation company mediated

10
 by roles of green human resources management policies and knowledge. GRHM affected public
transportation employees’ environmental performance significantly. Employees in the public
transportation industry can use the study’s results to their advantage by developing plans to increase
their sense of belonging to the company and their impact on the environment. Therefore, many
companies understand the value of public transportation employees as the forefront ‘agent of change’
towards a significant positive environmental change in the community.

9. Febrian, W. D., & Solihin, A. (2024) The purpose of this writing is to build a hypothesis of influence
between variables which can later be used for further research within the scope of human resource
management science. The research method used is descriptive qualitative. Data was obtained from
previous studies relevant to this research and sourced from academic online media such as publish or
perish, google scholar, garba digital reference and jurnal sinta. The tool used to cite reference sources
is Mendeley References. The result of this article is: 1) Employee engagement influence improving
organizational culture; 2) Talent management influence improving organizational culture; and 3)
Training and development of human resources influence improving organizational culture.

10. Santi, S. (2024) The purpose of this study is to find out how the influence of HR management and
career development on employee performance through job satisfaction as an intervening variable, the
number of samples in this study was 41 respondents using the Smart PLS 3 analysis tool and data
collection techniques in this study with the distribution of questionnaires using the Likert scale. The
results of this study show that the most dominant variable, namely HR management, affects job
satisfaction positively and significantly, if human resource management is done correctly, job
satisfaction will also increase.

11. Qawasmeh, E. F., Alnafisi, S. Y., Almajali, R., Alromaih, B. S., Helali, M. M., & Ismail al-
lawama, H. (2024) The study found significant correlations between HRM practices and employee
performance measures in both contexts. Training programs showed a significant positive correlation
with productivity and job satisfaction in Jordanian universities, while compensation showed a more
clear impact on productivity in Saudi universities. Recommendations were made to develop
customized human resource management strategies taking into account the cultural nuances in each
region.
11
 Strengthening training initiatives: Strengthening training programs to improve productivity and job
satisfaction among academics. Emphasis on compensation policies: Greater emphasis on
compensation strategies in Saudi universities to enhance employee productivity.

12. Al-Alawneh, R., Othman, M., & Zaid, A. A. (2024) This paper aims to investigate the direct
relationship between green human resource management (GHRM) practices and environmental
performance (EP) in Palestinian universities, as well as the mediating role of management support
(MS) and green organisational culture (GOC) in this relationship. The study finds that the
implementation of GHRM practices positively enhances EP. The results further demonstrate that
GHRM practices influence both MS and GOC. Furthermore, this study reveals that both MS and
GOC play a significant role in mediating the relationship between GHRM and EP.

13. Budur, T., Demirer, H., & Rashid, C. A. (2024) Current article aims to investigate the positive link
between knowledge sharing (KS), innovative culture (IC), quality of work life
(QWL) and innovative behaviours (IB) at higher education institutions in Iraq's Kurdistan
The study's data was gathered from academic staff at various universities in Iraq's Kurdistan
Region. A total of 212 data were collected via survey questionnaire and analysed using structural
equation modelling. It was discovered that KS has direct and significant positive effects on IC,
QWL and IB; IC had direct positive effects on IB; QWL had no considerable influence on IB and
IC had a significant mediation and moderation roles between KS and IB. As a result, it is advised
that universities in the region are strongly support IC to increase IB among academicians.

14. Adinew, Y. (2024) The goal of this study was to explore how corporate culture and environment, as
well as motivating tactics, affect productivity in both public and private institutions. The study's
primary objective was to contrast the organizational cultures and motivating tactics used by various
institutions to boost productivity. A case study research approach was employed to examine the
impact of motivational strategies, organizational culture, and climate on enhancing productivity in
public and commercial institutions. Ten personnel from the two institutions were purposefully chosen
for the study, four of whom held managerial positions. The data was gathered through a semi-
structured interview and was categorized into three topic areas using a thematic data analysis
technique.

12
15. Javed, H. (2024) The chapter will focus on creating more inclusive and diverse places as well as how
to ensure that companies can foster and succeed while maintaining these critical aspects. It will also
investigate the implementation of innovative HR practices and the technology that is aiding
companies to be successful in these measures. Another aspect of D&I is their impact on technological
advancements at workplace. It has been seen that to create more positive workplaces, organizations
often deploy technology that further enhances its productivity and output. Multiple viewpoints lead
to innovative ideas, services, and goods and help people think creatively.

13
 CHAPTER 3

RESEARCH METHODOLOGY

14
 RESEARCH METHODOLOGY
Research is a scientific investigation. In other words, research is a scientific and systematic search for
pertinent information on a specific topic. The logic behind taking research methodology into consideration
is that one can have knowledge about the method and procedure adopted for achievement of objectives of
the project. With the adoption of this others can evaluate the results too. Its main aim is to keep the
researchers on the right track.

RESEARCH OBJECTIVES

The study is conducted with the following objectives:

1. Determine the overall level of awareness employees have regarding key HR policies
2. Identify specific areas where employees have limited knowledge or misunderstandings about HR
policies and office culture.
3. Evaluate how effectively HR policies and office culture information are communicated to
employees.
4. Investigate how the prevailing office culture affects employees’ awareness and understanding of
HR policies.
5. Examine employees’ perceptions of how well HR policies are implemented and whether there are
discrepancies between policy as written and practice.

The stated problem that is attempted to address basically determines the type of methodology one has to
adopt. The researcher uses exploratory research to conduct the study particularly when the researcher
lacks a clear idea of problems faced during the study. Through exploration the researchers develop the
concepts more clearly, establish priorities, and improve the final research design or the area of investigation
may be so new or so vague that a researcher needs to do an exploration just to learn something about the
problem. The researcher employed qualitative and quantitative data which was mainly collected from
primary source and secondary source both. The Primary data were collected using questionnaires mailed
to concerned respondents.
Secondary data has been collected through surfing on the internet.

Methods Used
• Quantitative Methods: Surveys and structured questionnaires to collect numerical data on
employees’ awareness and perceptions.

15
 • Qualitative Methods: Interviews or focus groups to gain deeper insights into employees'
experiences and understanding.

Sample Design
A sample design is a definite plan for obtaining a sample from a given population. It refers to the techniques
or the procedure the researcher would adopt in selecting items for the sample.

Data Collection

Data was collected using mainly two methods i.e. primary data and secondary data.

• Primary Data: Primary data is the data which is used or collected for first time and it is not used
by anyone in the past. There are number of sources of primary data from which the information can
be collected. I choose the following resources for our research:
i. Questionnaire: This method of data collection is quite popular, particular in case of big
enquiries. Here in our research we set 10-15 simple questions and request the respondents
to answer these questions with correct information.
ii. Respondents: Respondents helps in creation of more accurate idea about our research. I
have mailed the questionnaires to the respondents so that I can reach to high number of
people.
• Secondary Data: Secondary data is the data which is available in readymade form and which is
already used by people for some purposes. There may be various sources of secondary data such
as-newspapers, magazines, journals, books, reports, documents and other published information.
i. Internet: I took internet as a major consideration while searching up for the project as
getting latest information and reports on internet is very easy.

Sample Plan

Sample Size: I have taken into consideration 80-100 responses that the respondents have filled.
Sampling Unit: All the responses have been collected online through mails of the people with the help of
questionnaire.

Research Design:

Descriptive research is used in this study. It comprises of several types of surveys and fact- finding
inquiries. The most important goal of descriptive research is to describe the current condition of
circumstances. The factors in this sort of study are outside the control of the researcher.

16
Sampling Technique

Stratified Sampling: Stratified sampling is a type of probability sampling technique used to ensure that
different subgroups within a population are adequately represented in the sample. This method improves
the precision and accuracy of survey results by considering the population’s heterogeneity.

It is used because it ensures representation across different departments and roles, providing a more detailed
and accurate picture of awareness levels.

17
 Need for the study

1. Understanding Employee Awareness: Assessing how well employees understand HR policies can
highlight gaps in communication and training, ensuring that everyone is informed about their rights,
responsibilities, and available resources.

2. Enhancing Compliance: When employees are aware of HR policies, they are more likely to comply
with them, reducing legal risks for the organization and fostering a fair workplace environment.

3. Improving Workplace Culture: A strong office culture relies on shared values and understanding. By
studying employee awareness, organizations can identify areas where culture may not be well
communicated or understood.

4. Identifying Training Needs: The study can reveal specific areas where additional training or resources
may be needed, allowing HR to tailor initiatives to improve overall knowledge and engagement.

5. Boosting Employee Engagement: When employees are aware of and understand HR policies, they
may feel more valued and engaged, leading to higher morale and productivity.

18
 CHAPTER 4

DATA ANALYSIS

19
Total number of responses: 120 Age Count of respondents

CHART TITLE
18-24 25-34 35-44 45-55 56 and above

25-34
7%

18-24
93%

Gender

CHART TITLE
Male Female Prefer not to say

37%
63%

Department

CHART TITLE
Administra@on Finance
Human resources Opera@ons

13%
37%
25%

25%

20
Years of service

CHART TITLE
7-10 years
2%
4-6 years
1% <10 years
10%

1-3 years
12%

>1 year
75%

How aware are you of the following HR policies?

1) Performance Management

Chart Title

37.50%

25%

12.50% 12.50% 12.50%

1 2 3 4 5
Performance management

21
2) Diversity and induction

Chart Title

35.30%
32%

12.50% 12.50%
7.70%

1 2 3 4 5
Diversity and induc@on

3) Workplace conduct

Chart Title

25% 25% 25%

12.50% 12.50%

1 2 3 4 5
Workplace conduct

22
 4) Employee benefits

Chart Title

37.50%

25%

12.50% 12.50% 12.50%

1 2 3 4 5
Employee benefits

Where do you primarily obtain information about HR policies? (Select all that apply)

Chart Title
COLLEAGUES 62.50%

MEETINGS/TRAINING SESSIONS 50%

EMAILS FROM HR 62.50%

INTRANET/COMPANY WEBSITE 37.50%

EMPLOYEE HANDBOOK 25%

0% 10% 20% 30% 40% 50% 60% 70%

23
Perceptions of Office Culture: How would you describe the office culture in your organisation?
(Rate each on a scale of 1 to 5) 1) Inclusivity

Chart Title

37.50%

25%

12.50% 12.50% 12.50%

1 2 3 4 5
Inclusivity

2) Communication

Chart Title

1 25% 25% 25% 25%

2
3
4 5
Communica@on

0%

24
 3) Support from management

Chart Title

50%

37.00%

13%
0% 0%

1 2 3 4 5
Support from management

Do you feel comfortable discussing HR policies with your manager or HR?

CHART TITLE

Maybe
25%

No
13% Yes
62%

How often do you receive feedback regarding your performance?

Never
CHART TITLE
Always
0%
0%

O\en Rarely
25% 25%

Some@mes
50%

25
There is a clear understanding of HR policies & procedure in your organization.

CHART TITLE

Maybe
25%

No
13% Yes
62%

HR practices are implemented with utmost transparency in your organization.

CHART TITLE

Maybe
38% Yes
50%

No
12%

HR practices are flexible in your organizations towards Environment

CHART TITLE

Maybe
13%

No
25%
Yes
62%

26
You are being paid adequately for the work you do, Salary/ Monetary incentives are sufficient in your
organizations.

CHART TITLE

Maybe
13%
No
12%

Yes
75%

The employees are encouraged to take initiative & do things on their way. Organisations gets team
opinion and ideas before making decisions.

CHART TITLE

Strongly
disagree
12%
Strongly agree Disagree
25% 13%

Agree Neutral
25% 25%

27
CONCLUSION

28
In conclusion, this study underscores the critical importance of employees’ awareness of HR policies and the
prevailing office culture within an organization. The findings reveal that a well-informed workforce
significantly enhances overall employee satisfaction, engagement, and productivity. When employees are
knowledgeable about HR policies, they are better equipped to navigate their roles, understand their rights and
responsibilities, and utilize available resources effectively. Moreover, awareness of office culture fosters a
sense of belonging and alignment with organizational values, which can lead to improved teamwork and
collaboration. It is evident that organizations that prioritize transparency and communication regarding HR
policies and cultural norms create an environment where employees feel valued and empowered. This, in turn,
cultivates loyalty and reduces turnover rates, ultimately benefiting the organization’s bottom line. The study
also highlights the need for continuous training and development initiatives aimed at educating employees
about HR policies and reinforcing the desired office culture. Regular workshops, accessible informational
resources, and open forums for discussion can bridge knowledge gaps and ensure that all employees, regardless
of their tenure, have a clear understanding of the policies that govern their workplace. Furthermore, it is
essential for HR departments to actively solicit feedback from employees about their understanding and
perceptions of these policies and the overall office culture. By doing so, organizations can identify areas for
improvement and make informed adjustments that align with employee needs and expectations. In light of
these findings, it is recommended that organizations adopt a proactive approach to enhance employee
awareness. This could involve integrating policy training into the onboarding process, regularly updating
employees on policy changes, and fostering a culture of open dialogue. Ultimately, an informed and engaged
workforce is a cornerstone of organizational success, and prioritizing employees’ understanding of HR policies
and office culture is a strategic investment that yields long-term benefits for both employees and the
organization as a whole.

29
REFERENCES

30
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PLAGIARISM

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