A STUDY ON HR STRATEGIES IN SUSTAINABILITY OF THE

FIRM DLK CAREER DEVELOPMENT

Project report submitted to
DWARAKA DOSS GOVERDHAN DOSS VAISHNAV COLLEGE

In partial fulfilment of the requirement for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION
Report submitted by
SANJAY KUMAR D
REGISTER NUMBER:2113101096222
Under the guidance of
Ms. ASWINI R MBA.,

DEPARTMENT OF BUSINESS ADMINISTRATION DWARAKA DOSS

GOVERDHAN DOSS VAISHNAV COLLEGE
(Autonomous)
ARUMBAKKAM, CHENNAI – 600106
APRIL – 2024

1
 A STUDY ON HR STRATEGIES IN SUSTAINABILITY OF THE
FIRM DLK CAREER DEVELOPMENT
Project report submitted to
DWARAKA DOSS GOVERDHAN DOSS VAISHNAV COLLEGE

In partial fulfilment of the requirement for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION
Report submitted by
SANJAY KUMAR D
REGISTER NUMBER:2113101096222
Under the guidance of
Ms. ASWINI R MBA.,

DEPARTMENT OF BUSINESS ADMINISTRATION DWARAKA DOSS

GOVERDHAN DOSS VAISHNAV COLLEGE
(Autonomous)
ARUMBAKKAM, CHENNAI – 600106
APRIL – 2024

2
3
 DWARAKA DOSS GOVERDHAN DOSS VAISHNAV COLLEGE

Arumbakkam, Chennai – 600106

(Autonomous)
DEPARTMENT OF BUSINESS ADMINISTRATION

BONAFIDE CERTFICATE

This is to certify that the project titled “HR TRATEGIES IN SUSTAINABILITY

OF THE FIRM” is a bonafide work of Mr. SANJAY KUMAR D, carried out under
my supervision. The work is submitted in partial fulfilment of the requirement
of the award of the degree of BACHELOR OF BUSINESS ADMINISTRATION of
DWARAKA DOSS GOVERDHAN DOSS VAISHNAV COLLEGE
during the academic year 2023-2024.

MS. Aswini R Ms.Dr.N.Sarulatha

FACULTY GUIDE HEAD I/C

4
 DECLARATION

I, Ms. PRABHAVATHI P declare that this project entitled “HR TRATEGIES IN

SUSTAINABILITY OF THE FIRM” was carried out by me under the guidance
of Ms. ASWINI R Department of Business Administration and is entirely my
original work and has not been submitted to any other University for the award
of any degree or diploma courses.

PLACE: CHENNAI NAME : SANJAY KUMAR D

DATE REGISTER NUMBER:2113101096222

5
 VIVA VOCE

This report is in partial fulfilment of the degree of BACHELOR OF

BUSINESS ADMINISTRATION submitted for the viva voce examination
held on …………….. at Department of Business Administration, DWARAKA
DOSS GOVERDHAN DOSS VAISHNAV COLLEGE (Autonomous),
ARUMBAKKAM, CHENNAI – 600106.

INTERNAL EXAMINER EXTERNAL EXAMINER

6
 ACKNOWLEDGEMENT

I sincerely thank my college, DWARAKA DOSS GOVERDHAN DOSS

VAISHNAV COLLEGE (Autonomous) which has given me an opportunity
to study B.B.A, and also complete it successfully.

I express my deep gratitude to Capt. Dr. S. Santhosh Baboo,

Principal, DWARAKA DOSS GOVERDHAN DOSS VAISHNAV COLLEGE
(Autonomous) for giving me an opportunity to study in such esteemed
institution.

I would like to thank Dr. N. Sarulatha, MBA., NET., Ph.D. Head I/C,
Department of Business Administration, for her enormous support in
completing this project.

I would like to thank my guide MS. ASWINI R MBA., Department of

Business Administration, for his/her valuable guidance in my entire
endeavour in general and for successful completion of this project in
particular.

I would also like to thank other faculty members of the Department of

Business Administration for their support, valuable suggestions and guidance in
this successful completion of research project.

Finally I thank one and all who have helped me to complete this report
successfully.

7
 TABLE OF CONTENTS
TITLE
S. NO PAGE NO
LIST OF TABLES 9-10

LIST OF CHARTS 11-12

CHAPTER 1
1.1 INTRODUCTION 14
1.2 AREA OF STUDY 15
1.3 OBJECTIVE OF STUDY 15
1.4 RESEARCH METHODOLOGY 15-16
1.5 LIMITATION OF THE STUDY 16
1.6 CHAPTERISATION 17
CHAPTER 2
2.1 THEORETICAL OUTLOOK 19-22
2.2 LITERATURE REVIEW 23-26
CHAPTER 3
3.1 COMPANY PROFILE 28-30
CHAPTER 4
4.1 DATA ANALYSIS & INTERPRETATION 32-56
CHAPTER 5
5.1 FINDINGS 58-59
5.2 SUGGESTION 59
5.3 CONCLUSION 60
REFRENCES
BIBLIOGRAPHY 61

ANNEXURE
QUESTIONNAIRE 63-69

8
 LIST OF TABLES
S.NO TITLE PAGE.NO
4.1 EMPLOYEE BY AGE 32
4.2 GENDER CLASSIFICATION OF THE EMPLOYEES 33

4.3 EDUCATIONAL QUALIFICATION OF THE 34

EMPLOYEES
4.4 IMPORTANCE OF SUSTAINABILITY OF A FIRMHR 35
STRATEGIES
4.5 ARE IMPORTANT FOR ENHANCING 36
SUSTAIABILITY OF A FIRM
4.6 WORK ENVIRONMENT OF THE COMPANY 37
4.7 SALARY STRUCTURE OF THE COMPANY 38
4.8 GREIVANCES HANDLED BY THE COMPANY 39
4.9 RULES AND GUIDELINES OF THE COMPANY 40
4.10 SATISFACTION WITH THE WORKING HOURS 41
4.11 GOALS OF THE COMPANY 42
4.12 PERFORMANCE APPRAISAL IN THE COMPANY 43

4.13 SATISFACTION WITH THE WORK LOAD 44

4.14 JOB SECURITY OF THE COMPANY 45
4.15 SAFETY OF WORKERS IN THE COMPANY 46
4.16 INCENTIVES AND BONUS PROVIDED BY THE 47
COMPANY
4.17 MEDICAL INSURANCE FOR THE EMPLOYEES 48

4.18 LEAVE OPPORTUNITIES PROVIDED BY THE 49

COMPANY
4.19 LUNCH AND REFRESHMENTS PROVIDED BY 50
THE COMPANY
4.20 TRAINING PROGRAM FOR THE EMPLOYEES 51
4.21 WORK ASSIGNMENTS FOR THE EMPLOYEES 52

9
4.22 SUPPORT FROM SUPERIORS OF THE COMPANY 53

4.23 SUGGESTIONS IMPLEMENTED BY THE 54

COMPANY
4.24 LOYALTY TOWARDS THE WORK AND 55
WORKPLACE
4.25 ENCOURAGEMENT GIVEN BY THE COMPANY 56

10
 LIST OF CHARTS
S.NO TITLE PAGE.NO
4.1 EMPLOYEE BY AGE 29
4.2 GENDER 30

4.3 EDUCATION 31

4.4 EXPERIENCE 32
4.5 IMPORTANT FOR ENHANCING SUSTAIABILITY OF A 33
FIRM
4.6 HR STRATEGIES AT ITS BEST INCREASES JOB 34
SATISFACTION
4.7 HR STRATEGIES HELPS TO INCREASE THE 35
MOTIVATIONAL LEVEL OF THE EMPLOYEES
4.8 HR STRATEGIES AT ITS BEST INCREASES JOB 36
SATISFACTION
4.9 IMPACT OF TRAINING AND DEVELOPMENT 37
STRATEGY IN SUSTAINABILITY OF THE FIRM
4.10 IMPACT OF PERFORMANCE EVALUATION STRATEGY 38
IN THE SUSTAINABILITY OF THE FIRM
4.11 IMPACT OF TEAMWORK STRATEGY IN 39
SUSTAINABILITY OF THE FIRM
4.12 IMPACT OF EMPLOYEE PARTICIPATION STRATEGY 40
IN SUSTAINABILITY OF THE FIRM
4.13 IMPACT OF COMPANY BENEFITS & COMPENSATION 41
STRATEGY IN SUSTAINABILITY OF THE FIRM
4.14 ORGANISATION CULTURE AND LEADERSHIP STYLE 42
HELPS IN EFFECTIVE PERFORMANCE MANAGEMENT
4.15 DELEGATED WORK FROM TOP MANAGEMENT IS 43
REVIEWED ON A REGULAR BASIS
4.16 ORGANISATION HAS CERTAIN POSITIONS AND 44
COMMITTEES TO INDULGE IN SUSTAINABILITY
PRACTICES
4.17 DEVELOPING SUSTAINABLE HRM POLICIES IS THE 45
RESPONSIBILITY OF THE HR PROFESSIONALS
4.18 SUSTAINABILITY VALUES ARE CREATED AND 46
INCULCATED BY THE ORGANISATION AS A
CONTRIBUTION OF HR TOWARDS ORGANISATIONAL
SUSTAINABILITY

11
4.19 IMPACT OF SUSTAINABILITY IN IMPROVING THE 47
PERFORMANCE OF THE FIRM
4.20 IMPORTANCE OF SUSTAINABILITY PRACTICES IN 48
DAILY BUSINESS
4.21 SPECIFIC EMPLOYEE TRAINING TO BE GIVEN 49
REGARDING THE IMPORTANCE OF SUSTAINABLE
BUSINESS PRACTICES
4.22 ORGANISATION PROVIDES EMPLOYEES WITH 50
SUSTAINABILITY TRAINING OPPORTUNITIES
4.23 BEHAVIOUR AT THE FIRM LEVEL HAS AN IMPACT 51
ON SUSTAINABILITY
4.24 MANAGING WORKFORCE DIVERSITY CONTRIBUTES 52
TOWARDS SUSTAINABILITY OF THE FIRM
4.25 CULTURE OF TEAM SPIRIT PROMOTES SUSTAINABLE 53
GROWTH OF THE ORGANISATION

12
CHAPTER-1
(INTRODUCTION)

13
1.1 INTRODUCTION
Human resource (HR) strategy maximizes the potential of an organization’s human capital so it can achieve
its broader business objectives. For some employers, however, transitioning HR from a purely transactional
function to a strategic one can be challenging. But considering the competitive advantages enjoyed by talent-
driven organizations, it’s an obstacle worth overcoming. HR strategy is a roadmap for solving an
organization’s biggest challenges with people-centric solutions. This approach requires HR input during
policy creation and elevates the importance of recruitment, talent management, compensation, succession
planning and corporate culture.
1.2 IMPORTANCE OF HR STRATEGY
Without strategy behind it, HR remains an administrative function and business growth may be hindered.
Consider, for instance, two different companies that would like to expand into new markets. One of them is
strategic and gives HR a seat at the table from the very beginning. It researches locations that would be the
most advantageous from an employment standpoint and then develops a long-term plan for networking
highly-qualified, passive candidates in the chosen regions. The other company takes transactional
approaches to solving problems. Instead of including HR in its expansion discussions, it delegates a hiring
manager to recruit candidates without knowing if the desired talent exists in that market or if the
employment rules add a significant number of unexpected obstacles. As the first example shows, when HR is
involved and integrated at many levels of an organization, it can create a powerful advantage.
1.3 BENEFITS OF STRATEGIC HUMAN RESOURCES PLANNING
One of the primary benefits of syncing HR strategy with broader business initiatives is that it helps
organizations allocate budgets in ways that will maximize their return on investment (ROI). Employers who
take this approach to HR, may also be able to:
 Reduce turnover
 Improve employee engagement
 Enhance productivity
 Attract superior talent
 Enact better policies
 Minimize business disruptions

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1.4 BEST PRACTICES FOR IMPLEMENTATING AN HR STRATEGY
Everyone has fires to put out, which is why being proactive rather than reactive in the workplace does not
always come naturally. The good news, however, is that HR experts have perfected some tried and true
methods for implementing strategy effectively. Best practices are to:
 Involve key stakeholders
Strategy requires collaboration. HR professionals should be involved from the beginning and
managers and other senior leaders should sign-off on the plan.
 Know the budget
Without funds to support it, HR strategy quickly becomes pie in the sky. Focus on initiatives that
realistically fit within the organization’s budget.
 Remember the basics
Do not overlook administrative responsibilities in favour of strategy. A compliance violation will
derail any plan, no matter how grand it is.
 Recognize transactional solutions
The quickest answer to a problem may not always be optimal in the long run. Make it a habit of
acting strategically in every endeavour.
 Monitor and adjust the strategy
Measure the strategy’s effectiveness over time with key performance indicators (KPIs). If
something’s not achieving the desired results, revise it accordingly.

HR Functions
 compensation planning,
 recruitment,
 succession planning and
 employee development.

Four Human Resource Strategies

 Limit transactional problem solving
 Be proactive, rather than reactive

15
  Provide people-centric solutions to large-scale challenges
 Connect people who can solve each other’s problems

1.6 INDUSTRY PROFILE

The development of the Indian software industry is an archetype of how economic liberalization combined
with an entrepreneurial spirit can build an industry that today contributes as much as 8% to the GDP of a
fast-growing country like India. On the back of thousands of IT services companies that were built over the
last three decades, the industry has generated US$177 billion in revenue and more than US$135 billion in
exports in FY 20182019 alone. The IT industry has also created over four million direct jobs and 12 million
indirect jobs in India. A testament to this growth is the fact that the largest Indian IT services company is
currently valued at over US$100 billion and generates over US$20 billion in revenue.

Over the years, the Indian software industry has matured from providing cost-effective back office support to
driving the digital transformation agenda ahead in global companies. Increasingly, leaders of more than a
thousand global enterprises across the U.S., Europe, and other locations have realized India's potential and
have set up their own IT or R&D centers to take advantage of the vibrant Indian software ecosystem. The
current wave of Indian software entrepreneurs is focusing on building platforms and products for Indian and
global markets. This has led to the creation of more than 7,000 tech startup in India. India is already home to
18 unicorns (start-ups valued in excess of US$1 billion), and another 10 are expected to be added by the end
of 2020.

The Indian software industry has accelerated the adoption of digital technologies in the country. The industry
has played a crucial role in providing digital identities to over one billion people in the country, which is
further enabling the provision of services across industries such as banking, healthcare, and education in an
efficient manner. The next generation of Indian software companies is helping millions of small and medium
businesses (SMBs) and individual workers such as cab drivers and delivery personnel move into the formal
economy.

Growth of the Software Industry in India

For the purpose of discussion, the growth and evolution of the industry can be viewed in three broad phases:

16
  Pre-2000 era: The growth of software exporting firms.

For the two decades in this period, the software sector was largely comprised of firms looking to provide
software services to global clients. The focus was on exports, and most companies viewed themselves as
software exporters. The companies started solving Y2K issues for their customers and further extended their
offerings to help companies manage their legacy portfolio of applications and infrastructure. The first wave
of the global Internet and dot-com era created intercontinental Internet infrastructure. Indian companies were
able to leverage this infrastructure to deliver software development-related services to global enterprises
remotely.

Realizing the potential and the availability of talent, some multinational corporations established their own
offshore development centers in India. Companies involved in the software aspects of hardwarefor example,
design of tools or VLSI (very large-scale integration)/system designalso took root, diversifying their services
portfolio.

 Circa 2000 - 2010: The rise of Indian software multinationals and R&D centers.

With experience in dealing with complex IT systems and confidence in working with international
customers, several companies became multinationals with offices and centers across countries. They offered
a wider range of services like executing large and complex projects involving integration, complete end-to-
end solutions including management of IT infrastructure, running the services, providing IT strategy, and
other related services.

Global multinational companies also realized India's potential in software services and started increasing
their direct presence in India by setting up IT, business process management (BPM), and R&D centers. To
date, 1,250 companies from around the world have set up their own centers in India across almost all key
industry verticals. Software/Internet, telecom, semiconductor, automotive, and industrial are the top
industries present, with R&D being a strong focal point. Enterprises across industries such as banking, retail,
and healthcare also started driving digital engineering work from their India development centers.

Today, several centers have matured to deliver end-to-end products from India. These centers also act as the
gateway to Asia, helping with product localization and creation of new products for these markets. Even
next-generation companies have started setting up centers in India. Uber set up an engineering center in
2017, and OVHa unicorn from France that provides cloud servicesset up an R&D center in the country last
year. Over 400,000 engineers work in global R&D centers in India. Bangalore, Pune, Hyderabad, National
17
Capital Region (Delhi, Noida, Gurgaon), and Chennai are key locations for such centers, amplifying the
possibility of ecosystemwide learning, relearning, innovation, and partnership.

 Circa 2011 to present: Vibrant and innovation-driven multi-dimensional sector.

The Indian software ecosystem has now evolved into an extremely dynamic and varied sector that is building
and managing the most complex IT systems for global enterprises. The combination of available talent,
lower rates of brain drain to the U.S., the presence of large technology companies' R&D centers, and the
presence of global venture capitalists has helped accelerate the growth of the start-up ecosystem. India,
today, has over 7,000 start-ups (started less than five years ago), and over 1,200 technology start-ups were
established in just the last year.

There are largely two types of technology start-ups. The first are consumer-led and largely focused on the
India market. Initially these were replicas of U.S. companies, but soon morphed with unique innovations for
the India market. For example, the cash on delivery model in e-commerce was pioneered in India and is now
used globally. The second set of startups are focused on serving the U.S. and European markets.

In the last few years, 18 start-ups touched US$1 billion in market capitalization. Walmart bought India's
largest e-commerce company, Flipkart, which is only about 11 years old, at a valuation of US$21 billion.
OYO Rooms, a technology-enabled franchise model hotel chain, was started by a 20-year-old, and now has
the largest number of rooms under management in India, overtaking both traditional Indian and global hotel
chains. Start-ups are driving innovation at an accelerated pace. To maintain the warp speed of innovation,
large companies are building partnerships with the start-ups and are actively looking at acquisitions, both for
talent and intellectual property.

Impact of IT Industry on India

The IT industry's impact on India is profound. It is a positive contributor to India's revenue growth, talent
capability, diversity in workforce, and its digital infrastructure.

 Growth in exports. In terms of revenue and foreign exchange, this sector has transformed India's
finances, and is effectively financing a large share of imports. The sector is currently the largest forex
earner from exports and accounts for over 25% of the country's total exports. The sector is already
contributing over 7.9% to India's GDP.
18
 Capability development and employment creation. No other industry segment has generated as many
jobs for the middle class. The sector directly employs over four million people and indirectly supports an
additional 12 million jobs. The industry was also a major trigger for the government to push for an
increase in output of engineering colleges to over 700,000 graduates a year. Companies have also set up
processes to hire, train, and engage thousands of employees. In fact, Indian IT services companies spend
over US$1.6 billion a year on employee training. Large technology companies have set up campuses
exclusively focused on training their employees on skills relevant to their global customers. Over
500,000 engineers in India are already equipped with relevant digital skills to drive digital
transformation. FutureSkills, an initiative of the National Association of Software and Services
Companies (NASSCOM), has an ambitious goal of training another two million people in digital
technologies over the next few years.
 Female empowerment. The industry has been supportive of women in the workforce, an aspect where
India has traditionally lagged. Some 30% of the IT sector workforce is comprised of women employees
and this has been a trend since the early stages of its development. The sector has not only helped
empower women but has also provided them with highly aspirational career options.
 Start-up ecosystem. The start-up ecosystem in India attracted over US$10 billion in investments from
venture capitalists from across the world between 2016 and 2018. US$6 billion has already been invested
in Indian start-ups by SoftBank out of its US$100 billion Vision Fund. Start-ups such as Flipkart, Ola,
and Swiggy have helped create or digitally enable millions of jobs such as cab drivers and e-
commerce/food delivery professionals. These companies are also empowering the country's 60 million
small and medium businesses by digitally enabling their operations. Start-ups such as Power2SME and
CapitalFloat are offering innovative financial services for SMBs, including "flow-based lending;" a
lending model that provides credit to SMBs based on an analysis of their financial transactions, thereby
improving SMBs' ability to invest and grow their businesses.
 Digital infrastructure. Within a span of about a decade, Indian IT companies have taken several
services being provided to citizens and corporations and moved them online. Most of these systems have
been developed by indigenous IT companies, and many are also maintained and managed by them.
Examples include the Ministry of Corporate Affairs system for corporate tax filing, the income tax
management system, including e-filing of tax returns, the entire India Stack digital infrastructure, the
Goods and Services Tax system, the passport system, the Indian rail reservation system (that books over

19
 200 million tickets annually), the Aadhaar unique identification infrastructure the largest in the world
(whose chief conceptualizer and first CEO, Nandan Nilekani, is a product of the IT industry), and others.
 India's global perception. Finally, it should be noted the software sector has perhaps played the most
crucial role in changing the global perception of India. Until the 1980s, India was perceived as a poor
country that needed support from more developed nations. Today, this view has changed, and India now
has a seat at the global table. The world is aware of India's technology prowess and is actively looking to
make investments, form partnerships, and tap India's bustling technology ecosystem. Frequent foreign
travellers can attest to the fact that the quality of interaction with local people has evolved dramatically
over the last quarter century due to the IT industry's widespread impact

Global Impact

Rising from a position where it was almost impossible for a poor and impoverished country like India to
create capabilities around software technology, India has emerged as a software powerhouse serving the
world. The IT sector has helped global corporations optimize their cost, improve quality, create jobs and
capabilities worldwide, and drive global business models and technology innovations.

 Cost optimization and quality. India's high quality and relatively lower cost engineering, IT, and BPM
talent has helped corporations gain huge cost savings that have allowed them to increase their
shareholder returns and invest in growth and transformational initiatives. Assuming a cost difference of
over 50% between developed locations and India, the Indian IT industry has helped global enterprises
save over US$500 billion in the last five years alone. It was important for the Indian IT companies to
ensure that they could deliver high quality software. In fact, they were among the first to adopt the
software development process standard called Capability Maturity Model (CMM), launched by the
Software Engineering Institute at Carnegie Mellon University in 1987. By 1998, half of all global
companies assessed at CMM level 4 or 5 were from India. Companies from across the world, and even
countries wanting to develop their own ITsectors, turned to India's experience of rigorous software
development process and the use of quantitative techniques to manage them. Indian companies shared
what they learned at software-related conferences, workshops, seminars, and so forth. Delegations from
various countries visited India to learn from its experiences, and case studies were also developed.
 Global delivery model. Riding on its CMM capabilities, Indian IT companies have pioneered the global
delivery model where distributed teams can seamlessly work together to deliver complex software projects.
The global delivery model innovation has quickly become an industry best practice among all global IT
13
 services companies as well as enterprises. Large enterprises have anchored on the global delivery model to
set up their own IT and R&D centers in India to drive IT and product innovation. Today, over 500 global
companies have their second largest development centers based in India.
 Global innovation and digital transformation. Large global companies have realized the capability of
Indian talent and started focusing on driving core innovation from the country. In fact, several companies
have started filling global patents for ideas that were conceptualized and productized from their India
centers. Between 2015 and 2018, more than 4,300 patents were filed by India-based companies/offices in the
U.S. Patent and Trademark Office. Companies have also expanded the roles at their India centers to include
product management, customer success, sales, and marketing. Some companies, including Cisco and
Samsung, consider their India centers as second headquarters. Also, India is rapidly rising as a hub of global
Centers of Excellence (COEs) for modern technologies such as artificial intelligence/machine learning,
Internet of Things, robotic process automation, and others.

The Indian software industry was quick to realize the changing needs of customers and started supporting
global digital transformation initiatives of several legacy companies in the retail, manufacturing, energy, and
utilities industries. The large Indian IT companies are now multinationals in their own rightthe top
companies operate in over 50 countries, where they have substantial offices. Many have significant
development centers in other regions like the United States, Mexico, China, Europe, and Australia,
employing thousands of software engineers and managers. The Indian IT services industry is estimated to
employ a total of 40,000+ locals in the United States alone. Additionally, the industry is also exporting its
massive talent training infrastructure to global locations. Tata Consultancy Services has set up a training hub
in Cincinnati and is creating a pipeline of graduates coming out of U.S. universities.

The worldwide impact of the Indian software industry is widely evident:

 Code written by Indians is present in almost all systems with software, including cars, consumer
electronics, enterprise software solutions, industrial products, banking systems, and more;

 Indian designers are involved in most chip and system designs by major multinationals;

 Indian IT firms have development centers in over 80 countries around the world; and

 Over 1,000 companies develop global products from their centers in India.

14
 CHAPTER-2
(THEORITICAL
OUTLOOK, LITERATURE
REVIEW)

15
2.1 THEORITICAL OUTLOOK:

MEANING:

This paper aims to provide a theoretical outlook on the significance of HR strategies in enhancing the
sustainability of firms. Drawing on relevant literature and theoretical frameworks, it discusses the key
dimensions of HR strategies that influence sustainability, including recruitment and selection, training
and development, performance management, and organizational culture. Furthermore, it explores the
mechanisms through which HR strategies contribute to sustainability outcomes, such as employee
engagement, innovation, and organizational resilience. By synthesizing existing theoretical
perspectives, this paper offers insights into how HR strategies can be leveraged to support sustainable
business practices and foster long-term organizational success.

RELATIONSHIP BETWEEN HR AND SUSTAINABILITY

HR plays a pivotal role in attracting and retaining talent committed to sustainability goals. By
incorporating sustainability criteria into job descriptions and recruitment processes, HR
departments can ensure that employees align with the firm's environmental and social objectives.
Furthermore, HR practices that prioritize employee well-being and work-life balance contribute
to higher employee satisfaction and retention rates, which are essential for sustainable workforce
management.

HR is responsible for designing and implementing training programs that enhance employees'
understanding of sustainability issues and equip them with the necessary skills to integrate
sustainable practices into their work. Continuous learning and development initiatives foster a
culture of innovation and adaptability, enabling employees to respond effectively to evolving
sustainability challenges and opportunities. HR plays a crucial role in aligning individual and
organizational goals with sustainability objectives through performance management systems.

By incorporating sustainability metrics and KPIs into performance evaluations, HR ensures that
employees' contributions to sustainability are recognized and rewarded, reinforcing the firm's
commitment to sustainability.

16
IMPORTANCE OF EMPLOYEE SATISFACTION:

Purpose or benefits of employee satisfaction include as following:

 Enhances employee retention.

 Increase productivity.
 Increase customer satisfaction.
 Reduce turnover recurring and training cost.
 Enhances customer satisfaction and loyalty.
 Energetic employers.
 Improve team work.
 Higher quality products or service due to more competent energize employees.

PROMOTION AND CAREER DEVELOPMENT FACTORS:

 Opportunities for promotion

 Training program participated or will do
 Capacity of career development

WORK TASK FACTORS:

 Quantity of task
 Difficult level of task

17
RELATIONSHIP WITH HR SUSTAINABILITY:

HR practices that encourage diversity, inclusion, and collaboration facilitate the generation of
innovative ideas and solutions to sustainability challenges. By nurturing a culture of creativity and
experimentation, HR enables employees to develop innovative products, services, and processes that
contribute to the firm's sustainability goals.

SALARY:

 Salary is a fixed amount or compensation paid to an employee by an employer in return for

work performed. An employee who is paid a salary is expected to complete a whole job in
return for the salary.

OVERTIME ALLOWANCE:

 Overtime allowance in extra cash compensation for the hours that employees work in
excess.

DECISION MAKING:

 Decision making involves the selection of a suitable action from among two or more
possible alternatives in order to arrive at a solution to a problem.

18
 PROBLEM SOLVING:

 Grievance handling means helps to solve a problem of the person who is in trouble and
went some kind of help. It is to help such a person is a way that they can give him to his
satisfaction.

WELFARE FACILITY:

 Employee welfare aims at providing such service facility and amenities, which enables a
worker to perform their employee well. An employee welfare facility consists of canteen,
restrooms housing facility, medical facility, educational facility and transportation facility.

WORK SCHEDULE:

 Employee work schedules vary from fulfilled time to part time to job shares. All work
schedules have one thing in common, the employee is doing work under an employer.
Today’s employers understand that flexibility is what employee requires in their work
schedule. If they don’t, employers should beware.

LITERATURE REVIEW

There are various HRM practices as discussed by various researchers and academicians. Katou (2008)
conducted a study to measure the impact of HRM practices on organizational performance in
manufacturing sector of Greece. The results indicated that the relationship between HRM practices
(resourcing and development, compensation and incentives, involvement and job design) and
organizational performance is partially mediated through HRM outcomes (skills, attitudes, behavior), and it
is influenced by business strategies (cost, quality, innovation). The study concluded that HRM practices are
associated with business strategies will affect organizational performance through HRM outcomes.

Iqbal et al (2011) conducted a study to compare the HRM practices of public and private universities of
Pakistan among executives. The study found that there was a significant difference in HRM practices in
public and private universities. HRM practices such as job definition, training and development,
compensation, team work and employees participation were better in the public universities than private
19
universities. Study further found that performance appraisal practices were better in the private universities
than public sector universities.

Zulfqar et al (2011) investigated a study to examine the relationship and nature of relationship between
HRM practices (compensation, performance evaluation, and promotion practices) and the employee
perceived performance in the banking sector of Pakistan. The results of the study found that, the employee
perceived performance and HRM practices has the positive and significant relationship. Further results
based on analysis indicated that performance evaluation and promotion practices are significant but the
compensation practices are not significant.

A similar study on bank employees was conducted by Majumder (2012) to gain an insight into the current
HRM practices (recruitment and selection systems, compensation package, job security, career growth,
training and development, management style, job design and responsibilities, reward and motivation and
working environment) and its impact on employee’s satisfaction on the private banking sector in
Bangladesh. The study revealed that most of the employees are dissatisfied with compensation package
followed by reward and motivation, career growth, training and development, management style, and job
design and responsibilities.

Hussain and Rehman (2013) examined the relationship between the HRM practices implemented by the
organization on employee’s intention to stay and work effectively for the organization. The result of the
study explored that HRM practices viz-a-viz: person-organization fit, employment security, communication
and training and development are contributing strongly in developing the employees’ intentions to stay
with organization. Further, strong positive inter-relationships were found between HRM practices and
employees’ retention and such practices enhances employees’ retain ability of organizations.

Lamba and Choudhary (2013) revealed that how HRM practices provide an edge to employee’s
commitment towards an organization goal in the global competitive market. The study concluded that
HRM practices such as training & development, compensation and welfare activities has significant effect
on organizational commitment and are associated with superior organizational performance, which help in
retention of knowledgeable and skilled employees.

Awang et al (2010) examined the impact of job satisfaction of university lecturers on their commitment
towards academic activities. Besides that, it also investigated specifically factors contributing to job

20
satisfaction, namely promotional opportunities, remuneration, working environment, workload, relationship
with colleagues, and management style. The study found that promotional opportunities, workload and
relationship with colleagues significantly affect job satisfaction of lecturers. Most importantly, this study
also confirmed that there is a significant relationship between job satisfaction and work commitment.

In a study on public sector universities of Pakistan Malik et al (2010) examined the impact of teachers’
satisfaction with job dimensions on perceived organizational commitment. The findings of the study
indicated that the satisfaction with work-itself, quality of supervision and pay satisfaction had significant
positive influence on organizational commitment of faculty members. The study found that teachers had
high degree of organizational commitment and satisfaction with work-itself, supervision, salary, coworkers
and opportunities for promotion.

Padala (2010) conducted a study to identify the various parameters for employee job satisfaction and
organizational commitment. The study revealed that employees have a positive inclination in their intensity
of commitment towards their organization. Age, education, nature of the job, length of service and income
have negatively relations with the employee job satisfaction as well as organizational commitment.
Employees having very active participation in trade union are found to have more job satisfaction and high
degree of organizational commitment.

Olusegun (2013) conducted a study among universities employees in South West Nigeria to examine the
influence of job satisfaction on turnover intentions. The result of the study found that the linear
combination effect of job satisfaction and turnover intentions was significant. There were significant
relationships between job satisfaction and turnover intention. The study also revealed that there was no
significant difference in the turnover intention of library personnel by their place of work.
Shikha (2010) examined HRM practices among the employees of Indian commercial banks to study HRM
practices which provide a source of sustainable competitive advantages. Study revealed that instead of
spending resources on training and development, organization should emphasize on long term commitment
towards human resource.
Hock (2011) carried out a study to examine and gain a better understanding of the impact of human
resource practices on foreign workers job satisfaction in PCSB group of companies in Malaysia. The results
of the study found that the independent variable, only compensation was found to have an impact on
Martin (2011) conducted an investigation to find out the influence of HRM practices on job satisfaction,
organizational commitment and influence on intention to quit. HRM practices include recruitment & hiring,
21
compensation & benefits, training & development, and supervision & evaluation. The result of research
found a significant relationship between perceptions of human resource practices and intention to quit,
mediated by organizational commitment and job satisfaction.
Khan et al (2012) conducted a study on university teacher of three different sectors of Pakistan
Universities (public, private and semi govt.) to find out the relationship between job satisfaction and HR
practices. The study found that male university teachers are more satisfied with their job but female
teachers are more satisfied with HR practices of universities. Public sector university teachers are more
satisfied and found direct relationship in length of experience and job satisfaction.
Muhammad Asif Khan (2010) carried out a study entitled “Effect of human resource management
practices on organizational performance- An empirical study of oil and gas industry in Pakistan” The study
offered empirical support for the existence of a positively and statistically significant influence of HR
practices on organizational performance. It found that result indicates statistically significant relationship
between recruitment and selection, training and development, performance appraisal, compensation and
rewards and employees participation with organizational performance. It reveals that study may include the
effect of contextual factors of regulations labor market environment, organizational climate and cultural
values and style of leaderships. It may also focus on longitudinal study.
Maheswarareddy & Suresh Chandra D. (2011) carried out a study entitled “A Human resource
management practices in organizes retailing – A study of selected retailers. From the study it was found
that, right from now hire to orientation period, there are many differences in the implementation of HR
practices in the selected organized retailers. The satisfaction level of various performance appraisal
measures adopted in selected retail outlets showed that the employees are not only favored to the incentives
pays but also the healthy environment and close relationship between peers are playing vital role. It reveals
that the employees facilitates and proper performance appraisal measure will always encourage the
employees to achieve the best.
Veeri Chettiararumugam & Rovholla Mojahedzadch (2011) carried out a study entitled “The impact of
human resource management practices on financial performance of Malaysian industries. It found that the
many factors which are effective factor in improving performance of Malaysian industries namely
employee’s participation, training, job description, career planning, compensation system, selection system
and performance appraisal system. It reveals that studies inclusion of few other HRM factors such as
supervision, and pay practices as an important factor in relation to job satisfaction and performance.

22
 CHAPTER-3
(COMPANY PROFILE)

23
3.1 COMPANY PROFILE
DLK Technologies Private Limited IT Solutions, headquartered in Chennai, India, is a HI-FI web
development and digital marketing company who is excellent in the field of innovative website designing
and Search Engine Optimization (SEO), Domain registration, Web Hosting, E-Commerce Solutions, Graphic
Designing, Social Media Marketing, and other software related programs.

Their Vision
Their imaginative and prescient is to make their self as World’s maximum valuable network through last
overall best performance and specialty in each and every task that they do!

 Integrity and transparency,

 Clear communication with clients,

 Commitment to timely delivery of solutions,

 Adherence to industry standards and cater superior quality services.

Their Mission
Their aim is to improve the wealth producing capability of the business in a globalizing environment through
exhibiting their efficiency and adopting the brilliant “more-than-enough” methodology in their work. They
have patterned their whole technique around growing the entirety a business needs – whether you are a
startup or a longtime brand turning over more than millions. With DLK you can be sure their group is
running on solution which is robust & protective- while being quick and trouble-free to use.

Their Values

 Inclusiveness,

 Excellence,

 Opportunity,

 Fairness,

 Teamwork.

24
Make the choice, with DLK
DLK technologies pvt. Ltd founded in 2010 by Mr. Satheesh kumar, who is the dynamic CEO of DLK group
and we are located in Kumbakonam also. We are young and enthusiastic technical experienced and keen on
updating innovation technology on web. We can follow all of the technology evolution techniques in their
initiatives. Their clever projects will frequently represent who we are! We are offering powerful search
engine optimization services & creative website development with variety of CMS technologies around the
world. We work for the client’s satisfaction and will stand with them to grow their business fundamentally.
Doing a business now not requires hard work but also calls for powerful smart works. We will do both the
works for their impressive clients! They provide galvanize digital solutions to convey the products and
services to a wider public. Their remarkable customers list trusts us to deliver creative, interactive reports for
their customers throughout the complete variety of web and digital values.
They always happy to say loudly, they odour & experience the achievement each day because of the DLK
specialists in execution planning and dedication with website design and online marketing. They are usually
adopting with their treasured customers to fulfill on their requirement in every attitude, so their valuable
clients make us greater precious in their achievement. At the same time as you connect with us surely you
experience that you are in a perfect destination and perfect choice at right time.
3.2 OBJECTIVES OF THE STUDY
The following are the primary objective and secondary objectives of the study.
Primary Objective
To study the factors that drive the sustainability of a firm with a specific analysis of HR strategies that is
implemented in DLK Technologies.
Secondary Objectives

 To study the importance of HR management in a firm

 To analyse the competitive advantage of sustainability of a firm
 To study the advantages of best HR practices in DLK Technologies
 To study the HR strategies implemented in DLK Technologies.
 To ascertain the factors influencing the level of satisfaction of the employees regarding HR strategies
in DLK Technologies.
 To suggest strategies to enrich the HR strategies in order to enhance the sustainability of the firm

25
3.3 NEED FOR THE STUDY
Human Resource practices focuses on optimal utilization and management of their human resource
effectively in order to achieve maximum output. Managing people is concerned with deciding approaches
and strategies to find alternatives of how to achieve organization goals. HR strategies are those that deal with
enhancing competencies, commitment and culture building. These can be made possible by designing HR
programs which are supported by Competence development.
This study helps to analyse the practices that are comprised of the informal approaches in managing the
human resources and help in achieving organisational goals. Also, this study helps to study the HR practices
that can be said to be the most efficient (least efforts) and effective (best results) ways of accomplishing
tasks, based on repeatable procedures that have proven themselves over a period of time for large number of
people.
3.4 SCOPE OF THE STUDY
Human Resource Management is a strategic and coherent approach to the management of an organization’s
most valued assets - the people working there who individually and collectively contributes to the
achievement of the objectives.
This study is an attempt to assess the HR strategies prevailing in DLK Technologies. It is under taken to
analyze the satisfaction of the employees regarding HR strategies in the organization. The result of the study
may be useful to the management for improving the HR strategies which in turn may benefit the employees.
This study analyses the HR strategies can be made possible by designing HR programs which are supported
by competence development and helps to improve the sustainability of the firm. In the long run, the HR
practices are more focused in optimizing business outcomes.
3.5 LIMITATIONS OF THE STUDY
 This study is limited to a sample of 100 respondents.
 As this study is based on collection of data (primary data) problems regarding non-response and
inconsistent response arises
 The findings were based on the use of self-reported survey data, which may be affected by affected
by response biases
 All data collected are generally limited by the method adopted. In current research, the sole method
of data collection being questionnaire, limits the data to the extent of data generation available
through that method.

26
3.6 PROBLEM STATEMENT
Many Human Resource systems and activities are not subjected to systematic measurement. Many firms do
not assess either the short - term or long - term consequences of their human resource strategies or activities.
A recurring theme of the study is that measurement and accountability are key components to organizational
effectiveness and competitive advantage. Good measurement, allied with business strategies, will help
organizations select and improve all of their human resource strategies and provide a much stronger
connection between human resource activities and organization’s sustainability. Hence this study analyses
the HR practices adopted in the organization and to analyses whether the employees are satisfied with HR
strategies and helps in improving the sustainability of the firm.

27
 CHAPTER-4
(DATA ANALYSIS AND
INTERPRETATION)

28
4.1 EMPLOYEE BY AGE
The following table shows the age group of the respondents.
Table 1: Age
S. No. Age Group No. of Respondents % Of Respondents
1 20 to 30 84 84
2 31 to 40 14 14
3 41 to 50 2 2
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Age

14% 2%
20 to 30

31 to 40

41 to 50
84%

Chart 1: Age
Interpretation
The above table shows the age group of the respondents. About 84% of the respondents are between 20 to 30
years of age, 14% of the respondents are between 31 to 40 years of age and 2 % of the respondents are
between 41 to 50 years of age.

29
4.2 GENDER
The following table shows the gender of the respondents.
Table 2: Gender
S. No. Gender No. of Respondents % Of Respondents
1 Male 57 57
2 Female 43 43
Total 100 100

The following chart shows the data what has been obtained from the respondents in the pictorial format.

Gender

43% MALE
57% FEMALE

Chart 2: Gender
Interpretation
The above table shows the gender of the respondents. About 57% of the respondents are male and 43% of
the respondents are female.

30
4.3 EDUCATION
The following table shows the education details of the respondents.
Table 3: Education
S. No. Education No. of Respondents % Of Respondents
1 UG 60 60
2 PG 40 40
Total 100 100

Here the respondents were asked to express their education level. The following chart shows the data what
has been obtained from the respondents in the pictorial format.

Education

40%
UG
60%
PG

Chart 3: Education
Interpretation
The above table shows the education details of the respondents. About 60 % of the respondents are UG
graduate and 40% of the respondents are PG graduate.

31
4.4 EXPERIENCE
The following table shows the experience of the respondents.
Table 4: Experience
S. No. Experience No. of Respondents % Of Respondents
1 1 to 3 years 51 51
2 4 to 6 years 30 30
3 7 to 10 years 19 19
Total 100 100

Here the respondents were asked to express their experience level. The following chart shows the data what
has been obtained from the respondents in the pictorial format.

Experience

19%
1 to 3 yrs
51%
4 to 6 yrs
30%
7 to 10 yrs

Chart 4: Experience
Interpretation
The above table shows the experience details of the respondents. About 51% of the respondents are having
experience between 1 to 3 years, about 30 % of the respondents are having experience between 4 to 6 years
and about 19% of the respondents are having experience between 7 to 10 years.

32
4.5 IMPORTANCE OF SUSTAINABILITY OF A FIRM
The following table shows the importance of sustainability of a firm of the respondents.
Table 5: Importance of sustainability of a firm
S. No. Importance of sustainability No. of Respondents % Of Respondents
of a firm
1 Yes 85 85
2 No 15 15
Total 100 100

Here the respondents were asked to express their view regarding the importance of sustainability of a firm.
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Importance of sustainability of a firm

90
80
85
70
60
50
40
30
20
10
15
0
YES NO

Percentage of respondents

Chart 5: Importance of sustainability of a firm

Interpretation
The above table shows the respondent’s view regarding the importance of sustainability of a firm. About
85% of the respondents are in the view that sustainability of a firm is highly important for an organisation
and about 15% of the respondents are in the view that sustainability of the firm is not at all important for an
organisation.

33
4.6 HR STRATEGIES ARE IMPORTANT FOR ENHANCING SUSTAIABILITY OF A FIRM
The following table shows the importance of HR strategies in enhancing the sustainability of a firm of the
respondents.
Table 6: HR strategies are important in enhancing the sustainability of a firm
S. No. HR strategies are important in No. of Respondents % Of
enhancing the sustainability of a firm Respondents

1 Extremely Important 13 13
2 Very Important 59 59
3 Moderately Important 23 23
4 Slightly Important 3 3
5 Not at all Important 2 2
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

HR strategies are important in enhancing

the sustainability of a firm
80
60
40
59
20
13 23 3 2
0
Extremely Very Importannt Moderately Slightly Not At All
Important Important Important Important

Percentage of Respondents

Chart 6: HR strategies are important in enhancing the sustainability of a firm

Interpretation
The above table shows the respondent’s view regarding the importance of HR strategies in enhancing the
sustainability of a firm. About 13 % of the respondents saying that HR strategies are extremely important in
enhancing the sustainability of a firm, 59 % of the respondents saying that HR strategies are very important
in enhancing the sustainability of a firm, 23 % of the respondents saying that HR strategies are moderately
important in enhancing the sustainability of a firm, 3 % of the respondents saying that HR strategies are
slightly important in enhancing the sustainability of a firm and 2 % of the respondents.
34
4.7 HR STRATEGIES HELPS TO INCREASE THE MOTIVATIONAL LEVEL OF THE
EMPLOYEES
The following table shows the importance of HR strategies in increasing the motivational level of the
employees.
Table 7: Importance of HR strategies in increasing the motivational level of the employees
S. No. Importance of HR strategies in No. of Respondents % Of Respondents
increasing the motivational
level of the employees
1 Strongly Agree 25 25
2 Agree 53 53
3 Neutral 17 17
4 Disagree 5 5
5 Strongly Disagree 0 0
Total 100 100

Here the respondents were asked to express their view regarding the importance of HR strategies in
increasing the motivational level of the employees. The following chart shows the data what has been
obtained from the respondents in the pictorial format.

Importance of HR strategies in increasing the

motivational level of the employees
60
50
40
30
53
20
10 25
17
0 5 0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 7: Importance of HR strategies in increasing the motivational level of the employees

35
Interpretation
The above table shows the respondent’s view regarding the importance of HR strategies in increasing the
motivational level of the employees. About 25 % of the respondents strongly agree that the HR strategies
help to increase the motivational level of the employees, 53 % of the respondents agree that the HR
strategies help to increase the motivational level of the employees, 17 % of the respondents are in neutral
that the HR strategies help to increase the motivational level of the employees, 5 % of the respondents
disagree that the HR strategies help to increase the motivational level of the employees and no respondent
has strong disagree with the statement that the HR strategies help to increase the motivational level of the
employees.

36
4.8 HR STRATEGIES AT ITS BEST INCREASES JOB SATISFACTION
The following table shows the increase in job satisfaction when the HR strategies are at its best in an
organisation.
Table 8: HR Strategies at its best, increases job satisfaction for the employees
S. No. HR strategies at its best No. of Respondents % Of Respondents
increases job satisfaction
1 Yes 73 73
2 No 27 27
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

HR strategies at its best increases job

satisfaction
80

60 73

40

20 27

0
YES NO

Percentage of respondents

Chart 8: HR strategies at its best, increases job satisfaction

Interpretation
The above table shows the respondent’s view regarding the importance of HR strategies in increasing job
satisfaction of the employees. About 73% of the respondents accept that HR strategies at its best, helps in
increasing the Job satisfaction for the employees and about 27% of the respondents disagree that HR
strategies at its best, helps in increasing the job satisfaction for the employees.

37
4.9 IMPACT OF TRAINING AND DEVELOPMENT STRATEGY IN SUSTAINABILITY OF THE
FIRM
The following table shows the impact of training and development strategy in sustainability of the firm.
Table 9: Impact of Training and Development strategy in sustainability of the firm
S. No. Impact of Training and Development No. of % Of Respondents
strategy in sustainability of the firm Respondents
1 Strongly Agree 79 79
2 Agree 18 18
3 Neutral 2 2
4 Disagree 1 1
5 Strongly Disagree 0 0
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Impact of Training and Development strategy in

sustainability of the firm
100

50
79

0 18 2 1 0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 9: Impact of Training and Development strategy in sustainability of the firm

Interpretation
The above table shows the respondent’s view regarding the impact of training and development strategy in
sustainability of the firm. About 79 % of the respondents strongly agree, 18 % of the respondents agree, 2 %
of the respondents are in neutral, 1 % of the respondents disagree and none of the respondents has strongly
disagree that there is impact of training and development strategy in sustainability of the firm.

38
4.10 IMPACT OF PERFORMANCE EVALUATION STRATEGY IN THE SUSTAINABILITY OF
THE FIRM
The following table shows the impact of performance evaluation strategy in sustainability of the firm.
Table 10: Impact of Performance Evaluation strategy in sustainability of the firm
S. No. Impact of Performance Evaluation No. of Respondents % Of
strategy in sustainability of the firm Respondents
1 Strongly Agree 26 26
2 Agree 63 63
3 Neutral 11 11
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Impact of Performance Evaluation strategy in

sustainability of the firm
80
60
40
63
20 26
0 11 0 0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 10: Impact of Performance Evaluation strategy in sustainability of the firm

Interpretation
About 26 % of the respondents strongly agree, 63 % of the respondents agree, 11 % of the respondent are in
neutral and none of the respondents has neither a disagreement nor a strong disagreement to this statement
that there is impact of performance evaluation strategy in sustainability of the firm.

39
4.11 IMPACT OF TEAMWORK STRATEGY IN SUSTAINABILITY OF THE FIRM
The following table shows the impact of teamwork strategy in sustainability of the firm.

Table 11: Impact of teamwork strategy in sustainability of the firm

S. No. Impact of teamwork strategy in No. of Respondents % Of Respondents
sustainability of the firm
1 Strongly Agree 79 79
2 Agree 14 14
3 Neutral 7 7
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Impact of teamwork strategy in sustainability of

the firm
90
80
70
60
50
40 79
30
20
10
14
0 7 0 0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 11: Impact of Teamwork strategy in sustainability of the firm

Interpretation
About 79 % of the respondents strongly agree, 14 % of the respondents agree, 7 % of the
respondents are in neutral and none of the respondents has neither a disagreement nor a strong disagreement
to this statement that states, there is impact of teamwork strategy in sustainability of the firm.

40
4.12 IMPACT OF EMPLOYEE PARTICIPATION STRATEGY IN SUSTAINABILITY OF THE
FIRM
The following table shows the impact of employee participation strategy in sustainability of the firm.
Table 12: Impact of employee participation strategy in sustainability of the firm
S. No. Impact of employee participation strategy in No. of % Of
sustainability of the firm Respondents Respondents
1 Strongly Agree 34 34
2 Agree 37 37
3 Neutral 25 25
4 Disagree 3 3
5 Strongly Disagree 1 1
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Impact of employee participation strategy in

sustainability of the firm
40

30

20
34 37
25
10

0 3 1
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 12: Impact of employee participation strategy in sustainability of the firm

Interpretation
About 34 % of the respondents strongly agree that, 37 % of the respondents agree, 25 % of the respondents
are in neutral, 3 % of the respondents disagree and 1 % of the respondents strongly disagree that there is
impact of employee participation strategy in sustainability of the firm.

41
4.13 IMPACT OF COMPANY BENEFITS & COMPENSATION STRATEGY IN
SUSTAINABILITY OF THE FIRM
The following table shows the impact of company benefits & compensation strategy in sustainability of the
firm.
Table 13: Impact of company benefits & compensation strategy in firm’s sustainability
S. No. Impact of company benefits & compensation No. of % Of
strategy in sustainability of the firm Respondents Respondents
1 Strongly Agree 38 38
2 Agree 38 38
3 Neutral 15 15
4 Disagree 4 4
5 Strongly Disagree 5 5
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Impact of company benefits & compensation

strategy in sustainability of the firm
40
30
20 38 38
10
15
0 4 5
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 13: Impact of company benefits & compensation strategy in sustainability of the firm
Interpretation
About 38% of the respondents strongly agree, 38 % of the respondents agree, 15% of the respondents are in
neutral, 4 % of the respondents disagree and 5 % of the respondents strongly disagree that there is impact of
company benefits & compensation strategy in sustainability of the firm.

42
4.14 ORGANISATION CULTURE AND LEADERSHIP STYLE HELPS IN EFFECTIVE
PERFORMANCE MANAGEMENT
The following table shows that organisation culture and leadership style helps in effective performance
management for the sustainability of the firm.
Table 14: Organisation culture and leadership style helps in effective performance management
S. No. Organisation culture and leadership style helps No. of % Of
in effective performance management Respondents Respondents
1 Strongly Agree 55 55
2 Agree 25 25
3 Neutral 19 19
4 Disagree 0 0
5 Strongly Disagree 1 1
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Organisation culture and leadership style helps

in effective performance management
Strongly Disagree 1
Disagree 0

Neutral 19
Agree 25
Strongly Agree 55

0 10 20 30 40 50 60

Percentage of Respondents

Chart 14: Organisation culture and leadership style helps in effective performance management
Interpretation
About 55 % of the respondents strongly agree, about 25 % of the respondents, about 19 % of the respondents
are in neutral, None of the respondents has disagreement and 1 % of the respondents has strong disagreement
that the organisation culture and leadership style help in effective performance management as a factor for
sustainability of the firm.

43
4.15 DELEGATED WORK FROM TOP MANAGEMENT IS REVIEWED ON A REGULAR BASIS
The following table shows that reviewing the work delegated by the top management on a regular basis helps
in sustainability of the firm.
Table 15: Delegated work from top management is reviewed on a regular basis
S. No. Delegated work from top management is No. of % Of
reviewed on a regular basis Respondents Respondents
1 Strongly Agree 9 9
2 Agree 63 63
3 Neutral 23 23
4 Disagree 1 1
5 Strongly Disagree 4 4
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Delegated work from top management is

reviewed on a regular basis
Strongly Disagree 4
Disagree 1
Neutral 23
Agree 63
Strongly Agree 9

0 10 20 30 40 50 60 70

Percentage of Respondents

Chart 15: Delegated work from top management is reviewed on a regular basis
Interpretation
About 9 % of the respondents strongly agree, about 63 % of the respondents agree, about 23 % of the
respondents are in neutral, about 1 % of the respondents disagree and about 4 % of the respondents strongly
disagree that reviewing of the work delegated by the top management on a regular basis helps in
sustainability of the firm.

44
4.16 ORGANISATION HAS CERTAIN POSITIONS AND COMMITTEES TO INDULGE IN
SUSTAINABILITY PRACTICES
The following table shows whether the organisation has certain positions and committees to indulge in
sustainability practices which helps in sustainability of the firm.
Table 16: Organisation has certain positions and committees in sustainability practices
S. No. Organisation has certain positions and No. of % Of
committees to indulge in sustainability Respondents Respondents
practices
1 Strongly Agree 56 56
2 Agree 30 30
3 Neutral 14 14
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Organisation has certain positions and committees to

indulge in sustainability practices
Strongly Disagree 0
Disagree 0
Neutral 14
Agree 30
Strongly Agree 56

0 10 20 30 40 50 60

Percentage of Respondents

Chart 16: Organisation has certain positions and committees to in sustainability practices
Interpretation
About 56 % of the respondents strongly, about 30 % of the respondents agree, about 14 % of the respondents
are in neutral and none of the respondents neither has a disagreement nor a strong disagreement towards the
statement that the organisation has certain positions and committees to indulge in sustainability practices
which helps in sustainability of the firm.

45
4.17 DEVELOPING SUSTAINABLE HRM POLICIES IS THE RESPONSIBILITY OF THE HR
PROFESSIONALS
The following table shows that HR professionals are responsible for developing sustainable HRM policies
which helps in sustainability of the firm.
Table 17: Developing sustainable HRM policies is the responsibility of the HR professionals
S. No. Developing sustainable HRM policies is the No. of % Of
responsibility of the HR professionals Respondents Respondents
1 Strongly Agree 9 9
2 Agree 68 68
3 Neutral 20 20
4 Disagree 2 2
5 Strongly Disagree 1 1
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Developing sustainable HRM policies is the

responsibility of the HR professionals
Strongly Disagree 1
Disagree 2
Neutral 20
Agree 68
Strongly Agree 9
0 10 20 30 40 50 60 70 80

Percentage of Respondents

Chart 17: Developing sustainable HRM policies is the responsibility of the HR professionals
Interpretation
About 9 % of the respondents strongly agree, about 68 % of the respondents agree, about 20 % of the
respondents are in neutral, about 2 % of the respondents disagree and about 1 % of the respondents strongly
disagree that the responsibility of the HR professionals in developing sustainable HRM policies helps in
sustainability of the firm.

46
4.18 SUSTAINABILITY VALUES ARE CREATED AND INCULCATED BY THE
ORGANISATION AS A CONTRIBUTION OF HR TOWARDS ORGANISATIONAL
SUSTAINABILITY
The following table shows that the organisation creates and inculcates sustainability values as a contribution
of HR towards organisational sustainability.
Table 18: Sustainability values are created and inculcated by the organisation as a contribution of HR
towards organisational Sustainability
S. Sustainability values are created and No. of % Of
No. inculcated by the organisation as a Respondents Respondents
contribution of HR towards organisational
Sustainability
1 Strongly Agree 50 50
2 Agree 27 27
3 Neutral 20 20
4 Disagree 1 1
5 Strongly Disagree 2 2
Total 100 100

Percentage of Respondents
Strongly Disagree 2
Disagree 1
Neutral 20
Agree 27
Strongly Agree 50
0 10 20 30 40 50 60

Percentage of Respondents

Chart 18: Sustainability values are created and inculcated by the organisation as a contribution of HR
towards organisational Sustainability
Interpretation
About 50 % of the respondents strongly agree, about 27 % of the respondents agree, about 20 % of the
respondents are in neutral, about 1 % of the respondent disagree and about 2 % of the respondents strongly
disagree that the sustainability values that are created and inculcated by the organisation as a contribution.
47
4.19 IMPACT OF SUSTAINABILITY IN IMPROVING THE PERFORMANCE OF THE FIRM
The following table shows the impact of sustainability in improving the performance of the firm.
Table 19: Impact of sustainability in improving the performance of the firm
S. No. Impact of sustainability in improving the No. of % Of
performance of the firm Respondents Respondents
1 Strongly Agree 56 56
2 Agree 36 36
3 Neutral 7 7
4 Disagree 1 1
5 Strongly Disagree 0 0
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Impact of sustainability in improving the

performance of the firm
60
50
40
30
56
20
36
10
0 7
1 0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 19: Impact of sustainability in improving the performance of the firm

Interpretation
About 56% of the respondents strongly agree, about 36% of the respondents agree, about 7% of the
respondents are in neutral stating, about 1% of the respondent disagree and none of the respondent state that
there is impact of sustainability in improving the performance of the firm.

48
4.20 IMPORTANCE OF SUSTAINABILITY PRACTICES IN DAILY BUSINESS
The following table shows the importance of ssustainability practices in daily business.
Table 20: Importance of sustainability practices in daily business
S. No. Importance of sustainability No. of Respondents % Of Respondents
practices in daily business
1 Strongly Agree 14 14
2 Agree 50 50
3 Neutral 33 33
4 Disagree 2 2
5 Strongly Disagree 1 1
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Importance of sustainability practices in daily

business
60
40
20 50
33
0 14
2 1
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 20: Importance of sustainability practices in daily business

Interpretation
About 14% of the respondents strongly agree, about 50% of the respondents agree, about 33%of the
respondents are in neutral, about 2% of the respondents disagree and about 1% of the respondent strongly
disagree that the importance of sustainability practices in daily business helps in sustainability of the firm.

49
4.21 SPECIFIC EMPLOYEE TRAINING TO BE GIVEN REGARDING THE IMPORTANCE OF
SUSTAINABLE BUSINESS PRACTICES
The following table shows the impact of sustainability when specific training is given for the employees
regarding the importance of sustainable business practices.
Table 21: Specific employee training to be given regarding the importance of sustainable business
practices
S. No. Specific employee training to be given No. of % Of
regarding the importance of sustainable Respondents Respondents
business practices
1 Strongly Agree 35 35
2 Agree 48 48

3 Neutral 14 14
4 Disagree 3 3
5 Strongly Disagree 0 0
Total 100 100

The following chart shows the data what has been obtained from the respondents in the pictorial format.

Percentage of Respondents
100

35 48
0 14 3 0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 21: Specific employee training to be given regarding the importance of sustainable business
practices
Interpretation
About 35% of the respondents strongly agree, about 48% of the respondents agree, about 14% of the
respondents are in neutral, 3% of the respondents disagree and none of the respondent has a strong
disagreement that specific employee training to be given concerning the importance of sustainable business
practices helps in sustainability of the firm.
50
4.22 ORGANISATION PROVIDES EMPLOYEES WITH SUSTAINABILITY TRAINING
OPPORTUNITIES
The following table shows the impact of sustainability of the firm when organisation provides its employees
with sustainability training opportunities
Table 22: Organisation provides employees with sustainability training opportunities
S. No. Organisation provides employees with No. of % Of
sustainability training opportunities Respondents Respondents
1 Strongly Agree 54 54
2 Agree 40 40
3 Neutral 4 4
4 Disagree 0 0
5 Strongly Disagree 2 2
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Organisation provides employees with

sustainability training opportunities
60
50

40

30
54
20 40

10
4 0 2
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 22: Organisation provides employees with sustainability training opportunities

Interpretation
About 54% of the respondents strongly agree, about 40% of the respondents agree, about 4% of the
respondents strongly are in neutral, none of the respondents disagree and 2% of the respondents strongly
disagree the organisation providing employees with sustainability training opportunity helps in sustainability
of the firm.
51
4.23 BEHAVIOUR AT THE FIRM LEVEL HAS AN IMPACT ON SUSTAINABILITY
The following table shows the impact of behaviour at the firm level on the sustainability of the firm.
Table 23: Behaviour at the firm level has an impact on sustainability
S. No. Behaviour at the firm level has No. of Respondents % Of Respondents
an impact on sustainability
1 Strongly Agree 6 6
2 Agree 79 79
3 Neutral 15 15
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100

The following chart shows the data what has been obtained from the respondents in the pictorial format.

Behaviour at the firm level has an impact on

sustainability
90
80
70
60
50
40 79
30
20
10
15
0 6 0 0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 23: Behaviour at the firm level has an impact on sustainability

Interpretation
About 6% of the respondents strongly agree, About 79% of the respondents agree, About 15% of the
respondents are in neutral, none of the respondents neither has a disagreement nor a strong disagreement that
the behaviour at the firm level has an impact on the sustainability of the firm.

52
4.24 MANAGING WORKFORCE DIVERSITY CONTRIBUTES TOWARDS SUSTAINABILITY
OF THE FIRM
The following table shows the contribution of workforce diversity management in sustainability of the firm.
Table 24: Managing workforce diversity contributes towards sustainability of the firm
S. No. Managing workforce diversity contributes No. of % Of
towards sustainability of the firm Respondents Respondents
1 Strongly Agree 41 41
2 Agree 47 47
3 Neutral 10 10
4 Disagree 1 1
5 Strongly Disagree 1 1
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Managing workforce diversity contributes

towards sustainability of the firm
50

40

30
47
20 41

10
10
0 1 1
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 24: Managing workforce diversity contributes towards sustainability of the firm
Interpretation
About 41% of the respondents strongly agree, about 47% of the respondents agree, about 10% of the
respondents strongly are in neutral, about 1% of the respondent disagree and about 1% of the respondent
strongly disagree that the management of workforce diversity helps in contributing towards the sustainability
of the firm,

53
4.25 CULTURE OF TEAM SPIRIT PROMOTES SUSTAINABLE GROWTH OF THE
ORGANISATION
The following table shows the impact of culture of team spirit in sustainable growth of the organisation.
Table 25: Culture of team spirit promotes sustainable growth of the organisation
S. No. Culture of team spirit promotes No. of Respondents % Of Respondents
sustainable growth of the
organisation
1 Strongly Agree 12 12

2 Agree 48 48
3 Neutral 31 31
4 Disagree 5 5

5 Strongly Disagree 4 4
Total 100 100
The following chart shows the data what has been obtained from the respondents in the pictorial format.

Culture of team spirit promotes sustainable

growth of the organisation
60
50
40
30
48
20
31
10
12
0 5 4
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage of Respondents

Chart 25: Culture of team spirit promotes sustainable growth of the organisation
Interpretation
About 12% of the respondents strongly agree, about 48% of the respondents agree, about 31% of the
respondents are in neutral, about 5% of the respondents disagree and 4% of the respondents strongly disagree
that there is impact of culture of team spirit in sustainable growth of the organisation.

54
4.26 Association between Importance of sustainability of a firm and HR strategies increases job
satisfaction
To assess the association between Importance of sustainability of a firm and HR strategies increases job
satisfaction, Chi-square test is performed to identify the association between Importance of sustainability of
a firm and HR strategies increases job satisfaction. The cross tabulation between Importance of sustainability
of a firm and HR strategies increases job satisfaction is presented in the table 26.

Null hypothesis H0: There is no significant association between Importance of sustainability of a firm
and HR strategies increases job satisfaction

Table 26: - Association between Importance of sustainability of a firm and HR strategies increases job
satisfaction
HR strategies increases job
Chi-square
satisfaction
value
Yes No Total
N 65 20 85
Yes
Importance of % 65.0 20.0 85.0
sustainability of a firm N 8 7 15 5.269
No
% 8.0 7.0 15.0 (p = .002)
N 73 27 100
Total
% 73.0 27.0 100
** Significant at 1% level
From the table it is observed that there is significant association between Importance of sustainability of
a firm and HR strategies increases job satisfaction. Chi-square value (5.269) shows that the null hypothesis is
rejected at 1% level. Hence it is concluded from the analysis that Importance of sustainability of a firm and
HR strategies increases job satisfaction are well associated. From the table it is evident that most of the
employees (65.0%) who knows the importance of sustainability of a firm agreed that HR strategies increases
job satisfaction.

55
 4.27 Correlation between Training given to the employees and Sustainability practice in daily business
To test the significant relationship between Training given to the employees and Sustainability
practice in daily business, Karl person’s Bi-variate correlation was applied to ascertain if there is any
significant relationship between Training given to the employees and Sustainability practice in daily
business. Table 27 presents the results of relationship between Training given to the employees and
Sustainability practice in daily business.
H0: There is no significant relationship between Training given to the employees and Sustainability
practice in daily business
Table 27: - Correlation between Training given to the employees and Sustainability practice in
daily business
Sustainability practice in
daily business
Training given to the r=0.536**
employees (p=.001)
** Significant at 1% level

It is observed from the table- that there is positive significant correlation exist between Training given to the
employees and Sustainability practice in daily business (r = 0.536, p=.001), the null hypothesis H0 is
rejected. This indicates that Training given to the employees helps in improving the Sustainability practice
in daily business.

56
CHAPTER - 5
(FINDINGS,
SUGGESTIONS,
CONCLUSION)

57
5.1 FINDINGS:

 About 84% of the respondents are between 20 to 30 years of age, 14% of the respondents are
between 31 to 40 years of age and 2 % of the respondents are between 41 to 50 years of age.
 About 57% of the respondents are male and 43% of the respondents are female.
 About 60 % of the respondents are UG graduate and 40% of the respondents are PG graduate.
 About 51% of the respondents are having experience between 1 to 3 years, about 30 % of the
respondents are having experience between 4 to 6 years and about 19% of the respondents are
having experience between 7 to 10 years.
 About 85% of the respondents are in the view that sustainability of a firm is highly important for an
organization
 About 15% of the respondents are in the view that sustainability of the firm is not at all important
for an organisation.
 About 13 % of the respondents saying that HR strategies are extremely important in enhancing the
sustainability of a firm,
 About 59 % of the respondents saying that HR strategies are very important in enhancing the
sustainability of a firm,
 About 23 % of the respondents saying that HR strategies are moderately important in enhancing the
sustainability of a firm,
 About 3 % of the respondents saying that HR strategies are slightly important in enhancing the
sustainability of a firm
 About 2 % of the respondents saying that HR strategies are not at all important in enhancing the
sustainability of a firm.
 About 25 % of the respondents strongly agree that the HR strategies help to increase the
motivational level of the employees,
 About 53 % of the respondents agree that the HR strategies help to increase the motivational level
of the employees,
 About 17 % of the respondents are in neutral that the HR strategies help to increase the
motivational level of the employees,
 About 5 % of the respondents disagree that the HR strategies help to increase the motivational level
of the employees

58
 About 73% of the respondents accept that HR strategies at its best, helps in increasing the Job
satisfaction for the employees
 About 27% of the respondents disagree that HR strategies at its best, helps in increasing the job
satisfaction for the employees.
 About 79 % of the respondents strongly agree that there is impact of training and development
strategy in sustainability of the firm,
 About 18 % of the respondents agree that there is impact of training and development strategy in
sustainability of the firm,
 About 2 % of the respondents are in neutral that there is impact of training and development
strategy in sustainability of the firm,
 About 1 % of the respondents disagree that there is impact of training and development strategy in
sustainability of the firm
 About 26 % of the respondents strongly agree that there is impact of performance evaluation
strategy in sustainability of the firm,
 About 63 % of the respondents agree that there is impact of performance evaluation strategy in
sustainability of the firm,
 About 11 % of the respondent are in neutral that there is impact of performance evaluation strategy
in sustainability of the firm
 About 79 % of the respondents strongly agree that there is impact of teamwork strategy in
sustainability of the firm,
 About 14 % of the respondents agree that there is impact of teamwork strategy in sustainability of
the firm,
 About 7 % of the respondents are in neutral that there is impact of teamwork strategy in
sustainability of the firm
 About 34 % of the respondents strongly agree that there is impact of employee participation
strategy in sustainability of the firm,
 About 37 % of the respondents agree that there is impact of employee participation strategy in
sustainability of the firm,
 About 25 % of the respondents are in neutral that there is impact of employee participation strategy
in sustainability of the firm,

59
 About 3 % of the respondents disagree that there is impact of employee participation strategy in
sustainability of the firm
 About 1 % of the respondents strongly disagree that there is impact of employee participation
strategy in sustainability of the firm.
 About 38% of the respondents strongly agree that there is impact of company benefits &
compensation strategy in sustainability of the firm,
 About 38 % of the respondents agree that there is impact of company benefits & compensation
strategy in sustainability of the firm,
 About 15% of the respondents are in neutral that there is impact of company benefits &
compensation strategy in sustainability of the firm,
 About 4 % of the respondents disagree that there is impact of company benefits & compensation
strategy in sustainability of the firm
 About 5 % of the respondents strongly disagree that there is impact of company benefits &
compensation strategy in sustainability of the firm.
 About 55 % of the respondents strongly agree that the organisation culture and leadership style help
in effective performance management as a factor for sustainability of the firm,
 About 25 % of the respondents agree that the organisation culture and leadership style help in
effective performance management as a factor for sustainability of the firm,
 About 19 % of the respondents are in neutral that the organisation culture and leadership style helps
in effective performance management as a factor for sustainability of the firm.
 About 1 % of the respondents has strong disagreement that the organisation culture and leadership
style help in effective performance management as a factor for sustainability of the firm.
 About 9 % of the respondents strongly agree that reviewing of the work delegated by the top
management on a regular basis helps in sustainability of the firm,
 About 63 % of the respondents agree that reviewing of the work delegated by the top management
on a regular basis helps in sustainability of the firm,
 About 23 % of the respondents are in neutral that reviewing of the work delegated by the top
management on a regular basis helps in sustainability of the firm,
 About 1 % of the respondents disagree that reviewing of the work delegated by the top management
on a regular basis helps in sustainability of the firm

60
 About 4 % of the respondents strongly disagree that reviewing of the work delegated by the top
management on a regular basis helps in sustainability of the firm.
 About 56 % of the respondents strongly agree that the organisation has certain positions and
committees to indulge in sustainability practices which helps in sustainability of the firm,
 About 30 % of the respondents agree that the organisation has certain positions and committees to
indulge in sustainability practices which helps in sustainability of the firm,
 About 14 % of the respondents are in neutral that the organisation has certain positions and
committees to indulge in sustainability practices which helps in sustainability of the firm
 About 9% of the respondents strongly agree that the responsibility of the HR professionals in
developing sustainable HRM policies helps in sustainability of the firm,
 About 68 % of the respondents agree that the responsibility of the HR professionals in developing
sustainable HRM policies helps in sustainability of the firm,
 About 20% of the respondents are in neutral that the responsibility of the HR professionals in
developing sustainable HRM policies helps in sustainability of the firm,
 About 2 % of the respondents disagree that the responsibility of the HR professionals in developing
sustainable HRM policies helps in sustainability of the firm
 About 1% of the respondents strongly disagree that the responsibility of the HR professionals in
developing sustainable HRM policies helps in sustainability of the firm,
 About 50% of the respondents strongly agree that the sustainability values that are created and
inculcated by the organisation as a contribution of HR towards organisational sustainability,
 About 27 % of the respondents agree that the sustainability values that are created and inculcated
by the organisation as a contribution of HR towards organisational sustainability,
 About 20 % of the respondents are in neutral that the sustainability values that are created and
inculcated by the organisation as a contribution of HR towards organisational sustainability,
 About 1 % of the respondent disagree that the sustainability values that are created and inculcated
by the organisation as a contribution of HR towards organisational sustainability
 About 2 % of the respondents strongly disagree that the sustainability values that are created and
inculcated by the organisation as a contribution of HR towards organisational sustainability.
 About 56% of the respondents strongly agree that there is impact of sustainability in improving the
performance of the firm,

61
 About 36% of the respondents agree that there is impact of sustainability in improving the
performance of the firm,
 About 7% of the respondents are in neutral stating that there is impact of sustainability in
improving the performance of the firm,
 About 1% of the respondent disagree that there is impact of sustainability in improving the
performance of the firm
 About 14% of the respondents strongly agree that the importance of sustainability practices in daily
business helps in sustainability of the firm,
 About 50% of the respondents agree that the importance of sustainability practices in daily business
helps in sustainability of the firm,
 About 33%of the respondents are in neutral stating that the importance of sustainability practices in
daily business helps in sustainability of the firm,
 About 2% of the respondents disagree that the importance of sustainability practices in daily
business helps in sustainability of the firm
 About 1% of the respondent strongly disagree that the importance of sustainability practices in
daily business helps in sustainability of the firm.
 About 35% of the respondents strongly agree that specific employee training to be given
concerning the importance of sustainable business practices helps in sustainability of the firm,
 About 48% of the respondents agree that specific employee training to be given concerning the
importance of sustainable business practices helps in sustainability of the firm,
 About 14% of the respondents are in neutral that specific employee training to be given concerning
the importance of sustainable business practices helps in sustainability of the firm,
 About 3% of the respondents disagree that specific employee training to be given concerning the
importance of sustainable business practices helps in sustainability of the firm
 About 54% of the respondents strongly agree that the organisation providing employees with
sustainability training opportunity helps in sustainability of the firm,
 About 40% of the respondents agree that the organisation providing employees with sustainability
training opportunity helps in sustainability of the firm,
 About 4% of the respondents strongly are in neutral that the organisation providing employees with
sustainability training opportunity helps in sustainability of the firm,

62
 About 2% of the respondents strongly disagree that the organisation providing employees with
sustainability training opportunity helps in sustainability of the firm.
 About 6% of the respondents strongly agree that the behaviour at the firm level has an impact on
the sustainability of the firm,
 About 79% of the respondents agree that the behaviour at the firm level has an impact on the
sustainability of the firm,
 About 15% of the respondents are in neutral that the behaviour at the firm level has an impact on
the sustainability of the firm,
 About 41% of the respondents strongly agree that the management of workforce diversity helps in
contributing towards the sustainability of the firm,
 About 47% of the respondents agree that the management of workforce diversity helps in
contributing towards the sustainability of the firm,
 About 10% of the respondents strongly are in neutral that the management of workforce diversity
helps in contributing towards the sustainability of the firm,
 About 1% of the respondent disagree that the management of workforce diversity helps in
contributing towards the sustainability of the firm
 About 1% of the respondent strongly disagree that the management of workforce diversity helps in
contributing towards the sustainability of the firm,
 About 12% of the respondents strongly agree that there is impact of culture of team spirit in
sustainable growth of the organisation,
 About 48% of the respondents agree that there is impact of culture of team spirit in sustainable
growth of the organisation,
 About 31% of the respondents are in neutral that there is impact of culture of team spirit in
sustainable growth of the organisation,
 About 5% of the respondents disagree that there is impact of culture of team spirit in sustainable
growth of the organisation
 About 4% of the respondents strongly disagree that there is impact of culture of team spirit in
sustainable growth of the organization.
 Importance of sustainability of a firm and HR strategies increases job satisfaction are well
associated. It is evident that most of the employees (65.0%) who knows the importance of
sustainability of a firm agreed that HR strategies increases job satisfaction.

63
 Training given to the employees helps in improving the Sustainability practice in daily business.

5.2 SUGGESTIONS:

 The company should involve in improving its HR strategies which increases the job satisfaction for
the employees.
 DLK Technologies should concentrate on training its employees on sustainability practices which
will help its organization in sustainability of the firm.
 The company should work on the sustainability activities as it hence the performance of the firm
 The company should work on the following HR strategies rewards and compensation, effective
communication system, recognition, training of employees, employee ownership, employee
empowerment and treat employees with respect and dignity to improve the employee’s satisfaction.
 The company can improve the working environment for the employees which lead to job satisfaction
which in turn helps to achieve sustainability of the firm.

64
 5.3 CONCLUSION:

HR strategies are very important for a company as employees are the main resource for the firm. A favorable
working environment for the employees increases job satisfaction. The increase in job satisfaction leads to
higher performance of the firm and helps to achieve competitive advantage which leads to sustainability of
the firm. The study conducted to identify the factors of HR strategy which helps in sustainability of the firm.
The study was conducted with a sample of 100 employees from DLK Technologies.
Various analysis and test were conducted to identify the HR strategy that helps in sustainability of the firm.
The result shows that increase job satisfaction helps the firm to achieve sustainability. It also shows that
implementation of training programs for employees regarding sustainable practices helps the organisation in
achieving sustainability. The result implements that the employees with higher experience level feels that
HR strategies are more important in enhancing the sustainability of the firm. Therefore, HR Strategies has
impact on the sustainability of the firm. The study concludes that HR strategies like job satisfaction for
employees and training of employees helps the DLK Technologies in achieving higher performance which in
turn leads to the sustainability of the firm.

65
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68
ANNEXURE

69
DEMOGRAPHIC PROFILE

1. Age
 20-30
 31-40
 41-50
2. Gender
 Male
 Female
3. Educational Qualification
 Ug
 Pg
4. Experience
 1 - 3 years
 4 - 6 years
 7 – 10 years
5. Are you satisfied with the importance of sustainability of a firm?
 Yes
 No
6. HR strategies are important in enhancing the sustainability of a firm
 Extremely Important
 Very Important
 Moderately Important
 Slightly Important
 Not at all Important

70
HR STRATEGIES IN SUSTAINABILITY OF THE FIRM
S. No Particulars Strongly Agree Neutral Disagree Strongly
agree disagree
7 Importance of HR
strategies in
increasing the
motivational level of
the employees
8 HR Strategies at its
best, increases job
satisfaction for the
employees
9 Impact of Training
and Development
strategy in
sustainability of the
firm
10 Impact of
Performance
Evaluation strategy
in sustainability of
the firm
11 Impact of teamwork
strategy in
sustainability of the
firm
12 Impact of employee
participation strategy
in sustainability of
the firm
13 Impact of company
benefits &
compensation
strategy in firm’s
sustainability

71
14 Organisation culture
and leadership style
helps in effective
performance
management

15 Delegated work from

top management is
reviewed on a regular
basis
16 Does your company
have set
CSR/Sustainability
requirements towards
suppliers

17 Does your site have

an environmental
management system
in place

18 Does your site have

an energy
management system

72