A

Project Report on
Training and development strategies of wipro

Submitted in Partial Fulfillment for the Degree of Bachelor of

Business Administration

.
S.S. JAIN SUBODH P.G. (AUTONOMOUS) COLLEGE, JAIPUR
(2020-21)

SUBMITED BY SUBMITED TO
Rahul Gurjar Faculty Guide
B.B.A V SEM Dr. Gauri Dhingra
ROLL NO-1941134 DESIGNATION:
Assistant Professor

1
 CERTIFICATE

This is to certify that the Project Report entitled “ Training and Development

Strategies of wipro” is a record of project work done independently by Mr. Rahul Gurjar
under my guidance and supervision and that it has not previously formed the basis for the
award of any degree, fellowship or associate ship.

Dr. Gauri Dhingra

DESIGNATION

S.S. Jain Subodh P.G. (Autonomous) College

Jaipur

2
 DECLARATION

I,am Rahul Gurjar student of BBA Sem V hereby declare that the project work presented in
this report is my own work and has been carried out under the supervision of Dr. Gauri
Dhingra of S.S Jain Subodh P.G(Autonomous) College.

This work has not been previously submitted to any other university for any examination.

Rahul Gurjar

S.S.Jain Subodh P.G.(Autonomous)College

Jaipur

3
 ACKNOWLEDGEMENT

It is not often in life that you get a chance of appreciating and expressing your feelings in
black and white to thank the people who have been a crucial part of your successes, your
accomplishments, and your being what you are today. I take this opportunity to first of all
thank the Faculty at S.S. Jain Subodh P.G.(Autonomous)College, especially Dr. K.B.Sharma,
Principal, and Dr.Chitra Rathore, Head, Department of BBA for inculcating and instilling me
the knowledge, learning, will-power, values and the competitiveness and professionalism
required by me as a management student.

I would like to give special thanks to Ms/ Dr.Gauri Dhingra (Faculty Guide) for educating
me silver lining in every dark cloud. Her/His enduring efforts, guidance, patience and
enthusiasm have given a sense of direction and purposefulness to this project and ultimately
made it a success.

I express my sincere and heartiest thanks to everyone who has contributed towards the
successful completion of the Project.

Last but not the least; I would like to thank my family: my parents for supporting me
spiritually throughout my life.

The errors and inconsistencies remain my own.

Rahul Gurjar

4
 INDEX

S.NO PARTICULARS Pg .NO.

1 INTRODUCTION

2 COMPANY PROFILE

3 RESERCH METHODOLOGY

4 GREEN HRM PRACTICES

INCOMPANY

5 CONCLUSION

6 BIBILOGRAPHY

5
CHAPTER -1
INTRODUCTION

TRAINING AND DEVELOPMENT

An Ideal Training is:-

Linked to business goals and performance Part of a company-wide strategy Focused on setting
tangible objectives for employees Part of a company policy

SCOPE
Role of HR in training and development Training and development Learning organizations
Developing Corporate universities and community college Evaluation of training and
development programs

HR Role in Training and Development

Training for tasks leading to successful business operation. An in-depth understanding of the
business environment. An insight regarding training and development options. Career
development approach to weld-in individuals/groups into organizational effectiveness.
Knowledge sharing to improve customer service.

Training and Development

“Training and Development refers to the process to obtain or transfer knowledge, skills and
abilities needed to carry out a specific activity or task”.

Training (Today…)
“An organization’s planned efforts to help employees acquire job-related knowledge, skills,
abilities, and behaviors, with the goal of applying these on the job.”

Development (Tomorrow…)
“Learning that goes beyond today’s job and has a long term focus, so development is Strategic
Training”.

Organizational Change and T&D

Change involves moving from one condition to another, and it will affect individuals, groups,
and entire organizations. All organizations experience change of some sort which necessitates
training and development.

6
Determining T&D Needs
Market analysis Customer complaints Unsatisfactory customer survey ratings (CIS) Missed
objectives and targets New facilities or technology

Establishing T&D Objectives

The objectives The purpose of the program

Approaches to Training and Development

Proactive approach Reactive Approach

Methods of Training and Development

In-basket training Distance learning & video conferencing Computer-based training Virtual
reality E-learning On-the-job training (OJT) Job rotation Internships

Methods of Training and Development

 Classroom training
 Mentoring & coaching
 Case study
 Behavior modeling
 Role playing
 Apprenticeship training
 Simulations Business games

Types Of Costs In Training

 Development Costs
 Direct Costs
 Indirect Costs
 Overhead Costs
 Participant’s Compensation
 Evaluation Costs Learning Organizations

Learning Organization
A learning organization is a firm that recognizes the critical importance of continuous
performance-related training and development and takes appropriate action. It provides a system
wide learning in which employees expand their learning through experience. Learning
Organization It’s components are: System thinking Mental models Shared vision Personal
mastery Team building

7
Why Organizations Must Focus on Continual Learning?
Rapid advances/changes in technology. Need to develop core competencies. Steering
downsizing and re-engineering. Covering gaps in formal education. Global competition as new
business challenge. The aging workforce generating an imbalance. Developing Employees in
adopting career paths What are

Strategic Learning Imperatives?

Diversify the learning portfolio. Expand the view of whom to train. Accelerate the pace of
employee learning. Prepare employees to deal better with customers. Ensure that employees
believe there are opportunities to learn and grow. Effectively capture and share knowledge.
Diagnose and modify the work environment to support transfer and learning.

What are HR s’ Strategic Imperatives ?

Expansion of human capital knowledge and business performance Identifying intellectual
capital to gain competitive advantage.

Developing partnerships for knowledge sharing. Adopting a focused approach towards global
mindset. Developing specialized programs under corporate university settings.

Developing Corporate Universities and Community Colleges

Corporate University € "A function or department that is strategically oriented toward integrating
the development of people as individuals with their performance as teams and ultimately as an
entire organization by linking with suppliers, conducting wide-ranging research, by facilitating
the delivery of content, and by leading the effort to build a superior leadership team."

What will be the Impact of Corporate University on the Organization?

The way the employees work?

The way the managers lead and coach? The way the employees take the ownership of their
responsibilities?

The way the employees think about learning? The way the new learning culture be fostered in
the organization as continuation?

8
Community Colleges
Community Colleges are publicly funded higher education establishments that provide
vocational training and associate degree programs.

E-Learning
E-learning through on-line instructions has important implications for T&D as the demand for
an educated and empowered workforce has become critical in the new economy.

This web-based training is available anytime, anywhere in the world and in different languages.
Individuals involved in e-learning are no longer constrained by the need to be in a classroom at a
specific location and time.

E-Learning E-learning readiness assessment should consider:- €

What will be the degree of management support? € Whether there are enough potential users to
justify the cost? € Whether the target audience can use or learn to use computers? €

Whether the learners will accept online learning? € Whether the proposed e-learning solutions
will provide a method of instruction that is easier, faster, cheaper, safer or more efficient than the
alternative? €

How the e-learning technology strategy fits into the overall technology strategy for the
organization?

9
CHAPTER -2
PROFILE OF THE COMPANY

PROFILE OF WIPRO
Wipro Limited (Wipro) is a global information technology (IT) services company. Wipro
provides outsourced research and development, infrastructure outsourcing, business process
outsourcing (BPO) and business consulting services. The Company operates in three segments:
IT Services, IT Products, Consumer Care and Lighting. The IT Services segment provides IT and
IT enabled services to customers. The IT Products segment sells a range of Wipro personal
desktop computers, Wipro servers and Wipro notebooks. The Company is also a value added
reseller of desktops, servers, notebooks, storage products, networking solutions and packaged
software. The Consumer Care and Lighting segment manufactures, distributes and sells personal
care products, baby care products, lighting products and hydrogenated cooking oils in the Indian
and Asian markets. On June 10, 2011, the Company acquired the Commercial Business Services
Business Unit of Science Applications International Corporation (SAIC)

1. Wipro Technologies is a global services provider delivering technology driven business

solutions that meet the strategic objectives of its clients. Wipro has 55+ ‘Centers of Excellence’
that create solutions around specific needs of industries. Wipro delivers unmatched business
value to customers through a combination of process excellence, quality frameworks and service

10
delivery innovation. Wipro is the World's first CMMI Level 5 certified software services 36
company and the first outside USA to receive the IEEE Software Process Award.

Within the Indian market, Wipro is the leader in providing IT solutions and services for the
corporate segment. It offers Systems Integration, Network Integration, Software Solutions and IT
services.

Wipro Limited is a $5 billion Indian conglomerate. It is one of the top IT industries in India.
Wipro Ltd has interests varying from information technology, consumer care, lighting,
engineering and healthcare businesses. Billionaire Azim Premji leads the group.

GENIUSES OF WIPRO
Wipro started as a vegetable oil trading company in 1947 from an old mill founded by Azim
Premji's father. When his father died in 1966, Azim, a graduate in Electrical Engineering from
Stanford University, took on the leadership of the company at the age 21. He repositioned it and
transformed Wipro (Western India Vegetable Products Ltd) into a consumer goods company that
produced hydrogenated cooking oils/fat company, laundry soap, wax and tin containers and later
set up Wipro Fluid Power to manufacture hydraulic and pneumatic cylinders in 1975. At that
time, it was valued at $2 million

. In 1977, when IBM was asked to leave India, Wipro entered the information technology sector.
In 1979, Wipro began developing its own computers and in 1981, started selling the finished
product. This was the first in a string of products that would make Wipro one of India's first
computer makers. The company licensed technology from Sentinel Computers in the United
States and began building India's first mini-computers. Wipro hired managers who were
computer savvy, and strong on business experience.

In 1980 Wipro moved in software development and started developing customized software
packages for their hardware customers. This expanded their IT business and subsequently
developed the first Indian 8086 chip.

Since 1992 Wipro began to grow its roots off shore in United States and by 2000 Wipro Ltd
ADRs (American Depositary Receipts) were listed on the New York Stock Exchange.

The company's revenue grew by 450% from 2002 to 2007. This success has led to higher salaries
(wages have been growing by more than 14% per year since 2005), which puts pressure on the
company's margins

11
VISION OF WIPRO
The Vision of WIPRO is to contribute for global e-society, where a wide range of information is
being exchanged beyond time and space over global networks, which breaks down the
boundaries among countries, regions and cultures, allowing individuals to take part in various
social activities in an impartial, secure way.

To do continuous effort to enhance people's lifestyle and quality by means of developing new
technology in wireless communication.

MISSION
The Mission of WIPRO is to be a RF System Solution Provider, through its innovative research
and design works for a new world of broadband wireless communications.

GOALS OF WIPRO
 To support customers who rely on our ability as an advanced RF System Solution
Provider
 To build up core competencies through collaboration with technological partners
 contribute to the Ubiquitous Networking Society by providing chip level RF system
solutions

SPIRIT OF WIPRO
 Intensity to win
 Act with sensitivity
 Unyielding integrity

CORE VALUES OF WIPRO

 Outstanding
 Teamwork
 Challenge
 Spirit

12
CORPORATE CULTURE
Every day at Wipro is challenging and thought provoking. What is tested is drive, enthusiasm
and initiative. New ideas are appreciated and innovation is encouraged. Necessary support is
given to transform a good plan into action.

NATURE OF BUSINESSES OF WIPRO

IT Services:
Wipro provides complete range of IT Services to the organization. The range of services extends
from Enterprise Application Services (CRM, ERP, e-Procurement and SCM) to e-Business
solutions. 39 Wipro's enterprise solutions serve a host of industries such as Energy and Utilities,
Finance, Telecom, and Media and Entertainment.

Product Engineering Solutions:

Wipro is the largest independent provide R&D services in the world. Using "Extended
Engineering" model for leveraging R&D investment and accessing new knowledge and
experience across the globe, people and technical infrastructure, Wipro enables firms to
introduce new products rapidly.

Technology Infrastructure Service:

Wipro's Technology Infrastructure Services (TIS) is the largest Indian IT infrastructure service
provider in terms of revenue, people and customers with more than 200 customers in US,
Europe, Japan and over 650 customers in India.

Business Process Outsourcing:

Wipro provides business process outsourcing services in areas Finance & Accounting,
Procurement, HR Services, Loyalty Services and Knowledge Services. In 2002, Wipro acquiring
Spectrum and became one of the largest BPO service players.

Consulting Services:
Wipro offers services in Business Consulting, Process Consulting, Quality Consulting, and
Technology Consulting.

13
FINANCIAL RESULTS

Wipro reported a 61% rise in third-quarter profit as it added new clients and
made improvements in its pricing structure.
Net income under U.S. accounting rules rose to 4.27 billion rupees ($98 million) in the three
months ended Dec. 31, from 2.66 billion rupees ($61 billion) a year earlier, slightly higher than
analysts expected. Revenues rose 34 percent in the period.

Wipro said it was able to charge new clients more for higher-margin services. The company
added 26 clients in the quarter at the unit serving 40 customers outside Asia-Pacific, boosting
sales to 20.9 billion rupees ($479 million) from 15.6 billion rupees ($357 million) a year earlier.

However, gains from price increases were offset by increasing salaries and a huge turnover in
staff in its business process outsourcing (BPO) division. The company continues to use currency
hedging to offset the rising rupee but said the rupee's rise against the dollar remains a challenge.

"Looking forward, the environment we see is one of strong volume growth with prices moving in
a narrow band," Wipro Chairman Azim Premji said. “The rupee appreciation will pose an
additional challenge in sustaining profitability.”

Wipro expects fourth-quarter revenue to rise to $370 million from last quarter's $367 million.
Wipro added 2,274 employees at the unit serving customers outside Asia-Pacific in the quarter,
bringing its total workforce to 39,337.

Wipro’s larger rivals Tata Consultancy and Infosys this month both reported profit gains of more
than 50 percent for the quarter.

Tata Consultancy's net income rose 54 percent on sales 38 percent higher. Infosys said profit rose
52 percent from a year earlier as sales gained 49 percent to 18.8 billion rupees.

Knowledge Management in WIPRO:

Since its inception, Wipro, with its open culture, has believed in cultivating knowledge and with
its business expanding, it has become all the more critical to get knowledge intensive, and
implement an enterprise wide KM system. Since there is no accepted standard framework for
KM, Wipro has evolved a framework in accordance with its needs, to achieve its business vision.
It has been designed to build on the existing efforts in the organization and enhance the culture
of knowledge sharing and utilization. To build and sustain a KM system, a cultural change in the
propensity to share knowledge is fundamental, which is the most difficult part of knowledge
management. An organization should be able to induce the requisite behaviur change among
people who are the contributors and users of knowledge. It requires strong leadership to bring in
cultural changes, set the right direction, and continuously monitor progress. Using appropriate

14
rewards and recognition programs is also necessary. This framework encourages both bottom-up
and top-down approaches to accelerate the culture change.

Knowledge Management of WIPRO

The Wipro KM framework has three main frameworks:

LEARNING

KEEP (Knowledge Enhancement, Extraction and Practice)

CARE (Competency Augmentation with Research Excellence)

Achievements of Wipro:
 First Indian IT Service Provider to be awarded Gold-Level Status inMicrosoft's
Windows Embedded Partner Program.
 World's largest independent R&D Services Provider.
 World's 1st PCMM Level 5 software company.
 World's 1st IT Services Company to use Six Sigma.
 The first to get the BS15000 certification for its Global Command Centre.
 Among the top 3 offshore BPO service providers in the world.
 Only Indian company to be ranked among the 'Top 10 Global Outsourcing Providers' in
the IAOP-Fortune Global 100 listings.
 First company in the world to be certified in BS 7799 (2002) security

HISTORY OF COMPANY
Wipro, one of the world’s most trusted brands, is a name with a long history. Here’s a snapshot
of our journey to date:

 Established in 1945 as Western India Vegetable Products Limited in Amalner,

Maharashtra
 IPO for capital in February 1946
 Ventured in to the fledgling IT industry in 1981
 Established software products and exports subsidiary, Wipro Systems Ltd. in 1983
 Pioneers in marketing indigenous Personal Computers in 1985
 Established a Joint venture with GE in 1989
 Entered IT services in the 1990s – we were among the pioneers in developing the ODC
(Offshore Development Center) concept
 Software business assessed at SEI-CMM Level 5 in 1998
 Listed on NYSE in 2000 (NYSE:WIT)
 The first company in the world to be assessed at PCMM Level 5 in 2001
 Entered the BPO business in 2002
 Entered the Eco-energy business in 2008

15
CHAPTER-3

RESERCH METHODOLOGY
This chapter on research methodology took a look at the research background (vision and
mission of the Polytechnic), research design, population, sampling technique, sampling size, data
collection procedure and data analysis

Research Design

The design that was considered for the research was survey. The case study approach that was
adopted took place at Accra Polytechnic. The case study method was chosen because; case study
is suitable for practical problems. It is often seen as being problem – centered, small scaled and
manageable. Again, case study method has the uniqueness ability to use and apply differently a
lot of different empirical evidence, Yin (1994). The aim of this research was to identify the
extent to which Accra Polytechnic have been using planned and systematic training and
development to motivate and improve the performance of its employees and therefore the choice
of case study.

Population

The case study focused on senior staff of the Polytechnic. This was based on the assumptionthat,
this group of employees within the administrative set up were the fulcrum around which all
administrative activities in the Polytechnic revolves. They assume the roles of heads of
department and supervisors in the absence of substantive heads of departments and supervisors
in the administration of the Polytechnic, implementing the policies of management and ensuring
that work in the Polytechnic progresses smoothly. The total population of the senior staff in the
Accra Polytechnic (including senior staff in academic) is
lv about One Hundred and Fifty Two (152). Therefore the purposive sampling would eliminate
from the population those who do not matter in the research (senior staff in academics)

Sampling Technique

The purposive (also known as judgmental or subjective) sampling technique was used in the
sampling process of the population of the research. Purposive sampling is a non probability
sampling in which the decision concerning the individuals to be included in the sample was
taken by the researcher based on the fact that these individuals have been around long enough to
have the knowledge of the research issue and also the willingness to participate in the research.
This technique was also chosen because the sample size was quite small when compared with
probability sampling.

16
Sample Size

The total population of the 152 mentioned above does not only involve senior staff in academics,
but also 24 newly employed senior staff who were still on probation. These groups of senior staff
are therefore eliminated from the research sample in line with the purposive sampling technique
that was adapted to the research. A sample size of fifty (50) senior staff within A-Poly
administration were selected and interviewed for the research. Respondents were supplemented
with a set of questionnaire.

Composition No.
Prin. Asst. Administrators 10
Senior Asst. Administrators 25
Senior Finance Assistants 5
Assistant Administrators 10
Total 503

Data Collection Procedure

With the source of information been the sampled senior staff, the data collection procedure
adapted was the self administered questionnaire by the respondents (selected senior staff). The
respondents to this questionnaires were free to answer the questions according to their own
conscience without been compelled to satisfy the researcher.

Information from these questionnaires constituted the primary data for the research. Additionally
interviews were conducted with the selected executive members and heads of departments. The
interviews were conducted because; it is an important source of gathering data for case studies.
The kind of interview used was what is called by Merriam (1998), semi-structured interview.
Because of the presence of pitfalls in the use of interviews by way of response bias and
reflexivity Yin (1994), though questions are predetermined, the questions for the interview were
not asked in any specific order.

The interview was designed to allow respondents bring up other issues they felt were of interest
to the subject matter. This created the needed friendly and cordial atmosphere which enabled
researcher to ask follow-up questions freely.The questionnaires were pretested on a smaller size
of the sampled respondents for the research. This was to ensure that the questionnaires designed
solicited the appropriate

responses from the respondents to answer the research question for the achievement of research
stated objectives. The use of closed end as well as opened ended questions allowed the
researcher to make easy categorization and analysis.

17
Data Analysis

Returned questionnaires were edited to correct probable errors and to sort out misconception and
misunderstandings to ensure credibility of the research. In order to collect and organize data in
such a manner that was acceptable which was later used to conduct the required analysis, the
research questionnaires were structured according to the steps provided by the KNUST thesis
writing hand book.

The data was therefore first put in topical and chronological order so that it was presented in a
descriptive manner. Secondly, data was classified into categories, themes and theory to allow the
use of quantitative methods to be used to analysis some of the data collected. Finally,
information from data analysis was summarized and conclusions and recommendations were
made for application by Accra Polytechnic in its training and development programmes of
employees.

Brief description of the study area: Accra PolytechnicAccra Polytechnic

is a public sector institution though quasi semi- autonomous tertiary educational institution. Due
to its semi-autonomous status it conducts its own recruitment and selection and training and
development of employees. Accra Polytechnic (A-Poly) started as a tertiary institution in 1993
under Act 745 which turned hitherto Polytechnic technical institution in to tertiary. Currently
Accra Polytechnic (which is referred to the premier Polytechnic because it was the first
Polytechnic technical institution to acquire

tertiary status in the country) has over four hundred (400) employees made of Management,
Academic staff (lecturers and instructors) and Administrative staff (office employees, workshop
assistants and technicians, laborers, cleaners, drivers and security men) and it is overseen by a
Polytechnic Council.

The staff is structured into Management, senior members, senior staff (including senior members
in administration) and junior staff. It has an Executive committee, Academic board and various
committees either under council or academic board.

The Polytechnic is located in the heart of the city of Ghana, the gateway to West Africa.

The day to day administration is by the rector with assistance from the vice, registrar and the
finance officer. It is situated in the central business district of Accra on the Barnes Road and
adjacent to the Novotel Hotel. It is sandwich between Ghana Publishing Company to the south
and the Trades Union Congress (TUC) headquarters to the north east. The vision and mission of
the Polytechnic are as follows:

18
Vision: To develop into a leading technical based tertiary institution.Mission: To produce skilled
career-focused, tertiary and middle-level manpower in the areas of manufacturing, commerce,
science, technology, applied social science and applied arts.The Polytechnic is currently made up
of three schools namely; School of Engineering School of Applied Sciences and
ArtsSchool of Management and Business Studies. This case study concentrated on senior staff.
Interviews were however conducted among the senior members in administrative positions
(heads of departments) and some management members

19
CHAPTER –6
CONCLUSION

Today, Organizations are trying to focus on profit maximization and environmental obligation at
the same time. In today‘s world organization that has more focus on environment has higher
acceptance in society. Due to this rising awareness of the society about environment,
organizations are being pushed to pay more attention on the environment. Now, it may seem that
more investment on environmental issues will cause profit minimization. In that case, non-
financial practice like green human resource management can be implemented in the
organization. Financial help to a part of the total population of a country may get less focus than
being green through Green HRM. Higher focus will create higher acceptance. Higher focus will
facilitate an organization to maximize their profit in long run. In this way CSR can also be
performed through Green HRM. So practicing Green HRM as a means of promoting CSR in this
industry will have a positive impact over the industry which will facilitate them to achieve higher
social acceptance as well as higher profit making in the long run.

1. In this empirical research work, the researcher has provided useful insights into the green
practices adopted by organizations in the background of a developing economy like India where
environmental concern is on rise.

2. Using confirmatory factor analysis, the study confirms seven major factors i.e. ―

a) Green Recruitment and Selection,

b) Green Training and Development,

c) Green Reward Management,

d) Employee Involvement,

e)Employee Motivation,

f) Job Satisfaction,

20
g) Organizational Commitment‖,

important for adoption of green practices by various organizations in India and it also establishes
the structural relationship between these factors.

3. The insights from the study, can indeed be used to formulate various strategies especially for
green services in various sectors in India. It would ultimately give rise to sustainable
development and preservation of environment. Green HRM helps in the effective outcomes like
they could get a first mover advantage, many organizations can also develop a competitive edge
by creating a brand image as an environment conscious body.

4. In view of the optimistic response of various organizations towards adoption of green

practices, the research work suggests implication for the marketers and policy makers for
effective implementation of green programs in future which helps them to get subsidies from the
government

5.Support the key HRM attribute by stating that reward systems should include environmental
criteria. Reward systems should also be linked to the achievement of performance appraisal goals
in order to motivate the employees of the organizations.

6. Argues that adopting environmentally responsible practices will probably involve major
change in organizational values, practices and procedures, breaking embedded habits and
practices and adopting new ways of thinking which will consider what is done, why and how.

7. Though the green movement and Green HR are still in the stages of infancy, growing
awareness within organizations of the significance of green issues have compelled them to
embrace environment-friendly HR practices with a specific focus on waste management,
recycling, reducing the carbon footprint, and using and producing green products. Clearly, a
majority of the employees feel strongly about the environment and, exhibit greater commitment
and Job Satisfaction toward an organization that is ever ready to go ―Green.‖

8. The responsibilities of the present generation HR managers are to create awareness among the
youngsters and among the people working for the organization about the Green HRM, Green
movement, utilization of natural resources and helping the corporate to maintain proper
environment, and retain the natural resources for our future generation i.e. sustainable
development. The conclusion that can be derived from this research is that Green ideas and
practices are finding more and more relevance in many organizations‘ and within the space of
the HR profession. HR leaders being the advocates of organizational culture and policies are
critical to inculcate a sense of responsibility in each employee towards a sustainable green
human resources management. However, still greater change needs to happen so that employees
and organizations 'take that big leap in ensuring greening process in all their activities

21
Limitations –

This research work was carried out to find out the relationship between Green HRM practices
with Employee Motivation, Job Satisfaction and organizational. Despite best of efforts to
minimize all limitations that might creep in course of the research, there were certain constraints
within which the research was completed. These are discussed below:

 criticized because it misses an in-depth analysis of the type the psychologists or

anthropologists has often conducted. This research work has not analysed by using any
econometric test or psychometric test. This research work is totally based on the practices
followed in the organizations. Sustainability has three aspects: social, economic and
environment. In this study

 the researcher has studied only environment dimension in relation to Green HRM
Practices. In this study, the researcher has only taken Green Recruitment and Selection,

 Green Training and Development, Green Reward Management, Employee Involvement,

Employee Motivation, Job Satisfaction and Organizational Commitment. There are other
factors also which impact the Green HRM practices like, Green Health and Safety
Management, Green Job Design and Analysis, Green Induction, etc. that have not been
considered. The research was purely based on primary data as well as secondary data.

 The primary data for this study was collected from the samples based in NCR only.
While researcher has tried to make sure that the sample is a true representation of the
population, the generalization of the findings of the research work is restricted as defined
by the size of the sample, which comprised of 300 respondents carefully chosen from
various areas of NCR

22
CHAPTER-7
BIBLIOGRAPHY -

INTERNET websites

https://.scribd.com/?lohp=2

https://iedunote.com/green-hrm

http://article.sapub.org/10.5923.j.hrmr.20190901.03.html

https://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.21792

http://192.248.32.137/~sjpjourn/index.php/sljhrm/article/view/2130

http://192.248.32.137/~sjpjourn/index.php/sljhrm/article/view/2130/1131

NEWS PAPERS:

1 TIMES OF INDIA

2ECONOMIC TIME

23