A Study On Importance of Induction

Process
Name: MAYURI N
Reg.No:3511220028
Name of the company: GOOGOLSOFT
Technologies
Guide-Faculty: Mrs. S. Vijayarani
Industry : Mr. Ramesh

OBJECTIVES OF THE STUDY

To study about the effectiveness of the
induction program at Googolsoft Technologies
To analyze the opinion of the employees
about the induction programme.
To assess the employee satisfaction level
towards induction program
To identify employee perception towards
content of induction program

Need of study
To build up the new employee's confidence in the
organisation and in him/her so that he/she may
become an efficient employee.
To develop among the newcomers a feeling of loyalty
towards the organisation.
To foster a close and cordial relationship among the
employees.
Providing them an overview of some of the important
technologies, analysis and design methodologies,
testing methodologies, etc.
Training them on the programming standards, etc. of
the organization

Scope of the study

A well developed and organized induction will
form a base for future training and development.
It can save the high cost of recruitment and
selection. Orientation programmes may also be in
the form of providing induction training to the
new employees where they are familiarized with
the work environment and the fellow employees.
The new employees are taught basic techniques
or methods to do the work for which they are
recruited, etc. It results in integration of the new
employees with the team.

Problem definition
Orientation or Induction is the first important
step in the process of human resource
management. It involves familiarization of the
newly appointed employees to the work
environment of the organization as well as to the
fellow employees. Induction is a socializing
process by which the organization seeks to make
an individual its agent for the achievement of its
objectives. The new employees should be
oriented to the organization and to its policies,
rules and regulations.

Research methodology
Research Design Descriptive
Sampling Design Non Probability
Sampling
Population
80
Sample size
80
Sampling Method Convenience

Research methodology
Sources of Data
Primary Data- From questionnaire
Secondary Data- From annual records, Review
of literature
Tools for analysis
1. Chi-square method
2. One way anova

Chapterisation
Chapter 1- deals with the introduction to the
study, need, scope, objectives, research
methodology and limitations
Chapter 2- deals with the analysis part of data
and also the usage of statistical tools are used
in this chapter
Chapter 3 deals with the general findings,
suggestions and conclusion

Industry Profile
The Indian information technology (IT) industry has played
a major role in placing India on the international map. The
industry is mainly governed by IT software and facilities for
instance System Integration, Software experiments, Custom
Application Development and Maintenance (CADM),
network services and IT Solutions. According to Nasscom's
findings Indian IT-BPO industry expanded by 12% during
the Fiscal year 2009 and attained aggregate returns of US$
71.6 billion. Out of the derived revenue US$ 59.6 billion
was solely earned by the software and services division.
Moreover, the industry witnessed an increase of around
US$ 7 million in FY 2008-09 i.e. US$ 47.3 billion against US$
40.9 billion accrued in FY 2008-09.

Company profile
Googolsoft Technologies established in the year
2005, having its Head office in India. We
specializes in consulting and staff augmentation,
IT project outsourcing, offshore software
development services, and IT project
management. With the unique Global Delivery
Model, experienced consultants and software
development services, we will commit to help the
customers build with highly qualitative, timely
delivered and cost effective services.

Review of literature
Organizations invest a lot on their employees
in terms of induction and training, developing,
maintaining and retaining them in their
organization. Although, there is no standard
framework for understanding the employees
satisfaction and training need process as
whole, a wide range of factors have been
found useful in interpreting employee
induction program in the organization. Kevin
et al. (2004).

Review of literature
Workforce optimization, the organisations success in
optimizing the performance of the employees by
establishing essential processes for getting work done,
providing good working conditions, establishing
accountability and making good hiring choices would
retain employees in their organisation. The importance
of gaining better understanding of the factors related
to recruitment, motivation and retention of employees
is based on the induction program for the organization.
(Badawy, 1988; Basta and Johnson, 1989; Garden,
1989; Parden, 1981; Sherman, 1986).

Review of literature
Satisfaction represents an effective response
to specific aspects of the job or career and
denotes the pleasurable or positive emotional
state for the employees working in the
organization resulting from an induction
training program of ones job or career (Locke,
1976; Porter et al., 1974; Williams and Hazer,
1986).

Data analysis
Percentage analysis
Statistical analysis

Percentage analysis Table and chart

KNOWLEDGE INDUCTION
S.NO
1
2
3
4
5

PARTICULARS
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
TOTAL

NO OF
RESPONDENTS
5
11
4
52
28
100

PERCENTAGE
35
11
4
22
28
100

Percentage analysis Table and chart

employee orientation
S.NO
1
2
3
4
5

PARTICULARS
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
TOTAL

NO OF
RESPONDENTS
8
54
30
8
0
100

PERCENTAGE
8
54
30
8
0
100

chi-square test for age group and the

communication Techniques
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear Association
N of Valid Cases

Df

Asymp. Sig. (2-sided)

62.584a

30

.05

16.549

.011

2.170

.141

50

The Chi-square(x2) value for age and communication techniques is 62.584 and its
significance value is .050. Since the significance value is p< .05 it is concluded that
age and communication techniques significant

One way anova age and experience

Sum of Squares

df

Mean Square

AVGII

Between Groups

.377

AVGEO

Between Groups

.313

.988

Sig.

2.731
.956

0.35
2.810

The Significance Value of AVGII was .510. Since the significance value was
p<.05 it was concluded that there significant difference in the AVGII among
the respondents of experience level.
The Significance Value of AVGEO was .0451. Since the significance value
wasp<.05 it was concluded that there was no significant difference in the
AVGEO among the respondents of different age groups.

.041

Findings

40% of the respondents belong to the age group of 21-30 years, 26% of the
respondents belong to the age group of 31-40 years and 34% of the respondents
belong to the age group of 41 years.
84% of the respondents are male and 16% of the respondents are female.
36% of the respondents belong to 2 to 5 years of experience, 60% of the
respondents belong to 6 10 years of experience and 4% of the respondents
belong to 11 to 15 years.
Mean age group among the respondents of 21-30 years of group is 79.20 and its
Standard Deviation is 8.60. A higher level of age group mean is 82.53 was found
among the respective of 40-50 years.
Mean in male respondents is 79.57 and its Standard Deviation is 7.19. The mean in
female respondents is 82.00 and its Standard Deviation is 5.87. A higher level of
(mean =82.00) was found among the female respondents.
Mean in experience between 11 to 15 years experience group is 83.50 and its
Standard Deviation is 0.7071. The mean in 2 to 5 years experience group is 77.611
and its Standard Deviation is 8.232. A higher level of work experience is (mean
=83.50) was found in the experience group 11 to 15 years.

Suggestions
Top management must allow the managers to know about the
organizations future plans which help them develop their new employees
by giving them the proper training in the induction program and prepare
them for future development of the organization.
Employees of the organization should be given more freedom in
performing their work and also by giving their own innovative ideas for the
upcoming project that is undertaken by the organization.
The induction training program should be very effective and efficient for
the employees. The employees smart working should be appreciated and
recognized for their contribution and efforts taken by them.
Some of the employees of the organization feel that the induction training
program duration is not sufficient so I request the human resource
department to extent the duration to 15 to 20 days of training for the
employees to get in to their work with full confident.

Conclusion
In conclusion, getting the induction process
right, sets the scene for the remainder of the
employment experience. This is a critical
phase in the employment process. Induction
programs should be implemented in a
structured manner and applied uniformly
across the organization. Best practice involves
a very structured approach to the induction
process.

Conclusion
Thus I conclude saying that the study helped me
to understand the actual Induction Programme,
how it is conducted, its pros and cons, etc., from
the responses of the employees it was concluded
that the effectiveness of the induction
programme was moderate. There is a high
correlation between the employees opinion
about the integrity, understanding of the
company, job-specific opportunities. Suggestions
were offered by the researcher for improving the
effectiveness of the induction programme.

BIBLIOGRAPHY
Henry Angora - Department of Management, edition-2007,
University of Botswana, Botswana.
Wong, Britton and Gasnor (2005) Personnel Management, Sixth
Edition, McGraw Hill Publications, New York.
Lebo B (1997). "Inspiring employees the easy way", Incentive,
171(10): 114-18.
Locke E (1976). The nature and causes of job satisfaction", in
Dinette. MD (Ends). Handbook of Industrial and Organizational
Psychology, Rand McNally, Chicago, IL, pp. 1297-1349.
Dyke TV, Strick S (1990). Recruitment, selection and retention of
managers in the organization industry".
Blau G, Boal K (1989). "Using job involvement and organizational
commitment interactively for the effectiveness of employee
induction ", J. Manage. 15 (1): 115- 127.