The impact of human capital development initiatives on employee performance of it executives: case study of Bangalore, India

Chia sẻ: Huỳnh Ngọc Toàn | Ngày: | Loại File: PDF | Số trang:13

Thêm vào BST

Báo xấu

32
lượt xem 5
download

Download Vui lòng tải xuống để xem tài liệu đầy đủ

This research paper discusses the initiatives and its impact on the strategies and operations of the executives, and how this impacts on their abilities to contribute positively towards the attainment of their goals and objectives..

Chủ đề:

Bình luận(0) Đăng nhập để gửi bình luận!

Lưu

Nội dung Text: The impact of human capital development initiatives on employee performance of it executives: case study of Bangalore, India

International Journal of Management (IJM) Volume 9, Issue 3, May–June 2018, pp. 01–13, Article ID: IJM_09_03_001 Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=9&IType=3 Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com ISSN Print: 0976-6502 and ISSN Online: 0976-6510 © IAEME Publication THE IMPACT OF HUMAN CAPITAL DEVELOPMENT INITIATIVES ON EMPLOYEE PERFORMANCE OF IT EXECUTIVES: CASE STUDY OF BANGALORE, INDIA Murali S Assistant Professor, Department of Management Studies, Ramaiah Institute of Management Studies, Bangalore, India ABSTRACT Human capital development initiatives for purposes of this study refer to the training and development programs that the IT executives in Bangalore, India are accorded with. Currently, the fact that human capital development of employees translates to competitive advantages is no longer a subject for debate. According to Tomé, and Goyal, (2015) human capital development of employees not only enhances their productivity in the short term, it also helps prepare them for future skills and responsibilities. For organizations, industries and economies, this translates to a lot of things including improved profitability, performance efficiency, creativity and innovativeness. Moreover, it also helps improve employee engagement while at the same time reducing turnover rates. The challenge however is how to develop and implement the best human capital development strategy for specific industries and organizations. The review of literature focuses on the factors that influence IT firms in Bangalore, India to adopt human capital development initiatives, as well as the significance of the initiatives to IT executives. This research paper discusses the initiatives and its impact on the strategies and operations of the executives, and how this impacts on their abilities to contribute positively towards the attainment of their goals and objectives.. This way, the paper gets to discuss the overall function and impact of the human capital development initiatives on performance of the IT professionals. Key words: Human Capital Development, Performance Management, Training & Development, IT Services. Cite this Article: Murali S, The Impact of Human Capital Development Initiatives on Employee Performance of it Executives: Case Study of Bangalore, India. International Journal of Management, 9 (3), 2018, pp. 01–13. http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=9&IType=3 http://www.iaeme.com/IJM/index.asp 1 editor@iaeme.com
Murali S 1. INTRODUCTION 1.1. Background Organizations usually get work done through its employees and this is an attribute that led to the emergence of the concept of human capital. Human capital has been described by Siddharthan, and Narayanan, (2016) as the culmination of capabilities, knowledge, values, personalities, and creativity, that facilitate the ability of individuals to perform labor and in turn produce economic value. This concept is especially important when it comes to the selection of competent and qualified employees out of a pool of several candidates. A best example of this according to Azam, Raza, (2016) includes selecting the top management team for organizations. Tomé, and Goyal, (2015) explain it more simply by claiming that the concept of human capital applies most appropriately in circumstances when the pool of qualified and competent human resources is in abundance, but opportunities are scarce, hence human resources exceeds capital resource, as is the case with India. Ardichvili, Zavyalova, and Minina, (2012) concur and postulates that human resources can be transformed through a host of development strategies, the most common being training and development initiatives. The authors add that the development of human capital usually translates to highly productive human resources and when this is achieved for countries, economic progress and improvement is inevitably realized. An example of regions where human capital formation is highest is India and Bhattacharya (2017) explains that this is because the region has one of the world’s highest population growths and the region continually invests in qualitative improvement in each generation. The author explains that the evidence of this can be seen in the fact that currently, the third generation of India’s population is more qualitatively qualified than the previous generations. Furthermore, the region’s economy has been significantly improving due to its investments on human capital. Figure 1 Size of India’s IT Industry as a Share of India’s GDP from 2008-2016 Source: Adopted from (Deepashree, 2016) One of the main contributors to India’s growing economy is the Information Technology (IT) Industry. The country’s technology industry consists of IT services and business process outsourcing (BPO) (Deepashree, 2016). By 1998, the industry contributed about 1.2% of India’s GDP, however, by the end of 2016 it contributed about 10% of the region’s GDP and http://www.iaeme.com/IJM/index.asp 2 editor@iaeme.com
The Impact of Human Capital Development Initiatives on Employee Performance of it Executives: Case Study of Bangalore, India the trend has been projected to increase exponentially as it has always done as shown in Image 1 below. Directly and indirectly, the industry has provided employment to over 14 million Indians (Deepashree, 2016). On average, the IT industry generated revenues of $160 billion in 2016 (Deepashree, 2016). India is currently the world’s second largest exporter of IT, with the export segment of IT making up 77% of the industry’s generated revenues (Deepashree, 2016). The country however has intentions of bolstering its domestic IT industry and this can best be achieved through Human Capital Development initiatives (Deepashree, 2016). In specific terms, the Indian City of Bangalore is where a majority of the IT activities take place and this is where the Human Capital Development initiatives will be directed. The region is the IT hub of the county and also popularly called as the silicon valley of India. Bhattacharya (2017). Economists have provided evidence of how Bangalore is important to the overall economy of India, contributing about US$83 billion as part of India’s GDP Bhattacharya (2017). By the end of 2017, the region was home to 2.5 million IT professionals which is 25% of India’s overall pool of IT professionals Bhattacharya (2017). On average, Senior IT executives in the region earn about $568,742 per year and this has been argued as being lower that the average pay for technology engineers in most developed and rapidly developing nations Bhattacharya (2017). Sharma, and Dharni (2017) however points out that despite achieving its fete with regards to growing IT performance, in comparison to other major cities across the globe, finding IT talent is still challenging in Bangalore. This is especially with regards to finding talent for IT executives in Bangalore IT companies Bhattacharya (2017). 1.2. Research Gap There have been considerable numbers of studies that have been conducted to investigate what human capital development is as well as what its impacts are. Numerous researchers have explored different aspects of the concept of human capital as well as the different initiatives that can be used to facilitate human capital development. However, there is limited information that exists relating to the specific impacts that human capital development initiatives have on specific industries or professions. This paper focuses on bridging this knowledge Lacuna through providing evidence of the impact of human capital development on IT professionals. To offer focus by narrowing the scope of the study, the paper centers on India’s Bangalore IT industry as the case study. In specific terms, it investigates how IT executives are impacted by human capital development initiatives. The paper achieves this aim through providing discussions on how IT executives of firms located at the Silicon Valley of India are impacted on by human capital development. The IT executives have been selected because the IT industry in India has been identified as one of the fastest rising industries across the globe, and Bangalore is the Indian IT capital. Since the global IT industry is changing rapidly and becoming more competitive, it would be appropriate and relevant to discover how human capital development initiatives impact on the performance of IT executives in Bangalore, India. 1.3. Research Aim and Objectives 1.3.1. Research Aim The Research Aim is to identify the human capital development initiatives has on the performance of employees. In order to attain accurate and relevant information, the paper explores how the initiatives impact on the performance of IT executives in Bangalore India. This is because the IT industry in Bangalore is very vibrant and competitive, and identifying or measuring the impact of the human capital development initiatives is possible. http://www.iaeme.com/IJM/index.asp 3 editor@iaeme.com
Murali S 1.3.2. Research Objectives Influenced by the research aim, the main objectives of this study include:  To determine factors that influence need for human capital development initiatives on IT executives in Bangalore India.  To explore the significance of human capital development initiatives on IT executives in Bangalore India.  To determine how IT executives operations and strategies have changed as a result of Human capital development initiatives.  To ascertain how human capital development initiatives on IT executives contributes to the achievement of organizational goals and objectives. 1.3.3. Research Questions  What are the factors that influence need for human capital development initiatives on IT executives in Bangalore India?  What is the significance of human capital development initiatives on IT executives in Bangalore India?  How have IT executives operations and strategies have changed as a result of Human capital development initiatives?  How has human capital development initiatives on IT executives contributed to the achievement of organizational goals and objectives? 2. REVIEW OF LITERATURE 2.1. Significance of Human Capital Development Figure 2 Human Capital Strategy Source: Adopted from (Nguyen, 2017) Performance is according to Andra, and Boldea (2015) a multi-dimensional construct, because it can be subjective, depending on the objectives as well as specific aspects, being evaluated. This according to the author means that there is no single approach that can be http://www.iaeme.com/IJM/index.asp 4 editor@iaeme.com
The Impact of Human Capital Development Initiatives on Employee Performance of it Executives: Case Study of Bangalore, India determined as being the best approach to measuring performance. Ardichvili, Zavyalova, and Minina, (2012) concur and add that focusing specifically on one aspect as the main attribute of performance measure can have adverse results. For instance, if the focus is on sales and profitability, then ethics and morality will be at stake because many employees can end up engaging in malpractice, so long as it translates to improved sales performance. It is with regards to the above perspectives that Armstrong (2014) postulated that performance is an attribute that indicates behavior as well as results and as a result it should be measured as such. Behavior according to Armstrong refers to input, and the results is the output, hence they all need to be considered in equal measure. According to Armstrong (2014) performance of employees can be influenced in a number of ways. The approaches according to the author commonly target the personal traits, and behavior of individual employees, and it does so in both formal and informal ways, and human capital development initiatives are an example of such ways. figure 2 below summarizes the overall strategies of human capital development initiatives, and this study seeks to discuss their impact for IT professionals in Bangalore. According to the human capital theory, development of employees is best achieved through educating the human capital as well as enhancing their welfare. According to the theory, the development initiatives can include schooling, training, and improvement of benefits such as medical care. The theory is according to Sharma, and Dharni (2017) deeply rooted in the field of macroeconomic development theory since it contributes to improved economic efficiency and performance as shown in Figure 3 below. In the same regard Sharma, and Dharni (2017) summarize the benefits of human capital development as being improved work efficiency, working conditions, earnings, and overall performance. This is what makes the initiatives important. Figure 3 Model of Human Capital Theory Source: Adopted from Sharma, and Dharni (2017) 2.2. Human Capital Development Initiatives According to Siddharthan, and Narayanan (2016) there are not as many human capital development initiatives for executives as there are for employees holding lower levels positions in organizations. For Bangalore, the human capital development initiatives for the IT executives include executive development programs. The programs can include functional training, general management training and IT management programs. Andra, and Boldea, (2015) suggests that such programs have been found to have direct impact on improving the success of executives, in this case the IT executives. The program also enhances the leadership skills of the executives. http://www.iaeme.com/IJM/index.asp 5 editor@iaeme.com
Murali S 2.3. Benefits of Human Capital Development In general, the overall benefits of human capital development initiatives is that they make individuals employee more effective and in turn this translates to organizations through the human capital achieving and maintaining competitive advantages. According to Rao and Varghese (2009) this is of vital importance to India since the country is a rising economy and the IT industry is playing integral roles in its rapid economic growth. Rao and Varghese (2009) is of a similar opinion and argues that through the human capital development initiatives offered on IT executives, the overal IT industry in Bangalore will be able to achieve significant transformation. This will include developing a contemporary business model that achieves, effeciency, quality, profitability, and growth, in an approproate manner. The IT executives will be able to foster trust and achieve more loyalty from the customers, while at the same time they will maintain focus on exceeding customer expectations throuhg achieving higher innovativeness. 3. RESEARCH METHODOLOGY 3.1. Introduction This research chapter is focused on detailing the particular strategies that have been used in the collection and analysis of data with the aims of achieving the study’s aims and objectives. Influenced by the research topic, aim, and questions, this study uses a mixed methodological research. This includes the qualitative and methodological approaches. This chapter is specifically focused on exploring how quantitative and qualitative research methods have been used in this study (Ketchen & Bergh, 2014). It also discusses the data collection and analysis techniques that have been used for both approaches. The chapter then discusses the research philosophy that was adopted for the study, as well as the research design and ethical considerations that were made in the data collection and analysis process. figure 4 below is a research onion that outlines the research approach used in this study. Figure 4 The research Onion Source: Adopted from (Kumar, 2011) http://www.iaeme.com/IJM/index.asp 6 editor@iaeme.com
The Impact of Human Capital Development Initiatives on Employee Performance of it Executives: Case Study of Bangalore, India 3.2. Research Philosophy With regards to research philosophy, the researcher for this study has selected philosophies that are linked with both qualitative and quantitative research methods. The philosophical approaches explain how knowledge for this study is developed. The grounded theory and inductive approaches have been selected as the approaches. Holt and Turner (2011) points out that the use of these approaches indicate that a researcher uses a post-modernism philosophy. The philosophy is inclined towards the collection of as much information as possible, and scrutinizing it to derive meaning from the collected data, in line with specific research questions (Khan, 2011). The use of the post-modernism philosophy has been neccessitated by the fact that human capital development as a topic is broad in nature, and focused information which is detailed is required, the philosphy is what guarantees that only specific data which is relevant is selected (Khan, 2011). The process used in selecting the philosophy is detailed in figure 5 below. Figure 5 Developing a Research Philosophy Source: Adopted from (Creswell, 2008) 3.3. Research Design As mentioned, the main research design used in this study is the grounded theory, research designs. This study includes explaining how and why human capital development initiatives impact on employee performance. The researcher is able to explain the manner in which the outcome of the efforts of IT executives in Bangalore is changed through the initiatives. This research design is inductive in nature and this allows for the systematic generation of theory from the research process (Creswell, 2008). Case study research design is also used in this study. For the approach, Bangalore’s IT industry has been selected as the case study where impact of human capital development initiatives on IT executives will be explored (Holt & Turner, 2011). The research design offers the study with focus because it accords it with a target audience which in this case includes IT executives from Tata Consultancy Services, HP, IBM, Wipro, and HCL Technologies which are Bangalore’s best performing IT service providers. The limitation of the design is that it may not present accurate results that can be applicable to all IT executives in all the companies in Bangalore. To mitigate this, the case study is used in conjunction with an empirical research design that specifically seeks to ensure that obtained data is quantifiable to offer more accurate results (Creswell, 2008). http://www.iaeme.com/IJM/index.asp 7 editor@iaeme.com
Murali S 3.4. Data Collection 3.4.1. Secondary Data Collection Techniques For this study, the secondary data is used to explain theories and provide indepth exploration of the research questions. The specific strategy involves collecting data through use of a guiding framework which is systematic review process (Terrell, 2012). Data from different sources accessed through electronic databases are reviewed. The main sources from the electronic database include academic journals, and books. 3.4.2. Primary Data Collection Techniques Primary data sources have been defined by Terrell (2012) as approaches that involve collection of first hand hand data for research purposes. the information is usually collected from individuals affected by, or who affect the research topic and for this case they are the IT executives at Bangalore. The data is collected from them through closed ended questionnaires. The participants from the mentioned companies were selected randomly, and information from only 20 participants is used. The selected participants in this research will be accessed through email. 4. DATA ANALYSIS Data analysis is the process through which information that has been obtained in a study is transformed into meaningful sense. The data analysis ensures that data is presented in a logical way that translates into the formulation of conclusions in line with the research objectives. In the context of this study, the researchers used statistical methods such as SPSS and excel (Terrell, 2012). Data was presented using tools such as graphs and charts. The secondary data is analyzed through a systematic review process (Vartanian, 2011). 4.1. Hypothesis Testing by SPSS and Findings 4.1.1. Response Rate A total of 20 questionnaires were administered. All of them were duly filled and returned. This was a 100% response rate as shown in the Table 1. According to Lapan, Quartaroli, and Riemer (2012) a response rate of 50% is sufficient for an empirical and grounded theory study. Terrell, (2012) affirmed this claiming that such a response rate is effective for analysis and publishing purposes. Table 1 Response Rate Response Frequency Percent Returned 20 100% Unreturned 0 0% Total 20 100% Demographic Characteristics This section presents the various descriptions of the respondents based on gender Gender Respondents were asked to indicate their gender. The results revealed that majority of the IT executives (12) were male, who represented 60% of all respondents, while females accounted for 40% (8). This implied the IT executive position is male dominated. Additionally, T-test results based on a critical p value of 0.05 indicate that gender does have a significant influence on job satisfaction due to the effect of the human capital development at Bangalore India (t= 5.025, df= 298, p value =0.000). http://www.iaeme.com/IJM/index.asp 8 editor@iaeme.com
The Impact of Human Capital Development Initiatives on Employee Performance of it Executives: Case Study of Bangalore, India 4.1.2. Descriptive Statistics This section provides the results of the descriptive analysis in line with study objectives. The results are presented in the form of percentages and pie charts. 4.1.2.1. Awareness of Human Resource Strategies Respondents were asked to indicate if they were aware of human capital development initiatives, 85% of the respondents, 17 of them indicated they were aware of human capital development initiatives at Bangalore and 15% (3) indicated they were not aware of human capital development initiatives at Bangalore. This implied that majority of IT executives at Bangalore are aware of human capital development initiatives that take place in the region. 4.1.2.2. Future human capital development initiatives Needs Respondents were asked to indicate whether were aware of the future human capital development needs that would improve their performance 83% indicated that they knew while 17% claimed not to have an idea. This implied that majority of IT executives were of the opinion that there indeed exists positive relationship between human capital development initiatives and positive performance. 4.1.2.3. Effectiveness of Human Capital Development Initiatives Respondents were asked to indicate the how they rated the human capital development they underwent as among the following, (not satisfactory, satisfactory, average, good and excellent), 25% (5) indicated an average rating to extent of which their training and development were being met, a further 25% (5) indicated a good rating, 20% (4) indicated a satisfactory, 20 % indicated a not satisfactory rating and 10% (2) gave an excellent rating to the extent their training and development needs were being met. This implied that the human capital development needs of the IT executives were being met. 4.1.2.4. Influence of Human Capital Development on Job Satisfaction Respondents were asked to indicate whether human capital development influenced their job satisfaction, 83% (17) indicated that training and development influenced their job satisfaction while 17% (3) indicated that human capital development did not influence their job satisfaction. This implies that human capital development had an influence on job satisfaction on IT executives in Bangalore. 4.1.2.5. Response to IT executive Training and Development Practices Respondents were asked to indicate how they rated their reaction to the company’s human capital development impact on a scale, (Very negatively, Very negatively, Fairly positively and Positively), 50% of respondents indicated response to human capital development initiatives as fairly positively, 30% of the respondents indicated that employee response to human capital development as positively and 20% indicated the response as very negative. This implied that response to human capital development initiatives on IT executives in Bangalore is positive. Chi-square test based on a p value 0.05 indicated that there is a significant relationship between IT executive roles and job satisfaction due to human capital development initiatives (X2 = 198.065, df = 4, p value = 0.000). 4.1.2.6. How Deep Rooted Human Capital Development Initiatives are at Bangalore Respondents were asked to indicate how deep rooted human capital development practices were at Bangalore, 30% of the respondents indicated that human capital development practices were rooted extensively at the company, another 30% indicated that the human capital development practices were partially rooted at Bangalore, while 20% indicated that the practices were extensively rooted and another 20% indicated that the practices were very extensively rooted. This implied that there indeed existed human capital development practices at Bangalore IT http://www.iaeme.com/IJM/index.asp 9 editor@iaeme.com
Murali S 4.1.2.7. Effect of Human Capital Development on Work Environment Respondents were asked to indicate the effect human capital development practices had on their working environment; the results revealed that 87% of the respondents thought human capital development had an effect on their working environment and 13% of the respondents thought human capital development practices had no effect on their working environment. This implies that human capital development practices had an effect on the work environment at Bangalore IT firms. 4.1.2.8. Effectiveness of Training and Development in Work Environment Respondents were asked to indicate how effective the human capital development initiatives were in improving performance in the work environment settings at Bangalore firms. The results revealed that, 40% of the respondents indicated that the effectiveness of human capital development was effective, 30% of the respondents indicated that the effectiveness of human capital development in the work environment was very effective, 10% of the respondents indicated that the effectiveness of human capital development in the work environment was partially effective and 20% of the respondents indicated that the effectiveness of training and development in the work environment was ineffective. This implied that the effectiveness of the human capital development in the work environment was evident. 4.1.2.9. Factors Focused by Human Capital Development in Work Environment Respondents were asked to indicate the factors that were focused most during human capital development sessions. The results revealed, 30% indicated that human capital development sessions focused on contingency issues, 30% indicated that human capital development focused on performance issues, 20% indicated that human capital development focused on situational issues, 10% indicated that human capital development focused on behavioral issues and 10% indicated that human capital development focused on trait and character issues. This implied that all areas of human capital development were focused on relatively well. Chi-square test based on a p value 0.05 indicated that there is a significant relationship the factors that were focused on human capital development and job satisfaction due to human capital development practices at Bangalore firms (X2 = 108.036, df = 8, p value = 0.000). 4.1.2.10. Main Impact of Human Capital Development Practices on Executives Respondents were asked to indicate the main impact human capital development practices had on them. The executives’ response was: 30% indicated improved efficiency, 25% indicated employee satisfaction, 25% indicated promotion and career advancement, 20 % indicated increased employee morale. This implied that the impact of human capital development practices on employees had an all round impact on the executives. 4.2. Inferential Statistics This section provides results from correlation between the use of information obtained during monitoring and evaluation and existence of functional monitoring and evaluation system. The relationship was evaluated at a critical P value of 0.05. Results reveal a positive but insignificant relationship between impact of human capital development practices and job satisfaction (R = 0.078, P-value = 0.178). Correlation results revealed a negative and significant relationship between influence of human capital development and job satisfaction (R= -0.612, P-value = 0.000). Furthermore, correlation results revealed a negative and significant relationship between effectiveness of human capital development and job satisfaction (R = -0.118, P-value = 0.041). http://www.iaeme.com/IJM/index.asp 10 editor@iaeme.com
The Impact of Human Capital Development Initiatives on Employee Performance of it Executives: Case Study of Bangalore, India 4.3. Correlation Matrix Table 2 Correlation Matrix Correlations Job Main Impacts Influence of Satisfaction Effectivenes of human human based on s of human capital Type of capital human capital development Training development capital developmen Practices on on Job development t Strategies Employees Satisfaction Practices Main Impacts of human capital Pearson 1 development Correlation Practices on Employees Sig. (2-tailed) N 20 20 Job Satisfaction based on Pearson 0.078 1 human capital Correlation development Practices Sig. (2-tailed) 0.178 . N 20 20 Type of Pearson .a .a .a Training Correlation Sig. (2-tailed) . . N 20 20 20 Influence of human capital Pearson development 0 -.612** .a 1 Correlation on Job Satisfaction Sig. (2-tailed) 1 0 . N 20 20 20 20 Effectiveness of human Pearson capital -.472** -.118* .a 0.039 1 Correlation development Strategies Sig. (2-tailed) 0 0.041 . 0.505 N 20 20 20 20 20 ** At 0.01 level the Correlation is significant (2-tailed). * Correlation is significant at the 0.05 level (2-tailed). a Cannot be computed because at least one of the variables is constant. 5. CONCLUSIONS AND RECOMMENDATIONS From the above analysis and discussions, it is obvious that human capital development is vital importance to individuals, organizations, and industries. It inclines employee behavior and performance with the actual goals and objectives of the organizations that they work for. In Bangalore, the IT business sphere is very competitive, and as a result, the main goal and objective of most business organizations are to accrue innovativeness which brings about competitive advantages. Since as mentioned performance can be influenced, it is arguable that http://www.iaeme.com/IJM/index.asp 11 editor@iaeme.com
Murali S the human capital development initiatives can be used to ensure that the IT executives gain better efficiency when it comes to interpersonal relations as well as better systems thinking. It does not only improve their understanding of their work-related duties, but it also improves their understanding of how the entire organization functions. They gain a better understanding of how the different aspects of the organizations blend together, and in turn, this makes them improve their IT service delivery because they have better knowledge of how the IT within their organizations work as well as who within the organization will be directly involved in facilitating their IT strategies and programs. It is therefore recommended that the IT executives at Bangalore are continuously exposed to human capital development initiatives. REFERENCES [1] Andra, M, & Boldea, M 2015, 'Human Capital And Its Influence On Economic Development. The Case Of Romania', Annals Of 'Constantin Brancusi' University Of Targu-Jiu. Economy Series, 4, p. 190-197. [2] Ardichvili, A, Zavyalova, E, & Minina, V 2012, 'Human Capital Development: Comparative Analysis of BRICs', European Journal Of Training And Development, 36, 2, pp. 213-233. [3] Armstrong, M. (2014). Strategic Human Resource Management. London; Philadelphia: Kogan Page. [4] Bagri, S, Babu, A, Kukreti, M, & Smith, S 2011, 'Human Capital Decisions and Employee Satisfaction at Selected Hotels in India', FIU Hospitality Review, 29, 2, pp. 104-120. [5] Boxall, P. F., & Purcell, J. (2011). Strategy and human resource management. Houndmills, Basingstoke, Hampshire ; New York : Palgrave Macmillan. [6] Bryman, A. (2012). Social research methods. Oxford ; New York : Oxford University Press. [7] Creswell, J. H. (2008). Research Design: Qualitative, Quantitative, and Mixed Methods. London: Sage Publishers. [8] Deepashree, D. (2016). Indian Economic Development. New Delhi: New Saraswati House. [9] Durai, P. (2010). Human resource management. Pearson : Dorling Kindersley: Chennai . [10] Holt, R. T., & Turner, J. E. (2011). The Methodology of Comparative Research. London: John Wiley. [11] Kumar, R. (2011). Research Methodology: A Step-by-Step Guide for Beginners. London: Sage Publishers. [12] Lapan, S. D., Quartaroli, M., & Riemer, J. (2012). Qualitative Research: An introduction to methods and design. San Fransisco: Jossey Bass. [13] Leeuwen, B. V. (2007). - en Japan : een kwantitatieve analyse, 1890-2000. [Utrecht, The Netherlands?], [Bas van Leeuwen]. [14] Nguyen, C. H. (2017). The (dis)embodiment of human capital development projects: the case of Vietnam before and within the global “race for talent”. International Social Science Journal , https://doi.org/10.1111/issj.12124. [15] Rao, T., & Varghese, S. (2009). Trends and challenges of developing human capital in India. Human Resource Development International Volume 12 - Issue 1 , 15-34. https://doi.org/10.1080/13678860802638800. http://www.iaeme.com/IJM/index.asp 12 editor@iaeme.com
The Impact of Human Capital Development Initiatives on Employee Performance of it Executives: Case Study of Bangalore, India [16] Saldaña, J. (2011). Saldaña, Johnny. (2011) Fundamentals of Qualitative Research. Series in UnderstandingQualitative Research. Oxford: Patricia Levy (Ed.). [17] Sharma, S, & Dharni, K 2017, 'Intellectual capital disclosures in an emerging economy: status and trends', Journal Of Intellectual Capital, 18, 4, pp. 868-883. [18] Siddharthan, N., & Narayanan, K. (2016). Human Capital and Development [recurso electrónico] The Indian Experience. [19] Terrell, S. R. (2012). Mixed-Methods Research Methodologies. Qualitative Report, v17 n1 , p254-280. [20] Tomé, E, & Goyal, A 2015, 'Human Capital, HRD and VET: The Case of India', European Journal Of Training And Development, 39, 7, pp. 586-609. http://www.iaeme.com/IJM/index.asp 13 editor@iaeme.com