A STUDY ON HUMAN RESORUCE MANAGEMENT

PRACTICES AND HUMAN VALUES IN

MANUFACTURING COMPANIES

by
Shubham Singh1, Dr. Archana Sharma2 and
Dr. K. Vasanthi Kumari 3

2
Amity University Uttar Pradesh, Lucknow Campus, India
2
Amity University Uttar Pradesh, Lucknow Campus, India
3
RV Government Arts College, Chennai, India

3
 A STUDY ON HUMAN RESORUCE MANAGEMENT
PRACTICES AND HUMAN VALUES IN MANUFACTURING
COMPANIES

ABSTRACT

The present study explicate that significant difference prevails amidst human
resource management practices in manufacturing companies and profile of
employees. Human resource management practices are having significant, positive
and high relation with human values in manufacturing companies. Therefore,
manufacturing companies should give adequate salary for employees and effectively
deal the problems of employees and they must appraise performance of employees
transparently for improving human resource management practices. Further,
manufacturing companies should understand requirements of employees preciously
and give due respect to all employees. In addition, they must keep traditions and
values and give attention to personal achievement of employees for enhancing human
values.
Key Words: Employees, Human Resource Management Practices, Human Values,
Manufacturing Companies
 A STUDY ON HUMAN RESORUCE MANAGEMENT
PRACTICES AND HUMAN VALUES IN MANUFACTURING
COMPANIES
1. INTRODUCTION
Human resource management practices are blend of unique and interlinked
activities and practices that are facilitating management and growth of employees in
the organizations (Presbitero, 2007). Human resource management practices are
exceedingly precise and outcome oriented through which employees are enhancing
their abilities, engagement and performance in their organizations (Wright and Kehoe,
2008). Human resource management practices in general consist of series of practices
from selection and recruiting to evaluation of performance and also motivation, power
and delegation and engagement of employees in their respective works (Liu et al
2007).
Better and effective human resource management practices are necessary for
various kinds of organizations for reaching their targets, increasing performance of
employees and improving their desirable work behaviour. The relevance and
significant of human resource management practices are amazingly transformed in the
last two decades towards organization and employee orientation (Iqbal et al 2013).
Effectual practices for managing human resources is highly imperative for efficient
managing of related resources and sustainable performance of organizations (Juhdi et
al 2011) and their major objective is to enhance employees and increase their share in
the success of organizations (Hussain and Rehman, 2013).
Human values are the quality aspect of individuals in the organization or
society and they are including mainly hottest, truthfulness, involvement, peace, love
and loyalty to the organizations because they are highly contributing to the good
behaviour of employees(Cieciuch et al 2014). Human values are very important for
understanding attitude, behavior and motivation of among employees and they are
significantly influencing performance and behaviour of employees in the
organizations(Pitaloka and Sofia, 2014).
Human values consist of enjoyment, conformity, self direction, personal
achievement, safety, pro-social, maturity and welfare of employees in the
organizations (Fedor et al 2006). Human values are also explaining values related to
individual employees, motivation, commitment and recognition that affect
performance of employees and organizations and these are also influencing behaviour
of employees and their activities in the organizations(Medeiros et al 2012). Effective
practices for managing human resources are leading to better human values among
employees and organizations. Thus, it is imperative to study human resource
management practices and human values in manufacturing companies.
2. REVIEW ON EARLIER STUDIES
Jharia (2013) stated that that understanding of needs, motivation, appreciation,
respect, communication, atmosphere and achievement drive were components of
human value and they were significantly impacting performance of employees in
private institutes.
Bal et al(2013) elucidated that effective practices related to management of
human resources were creating good human values among employees in the
organizations and it had significant impact on their productivity.
Costa et al (2014) found that selection, work culture, teamwork, trainings,
compensation and evaluation of performance had positive effect on employee
engagement of and it had enhanced human values in the organizations.
Peters et al (2014) concluded that leadership, support of colleagues, job
features, power and authority and culture in organizations had positive and significant
influence on empowerment of employees and it had increased human values in the
organiztions.
Albrecht et al (2015) revealed that selection, performance, socialization,
trainings and compensation were positively and significantly influencing employee
engagement in work and organization and it led to competitive advantage of
organization.
Kostina et al (2015) indicated that efficient communication, cooperation and
kindness were the main elements of human values and it was achieved through
interaction among human beings and management practices.
Zhong et al (2016) mentioned that human values among employees were
affected by practices adopted by organizations for management of employees and it
had affected engagement and performance of employees.
Gupta (2016) showed that good practices for managing human resources were
significantly influencing developing human values in higher educational institutions
and it had positive effect on performance of employees in their works.
 Srivastava (2017) found that management practices related to human resources
was positively and significantly related with values of employees and organizations
and particularly selection, development, motivation and benefits were mainly
influencing human values in the organizations.
Gashi et al(2017) concluded that self direction, security, authority, customs,
personal achievement, stimulation, conformity, relation with others and self
directions were elements of human value important for human capital in the
organizations.
Sharma (2018) revealed that practices related to management of human
resources in the organizations were significantly related with human value and it had
significant and positive effect on behaviour of employees in the work place and they
had positive impact on their productivity.
Shanthini (2018) indicated that achievement drive, authority, stimulation,
hedonism, equality, individualism, helpfulness, respect and conformity were element
of human values and they were created by better management practices for human
resources.
Daraban (2019) showed that better practices related to management of human
resources had increased human values significantly in the organization and it had
positive effect on performance of employees and also values of organizations.
Mahmud et al(2019) mentioned that management practices for employees had
significant and positive relation with human values of faculty members and it had led
to their commitment towards respective higher educational institutions.
Ortiz-Gómez et al(2020) found that human values were directly and
positively influencing engagement of employees in their works and authenticity had
mediating relation among them.
Sinthupundaja et al (2020) concluded that understanding of requirements,
preservation, respect, motivation, communication, work atmosphere and desirability
were elements of human values of entrepreneurs and it had affected by management
practices for human resources.
Sudarso et al (2021) revealed that management practices for human resources
were significantly and influencing human values and human values and performance
had positive impact on work commitment among workers with mediating effect of
leadership in the organizations.
 Neve et al(2021) indicated that practices pertaining to managing employees in
the educational institutions had an important role in development of human values and
it had led to better performance and developing professional ethics among them.
Saxena and Sharma (2022) showed that empathy, trustworthy, quietness,
appreciation, guidance, receptiveness, acceptability and personal achievement were
elements of human values and they were affecting technical and scientific
developments in the organizations.
Singh (2022) mentioned that appreciation, understanding of needs, protection,
motivation, respect, communication, atmosphere and achievement were components
of human value and they were significantly impacting performance of under graduate
students.
Ferdousi and Abedin (2023) found that strategic practices for managing
human resources were creating human and shared values in the organizations and it
had positive impact on performance of organizations and workers.
Gomes et al (2023) concluded that green practices for management of human
resources were significantly and positively affecting engagement and affective
commitment of employees and human values had moderate relation among them.
3. OBJECTIVES
1. To examine human resource management practices in manufacturing companies.
2. To find difference amidst human resource management practices in manufacturing
companies and profile of employees.
3. To study human values in manufacturing companies.
4. To analyze relation amidst human resource management practices and human
values in manufacturing companies.
4. RESEARCH METHODOLOGY
This study is done in Chennai city and employees working in manufacturing
companies are chosen by using convenience sampling method. Data are received from
250 employees by using questionnaire. In order to study objectives, descriptive
statistics, t and ANOVA tests and correlation analysis are employed.
5. RESULTS
5.1. PROFILE OF EMPLOYEES
The profile of employees of manufacturing companies is disclosed in Table-1.
The results elucidate that 55.20% of employees are belonging to male category,
36.40% of them are in 36 – 45 years of age, 40.00% of them are having secondary,
40.40% of them are holding working experience of 5 – 8 years and 34.80% of them
are earning income of Rs.20,001 – Rs.30,000 monthly.
Table-1. Profile of Employees
Profile Number(n=250) %
Gender
Male 138 55.20
Female 112 44.80
Age
Less than 25 Years 64 25.60
26– 35 Years 69 27.60
36 – 45 Years 91 36.40
More than 45 Years 26 10.40
Education
Secondary 100 40.00
Higher Secondary 92 36.80
Under Graduation 58 23.20
Working Experience
Less than 4 Years 49 19.60
5 – 8 Years 101 40.40
9 – 12 Years 71 28.40
More than 12 Years 30 12.00
Monthly Income
Below Rs.20,000 74 29.60
Rs.20,001 – Rs.30,000 87 34.80
Rs.30,001 – Rs.40,000 56 22.40
Above Rs.40,000 33 13.20

5.2. HUMAN RESOURCE MANAGEMENT PRACTICES IN

MANUFACTURING COMPANIES
The human resource management practices in manufacturing companies are
disclosed in Table-2.
Table-2. Human Resource Management Practices in Manufacturing Companies
Human Resource Management Practices M SD
My company is using selection process to recruit
employees
meticulously
3.99 0.91
My company is employing advanced practices to recruit
employees
3.95 0.94
My company is giving proper induction programme to
employees
3.88 0.99
My company is providing enough trainings to employees
to improve their work skills
3.73 1.06
My company is giving adequate salary for employees
3.28 1.57
My company is allowing employees for free and open
communication with others
3.86 0.96
My company is permitting employees to give their
suggestions for improving works
3.79 1.12
My company is effectively dealing the problems of
employees
3.38 1.58
My company is creating opportunities for employees to
develop their career
3.75 1.18
My company is appraising performance of employees
transparently
3.31 1.38

The employees have agreed with their company using selection process to
recruit employees meticulously, employing advanced practices to recruit employees,
giving proper induction programme to employees, providing enough trainings to
employees to improve their work skills, allowing employees for free and open
communication with others, permitting employees to give their suggestions for
improving works an d creating opportunities for employees to develop their career,
while, their company is giving adequate salary for employees, effectively dealing the
problems of employees and appraising performance of employees transparently.
5.3. HUMAN RESOURCE MANAGEMENT PRACTICES IN
MANUFACTURING COMPANIES AND PROFILE OF EMPLOYEES
The difference amidst human resource management practices in
manufacturing companies and profile of employees is disclosed as below.
5.3.1. Human Resource Management Practices and Gender
The difference amidst human resource management practices and gender of
employees is disclosed in Table-3.
Table-3. Human Resource Management Practices and Gender
Gender N M SD t-value Sig.
Male 138 38.09 5.11 3.604 .000
Female 112 35.70 5.27

The above table shows that human resource management practices is better for
male (M=38.09) than female employees in manufacturing companies. Significant
difference is found amidst human resource management practices and gender of
employees because t-value of 3.604 is significant in 1% level.
5.3.2. Human Resource Management Practices and Age
The difference amidst human resource management practices and age of
employees is disclosed in Table-4.
Table-4. Human Resource Management Practices and Age
Age N M SD F-value Sig.
Less than 25 Years 64 35.89 4.96 5.249 .000
26– 35 Years 69 36.17 4.33
36 – 45 Years 91 36.80 5.82
More than 45 Years 26 38.89 5.26

The above table indicates that human resource management practices is better
for employees in the age of more than 45 years (M=38.89) than other ages in
manufacturing companies. Significant difference is found amidst human resource
management practices and age of employees because F-value of 5.249 is significant in
1% level.
5.3.3. Human Resource Management Practices and Education
The difference amidst human resource management practices and education of
employees is disclosed in Table-5.
Table-5. Human Resource Management Practices and Education
Education N M SD F-value Sig.
Secondary 100 34.47 4.58 5.669 .000
Higher Secondary 92 37.89 4.76
Under Graduation 58 38.14 6.47

The above table reveals that human resource management practices is better
for employees having under graduation (M=38.14) than other educational levels in
manufacturing companies. Significant difference is found amidst human resource
management practices and education of employees because F-value of 5.669 is
significant in 1% level.
5.3.4. Human Resource Management Practices and Working Experience
The difference amidst human resource management practices and working
experience of employees is disclosed in Table-6.
Table-6 Human Resource Management Practices and Working Experience
Working Experience N M SD F- Sig.
value
Less than 4 Years 49 39.33 5.94 5.453 .000
5 – 8 Years 101 37.19 5.32
9 – 12 Years 71 36.13 5.15
More than 12 Years 30 35.63 4.23

The above table explains that human resource management practices is beter
for employees holding less than 4 years of working experience (M=39.33) than other
working experiences in manufacturing companies. Significant difference is found
amidst human resource management practices and working experience of employees
because F-value of 5.453 is significant in 1% level.
5.3.5. Human Resource Management Practices and Monthly Income
The difference amidst human resource management practices and monthly
income of employees is disclosed in Table-7.
 Table-7. Human Resource Management Practices and Monthly Income
Monthly Income N M SD F- Sig.
value
Below Rs.20,000 74 35.20 4.87 6.192 .000
Rs.20,001 – 87
Rs.30,000 36.25 5.1

Rs.30,001 – 56
Rs.40,000 37.70 5.47

Above Rs.40,000 33 39.39 5.37

The above table demonstrated that human resource management practices is

better for employees earning income of above Rs.40,000 (M=39.39) than other
monthly incomes in manufacturing companies. Significant difference is found amidst
human resource management practices and monthly income of employees because F-
value of 6.192 is significant in 1% level.
5.4. HUMAN VALUES IN MANUFACTURING COMPANIES
The human values in manufacturing companies are disclosed in Table-8.
Table-8. Human Values in Manufacturing Companies
Human Values M SD
My company is continuously improving welfare of
employees
3.70 0.91
My company is preciously understanding requirements of
employees
3.21 1.40
My company is appreciating employees for their good
works
3.81 0.99
My company is protecting welfare of all employees
3.84 0.94
My company is not allowing actions that are harmful to
employees
3.90 0.93
My company is giving due respect to all employees
3.39 0.86
My company is keeping traditions and values
3.36 1.48
My company is strictly following rules and laws
3.93 0.96
My company is providing safe work atmosphere to
employees
3.86 0.88
My company is giving attention to personal achievement
of employees
3.14 1.35

The employees have agreed with their company is continuously improving

welfare of employees, appreciating employees for their good works, protecting
welfare of all employees, not allowing actions that are harmful to employees, strictly
following rules and laws and providing safe work atmosphere to employees, while,
they are neutral with their company is preciously understanding requirements of
employees, giving due respect to all employees, keeping traditions and values and
giving attention to personal achievement of employees.
5.5. RELATION AMIDST HUMAN RESOURCE MANAGEMENT
PRACTICES AND HUMAN VALUES IN MANUFACTURING COMPANIES
The relation amidst human resource management practices and human values in
manufacturing companies is analyzed through correlation analysis and the result is
disclosed in Table-9.
Table-9. Human Resource Management Practices and Human Values
Particulars Correlation Sig.
Coefficient
Human Resource Management 0.64** .000
Practices and Human Values

The coefficient of correlation amidst human resource management practices

and human values in manufacturing companies is 0.64 and it elucidates that they have
significant, positive and high relation amidst them.
6. CONCLUSION
The foregoing analysis reveals that significant difference prevails amidst
human resource management practices in manufacturing companies and profile of
employees. Human resource management practices are having significant, positive
and high relation with human values in manufacturing companies. Therefore,
manufacturing companies should give adequate salary for employees and effectively
deal the problems of employees and they must appraise performance of employees
transparently for improving human resource management practices. Further,
manufacturing companies should understand requirements of employees preciously
and give due respect to all employees. In addition, they must keep traditions and
values and give attention to personal achievement of employees for enhancing human
values.
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