Person-culture (P-C) fit and person-job (P-J) fit are the two significant variables that are closely related to employee turnover (Kelleher et al., 2011). Person-culture is the fit between personal beliefs and values of an individual whereas Person-job is the fit between the occupation challenges and achievement orientation of a person (Kelleher et al., 2011). Absence of these fits results in decreased job satisfaction leading to employee turnover. Both of these variables are extremely significant to the software industry in India, which is a people and skill concentrated industry. Achieving great levels of fit starts right from the recruitment stage therefore, Human Resource managers need to develop the selection process appropriately.
The software professionals come into the organization with extremely high expectations. Once they are employed they face the harsh reality that these expectations cannot be met. This is because these expectations have not been understood by management. The employees have no direct link to them. This creates workforce diversity, which in turn leads to employee turnover.
Human Resource Participation
Human Resource managers can improve on a performance measurement structure upon discussion with the line managers. They need to clearly outline the role for each position in the company. Human Resource managers should make sure they communicate the positions to the potential employees. The potential employees would then understand what the organization stands for before joining. Management may frame a reward system that is in line with the software industry ethics, firm retention and performance strategies. Moreover, they should consider both local and overseas opportunities for the employees. As implementers of training and growth activities, the managers recognize their teams’ individual training needs. These may involve behavioral, technological or cross-cultural matters. As career analysts, they may create different career paths for the potential employees. These could be either technical or managerial. This will all be in an attempt to fulfill the wants of the software professionals.
PURPOSE OF THIS STUDY
This paper is set to create a platform that can effect mediation between workforce diversity and Human Resource practice in line with performance of the software industry. The purpose of this study is to investigate workforce diversity and Human Resource practices that can be implemented to increase performance of software industries in India. The main objective of this study is to promote awareness of workforce diversity challenges and show that it can be abolished
IMPORTANCE OF THE STUDY
The importance of this study is to bring to light the presence of workforce diversity in this industry. India is renowned as one of the world’s best software producers but the problems of software professionals are not known. The basis of this study was to develop Human Resource strategies that can assist these software industries.
The simple random sampling used for this study. From the software companies in India, 100 companies were selected as a sample for this study. The lists of software companies were prepared with help of the National Association of Software and Services Company (NASSCOM) membership directory. In conducting the research, the researcher used questionnaires to engage workers in different Indian software companies. The questionnaires had questions based on the workers’ day-to-day experience at the company. The simple percentage analysis is used to analyze the collected data. After proper analysis the researcher found that software industries in India need to adopt the Harvard Model. The Harvard Model of Human Resource management is one that emphasizes the human aspect of management of organizations. It is mostly concerned with employee-employer relationships. The actual content of this model is defined in relation to four policy areas: reward systems, Human Resource flows, work systems and employee influence. The goals of these Human Resource policies are to achieve commitment, proficiency and cost-effectiveness. The model is able to let managers analyze these results at both organizational and societal levels (Legge, 2005).