Chapter-3 Methodology, Objectives and Hypothesis

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Impact of People Capability Maturity Model on Individual and Organizational Effectiveness With Reference To P-CMM Certified Units In Rune City

Chapter-3

Methodology, Objectives and Hypothesis

Page 67-109

Ph.D. In Management Chapter 3

Methodology, Objectives and Hypothesis

Section Title Page No

3.0 Relevance of the topic 68

3.1 Type of research 69-72

3.2 Objectives of the study 72-73

3.3 Hypothesis of the study 73

3.4 The population and sample 73-75

3.5 The instrument: Its development and validation 75-78

3.6 The procedure for collecting the data 78-80

3.7 The procedure for analyzing the data 80-82

3.8 Limitations of the study 83

67 Chapter 3

Methodology, Objectives and Hypothesis

3.0. Relevance of the topic People CMM model was adopted by the leading US organizations like IBM, Boeing etc. It is believed that People CMM helped the organizations to improve its workforce processes and also attract and retain skilled employees. Indian software companies started adopting this model to achieve the benefits mentioned above. After reviewing literature on the subject the researcher felt it necessary to trace how far People CMM resulted in improved individual and organizational effectiveness.

68 3.1 Type of research

3.1.1 A research is design of tlie arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Ref: Sellitz, etc, al: op.cit,p 50.

The major decisions are in reference to the following aspects a) What the study is about and what are the types of data needed? b) Why the study is being made? c) Where the data needed, can be found? d) Where and in what area the study will be carried out? e) What periods of time the study will include? f) How much material or how many cases will be needed? g) What bases will be used for selection of cases? h) What techniques of gathering data will be adopted? i) How the data will be analyzed j) How best can these above questions be decided upon and decisions articulated in a manner that the research will be achieved with minimum expenditure of money, time and energy?

The decision in respect of data to be collected, the sample to be selected, the manner in which the collected data is to be organized etc. constitutes the trunk of the research design. This must be based on good grounds hence there is a need for methodologically designed research.

69 The practical research design may be conceived of, as con:iprising the following:

a) The sampling design, which deals with the method of selecting the subjects to be observed for the given study. b) The observational design, which relates to the conditions under which the observations are to be made or the data are to be secured c) The statistical design, which deals with the question of how many subjects are to be observed and how the observations are to be organized with a view to securing answers to the research problems d) The operational design, which deals with the specific techniques by which the problems specified in the sampling, statistical and observational designs can be carried out

3.1.2 In view of the foregoing and the research topic, the ideal design for the research was identified as descriptive and causal. The studies designed to portray accurately the characteristic of particular situation or group of individuals are known as descriptive studies. The descriptive research on the topic enabled the researcher identify characteristic of the respondents and what they tell about the impact of People CMM/ CMM on individual and organizational effectiveness. The literature provided some idea about the nature of research problem. Descriptive research attempted to determine whether the general understanding was true in respect of the sample chosen for study.

The main objective of causal research is to find out the cause and effect relationship. The present study tries to explain whether the expected relationship exists or not. It also attempts to establish whether adoption of People CMM leads to improvement in individual and organizational effectiveness. The data provides evidence to test the causal relationship.

70 Chapter 3

Methodology, Objectives and Hypothesis

This chapter explains the procedures followed in conducting the study. Details are provided on the techniques used to develop the research instruments, the selection of sample groups, the procedures for collecting the data, and the procedures for analyzing the data. The descriptive as well as causal studies share common requirements with regard to the study design. The research questions in descriptive and causal studies demand much prior knowledge of the problem to be investigated .It needs to be defined clearly what is to be measured and identify proper method of measurements. The researcher must be able to specify who are to be included in the definition of the given population with reference to which conclusion is drawn .In collecting evidence for this type, clear formulation of what is to be measured is needed .The techniques to be adopted must provide precise, valid and reliable measurements. These are explained in the following pages.

3.1.3 The procedure to be used in descriptive study must be carefully planned since here the aim is to obtain complete and accurate information. The research design for these studies must make a much greater provision for protections against bias .The first step in descriptive research is to define the questions that are to be answered. The questions are formulated with sufficient precision to ensure relevance of the data to the questions. It is necessary to formally define the concepts entering the questions and also to indicate how the concept is to be measured. This restricts the area of the study to the bounds of manageability.

The research questions formulated in view of the above are mentioned in chapter 1. After the problem has been formulated specifically enough to indicate what data would be required, the methods by which the data can be obtained must be selected. Tools for collecting the information must be devised if suitable ones do not already exist. Each of the various methods of the data collection - observation, interview, and questionnaire etc.-has its peculiar advantage and limitations. Nature of the problem, the scope of the study, nature of respondents, type of information needed, the degree of accuracy needed etc- are to be considered to select method of data collection.

71 The process of analyzing the data involves coding the respondents and responses i.e. placing each item in the appropriate category, tabulating the data and performing statistical computations. The methods of collecting and analyzing the data are given in the following pages.

3.1.4 Sources of Data Following sources were used to collect the data (ii) Prinfiary sources; Data is collected through Interviews and questionnaire given to People CMM core group members and their associates from People CMM assessed companies and CMM core group members and their associates from CMM assessed companies. The respondents were having a fair understanding of Human Resource processes and worked more than one year in the organizations. (iii) Secondary sources: The following sources were used to obtain pertinent data: a) Published data through books b) Articles on People-CMM c) Software Engineering Institute Website d) Nasscom Website e) Business India & Business World magazines f) People-CMM assessed organizations' websites

3.2 Objectives of the Study The study was undertaken with the following objectives:

1) To find whether the adoption of People CMM enhance the image of the company as a preferred employer. 2) To trace whether the adoption of People CMM help organization to reduce employee turnover. 3) To identify the relationship between the adoption of People CMM and employee satisfaction.

72 4) To know the limitations of People -CMM with reference to the Indian context. 5) To find out if the adoption of People CMM helps organizations achieve business objectives.

3.3 Hypotheses of the study

The study investigated whether adoption of People CMM model has any impact on organizational and individual effectiveness. Following hypotheses were derived on the basis of literature review. The study is based on perceptions of employees on specific parameters to test the following hypotheses: Hypothesis I: Adoption of People -CMM model leads to increased individual effectiveness. Hypothesis II: Adoption of People -CMM model leads to increased organizational effectiveness.

3.4 The Population and Sample

3.4.1 This study was geographically limited to the Pune based People CMM assessed organizations with maturity level 2 and above. Databases of Software Engineering Institute, QAI, KPMG and NASSCOM's are used to identify these companies .The universe, i.e. People CMM assessed organizations in Pune area consisted of:

1) Wipro - Maturity Level-5 2) Patni -Maturity Level -3 3) Infosys - Maturity Level -5 4) Tata Consultancy- Maturity Level -5 5) Tata Technology- Maturity Level -5 6) Cognizent Technology- Maturity Level -5 7) IBM-Maturity Level-5

73 Cognizant Technology and IBM declined to participate in the research. Therefore researcher was able to covej; 70% People CMM organizations.

It was considered necessary to know the perception of people in those organizations, which had not gone for People CMM assessment. These organizations had to be on par with the five People CMM organizations in respect of number of employees, growth and nature of business. Purposive sampling was used and the following organizations were selected. 1) Zensar Technology 2) KPIT Cummins 3) Persistent 4) Geometirc Software 5) Mahindra British Telecom

These techniques enabled the researcher to conduct comparative analysis between People CMM assessed organizations and non People CMM organization.

3.4.2 The employee's population in the selected companies comprised People CMM core group members and their associates those who were having fair understanding of People CMM model and worked more than one year in the organization.

To identify the People CMM core group members and their associates having fair understanding of People CMM model, the researcher approached People CMM assessment agency. According to agency feedback, People -CMM core group comprises members from Human resource, Facility, Quality and testing, Project managers and their group members. The size of the group comprising core group members and their associates is generally 15-20 employees. Considering the core group members and their associates, the number of

74 employees expected to be covered was 100. The researcher was able to obtain data from 70 of them, i.e. 70%.

The employee's population from Non People CMM organization comprised: CMM core group members and their associates e.g. Human resource, Facility, Quality and testing, Project group members and their associates those who were having fair understanding of CMM processes and worked more than one year in the organization. There were 100 employees in the sample frame and researcher was able to obtain data from 60 employees, i.e. 60%.

Refer Annexure II for the profiles of both the types of organizations.

3.5 The Instruments: Development and Validation

3.5.1 In order to obtain the data necessary for testing the research hypotheses, the research instrument was designed. It had two parts: a questionnaire and personal data report.

Based on the organizational effectiveness parameters (31) research questionnaire was developed by reviewing public media, business periodicals, textbooks and management journals and People -CMM textbooks

The Business India Nov-2003 and Data Quest -2004 Employer of Choice survey were also referred. The questionnaire was prepared with nine themes covering the essence of organizational effectiveness and individual effectiveness.

75 3.5.2 The classification of questions according to the themes covered by them is as follows:

Table No: 3.1 Main Questionnaire and Themes

Sr.No. Theme Question Numbers 1 Employer of Choice 1,2,3,4,5,6,7&8 2 Training and Development 9,10,11&12 3 Open system/Shared Value 13,14,15,16,17,18,19,20 &21 /Feedback mechanism 4 Achievement of Business 23&24 Objectives 5 Goal Consensuses 22&25 6 Communication 26,27,28 &29 7 Evaluation of External Entities 30 8 Individual Effectiveness 2,10,12,22 8.25 9 Impact of People-CMM on seven 31,32,33,34,35,36 &37 parameters

The impact of People CMM on organizational and individual effectiveness was assessed through thirty-seven statements and two open ended questions.

3.5,3 Since open-ended questionnaires present difficulty in summarizing responses into quantitative categories (32), major portion of the questionnaire was designed in closed -form which had organizational and individual effectiveness dimensions. The closed loop questionnaire was more practicable to administer and fill, helped keep the respondent's mind riveted on the subject and facilitated the process of tabulation and analysis (33)

76 The questionnaire had simple, but complete, instruction for its completion. To dispel the fear that questionnaire results might be used against the respondent, anonymity was assured. Anonymity was also necessary so that respondents would not answer normatively, the way in which the respondent thinks he or she should answer, whether or not it is honest (34).

3.5.4 The questionnaire response categories were designed for easy respondent answers. First thirty statements were responded to with the following classification and weightages '5= Strongly agree'; '4= Agree;' 3 = 'Some what agree';'2 = Disagree'; '1= Strongly Disagree'. The option some what agree showed that respondents had a little agreement but mostly disagreement on the statement. While calculating collapsed scores " Strongly agree " and " Agree " were clubbed as showing agreement, while "Somewhat agree"," Disagree", and "Strongly disagree were clubbed together as disagreement. Remaining nine statements were responded to with the following classifications and weightages '5= Very Great Extent'; '4= Great Extent;' 3 = 'Little Extent;'2 = Very Little Extent'; '1= 'Not at all'. Thirty-seven statements and two open ended questions were considered comprehensive enough to asses the impact of People CMM on organizational and individual effectiveness, but short enough to avoid irritability, as too many questions were likely to make " unreasonable demands on the respondent's time (35).

3.5.5. Since questionnaire was newly created, a validation procedure was imperative .The questionnaires were mailed to five SEI People -CMM lead assessors for evaluation. Of these, three SEI People -CMM lead assessors responded and chose to return their evaluation anonymously. The lead assessor feedback helped to identify ambiguity in the wording of three statements; which were rewritten accordingly.

3.5.6 Research question included a personnel data sheet which was necessary to collect the information of intervening variables of: whether respondent is

77 People -CMM core group member or not, whether he or she is performing supervisory job and years of business total experience and experience with present organization.

3.5.7 The questionnaire was administered to People -CMM core group members and their associates who were having fair understanding of People CMM model and worked for more than one year in the organization. (Annexure III)

Similar questionnaire seeking opinions about HR practices was administered in CMM assessed companies who were CMM core group members and their associates and worked more than one year in the company. (Annexure IV)

3.6 The procedures for collecting the Data Employees (People CMM assessed organization) To obtain the data, HR head at each of the seven organizations was contacted by telephone and through email for permission to send the research questions and conducting interviews of People CMM core group members. Two organizations declined to participate in the research study. Similar process adopted for Non -People -CMM organizations.

For software industries each and every employee's time is important and billable. HR Head forwarded soft copy of research questions to employees selected in the respective organizations (Annexure V). Subsequently duly filled responses were forwarded to researcher through email. HR head also allowed researcher to meet People -CMM core group members and those who had People CMM background since some of the People -CMM core group members were transferred to the different locations and some had left the organizations. On the appointed date and time, the researcher visited the organizations. He assured the respondents that filling in research questionnaire would not occupy more than 20-25 minutes of their time. The researcher also assured them of

78 anonymity, asked them to respond to the research questions honestly and sincerely. During meeting the researcher asked the respondents their opinions on the following

1) People CMM adoption objectives of the organization 2) Tangible and intangible benefits after Implementing People -CMM model 3) Issues and Challenges faced while implementing People CMM 4) Limitations of People CMM

The same procedure was adopted for administering the questionnaire to the employees in non People CMM organization. The employees were enthusiastic and co-operative Most of the employees requested the researcher to share final findings and recommendations of the study.

The researcher received soft copy of filled research questionnaire forwarded through HR Heads. Responses received from People-CMM assessed organizations are summarized in Table No3.2- & Table No-3.3:

Table No3.2 - People-CMM assessed organizations

Research Unusable Questionnaire Usable Organization Responses Administered Responses No. No. No. Tata Technology 20 15 5 Wipro 20 18 2 Patni 19 12 7 Infosys 14 11 3 Tata Consultancy 20 14 6

79 Table No3.3- Non People-CMM assessed organizations

Research Unusable Questionnaire Usable Organization Responses Administered Responses No. No. No. Geometric 20 18 2 Software KPIT 22 10 12 Zensar 24 10 14 MBT 20 10 10 Persistent 20 12 8

Reasons for unusable responses were found to be incomplete personal data, same rating were given to all the questions, few questions left with out responses and irrelevant answers.

3.7 The Procedure for analyzing the data When all the completed research questionnaires were collected each was carefully reviewed The correct number of pages was confirmed. The questionnaire was carefully checked to ascertain that all questions were answered. The personnel data sheet was also checked to confirm its proper completion. All the completed questionnaires were scored, using the interval scale designations of 5,4,3,2,1 as discussed in 3.5 iÛÛ-;nî . Responses to various questions were tabulated. Percentages were used for the initial question-wise analysis of the data. The inferences were compared with data obtained from Non People CMM organizations. For this, cumulative scores of statements under each theme were obtained for both the types of organizations Average scores were calculated to enable the comparison.

80 Inferences could be drawn on the basis of such comparison, which are further supported by the statistical tests. Statistical Package For The Social Sciences (SPSS) was used for data analysis. Suitable statistical tools were applied as described below.

The sizes of the entire sample in the study are greater than 30 and the sample has been drawn at random. The test statistic z which follows a normal distribution with mean zero and standard deviation unity, i.e. z is N (0,1) has been applied to test for the equality of a single mean or the equality of two means. It is known that t approximates z when the sample size is greater than or equal to 30.

Test for the equality of a single mean: Here the z test examines whether the mean score of a single item is significantly greater than a specified constant. If the population mean and the population standard deviation are denoted by ^ and a respectively n denotes the sample

size, X the sample mean and |Lio the value of the specified constant, then null

and alternative hypotheses are:

Ho: (|l = |Uo) and HI: (|i > \Xo) respectively. If Ho: {[i > }io) is true, the test statistic

z= ( X -lao)/ Vn/a

is N (0,1).

The critical value of z at 5% level of significance is 1.64.The null hypothesis

Ho: {\x = |lo) is rejected if the calculated value of z is greater than 1.64,

otherwise it is accepted.

81 The test for the equality of two means:

Let \x^= Population mean score of respondents from People CMM companies

|Ll2= Population mean score of respondents from CMM companies

ai= Population standard deviation of scores from People CMM companies

G2= Population standard deviation of scores from CMM companies

Xi= Sample mean score of respondents from People CMM companies

X2= Sample mean score of respondents from People CMM companies

ni= Sample size of respondents from People CMM companies

n2 = Sample size of respondents from CMM companies

The null and alternative hypothesis are Ho: ()LII = ]i2) and HI: (|LII>]L12) respectively. If Ho:()a,i = |J.2) is true, the test statistic

z= (Xi - X2) / V (ai ^/n 1 + G2'/ n2) is N (0,1)

The critical value of z at 5% level of significance is 1.64 .The null hypothesis

Ho:(fj,i = |J,2) is rejected if the calculated value of z is greater than 1.64; otherwise it is accepted.

Two values of t have been calculated. The first value is based on the assumption that the variance ai^ and G2^ are equal and the second assumption is that the variance Oi^ and 02^ are unequal. The second value of t approximates z and the test of significance is based on this value.

82 3.8 Limitations

The study has following limitations:

a) Impact of People-CMM on organizational effectiveness and individual effectiveness is represented by eight themes considered for collection of data. These themes are adequate but not exhaustive.

b) The organizations do not disclose location specific quantitative data related to organizational effectiveness and individual effectiveness parameters e.g. Attrition rate, employee satisfaction index, productivity, and customer satisfaction index, etc. However, the themes and the questionnaire prepared give a fair and clear idea about organizational effectiveness and individual effectiveness measures and indicators as perceived by the concerned employees.

c) Pune based People-CMM assessed and CMM assessed organizations are considered for the study. An extensive research is needed to support and generalize the findings.

d) The perception regarding the themes /questions is restricted to People- CMM core group members and their associates covered by the present study.

e) Replication of this kind of study may yield more fruitful results if the sample is drawn before and after implementation of People-CMM.

83 Annexure II

Organizations covered under the survey.

Tata Consultancy Services

Tata Consultancy Services Limited (TCS) is the world-leading information technology consulting, services, and business process outsourcing organization. That envisaged and pioneered the adoption of the flexible global business practices that enable companies today to operate more efficiently and produce more value.

TCS commenced operations in 1968, when the IT services industry did not exist as it does today. Now, with a presence in 33 countries across 5 continents, & a comprehensive range of services across diverse industries TCS is a part of one of Asia's largest conglomerates - the TATA Group. The group which, with its interests in Energy, Telecommunications, Financial Services, Chemicals, Engineering and Materials, provides us with a grounded understanding of specific business challenges facing global companies. The profits of TCS is summarized below :

Year Revenue (Crore)Rs. Growth 2001-2002 4113 31% 2002-2003 4914 19% 2003-2004 5827 19%

Products & services: IT consultancy and software services I Employees: 27,597 I Branches: 107 I Address: Air India Building, 11th Floor, Nariman Point, Mumbai 400021 I Tel: 56689999 I Fax: 56689455 I Website: www.tcs.com

84 Wipro

Wipro has always been India's premier IT company and today is a significant global player in the IT services, solutions and technology services space. With revenues of US $ 1.2 billion, core areas of business include global IT services, infrastructure solutions, professional services and business solutions in India and and consumer care and lighting. . •., Wipro's client base includes over 138 Fortune 1000 or Global 500 companies, over 100 leading Indian corporate and two retail brands with revenue in exceeding of Rs.1 billion. Wipro employs over 29500 IT practitioners and domain consultants. Wipro is headquartered in Bangalore, India, in a campus spread across 4,64,000 square feet. Wipro has 54 dedicated development centers across India, Europe and United States, and also has 30 offices in North America, Europe and Asia Pacific.

The brief companies profile is given below: Year Revenue (Crore)Rs Growth 2001-2002 3179 8% 2002-2003 3932 24% 2003-2004 5136 31%

Products & services: Tech products, IT services, software solutions, e- procurement services I Employees: 29,500 I Branches: 70 I Dealers: 300 I Address: Doddakanneili, Sarjapur Road, Bangalore 560 035 I Tel: 28440011 I Fax: 28440256 I Website: www.wipro.co.in

85 Infosys

Infosys Technologies Ltd is one of India's leading consulting firms with operations in more than 15 countries. The company provides software development centers in Asia and North America and IT services to clients globally - as partners to conceptualize and realize technology driven business transformation initiatives. It has over 36,000 employees worldwide

The brief profile of Infosys is shown below:

Year Revenue (Crore) Rs Growth 2001-2002 2604 37% 2002-2003 3619 39% 2003-2004 4776 32%

Products & services: Software and business consulting services I Employees: 36,000 I Branches: 26, overseas marketing offices, 4 in India I Address: Plot No 44, Electronics City, Hosur Road, Bangalore 561229 I Tel: 28520261 I Fax: 28520362 I Website: www.infosys.com

86 Patni

Patni is a global IT Services provider with revenues of $326.6 million in 2004. It has over 10,000 professionals service clients across diverse industries, from 26 sales offices and multiple offshore development centers across 8 cities in India. As industry leaders, it introduced Offshore Development Centers, and pioneered 'follow the sun' development and support frameworks.

Year Revenue (Crore)Rs Growth 2001-2002 741 43% 2002-2003 966 30% 2003-2004 1230 27%

Products & services: It consulting & software development services I Employees: 7306 I Branches: 21 I Address: Akruti, MICO Cross Road No 21, Andheri (E), Mumbai I Tel: 56930205 I Fax: 56930211 I Website: www.patni.com

87 Tata Technologies

It is a subsidiary of Tata Motors. The company currently earns about 60% of its revenues fronn its parent. Tata Technologies is a specialist company providing Engineering & Design (E&D) and IT services to multinational and large domestic manufacturers, especially those in automotive and aerospace. Tata Technologies' radically improves the way OEMs and their suppliers compete by driving down development, manufacturing and delivery costs through: Offshore engineering & design services at Tata Technologies' Center for Advanced Engineering and Design (CAE&D) in Pune, India. It provides Onsite engineering & design services and IT consulting, and Strategic Invention and Application of software.

Year Revenue (Crore)Rs Growth 2001-2002 100 2002-2003 93 -7% 2003-2004 115 24%

Products & services: EPR, PLM, PDM, CRM, engineering automation I Employees: 1400 I Branches: 4 I Address: Plot No.25, Unit No.3 Pune Infotech Park, Hinjewadi, Taluka Mulshi, Pune I Tel: 24119090/1 I Fax: 24119035 I Website: www.tatatechnoloqies.com

88 Profile of Non -People CMM companies covered under the survey

Zensar Technologies

Zensar Technologies is a software services organization providing solutions to Fortune 500 and other clients for over a decade now. Zensar is a joint venture between Fujitsu Services and RPG Enterprises. Zensar has been assessed for SEI CMM Level 5.

Headquartered in Pune, Zensar's operations and customer base are spread across 22 locations. The company employs over 1,500 IT professionals of which 850 are posted in India. Zensar has expertise in key verticals like manufacturing, retail, logistics, financial services, telecom and utilities, and has built practice areas around each of these.

Year Revenue (Crore)Rs Growth 2001-2002 187 -17% 2002-2003 228 22% 2003-2004 267 17%

CEO: Ganesh Natarajan I Start-up year: 1991 I Products & services: IT services, consulting, software devlopment I Employees: 1,714 I Branches: 23 I Address: Mile Post No. 4, Nagar Road, Pune I Tel: 26607500 I Fax: 26632915 I Website: www.zensar.com

89 Mahindra British Telcom

MBT is a leading India-based global IT solutions provider. Setup as a joint venture between blue-chip companies - Mahindra and Mahindra Ltd. India, and British Telecommunications Pic, United Kingdom. MBT has been assessed for SEI CMM Level 5. The company crosses the 6000-employee mark.

Year Revenue (Crore)Rs Growth 2001-2002 543 28% 2002-2003 617 14% 2003-2004 729 18%

I start-up year: 1987 I Products & services: Software services I Employees: 6000 I Branches: 11 I Address: Sharda Centre, Off Karve Road, Pune 411004 I Tel: 24018100 I Fax: 25424466 I Website: www.mahindrabt.com

90 KPIT Cummins

KPIT Cummins Infosystems Limited is an international software solutions provider and a CMM Level 5 company. KPIT Cummins provides end-to-end software development and maintenance services through 3 development centers in Pune and global subsidiaries in the US, UK, UAE, and Japan. KPIT Cummins has also extended its reach through partnerships in Switzerland, France, Sweden, Australia, Qatar and Kuwait.

Year Revenue (Crore)Rs Growth 2001-2002 48 2% 2002-2003 73 52% 2003-2004 125 72%

CEO: Kishor Patil I Start-up year: 1990 I Products and Services: Software services I Employees: 1203 I Address: KPIT House, Tejas Society, Kothrud, Pune I Tel: 25382358/0041 I Fax: 25381141 I Website: www.kpitcummins.com

91 Geometric Software

Geometric is a Godrej group company. Geometric is a specialist in providing Product Lifecycle Management solutions to the global mechanical design, manufacturing and industrial markets. Geometric Software Solutions is a CMMI

Level 5 company and the leading PLM services provider with over 20 years of experience in CAD/CAM/CAE.

Year Revenue (Crore)Rs Growth 2001-2002 61 33 2002-2003 84 38 2003-2004 106 26

I CEO: Manu Parpia I Start-up year: 1994 I Products & services: PLM solutions I Employees: 754 I Brandies: 5 I Address: Plant 14, Pirojshanagar, Vikhroli (East), Mumbai I Tel: 55960800/56365804 I Fax: 55960891 I Website: vwvw.qeometricsoftware.com

92 Persistent Systems

Persistent was the first company in Software Technology Park, Pune in 1990. Since then Persistent has provided complete lifecycle services for offshore software product development, Identity Management and Data Warehousing in the domains of Manufacturing, Life Sciences and Telecommunications

Year Revenue (Crore)Rs Growth 2001-2002 40 36% 2002-2003 50 25% 2003-2004 78 57%

Chairman & MD: Anand Deshpande I Start-up year: 1990 i Products & services: Complete product development lifecycle services I Employees: 1200 I Branches: 9 I Address: Bhageerath, 402, Senapati Bapat Rd, Pune 411016, Maharashtra I Tel: +91-020-25678900 I Fax: +91-020-25678901 I Website: www.persistent.co.in

93 Annexure -III Covering Letter To.

Subject: Research work on People Capability Maturity Model.

I am engaged in pursuing research for a Ph.D. at Pune University. The purpose of the study is to assess the impact of the People Capability Maturity Model on Organizational Effectiveness. Leading IT companies who have adopted the model are the major sources of data for my study. Undoubtedly, your organization is on the top of the list of such companies. An outline of the proposed research is enclosed herewith to give you an overview of the project.

Questionnaires and interviews with key executives will be my instruments of data collection. These are based on organizational effectiveness measures and indicators especially for P-CMM organization. I assure you that the information obtained will be kept strictly confidential and it will be used only for academic purposes.

I will be highly obliged if I am permitted to meet selected executives in your organization and obtain the needed data. Needless to say that the findings of the study will be made available to you in due course.

Thank you once again.

Regards

Vishwanath Leie Honeywell Automation India Ltd.

94 Annexure IV

Questionnaire for the respondents from People CMM organizations

Research questionnaire contains questions about your organization, your workgroup, and the practices used for managing and developing the people in your organization.

This questionnaire is being done as part of my doctoral research. The results will be used for analyzing the impact of People Capability Maturity Model on individual and organizational effectiveness.

Your answers will be held in strict confidence. All data reported will be in aggregated form.

Please read and answer all of the questions. Feel free to write in any available space if you wish to comment on any question or to explain your answers. Your comments will be read and taken into account.

Thank you for your help.

95 A) For each statement select the answer that best describes your experience, using the following response code. If you cannot answer for any reason leave the item blank. 5= Strongly 4= Agree 3= Somewhat 2=Disagree 1 =Strongly agree Agree disagree

Sr.No. Questions 1 2 3 4 5 1. 1 would definitely recommend this company to a close friend of mine 2. 1 get a sense of professional and personal accomplishment 3. 1 am proud to say that 1 work for this company 4. My company's infrastructure is good and makes my work a whole lot easier 5. The culture of the company creates a positive work environment 6. My company is very open to employees ideas and suggestion 7. My company's polices and procedures are open and transparent 8. Workplace and facilities are adequate for the work 1 perform 9. 1 am satisfied with the number of days training given to me 10. My training needs have been identified by analyzing gaps between my current skills and the skills needed to perform assigned work 11. 1 am satisfied with the quality of training

96 5= Strongly 4= Agree 3= Somewhat 2=Disagree 1=Strongly agree Agree disagree

Sr.No. Questions 1 2 3 4 5 12. Training given to me genuinely helps in professional and personal growth 13. My manager periodically talks with me about my development objectives, development activities, and possible future assignments 14. Appraisal system in the company is transparent. 15. Special initiatives and efforts are recognized at the time of appraisal 16. Recognition and rewards matched appropriately to the outstanding work performance 17. Basis for providing recognition or rewards are consistent across the organization 18. 1 get regular and constructive feedback from my manager 19. 1 believe that the leadership is doing what is required for the company's growth 20. 1 have a good working relationship with my manager 21. 1 believe that 1 will be able to develop career in this organization 22. Performance goals are clearly defined and 1 know what is expected to do at work 23. People around me are passionate to

97 5= Strongly 4= Agree 3= Somewhat 2=Disagree 1 =Strongly agree Agree disagree

Sr.No. Questions 1 2 3 4 5 achieve business goals 24. Business goals decided at the beginning of the year, are achieved at the end of the year 25. 1 perceive that my personal goals are aligned with the organizational goals 26. 1 am kept informed about important events occurring in the organization 27. Information is shared in a timely manner between my unit and other units 28. 1 can raise a concern to management without fear 29. Management ensures that all concerns raised to it are addressed 30. Company behaves in a professional manner with suppliers and customers etc.

98 B) After the adoption of the People -CMM, what are the significant changes that you have noticed with reference to the following parameters?

5= Very Great 4= Great 3= Little 2= Very Little 1= Not at Extent extent Extent extent all

Sr.No. Questions 1 2 3 4 5 1 Work environment has improved 2 Employee satisfaction has improved 3 Employee turnover is reduced 4 Cross-functional team work is enhanced 5 Customer satisfaction level has improved 6 Productivity has improved 7 Quality has improved

Any other comments:

99 C) 1) How would you rate impact of P-CMM on organizational effectiveness?

Please indicate your rating

5= Very Great 4= Great 3= Little 2= Very Little 1= Not at Extent extent Extent extent all Support your answer with reason

D) 2) How would you rate impact of P-CMM on Individual effectiveness?

Please indicate your rating

5= Very Great 4= Great 3= Little 2= Very Little 1= Not at Extent extent Extent extent all

Support your answer with reason

Are you the member of P-CMM core group? Yes/ No •^V. \o^^g

100 Personal Information

Name (Optional):

Gender:

Age;

Your Job Title:

Department:

Nature of Job: a) Permanent b) Temporary c) Trainee d) Part time

What is your highest educational achievement?

Diploma Bachelor Degree Master Degree Doctoral Degree Undergraduate

Do you have any managerial duties, or are you supervising any other employees: Yes / No

Total Experience with present organization:

101 Annexure V

Questionnaire for the respondents for non-People CMM organizations

Research questionnaire contains questions about your organization, your workgroup, and the practices used for managing and developing the people in your organization.

This questionnaire is being done as part of my doctoral research. The results will be used for analyzing the impact of Human Resource Practices on individual and organizational effectiveness.

Your answers will be held in strict confidence. All data reported will be in aggregated form.

Thank you for your help.

102 A) For each statement select the answer that best describes your experience, using the following response code. If you cannot answer for any reason leave the item blank. 5= Strongly 4= Agree 3= Somewhat 2=Disagree 1=Strongly agree Agree disagree

Sr.No. Questions 1 2 3 4 5 1 1 would definitely recommend this company to a close friend of mine 2 1 get a sense of professional and personal accomplishment 3 1 am proud to say that 1 work for this company 4 My company's infrastructure is good and makes my work a whole lot easier 5 The culture of the company creates a positive work environment 6 My company is very open to employees ideas and suggestion 7 My company's polices and procedures are open and transparent 8 Workplace and facilities are adequate for the work 1 perform 9 1 am satisfied with the number of days training given to me 10 My training needs have been identified by analyzing gaps between my current skills and the skills needed to perform assigned work 11 1 am satisfied with the quality of training

103 5= Strongly 4= Agree 3= Somewhat 2=Disagree 1=Strongly agree Agree disagree

Sr.No. Questions 1 2 3 4 5 12 Training given to me genuinely helps in professional and personal growth 13 My manager periodically talks with me about my development objectives, development activities, and possible future assignments 14 Appraisal system in the company is transparent

15 Special initiatives and efforts are recognized at the time of appraisal 16 Recognition and rewards matched appropriately to the outstanding work performance 17 Basis for providing recognition or rewards are consistent across the organization 18 1 get regular and constructive feedback from my manager 19 1 believe that the leadership is doing what is required for the company's grov\/th 20 1 have a good working relationship with my manager 21 1 believe that 1 will be able to develop career in this organization 22 Performance goals are clearly defined and 1 know what is expected to do at work

104 5= Strongly 4= Agree 3= Somewhat 2=Disagree 1=Strongly agree Agree disagree

Sr.No. Questions 1 2 3 4 5 23 People around me are passionate to achieve business goals 24 Business goals decided at the beginning of the year, are achieved at the end of the year 25 1 perceive that my personal goals are aligned with the organizational goals 26 1 am kept informed about important events occurring in the organization 27 Information is shared in a timely manner between my unit and other units 28 1 can raise a concern to management without fear 29 Management ensures that all concerns raised to it are addressed 30 Company behaves in a professional manner with suppliers and customers etc.

105 B) During the last two years, what are the significant changes that you have noticed with reference to the following parameters?

5= Very Great 4= Great 3= Little 2= Very Little 1= Not at Extent extent Extent extent ail

Any other comments:

106 C) 1) How would you rate impact of Human Resource Practices on organizational effectiveness?

Please indicate your rating

5= Very Great 4= Great 3= Little 2= Very Little 1= Not at all Extent extent Extent extent

Support your answer with reason

D) 02) How would you rate impact of Human Resource Practices on Individual effectiveness?

Please indicate your rating

5= Very Great 4= Great 3= Little 2= Very Little 1= Not at all Extent extent Extent extent

Support your answer with reason

Are you the member of CMM core group?

Yes/ No

107 Personal Information

Name (Optional):

Gender:

Age;

Your Job Title:

Department:

Nature of Job: a) Permanent b) Temporary c) Trainee d) Part time

What is your highest educational achievement?

Diploma

Bachelor Degree Master Degree Doctoral Degree Undergraduate

Do you have any managerial duties, or are you supervising any other employees: Yes / No

Total Experience with present organization:

108 Bibliography:

31 Bekchard (1999): Organizational Effectiveness : One model or several www.nhrd.org 32 Borg W.R.(1963) Educational Research .New York : David Mckay Co, pp 235 33 Van Dalen (1973) Understanding Educational Research .New York : McGraw Hill 34 Borg W.R.(1963) Educational Research .New York : David Mckay Co, pp 235 35 Bailey KD(1982) Methods of Social Research 2 Edition New York The Free Press

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