INTRODUCTION

Human Resources are the asset of an organization. It undoubtedly plays the most important role in any functioning of an organization. The term ‘resource’ or ‘human resource’ signifies potentials, abilities, capacities, and skills, which can be developed through continuous interaction in an organizational setting. The interactions, interrelationships, and activities performed by all to contribute in some way or another to the development of human potential. Organizational productivity, a growth of companies, and economic development are to a large extent contingent upon the effective utilizations of human capacities. Hence, it is essential for an organization to take steps for effective utilization of these resources. Until a few decades ago, organizations do not consider human resource planning (HRP) neither essential nor inevitable. In fact, the organization is giving less attention to the overall planning of the organization. This is because firms in those times had a relatively stable external environment.

The factors like less competition, low technologies, traditional and regionally concentrated labor force, created a relatively stable environment for those organizations. However, in the subsequent period, the external environment underwent several changes, causing a lot of uncertainty to the organizations. For instance, developments like globalization, intensified competition, changing characteristics of the labor force, and a plethora of laws have created an unstable environment for businesses. This environmental uncertainty has enhanced the need for HRP.

HRP is an integral part larger gamut of human resources. It helps to analyze the current position of the organization, its achievements, targets, knowing the current need and select the right way to fulfill the organizational need. Human resource planning ensures the right people recruited and working on the right job and right place. It also helps in hiring skillful and talented staff for the organization. Human resource managers usually ensure that the right persons are hired for the job, having the ability to complete their jobs and behave well as the workplace.

Efficiency is the main component to measure the organizational performance. If the person is efficient, his/her performance will be improved.

LITERATURE REVIEW:

Khan (2010) examined the effects of HRM practices on organizational performance in Oil and Gas Industry in Pakistan. A total of 150 managers of 20 randomly selected firms of Oil and Gas Industry were administered on a questionnaire. Five HRM practices were investigated namely: training and development, recruitment and selection, compensation and reward, performance appraisal and employee relation. The effects of these practices were examined on subjective measures of performance (product quality, productivity, efficiency, and overall perceived performance compared to industry averages). Factor analysis was performed to identify HRM practices. The regression analysis conducted, indicated a positive and statistically significant association of these practices with organizational performance.

Afzal et. al. (2013) focused on the effect on HRP practices on the organizational performance in Telecom Sector. The efficiency was the main dependent component of the study. The data were collected from the top managers, middle-level managers and the first line HR managers of 50 offices, including head offices and regional offices of 160 questionnaires including some interview and open-ended questions based on the measures of performance and HRP. The research is investigative in nature. They used linear regression to check the effect of the dependent variable (efficiency, employee motivation, job satisfaction, and technology) with independent variable (selection, training, and incentives). The finding shows that selection, training and incentives have a positive and significant relationship with efficiency, employee motivation, job satisfaction and technology. H₀was rejected and H₁ was accepted that HRP has a significant relationship with organizational performance.

Akhter et. al. (2013) examined the impact of HRM practices on employee performance of Cement industry in Bangladesh. They tried to investigate the impact of various components of HRM practices on employee performance of a sample of 160 employees from seven cement companies listed in the Dhaka stock exchange. Regression analysis was used. The result shows that training and development, and career development, both have a significant positive impact on employee performance.

Deepa et. al (2013) conducted a study to find the effectiveness of HRP and training requirements in the retail sector with special reference to supermarkets in Chennai. All the discussions were evolved around Labor MPP and training requirements of supermarkets in Chennai. They covered three retail industries in Chennai city, namely Shoppers Shop, Pantaloons and Reliance Retail. The study analyzed an effectiveness of HRP and makes sure that whether the retail sectors have sufficient human resources. The primary data was collected from the employees through a direct structured questionnaire. One fifty (150) employees of retail sectors were selected as for the size of the sample and simple random sampling method was used. Various statistical tools were used such as percentage analysis, chi-square analysis, f-test, and correlation, etc. The study revealed that there was a significant relationship between the retail sectors has sufficient staff to carry out all activities. The correlation value (r) was 0.99; they can assume that the pat, roll, and work overloaded were positively correlated. So the null hypotheses were rejected. The data collected was analyzed using simple percentage method, weighted average method, f-test method, correlation and chi-square method and suggestions have been made for the effective growth of the organization

Devender (2013) in his study focused on the human resource planning practices followed in Singareni Collieries Company Limited (SCCL), which was a public sector mining company operating in Telangana region of Andhra Pradesh, Southern India. The aim of this article was to focus on the HRP practices followed in SCCL and how these practices affect on improving organizational performance. The various data analysis methods were used to analyze the data acquired through questionnaire from 400 participants. The primary purpose of the study was to measure the effectiveness of HRP practices in SCCL and how they influence the organizational performance. In order to analyze the relationships between demographic variables and MPP practices in SCCL, one way ANOVA test was used. The results of the analysis indicated that factors influencing the implementation of overall HRD practices were significantly correlated with MPP. The results revealed that MPP was significantly correlated with organizational effectiveness.

Malik (2013) investigated the influence of HR practices on the employee performance in the telecom sector in India. This study was conducted to examine the impact of HRM practices: selection, training and development, career planning, compensation, performance appraisal, job definition and employee participation in the employee’s performance of MTS India. The size of the sample was 50 respondents. The questionnaire consists of two parts: the first part of the questionnaire was containing information of the respondents their demographic and socioeconomic background, and the second part was containing questions regarding employee performance. The questionnaire used to be of multiple-choice and five-points Likert scale was used. A correlation test was used for analysis. The finding of the study shows that there is a strong positive correlation between compensation and employee performance. All the variables have a positive correlation with employees’ performance. In a nutshell, all tested HR practices having a positive correlation with an employee’s performance.

Hafeez U. and Akbar W. (2015), aimed at “Impact of Training on Employee Performance in Pharmaceutical Industry in Karachi, Pakistan”, in which training has the positive impact on employee Performance i.e. job satisfaction, employee motivation, new technologies, efficiencies in process and innovation in strategies as its levers. The four companies were selected. A survey of 356 employees via self-administrated questionnaire with the help of random sampling technique was conducted. The correlation and regression analysis were used. The analysis shows a positive significant relationship between them and the results reveal that the more the employee gets training, the more efficient their level of performance would be.

RESEARCH METHODOLOGY:

SAMPLE OF THE STUDY:

Besides restricting this study to executives of Punjab, and selecting a sample of three telecom sector organizations, it was felt to choose a small group of employees from each organization. To meet the purpose, the simple random sampling technique was used. BSNL has 47538 executive employees, Bharti Airtel has 11416 and Vodafone has 10380 executive employees. Bharat Sanchar Nigam Limited, being a public sector organization, has the largest executives followed by Bharti Airtel Limited which is a private organization. Vodafone, a foreign organization has least executives. The sample size shall be restricted to 450 respondents composed of 200 from the public sector, 150 from the private sector, and 100 from foreign companies. The table of the representative sample group is given below:

Representative Sample Group

	Public Sector	Private Sector	Foreign Sector
No of Executives	47538	11416	10380
Sample Size	200	150	100

Therefore, as many as 450 executives from all the three organizations under study formed the sample size

HYPOTHESIS FORMULATION:

This work is being a pioneering effort continues to be an exploratory one. It has been undertaken with the aim of understanding concepts, relationships and to make possible suggestions. on the basis of the review of the literature the following hypotheses have been formulated:

H1: HRP practices have a significant relationship with Efficiency

DATA COLLECTION:

The present study was mainly based on the primary data. The data has been collected through questionnaires from the respondents. Also, when feasible, interviews have been conducted so as to have a better understanding of the respondents’ views. Apart from it, secondary data have been collected from various publications and websites of telecom players.

STATISTICAL TOOLS:

Multiple backward analyses were used for the study, which involves starting with all candidate variables, testing the deletion of each variable using a chosen model fit criterion, deleting the variable (if any) whose loss gives the most statistically insignificant deterioration of the model fit, and repeating this process until no further variables can be deleted without a statistically significant loss of faith.

RESULTS AND DISCUSSIONS:

Table 1.1: Regression model summary – Effect of HR Planning Practices on Efficiency in Public Sector

Model	R	R Square	Adjusted R Square	Std. Error of the Estimate	Durbin-Watson
3	.853	.727	.715	.25668	1.580

F =56.339, Sig. = .000

Independent Variable: Dimensions of HRP Practices

Dependent Variable: Efficiency

Predictors: Job Analysis, Demand and Supply Forecasting, Recruitment and Selection, Induction, Training and Development, Performance Appraisal, Career Planning, Succession Planning, Job Rotation, Promotions and Transfers and Compensation

The model summary of Table 1.1 reports the strength of the relationship between the model and the dependent variable. The model has a value of R= 85.3%. It is considered as quite high. According to table 1.1 since this correlation coefficient can be used for regression analysis and model is fitted with efficiency (F=56. 339, P=.000<0.05). It can be seen that the regression model explained 72.7% of the variance in the efficiency and independence of errors as the value of DW is 1.580. It can be seen the dimensions of HRP practices fits the data well (Adjusted R² = 71.5%)

Table 1.2 Stepwise Backward Multiple Regression Analysis – HRPP and Efficiency in Public sector

Dimensions

Standardized Coefficients

Sig.

Collinearit Statistics

Beta

Tolerance

VIF

(Constant)

Job analysis

Recruitment and selection

Induction

Training and Development

Model3 Performance Appraisal

Career Planning

Succession Planning

Job Rotation

Compensation

-.152

.229

-.146

.325

.122

-.175

.282

.335

.410

.726

-2.631**

4.145**

-2.048*

5.020**

1.901*

-2.316*

2.828**

4.105**

6.389**

.469

.009

.000

042

.000

.059

. 022

.005

.000

.429

.472

.284

.343

.350

.252

.145

.215

.348

2.331

2.119

3.527

2.914

2.860

3.974

6.910

4.646

2.876

a. Dependent Variable: Efficiency

** Significant at 5%

* Significant at 1%

Table 1.6 Stepwise Backward Multiple Regression Analysis – HRPP and Efficiency in Foreign Sector

Dimensions

Standardized Coefficients

Sig.

Collinearity Statistics

Beta

Tolerance

VIF

(Constant)

Recruitment and selection

Training and Development

Model 7 Performance Appraisal

Career Planning

Compensation

.327

.185

.580

-.202

.437

-2.287

2.700*

1.820**

4.798**

-1.782**

6.526

.024 .008

.072

.000

.078

.000

.255

.362

.256

.290

.831

3.925

2.763

3.912

3.454

1.203

a. Dependent Variable: Efficiency ** Significant at 5% * Significant at 1%

From the analysis table 1.6, it is exposed that recruitment and selection, training and development, performance appraisal, career planning and compensation are significant predictors of efficiency in the foreign sector. Compensation (6.526), which means that compensation has the highest impact on efficiency among the other HRP Practices. Thus, one unit increase in standard deviation of compensation will result in 6.526 increases in efficiency. This means that if the employees are getting proper remuneration, they will feel motivated and their satisfaction level will also increase. This will improve their efficiency at workplace. However, some of the coefficient of multiple regression models is insignificant (P<0.05) and do not have an impact on efficiency in the foreign sector. Consequently, these six variables are excluded from the final model by the stepwise backward regression method. I.e. job analysis, demand and supply forecasting, induction, succession planning, job rotation, and promotion and transfer.

MAIN FINDINGS:

The main findings of the above discussion are as under:

The analysis highlights that nine practices i.e. job analysis, recruitment and selection, induction, performance appraisal, succession planning, job rotation, promotion and transfer and compensation in the public sector, only three practices, i.e. recruitment and selection, job rotation and compensation in the private sector, and only five practices, i.e. recruitment and selection, training and development, performance appraisal, career planning, and compensation in foreign sector have a significant effect on efficiency.

The overall result reveals that of the three sectors only in the public sector, HRP practices are more related to efficiency as compared to the private and foreign sector. As the organizations improve the level of these practices, the efficiency of the employees will increase. The organizations just require following their effective process of these practices. As the efficiency will be increased, organization performance will improve automatically. Whereas the private sector has only three practices and foreign sector only four practices, which have a positive and significant relationship with efficiency. All other factors do not have an impact on efficiency. The private and foreign sector practices require more improvement. They are required to change the process of HRP practices. From the three sectors, only public sector practices are more related to efficiency as compared to the private and foreign sector.

CONCLUSION:

From the following analysis, we may say that there was a positive and significant relationship between efficiency in public, private and foreign telecom sector. We have selected eleven components for HRP practices and check their impact on efficiency. From the results, it was found that all the components have a positive and significant impact on efficiency. From the three sectors, only public sector practices are more related to efficiency as compared to the private and foreign sector. As more and more HRP practices are provided to the employees that will increase their level of performance.

REFERENCES:

1. Afzal Farman, Mahmood Kashif, Sherazi Syed Mohsin Raza, Sajid Muhammad and Hassan Muhammad (2013), Effect of Human Resource Planning on Organizational Performance of Telecom Sector, Information and Knowledge Management, Vol.3, No.2, pp. 173-182.

2. Akhter et. al. (2013), HRM Practices and its Impact on Employee Performance: A Study of the Cement Industry in Bangladesh, Global Disclosure of Economics and Business, Volume 2, No 2 (2013), pp. 125-132

3. Deepa E., Kuppusamy S. and Kamaleswari P. (2013), Manpower Planning in Retail Sector: An Empirical Evaluation, International Journal of Marketing, Financial Services and Management Research, Vol. 2, No. 7, pp. 125-137.

4. Devender V. (2013), Human Resource Planning Practices in SCCL, VSRD International Journal of Business and Management Research, Vol III, Issue IX, pp. 373-382.

5. Hafeez U. and Akbar W. (2015), “Impact of Training on Employees Performance” (Evidence from Pharmaceutical Companies in Karachi, Pakistan), Business Management and Strategy, Vol. 6, No. 1

6. Khan (2010), “Effects of Human Resource Management Practices on Organizational Performance – An Empirical Study of Oil and Gas Industry in Pakistan, European Journal of Economics, Finance and Administrative Services 24.

7. Malik M. (2013), Impact of HRM Practices on employee Performance in Telecom Sector – with Reference to MTS India, Asia Pacific Journal of Marketing and Management Review, Vol. 2 (4).

Received on 06.05.2017 Modified on 15.06.2017

Asian J. Management; 2017; 8(4):997-1002.

DOI: 10.5958/2321-5763.2017.00154.8