A

RESEARCH REPORT

ON

“Assessing the impact of HR Interventions on

Employee Creativity- A study of Indian IT
Industry”

SUBMITTED TO
KURUKSHETRA UNIVERSITY, KURUKSHETRA
IN THE PARTIAL FULFILLMENT OF THE DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION (BBA)
(BATCH 2022-2023)

UNDER THE GUIDANCE OF: SUBMITTED BY

Ms.Rajni Vats Anmol
(Assistant Professor) BBA FINAL YEAR
ROLL NO. 21017
University Roll No:210004125

GURU NANAK KHALSA INSTITUTE OF TECHNOLOGY AND MANAGEMENT

TECHNICAL CAMPUS, YAMUNA NAGAR,
AFFILATED TO KURUKSHETRA UNIVERSITY, KURUKSHETRA
(APPROVED BY AICTE, NEW DELHI)

1
 DECLARATION

I am Anmol bearing Roll No: 21017, Student of BBA-4 th semester, Studying At Guru Nanak
Khalsa Institute of Technology & Management-Technical Campus, Yamuna Nagar hereby by
declare that the report on “Assessing the impact of HR Interventions on Employee
Creativity- A study of Indian Automotive Industry” Submitted to Kurukshetra University,
Kurukshetra in a partial fulfillment of Degree of BACHELOR OF BUSINESS
ADMINISTRATION on the original work conducted by me.

(Anmol)

Supervisor’s Certificate

The Above Research Title “Assessing the impact of HR Interventions on Employee

Creativity- A study of Indian Automotive Industry” has been completed by Anmol under
my supervision. It is desired standard expected of BBA student.

Ms.Tanya Kothiyal

(Assistant Professor)

2
 ACKNOWLEDGEMENT

“No good work can be done alone’’, as the saying goes is truly applicable. A friend,
philosopher and a guide always act as source of inspiration and motivation to accomplish a
given task.

It often happens that one is at loss of word when one is really thankful and sincerely want to
express one’ s feeling of gratitude toward other.

I am deeply indebted to Guru Nanak Khalsa institute of technology and management

technical campus, for allowing me to undergo training in “Assessing the impact of HR
Interventions on Employee Creativity- A study of Indian Automotive Industry”

I am also grateful to Ms. Tanya Kothiyal for his valuable guidance in the completion
of this project.

Finally, it is efforts of my parents and esteemed friends the Almighty. GOD who have been a
source of strength and confidence for me in this endeavor.

(Anmol)

3
 PREFACE

Practical knowledge is an important suffices to theoretical knowledge. One cannot merely

depend upon theoretical knowledge. Class room lectures makes the fundamental concept of
management clear. They also facilitate the learning of practical think. However to develop
healthy managerial and administrative skill for potential manager, it is necessary that they
combined their classroom with real life project research which play a significant role in the
curriculum of business management courses.

Any science without its practical application or knowledge is considered to be unsystematic.

Since management is a development science, the students of management courses are
required to undergo a project in the final year of the course.

Thus for the fulfilment of the above requirement a project was undertaken by me on the topic
“Assessing the impact of HR Interventions on Employee Creativity- A study of Indian
Automotive Industry”. The project was a good experience and helped me in widening my
knowledge and sharpening management skill.

(Anmol)

4
 Introduction to IT Sector of India

The Information Technology sector is a field which is undergoing rapid evolution and is
changing the shape of Indian business standards. This sector includes software development,
consultancies, software management, online services and business process outsourcing.

IT stands for the information technology sector is a business sector that works with
computation and digital media. It provides hardware, software, and internet services
worldwide. All IT companies provide several services and support some may provide
hardware service, while others provide software services and others. IT products, software,
applications and websites, maintenance, and support for hardware devices, applications or
websites, consulting, and more are part of the IT industry.

If you will just look around and think how all the businesses around you are working then you
will come to know that most of the businesses are directly or indirectly utilizing IT services
for their business. IT sector involves many services which include data security, Managed IT
service, network support, Backup Recovery, cloud computing, and more.

Work of IT Companies

As IT professionals have knowledge of all IT factors and its pros and cons so they help and
advise you for your business management. They provide you information on the latest trends
and technology which will be useful to you for your business. Helps to organize and manage
your data, for securing your data, the cloud platform, also provides maintenance and
installation of hardware devices and software applications.

IT companies mainly provide you overall support for maintenance, security, guidance, and
helps you to grow your business. They make your work easy by offering different software
and tools. As we see that most of the businesses are now accepting e-payment to make the
process easy, fast, and safe. Similarly, people are moving towards online shopping for
convenience, and ordering foods online all these are possible because of the IT sector or IT
companies.

5
Major Information Technology Hubs

 Bangalore

 Chandigarh

 Chennai

 Hyderabad

 Pune

Industry Overview

The global information technology industry is on pace to reach $5.2 trillion in 2020,
according to the research consultancy IDC. The enormity of the industry is a function of
many of the trends discussed in this report. Economies, jobs, and personal lives are becoming
more digital, more connected, and more automated. Waves of innovation build over time,
powering the technology growth engine that appears to be on the cusp of another major step
forward.

6
 Introduction to Wipro Ltd.

Wipro Limited is a provider of IT services, including Systems Integration, Consulting,

Information Systems outsourcing, IT-enabled services, and R&D services. Wipro entered into
the technology business in 1981 and has over 160,000 employees and clients across 110
countries.

Wipro Limited is a market leading Information Technology, consulting and business process
services company. Wipro utilizes the power of analytics, robotics, cloud and other emerging
technologies to help clients spread across six different continents to adapt to the current
digital trend and help them thrive to success. Wipro has over 1,60,000 dedicated employees
serving together and building a bold and new future. The amount of revenue generated by
Wipro in the financial year 2017 is 848 crores USD.

Wipro (formerly, Western India Palm Refined Oil Limited, legally Wipro Limited) is an
Indian multinational corporation that provides information technology, consulting and
business process services. It is headquartered in Bangalore, Karnataka, India. In 2013, Wipro
separated its non-IT businesses and formed the privately owned Wipro Enterprises.
Headquarters of the company are in Bangalore, Karnataka, India. Wipro previously had a
tagline " Applying thought" from (1998-2017) but now it has been retired. In 2017 Wipro
Launched New Logo for new brand identity and rearticulated "Spirit of Wipro" to underscore
wipro's commitment to transformation & evolving client expectation.

Wipro History

Wipro Limited, also known as Western India Products Limited is an Indian information
technology company established by Mohamed Hashem Premji as 'Western India Vegetable
Products Limited' in 1945 which was later abbreviated to Wipro. It was previously set up as a
refined edible oil manufacturer in Amalner, Maharashtra. After Mohamed Premji's death in
1966 his son Azim Premji took in charge of the company at a young age of 21. The year
1980 marked the arrival of Wipro in the Information Technology domain.

7
Wipro Organization Heads

 Azim Premji is the chairman of Wipro Limited.

 Abidali Neemuchwala is the CEO of Wipro.
 Rishad Premji is the Chief strategy officer in Wipro.

Wipro's Vision

"To earn our clients' trust and maximize the value of their business by providing solutions
that integrate deep industry insights, leading technologies and best in class delivery process."

Wipro follow below principles

 Be passionate about client's success

 Be global and responsible

 Treat each person with respect

 Unyielding integrity in everything we do

Wipro Updates (2019-20)

 In February 2020, Wipro acquired Rational Interaction, a Seattle-based digital

customer experience consultancy.

 In 2019, Wipro Consumer Care and the Ang-Hortaleza Corporation signed a share
purchase agreement for the sale of 100% of the latter's stake in the personal care
business of Splash Corporation, the companies announced on Monday, 29
April. Wipro partnered with Moogsoft, an AIOps company.
Introduction to TCS

TATA Consultancy Services Limited (TCS) is an Indian multinational information

technology (IT) service and consulting company with headquartered in Mumbai,

8
Maharashtra, India. It is a subsidiary of Tata Group and operates in 149 locations across 46
countries. TCS is the largest Indian company by market capitalisation. Tata consultancy
services is now placed among the most valuable IT services brands worldwide. In 2015, TCS
was ranked 64th overall in the Forbes World's Most Innovative Companies ranking, making
it both the highest-ranked IT services company and the top Indian company.] It is the world's
largest IT services provider. As of 2018, it is ranked eleventh on the Fortune India 500 list. In
April 2018, TCS became the first Indian IT company to reach $100 billion market
capitalisation, and second Indian company ever (after Reliance Industries achieved it in
2007) after its market capitalisation stood at ₹6,79,332.81 crore ($102.6 billion) on
the Bombay Stock Exchange.

In 2016–2017, Parent company Tata Sons owned 72.05% of TCS; and more than 70% of Tata
Sons' dividends were generated by TCS. In March 2018, Tata Sons decided to sell stocks of
TCS worth $1.25 billion in a bulk deal. The tagline of the company is “Experience
Certainity”

Some important aspects related to TCS are mentioned below.

 TCS is one of the largest employers of women with 35.3% of women employees.
 TCS became the first Indian IT company to reach $100 billion market capitalization
with a value of $102.6 billion in Bombay Stock Exchange and a second Indian
company ever after the Reliance industries that achieved the same in 2007.
 TCS is ranked 10th on the Fortune India 500 list in 2018.
 It is the world's 9th largest IT service provider by revenue.
 TCS is ranked 64th overall in Forbes World's most innovative company ranking,
making it the highest-ranked IT services company ever.
 In the latest, TCS, the biggest software services company, has added 12,000 jobs in
the first quarter of 2019 and sent offer letters to 30,000 fresh graduates building the
employment level in the country

TCS Company Organization Heads

9
  N.Chandrasekaran is the chairman of the Tata consultancy services.

 Rajesh Gopinathan is the CEO and Managing Director of Tata Consultancy Services.

TCS Mission Statement

“To help customers achieve their business objectives by providing innovative, best-in-class
consulting, IT solutions and services & to make it a joy for all stakeholders to work with us.”

Products & Services Provided

TCS provides a wide range of information technology-related products and services including
application development, business process outsourcing, capacity planning, consulting,
enterprise software, hardware sizing, payment processing, software management, and
technology education services. The firm's established software products are TCS BaNCS and
TCS MasterCraft.

TCS Updates (2019-20)

 In May 2020, TCS launches AI-powered solution to defect wafer anomaly in

semiconductor manufacturing.
 In March 2020, TCS again became most valued India firm by market cap
 In November 2019, TCS won deal expansion with Phoenix Group, to take over
employees.

Introduction to HCL Technologies

HCL Technologies Limited, is an Indian multinational (IT) service and consulting company
headquartered in Noida, Uttar Pradesh. It is a subsidiary of HCL Enterprise. Originally
a research and development division of HCL, it emerged as an independent company in 1991
when HCL entered into the software services business. The company has offices in 44
countries including the United Kingdom, the United States, France, and Germany with a
worldwide network of R&D, "innovation labs" and "delivery centers", and 147,123

10
employees and its customers include 250 of the Fortune 500 and 650 of the Global 2000
companies.

It operates across sectors including aerospace and defense, automotive, banking, capital
markets, chemical and process industries, energy and utilities, healthcare, hi-tech, industrial
manufacturing, consumer goods, insurance, life sciences, manufacturing, media and
entertainment, mining and natural resources, oil and gas, retail, telecom, and travel,
transportation, logistics & hospitality.

HCL Technologies is on the Forbes Global 2000 list. It is among the top 20 largest publicly
traded companies in India with a market capitalisation of $21.5 billion as of May 2019. As of
September 2019, the company, along with its subsidiaries, had a consolidated revenue of $9.3
billion.

HCL History

In 1976, a group of six engineers, all former employees of Delhi Cloth & General Mills, led
by Shiv Nadar, started a company that would make personal computers. Initially floated as
Microcomp Limited, Nadar and his team started selling tele-digital calculators to gather
capital for their main product. On 11 August 1976, the company was renamed Hindustan
Computers Limited (HCL). On 12 November 1991, a company called HCL Overseas Limited
was incorporated as a provider of technology development services. It received the certificate
of commencement of business on 10 February 1992 after which it began its operations. In
July 1994, the company name was changed to HCL Consulting Limited and eventually to
HCL Technologies Limited in October 1999. L Technologies is one of the four companies
under HCL Corporation, the second company being HCL Infosystems. In February 2014
HCL launched HCL Healthcare. HCL TalentCare is the fourth and latest venture of HCL
Corporation. HCL Technologies began as the R&D Division of HCL Enterprise, a company
which was a contributor to the development and growth of the IT and computer industry in
India. HCL Enterprise developed an indigenous microcomputer in 1978, and a networking
OS and client-server architecture in 1983. On 12 November 1991, HCL Technologies was
spun off as a separate unit to provide software services.

11
HCL Organisaton Heads:

Founders - Shiv Nadar and Arjun Malhotra

Chairman and Chief Strategy Officer - Shiv Nadar

President & CEO - C Vijayakumar

Chief Financial Officer - Prateek Aggarwal

HCL- Mission Statement:

The mission statement is: We will be the employer of choice and the partner of choice by
focusing on our stated values of Employees First, Trust, Transparency, Flexibility and Value-
Centricity.

HCL Updates (2019-20)

 In June 2020, HCL Tech signs seven year exclusive partnership with Temenos.
 In May 2020, HCL acquires Cisco’s SON tech for $49 million; to boost 5G
tech deployment.

Introduction to Training

Training is teaching, or developing in oneself or others, any skills and knowledge or fitness
that relate to specific useful competencies. Training has specific goals of improving one's
capability, capacity, productivity and performance. It forms the core of apprenticeships and
provides the backbone of content at institutes of technology (also known as technical colleges
or polytechnics). In addition to the basic training required for a trade, occupation or
profession, training may continue beyond initial competence to maintain, upgrade and update
skills throughout working life. People within some professions and occupations may refer to
this sort of training as professional development. Training also refers to the development of

12
physical fitness related to a specific competence, such as sport, martial arts, military
applications and some other occupations.

Need for Training:

Every organization should provide training to all the employees irrespective of their
qualifications and skills.

Specifically the need for training arises because of following reasons:

 Environmental changes: Mechanization, computerization, and automation have

resulted in many changes that require trained staff possessing enough skills. The
organization should train the employees to enrich them with the latest technology and
knowledge.
 Organizational complexity: With modern inventions, technological upgradation, and
diver-sification most of the organizations have become very complex. This has
aggravated the problems of coordination. So, in order to cope up with the
complexities, training has become mandatory.
 Human relations: Every management has to maintain very good human relations,
and this has made training as one of the basic conditions to deal with human
problems.
 To match employee specifications with the job requirements and organizational
needs: An employee’s specification may not exactly suit to the requirements of the
job and the organization, irrespective of past experience and skills. There is always a
gap between an employee’s present specifications and the organization’s
requirements. For filling this gap training is required.
 Change in the job assignment: Training is also necessary when the existing
employee is promoted to the higher level or transferred to another department.
Training is also required to equip the old employees with new techniques and
technologies.

Types of Training:

13
Some of the commonly used training programs are listed below:

 Induction training: Also known as orientation training given for the new recruits in
order to make them familiarize with the internal environment of an organization. It
helps the employees to understand the procedures, code of conduct, policies existing
in that organization.
 Job instruction training: This training provides an overview about the job and
experienced trainers demonstrates the entire job. Addition training is offered to
employees after evaluating their performance if necessary.
 Vestibule training: It is the training on actual work to be done by an employee but
conducted away from the work place.
 Refresher training: This type of training is offered in order to incorporate the latest
development in a particular field. This training is imparted to upgrade the skills of
employees. This training can also be used for promoting an employee.
 Apprenticeship training: Apprentice is a worker who spends a prescribed period of
time under a supervisor.

Introduction to Rewards and Incentives

To manage employees effectively you must monitor and guide them toward success.
Rewarding and providing incentives to employees is a part of that process. Managers who
choose to ignore the concerns and needs of workers risk problems with low morale.

Rewards and incentives in the workplace have benefits for both employees and employers.
When recognized for stellar performance and productivity, employees have increased
morale, job satisfaction and involvement in organizational functions. As a result ,
employers experience greater efficiency and an increase in sales and productivity. Through
workplace rewards and incentives, employers and workers enjoy a positive and productive
work environment.

Rewards

14
A reward is a prize that you give to your employees for doing an exceptional job at work.
Rewards can be monetary -- cash or gift certificates -- or non-monetary. Non-monetary
rewards include plaques, parties or even just a pat on the back to say “great job.” The idea
is to show appreciation to the employee to encourage him to continue achieving.

Incentives

An incentive is a way to motivate employees to do a better job going forward. Offering an

incentive is like dangling a carrot in front of a rabbit — if he jumps higher, he can grab and
claim the carrot. Common incentives include offering sales commissions, stock options or
the promise of a bigger corner office. The idea is to encourage better performance from
workers who may not be meeting desired goals.

Difference between Rewards and Incentives

As employees look for ever more effective ways to motivate their workforces, the distinction
between ‘incentive’ and ‘reward’ can sometimes become a little blurred. Indeed, some
observers may even believe the two terms to be one and the same. However, this is not the
case – far from it in fact.

First off, let’s reacquaint ourselves with the definitions of these often misused words: The
definition of an incentive is: a thing that motivates or encourages one to do something. The
definition of a reward is: a thing given in recognition of service, effort, or achievement, or; a
fair return for good behaviour Put in simple terms, a reward is something which is actually
given to an employee, whereas an incentive is a motivating factor. For example, if you give
one of your employees a gift for their hard work, that is a reward. However, if that same
employee works hard and exceeds your expectations because of the thought of receiving a
reward, that is an incentive.

Employee incentives and rewards employee incentives and rewards can both be very effective
motivators when used appropriately. Indeed, even though they are very separate components,
effective staff incentives and rewards can help your business to maximize its performance and
realise its full potential.

15
Therefore, if you want to motivate your employees more effectively, you may well find
knowing the difference between incentives and rewards to be of great benefit.

Benefits of Rewards and Incentives

 Productivity

 Job Satisfaction

 Employee Retention

 Loyalty

Introduction to Organizational Learning

Organizational learning is the process of creating, retaining, and transferring knowledge

within an organization. An organization improves over time as it gains experience. From this
experience, it is able to create knowledge. This knowledge is broad, covering any topic that
could better an organization. Examples may include ways to increase production efficiency or
to develop beneficial investor relations. Knowledge is created at four different units:
individual, group, organizational, and inter organizational.

The most common way to measure organizational learning is a learning curve. Learning
curves are a relationship showing how as an organization produces more of a product or
service, it increases its productivity, efficiency, reliability and/or quality of production with
diminishing returns. Learning curves vary due to organizational learning rates. Organizational
learning rates are affected by individual proficiency, improvements in an organization's
technology, and improvements in the structures, routines and methods of coordination.

Importance of Organizational Learning

16
The importance of organizational learning is shown by the various benefits that occur in
organizations that develop a learning culture:

 Increased employee job satisfaction

 Lower turnover rates

 Increased productivity, profits and efficiency

 Developing leaders at all levels

 Enhanced adaptability throughout the organization

When organizations dedicate time and resources to developing a learning culture and
implementing organizational learning, they are more competitive.

This increased ability to react quickly to fast-changing market conditions is just one of the
reasons why organizational learning is important.

An organization that embraces the lessons that can be learned from failure and studies its own
processes will be an organization that contains more knowledge about best practices, and will
be much more able to adapt.

By creating an environment where all employees are teachers and students, there is an equal
exchange of information that allows each person to contribute in a substantial manner.

How can Managers promote Organizational Learning?

There are a number of steps managers can take to promote organizational learning.

 Create knowledge

17
  Retain the knowledge

 Transfer the knowledge

Introduction to Employee Creativity

The role of creativity for firms’ performance and growth can not be ignored in a competitive
dynamic environment. Researchers have suggested that creativity is the essential part for
organization’s survival and competency. Therefore, firms need creative employees to initiate
organizational innovation. Employee creativity is recognized as the key factor for generating
a competitive advantage. The role of employee creativity of the frontline employees is of
particular importance in the service firms as they serve as the boundary workers and enjoy
exclusive right to gather first hand market information. Further, frontline service employees
face customers with quite diverse needs implying that they need to be more innovative

Being creative at work generally means taking risks, which might make you hesitate. Fear of
the unknown is a powerful thing, especially when it means you might fail.

But here’s the thing: Creativity in the workplace is absolutely important. If you can apply
creative thinking to your everyday work life, you’ll find that not only will the day stop feeling
like drudgery, but you’ll be unlocking more meaningful results. And this doesn’t just go for
employees, but for managers as well–in fact, managers have the ability to be the conductors
of creativity in their staff. Sometimes it has to start from the top

18
What Managers Can Do

If you’re a manager and you can’t shake the feeling that your staff is uninspired and relying
on the same old concepts and solutions, then it’s time to start fostering creativity. Those who
have the tendency to feel stagnant and bored in their work will benefit deeply from learning
how to think creatively. Creativity and its importance in business points to four main creative
strengths that can be taught:

 Fluency: Coming up with more than one idea along the same topic or theme. Simple
exercises where employees are encouraged to come up with multiple uses for a single
ordinary object are a great way to encourage this skill.
 Flexibility: The same as above, but with creating multiple ideas across topics and
themes that may or may not be similar. This can help employees link together possible
ideas.
 Elaboration: Being able to add more details, viewpoints, and perspectives to existing
information. See if your employees can describe an experience using all of their
senses.
 Originality: Coming up with ideas that are unique and out of the ordinary. Try
holding semi-regular brainstorms with your staff and encouraging them to put down
all of their ideas, not just the ones that they’re already certain will work.

As the leader of the group, you can foster and nurture creative thinking in your employees,
but it’s also good to remember to recognize and praise it. It can be all too easy to turn down
an idea because you think it won’t work, but muffling the creative thinkers in your workplace
means that innovation will be stifled, and they’ll be less likely to keep coming up with new
and smart solutions. It’s not just the employees who shouldn’t be afraid to try new things and
possibly fail–it can be the managers as well.

“True business and marketing leaders embrace uncertainty and complexity as creative
catalysts that invite and, in fact, demand innovation. Creative leaders should view constraints
at every level as exciting challenges that release–not restrict–creative responses. Additionally,
creative leadership recognizes the risk in trying new things and doesn’t fear failure.”

19
The article goes on to emphasize that true leaders ought to recognize the “dreamers” and
creative people within the workplace and, rather than ostracize them, celebrate the unique
ways that they come up with ideas and solutions.

These days, creativity has become more important than ever in insuring that a workplace runs
happily and produces innovative concepts. It’s no joke that both employees and managers
should be using creativity to come up with new, brilliant ways to view projects and problems.

Theoretical Framework

Construct:

Assessing the impact of HR Interventions on Employee Creativity- A study of Indian IT

Industry

Independent Variables:

 HR Interventions (Training, Rewards & Incentives, Organizational Learning)

Dependent Variable:

 Employee Creativity

20
 Literature Review

Books

 Beri G.C1 (III Edition), “Marketing Research”

(This book tells about the Marketing research designs, the method for collecting
information, manages and implements the data collection process, analyses the results,
and communicates the findings and their implications)

 Sekaran Uma2 (IV Edition) “Research Methods for Business”

(This book tells about Elements of Research Design, Methods of Data Collection,
Sampling, Data Analysis & Interpretation. Business research methods include many
ways of gathering information about an industry, its competition or the opportunities
available that are relevant to conducting research. Some methods include scouring the
internet, collecting data at the library, interviewing customers, running surveys and
focus groups)

 Kothari C.R.3(II Revised Edition ),“Research Methodology Methods and

Techniques”
(This book provides us information to understand that research methodology is a way
to systematically solve the research problem. It may be understood as a science of
studying how research is done scientifically. In it we study the various steps that are
generally adopted by the researcher in studying his research problem along with logic
behind them)

21
 Gupta S.P.4, “Statistical Methods”
(This book helps us regarding the statistical tools and their limitations in different
fields. According to this book Statistical methods are mathematical formulas, models,
and techniques that are used in statistical analysis)

 Sharma D.D5 “Marketing Research”

(This book provides information regarding Marketing research that how it is
concerned with collection of market information systematically and impartially,
analysis and evaluation of relevant data and use such data for the benefit of the
organization)

 Luthans Fred6 (IXth Edition)“Organizational Behaviour”

(This book expedites the concept of Training which means teaching, or developing in
oneself or others, any skills and knowledge or fitness that relate to specific useful
competencies. Training has specific goals of improving one's capability, capacity,
productivity and performance.)

 Newstorm John W7 (2008), “Organizational Behavior, Human Behavior at Work”

(This book focuses on the Training which is defined as the process of learning the
skills you need to do a particular job or activity)

 Robbins Stephen8 (13th Edition), “Organization Behavior”

(This book helps in understanding the concept of Training which refers to the teaching
and learning activities carried on for the primary purpose of helping members of an
organization acquire and apply the knowledge, skills, abilities, and attitudes needed by
a particular job and organization.)

 Subarao P.9, “Organization Behavior”

22
 (This book helps in giving introduction to Rewards and Incentives which reveals that
a reward is something which is actually given to an employee, whereas an incentive is
a motivating factor.)

 Greenberg Jerald10 (VIIIth Edition), “Behavior in Organizations”

(This book helps to understand the Organizational Learning which is the process of
creating, retaining, and transferring knowledge within an organization.
An organization improves over time as it gains experience. From this experience, it is
able to create knowledge. This knowledge is broad, covering any topic that could
better an organization.)

 Lepak& Gowan11,“Human Resource Management”

(This book helps to enlighten the concept of Organizational Learning which is the
process by which an organization improves itself over time through gaining
experience and using that experience to create knowledge. The knowledge created is
then transferred within the organization.)

 Aquinas P G12, “Organization Behavior”

(This book helps in defining the importance of Organizational Learning which states
when organizations dedicate time and resources to developing a learning culture and
implementing organizational learning, they are more competitive. This increased
ability to react quickly to fast-changing market conditions is just one of the reasons
why organizational learning is important)

 Ashwathapa K.13 (VIIth Edition), “Organization Behavior”

(This book helps in defining Employee Creativity that refers to employees' generation
of novel and useful ideas concerning products, procedures, and processes at work. It
should be noted that creativity is examined through goal orientation.)

23
  Mc Shane L. Steven, Glinow Mary Ann Von & Sharma Radha R. 14 (IIIrd Edition),
“Organization Behavior”

(This book helps in giving an idea about the positive effects of Employee Creativity
include employees' generation of novel and useful ideas concerning products,
procedures, and processes at work. It should be noted that creativity is examined
through goal orientation.)

 V.S.P. Rao15,“Human Resource Management”

(This book helps in defining the conceptual framework of Employee Creativity, there
has been a lack of cohesive theoretical understanding of how employee
creativity operates and gets affected in organizations.)

 Kinicki and Krietner16 (VIIth Edition), “Organizational Behavior”

(This book helped in understanding the importance of Rewards and Incentives and
workplace. Incentives and rewards for stellar performances have benefits for both
employer and employees.)

 Pareek Udai17 (IInd Edition), “Organizational Behavior”

(The book explores the importance of Training. A training program allows you to
strengthen those skills that each employee needs to improve. A development program
brings all employees to a higher level so they all have similar skills and knowledge.
This helps reduce any weak links within the company who rely heavily on others to
complete basic work tasks.)

Journals/ Magazines:

 Chen, Y., & Zhang, L. (2019)18. Be creative as proactive? The impact of creative
self-efficacy on employee creativity: A proactive perspective. Current
Psychology, 38(2).

24
 (This paper assesses the association between creative self-efficacy and employee
creativity. Reasearch also consider how regulatory focus influences the intervening
role of feedback-seeking behavior in the creative self-efficacy employee creativity
relationship.)
 Yao, X., & Li, R. (2020)19. Big five personality traits as predictors of employee
creativity in probation and formal employment periods. Personality and Individual
Differences.
(This paper contribute to the creativity literature by showing that personality traits
may have different relationships with creative behavior at different job stages.
Puryear et al.'s (2017) meta-analysis showed a positive omnibus correlation between
extraversion and creativity , but research showed that extraversion is non
significantly correlated with creativity in probation stages.)

 Niks, I. M., de Jonge, J., Gevers, J. M., & Houtman, I. L. (2017) 20. Divergent
effects of detachment from work: a day-level study on employee
creativity. European Journal of Work and Organizational Psychology, 26(2).
(This study provides insight into the relation between detachment from work and
creativity from a process perspective, by showing specific conditions under which
different types of detachment from work benefit employee creativity).

 Hon, A. H., & Lui, S. S. (2016)21. Employee creativity and innovation in

organizations. International Journal of Contemporary Hospitality Management.
(This paper proposes a model that contributes to the development of a multilevel
conceptualization of organizational creativity in three aspects.)

 Dong, Y., Bartol, K. M., Zhang, Z. X., & Li, C. (2017) 22. Enhancing employee
creativity via individual skill development and team knowledge sharing: Influences
of dual‐focused transformational leadership. Journal of Organizational
Behavior, 38(3)

25
 (This paper revealed that the research developed and tested a multilevel model
connecting dual-focused transformational leadership (TFL) and creativity and
incorporating intervening mechanisms at the two levels.)

 Ding, G., Liu, H., Huang, Q., & Gu, J. (2019)23. Enterprise social networking usage
as a moderator of the relationship between work stressors and employee creativity: A
multilevel study. Information & Management, 56(8)s in Gendered Organizations:
Evidence From Korea. Public Personnel Management.
(This paper investigates how the relationships between the perceived work stressors of
employees (i.e., challenge and hindrance stressors) and their creativity are moderated
by team task- and relationship-oriented ESN usage.)

 Jaiswal, N. K., & Dhar, R. L. (2016)24. Fostering employee creativity through

transformational leadership: Moderating role of creative self-efficacy. Creativity
Research Journal, 28(3)
(This paper analyzes study highlights the importance of engaging employees when
making significant organizational changes, such as transitioning from traditional
work schedules to alternative schedules)

 Omilion-Hodges, L. M., & Ackerman, C. D. (2018)25. From the technical know-

how to the free flow of ideas: Exploring the effects of leader, peer, and team
communication on employee creativity. Communication Quarterly, 66(1), 38-57.
(This paper have examined how leaders foster creativity, researchers have
overlooked how communication between workgroup peers and teams cultivate
creative output).

 Tang, G., Yu, B., Cooke, F. L., & Chen, Y. (2017)26. High-performance work
system and employee creativity. Personnel Review.
(This Journal helps to examine the underlying mechanism through which high-
performance work system (HPWS) influences employee creativity. In addition, this

26
 paper aims to examine contingent factors in the relationship between perceived
organisational support and employee creativity).

 Jaiswal, D., & Dhar, R. L. (2017)27. Impact of human resources practices on

employee creativity in the hotel industry: The impact of job autonomy. Journal of
Human Resources in Hospitality & Tourism, 16(1).
(This article contributes to a better understanding of the effect of human resource
practices on the commitment level of employees working in the hotel industry and
provides evidence that commitment acts as a mediator between the factors of human
resources practices and employee creativity.)

 Kremer, H., Villamor, I., & Aguinis, H. (2019) 28. Innovation leadership: Best-
practice recommendations for promoting employee creativity, voice, and knowledge
sharing. Business Horizons, 62(1).
(This Journal offer evidence based recommendations for managers to become
innovation leaders by: (1) developing the right group norms, (2) designing teams
strategically, (3) managing interactions with those outside the team, (4) showing
support as a leader, (5) displaying organizational support, and (6) using performance
management effectively).

 Jiang, W., & Gu, Q. (2017)29. Leader creativity expectations motivate employee
creativity: a moderated mediation examination. The International Journal of Human
Resource Management, 28(5).
(This Journal helps revealed that creative self-efficacy mediated the positive
relationship between leader creativity expectations and employee creativity. By
integrating social cognitive theory and the interactionist perspective, we further
identified job involvement and job autonomy as personal and situational moderators
in the relationship between leader creativity expectations and employee creative
self-efficacy).

27
  Chang, Y. Y., & Shih, H. Y. (2019)30. Work curiosity: A new lens for
understanding employee creativity. Human Resource Management Review, 29(4).
(This paper advances the current understanding of curiosity by elucidating trends in
psychology research and how they can be applied to organizational contexts to shed
light on employees' creativity).

 Chaubey, A., & Sahoo, C. K. (2019) 31. Role of HR interventions in enhancing

employee creativity and organizational innovation: an empirical study. Industrial
and Commercial Training.
(The purpose of this paper is to investigate the influence of HR interventions
(rewards and incentives, training, organisational learning) on employee creativity to
enhance organisational innovation in connection to the Indian automobile
industries).

Weblinks

 (online available) https://en.wikipedia.org/wiki/Wipro32

(This weblink helps us in studying the Wipro (formerly, Western India Palm Refined
Oil Limited, legally Wipro Limited) is an Indian multinational corporation that
provides information technology, consulting and business process services. It is
headquartered in Bangalore, Karnataka, India. In 2013, Wipro separated its non-IT
businesses and formed the privately owned Wipro Enterprises.)

 (online available) https://en.wikipedia.org/wiki/HCL_Technologies33

(This weblink helps us in studying HCL Technologies Limited. It is
an Indian multinational information technology (IT) service and consulting company
headquartered in Noida, Uttar Pradesh. It is a subsidiary of HCL Enterprise.
Originally a research and development division of HCL, it emerged as an independent
company in 1991 when HCL entered into the software services business).

28
 (online available) https://www.linkedin.com/company/tata-consultancy-services34
(This weblink helps us in studying that TATA Consultancy Services Limited (TCS) is
an Indian multinational information technology (IT) service and consulting company
with headquartered in Mumbai, Maharashtra, India. It is a subsidiary of Tata
Group and operates in 149 locations across 46 countries.)

 (online available) https://en.wikipedia.org/wiki/Organizational_learning#.35

(This weblink helps us in studying that Organizational learning is the process of
creating, retaining, and transferring knowledge within an organization. An
organization improves over time as it gains experience. From this experience, it is able
to create knowledge. This knowledge is broad, covering any topic that could better an
organization. )

 (online available) https://www.yourarticlelibrary.com/training/3237436

(This weblink helps me to defined that Training constitutes a basic concept in human
resource development. It is concerned with developing a particular skill to a desired
standard by instruction and practice. Training is a highly useful tool that can bring an
employee into a position where they can do their job correctly, effectively, and
conscientiously.)

 (online available) https://www.ovationincentives.com/ 37

(This weblink helps us in studying that a reward is something which is actually given
to an employee, whereas an incentive is a motivating factor)

 (onlineavailable) https://www.degarmo.com/ 38

(This link provided information about Creativity refers to employees' generation of

novel and useful ideas concerning products, procedures, and processes at work. It
should be noted that creativity is examined through goal orientation.)

 (onlineavailable) https://en.wikipedia.org/wiki/Information_technology_in_India 39

29
 (This weblink helps us in studying that Information Technology in India is an industry
consisting of two major components: IT services and business process
outsourcing (BPO). The sector has increased its contribution to India's GDP from
1.2% in 1998 to 7.7% in 2017).

 (onlineavailable) https://www.ibef.org/industry/information-technology-india.aspx 40

(This weblink helps us in giving information that The global sourcing market in India
continues to grow at a higher pace compared to the IT-BPM industry. India is the
leading sourcing destination across the world)

Research Objectives

To Measure the impact of HR Interventions on Employee Creativity.

30
Research Questions:

 To identify the significant factors leading to Employee Creativity.

 To identify the significant factors of HR Interventions.
 To establish the reliability of collected data with respect to HR Interventions and
Employee Creativity i.e. do they all truly represent the universe or not.
 To measure the predictive value of in HR Interventions context to Employee
Creativity

Research Methodology

To carry out the research, the researcher has used the following research methodology.

Research Design

31
The researcher has used the following framework of research design:

Table-1
Research Methodology

Purpose of the Study Descriptive

Type of Investigation Causal

Study Setting Non Contrived

Time Horizon Cross-Sectional

Measurement And Scaling Modified 4-Point Likert Scale

32
Purpose of the Study:

The present study has been Descriptive in nature, as it seeks to study previous findings in
new contexts in terms of respondents group, industry and geography with a new Likert scale.

Type of Investigation:
The present study is Causal relationship because the researcher has attempted to find out the
cause and effect relationship of HR Interventions on Employee Creativity.

Time Horizon:
The study is Cross-Sectional as data has been collected at one time duration.

Study Setting:
The study setting is Non-Contrived as the study has been carried out in natural environment
and no researcher interference has been there in data collection

Measurement & Scaling:-

Four point Likert (Interval) Scaling has been used for conducting the survey to analyze the
impact of HR Interventions on Employee Creativity using following measures and scale:

Measures:
 Training (adapted from the Birdi et al. (2012) )
 Rewards and Incentives (adapted from the Yoon and Choi (2010) )
 Organizational Learning (adapted from the Garcia-Morales et al. (2006) and
Calantone et al. (2002) )
 Employee Creativity (adaptd from Jiang et al. (2012) )

Scale: 4 – Strongly Agree, 3 -Agree, 2 - Disagree, 1 – Strongly Disagree

Hypothesis Developing and Testing2, 4

H1: There is a Positive significant impact of Training on Employee Creativity.

33
Interpretation
As per coefficient of regression analysis (Appendix-v), Training was found to be significant
positive impact on Employee Creativity.

H2: There is a Positive significant impact of Rewards and Incentives on Employee Creativity.

Interpretation
As per coefficient of regression analysis (Appendix-v), Rewards and Incentives were found to
be significant positive impact on Employee Creativity.

H3: There is a Positive significant impact of Organizational Learning on Employee

Creativity.

Interpretation
As per coefficient of regression analysis (Appendix-v), Organizational Learning was found to
be significant positive impact on Employee Creativity.

34
 Sample and Sampling Design

Population : Unknown
Sampling Method : Non Probability
Sample Unit : Employees working in IT Industry
Sampling Size : 143 Respondents
Sampling Technique : Convenience Sampling
Sampling Area : Mumbai

Table-2
Sample Calculation
Construct No. of Item No. of Observation Proposed Sample
Item
Training 4 15 60

Rewards and 8 15 120

Incentives
Organizational 6 15 90
Learning
Employee Creativity 6 15 90

(Source: Siddiqui.2013)

35
 Pilot testing

A pilot study is a dress referral of the full project, including a questionnaire and other aspects.
The questions that are not providing useful results or which are difficult to understand are
discarded. In the present study, the researcher undertook pilot study to develop final
questionnaire. The Pilot was carried out on 53 respondents.

 for Pilot : Reliability Test

 Sample taken : 53 Respondents

Reliability Statistics

1. Training
Table-3
Training Reliability

Case Processing Summary

Reliability Statistics N %
Cases Valid 53 100.0 Cronbach's
Excludeda 0 .0 Alpha N of Items
Total 53 100.0 .802 4
a. Listwise deletion based on all
variables in the procedure.

Interpretation:

By applying reliability statistics on variables, the value of Cronbach’s Alpha was .802 which
was greater than .70 which satisfied the condition that a scale should consistently reflect the
construct it is measuring.

2. Rewards and Incentives

36
 Table-4
Rewards and Incentives Reliability

Case Processing Summary

Reliability Statistics N %
Cases Valid 53 100.0 Cronbach's
Excludeda 0 .0 Alpha N of Items
Total 53 100.0 .909 8
a. Listwise deletion based on all
variables in the procedure.

Interpretation:

By applying reliability statistics on variables, the value of Cronbach’s Alpha has been found
to be 0.909 which is greater than .70 which satisfied the condition that a scale should
consistently reflect the construct it is measuring.

3. Organizational Learning
Table-5
Organizational Learning Reliability

Case Processing Summary

N %
Reliability Statistics
Cases Valid 53 100.0
Excludeda 0 .0 Cronbach's
Alpha N of Items
Total 53 100.0
.887 6
a. Listwise deletion based on all
variables in the procedure.

Interpretation:

37
 By applying reliability statistics on variables, the value of Cronbach’s Alpha has been found
to be 0.887 which is greater than .70 which satisfied the condition that a scale should
consistently reflect the construct it is measuring.

4. Employee Creativity
Table-6
Employee Creativity Reliability

Case Processing Summary

N %
Reliability Statistics
Cases Valid 53 100.0
Cronbach's
Excludeda 0 .0
Alpha N of Items
Total 53 100.0
.908 6
a. Listwise deletion based on all
variables in the procedure.

Interpretation:

By applying reliability statistics on variables, the value of Cronbach’s Alpha has been found
to be 0.909 which is greater than .70 which satisfied the condition that a scale should
consistently reflect the construct it is measuring.

38
 Data Collection2

After the research problem has been identified and selected, the next step is to gather the
requisite data. While deciding about the method of data collection to be used for, the
researcher should keep in mind two types of data: primary and secondary.

In the present study researcher has made use of the primary data which has been collected
through observation & personal interview along with the secondary data which has been
collected from company’s website and from their records, books, magazines, newspapers and
journals.

Observation
Personal Interview
Primary

• HR Manuals
• Magazines
Secondary • Internet
• Books

Flowchart for Selection of Statistical Tools1, 2

39
How to choose statistical tool

40
Statistical Tools1, 2, 3, 4

41
Statistical tools helped the researcher to correctly analyze the data. The researcher has used
the SPSS 23.0 (Statistical Package for Social Sciences) software for analysis of the data.

The following tools have been used by the researcher:-

 Descriptive Statistics
 Reliability Statistics
 Correlation Analysis
 Regression Analysis

Descriptive Statistics

Table-7
Descriptive statistic

42
 Descriptive Statistics
Std.
N Minimum Maximum Mean Deviation
Gender of the respondents 143 1 2 1.67 .471
Age group of the respondents 143 1 4 3.57 .774
Education Qualification of the respondents 143 1 2 1.27 .443
Name of the company in which respondents are
143 1 3 2.34 .855
working
Training taught me how to come up with more
143 1 4 2.92 .761
varied solutions to problems.
Training improved my motivation to come up with
143 1 4 2.97 .716
new ideas at work.
Training increased the number of ideas i have had at
143 1 4 2.92 .797
work about improving products or work processes.
Training Increased the number of my ideas that
143 1 4 2.94 .753
were put into practice.
When I perform creative work, it affects my
143 1 4 2.87 .936
promotion.
When I perform creatively, I receive financial
143 1 4 2.88 .931
rewards, such as incentives or bonuses.
If I suggest new ideas for tasks, this approach
143 1 4 2.87 .921
influences my performance evaluation.
I get recognized by my supervisor when I suggest
143 1 4 3.13 .780
new ideas for the task.
My coworkers recognize me when I perform
143 1 4 3.58 .726
creatively at work.
When an employee exhibits creative performance,
my company offers some treats such as a 143 1 4 3.61 .639
celebration dinner.
When I perform creatively at work, my company
143 1 4 3.57 .736
offers corresponding benefits in return.
When I perform creatively at work, my manager or
143 1 4 3.38 .759
the top management compliments me publicly.
There is an expectation to develop new skills,
capabilities and knowledge that is directed towards 143 1 4 3.44 .828
supporting innovation in this organization.

43
Organization has formal mechanisms to guarantee
the sharing of the best practices among the different 143 1 4 3.41 .780
fields of the activity.
Whether the organization had acquired much new
143 1 4 3.19 .864
and relevant technological knowledge.
Whether the organization’s members had acquired
143 1 4 3.19 .872
some critical technological capacities and skills.
Whether the organizational improvements had been
influenced by new technological knowledge 143 1 4 3.20 .858
entering the organization.
Whether the organization was a learning
143 1 4 3.17 .799
organization.
Suggests new ways to increase quality. 143 1 4 3.19 .787
Is a good source of creative ideas. 143 1 4 3.17 .796
Is not afraid to take risks. 143 1 4 2.97 .671
Promotes and champions ideas to others. 143 1 4 3.01 .622
Exhibits creativity on the job when given the
143 1 4 2.95 .685
opportunity to.
Develops adequate plans and schedules for the
143 1 4 3.00 .661
implementation of new ideas.
Valid N (listwise) 143

Interpretation:

After applying Descriptive Statistics, the mean value is approx 3 and standard deviation is
approx 70% of mean which shows that there is no ceiling effect and flooring effect. This is a
clear indication that there is a variance response of all the respondents of given questionnaire.

Reliability Statistics

Table- 8
Reliability Statistics-

44
 Case Processing Summary
Reliability Statistics
N %
Cases Valid 143 100.0
Excluded 0
a
.0
Total 143 100.0
a. Listwise deletion based on all
variables in the procedure.

45
 Cronbach's
Alpha N of Items
.948 24

Interpretation:

By applying reliability statistics, the value of Cronbach’s Alpha has been found to be 0.948
which is greater than 0.70 which satisfy the condition that a scale should consistently reflect
the construct it is measuring.

Item Statistics
Std.
Deviatio
Mean n N
Training taught me how to come up with more varied solutions to
2.92 .761 143
problems.
Training improved my motivation to come up with new ideas at work. 2.97 .716 143
Training increased the number of ideas i have had at work about
2.92 .797 143
improving products or work processes.
Training Increased the number of my ideas that were put into practice. 2.94 .753 143
When I perform creative work, it affects my promotion. 2.87 .936 143
When I perform creatively, I receive financial rewards, such as
2.88 .931 143
incentives or bonuses.
If I suggest new ideas for tasks, this approach influences my
2.87 .921 143
performance evaluation.
I get recognized by my supervisor when I suggest new ideas for the
3.13 .780 143
task.
My coworkers recognize me when I perform creatively at work. 3.58 .726 143
When an employee exhibits creative performance, my company offers
3.61 .639 143
some treats such as a celebration dinner.

46
When I perform creatively at work, my company offers corresponding
3.57 .736 143
benefits in return.
When I perform creatively at work, my manager or the top
3.38 .759 143
management compliments me publicly.
There is an expectation to develop new skills, capabilities and
knowledge that is directed towards supporting innovation in this 3.44 .828 143
organization.
Organization has formal mechanisms to guarantee the sharing of the
3.41 .780 143
best practices among the different fields of the activity.
Whether the organization had acquired much new and relevant
3.19 .864 143
technological knowledge.
Whether the organization’s members had acquired some critical
3.19 .872 143
technological capacities and skills.
Whether the organizational improvements had been influenced by new
3.20 .858 143
technological knowledge entering the organization.
Whether the organization was a learning organization. 3.17 .799 143
Suggests new ways to increase quality. 3.19 .787 143
Is a good source of creative ideas. 3.17 .796 143
Is not afraid to take risks. 2.97 .671 143
Promotes and champions ideas to others. 3.01 .622 143
Exhibits creativity on the job when given the opportunity to. 2.95 .685 143
Develops adequate plans and schedules for the implementation of new
3.00 .661 143
ideas.

Correlation
Table-9
Correlation

Correlations
Rewards Organizatio Employee
Training n al Creativity
& Incentives Learning
Training Pearson
1 .878** .763** .839**
Correlatio
n

47
 Sig. (2-tailed) .000 .000 .000
N 143 143 143 143
Rewards & Incentives Pearson
.878** 1 .740** .812**
Correlation
Sig. (2-tailed) .000 .000 .000
N 143 143 143 143
Organizational Pearson
.763** .740** 1 .741**
Learning Correlation
Sig. (2-tailed) .000 .000 .000
N 143 143 143 143
Employee Creativity Pearson
.839** .812** .741** 1
Correlation
Sig. (2-tailed) .000 .000 .000
N 143 143 143 143
**. Correlation is significant at the 0.01 level (2-tailed).

Interpretation:

 There is a positive correlation between Training and Employee Creativity. After

applying correlation we get the value .839 which shows that there is a high degree of
positive correlation between Training and Employee Creativity.

 There is a positive correlation between Rewards and Incentives and Employee

Creativity. After applying correlation we get the value .878 which shows that there is
a high degree of positive correlation between Rewards and Incentives and Employee
Creativity.

 There is a positive correlation between Organizational Learning and Employee

Creativity. After applying correlation we get the value .763 which shows that there is
a high degree of positive correlation between Organizational Learning and Employee
Creativity.

48
 Regression
Regression analysis tool is used to quantify the impact of independent variable on dependent
variable. Researcher has applied this tool to measure the effect of independent variables on
dependent variables

Step 1: Assumption for Regression

(a) Data is metric

(b) Linear relationship among variable

49
 In below mentioned study the researcher found that the data is metric as it is measured using a
Likert scale. Further, after applying regression analysis it was found that there is a linear
relationship amongst various variables of the study.

Table-10
Model Summary
Model Summaryb

Change Statistics
R
Squa Adjusted Std. Error of F Sig.
Model R re R the Estimate R Square Change Change df1 df2
Square F
Change
1 .862
a .744 .738 .25638 .744 134.532 3 139 .000

a. Predictors: (Constant), Organizational Learning, Rewards & Incentives, Training

b. Dependent Variable: Employee Creativity

This table shows that Organizational Learning, Rewards & Incentives and Training have
73.8% impact on Employee Creativity.

50
Step 2: Model fit
Table-11
Coefficients

Coefficientsa

Unstandardized Standardize
Coefficients d
Coefficients
Model t Sig.
B Std. Error Beta

1 (Constant) .697 .156 4.481 .000

Training .418 .089 .452 4.708 .000

Rewards & Incentives .258 .088 .271 2.939 .004

Organizationa
.123 .043 .196 2.871 .005
l Learning

a. Dependent Variable: Employee Creativity

Employee Creativity = 0.697 + 0.418 (Training) + 0.258 (Rewards and Incentives) + 0.123
(Organizational Learning)

This shows that if Employee Creativity increases by 100% then Training increase by 41.8%,
Rewards and Incentives increase by 25.8%, and Organizational Learning increase by 12.3%.

Step 3: Checking for efficiency of model

H0= Training, Rewards and Incentives and Organizational Learning insignificantly influences
Employee Creativity.

H1= Training, Rewards and Incentives and Organizational Learning significantly influences
Employee Creativity.

51
From table no. 10, it is clearly evident that Training, Rewards and Incentives and
Organizational Learning influences Employee Creativity. 73.8% variation in Employee
Creativity is explained by the model.

Step 4: Significance of efficiency

H0= Model is not a good fit model

H1= Model is a good fit model

Table-12
ANOVA

ANOVAa
Sum of Mean
Model Squares df Squar F Sig.
e
1 Regression 26.528 3 8.843 134.532 .000b
Residual 9.136 139 .066
Total 35.664 142
a. Dependent Variable: Employee Creativity
b. Predictors: (Constant), Organizational Learning, Rewards & Incentives,
Training

By Referring to ANOVA table, the P value (Significance value) is less than 0.05, which
shows that Model is a good fit model.

Step 5: BLUE (Best Linear and Unbiased estimates)

Table-13
Residuals Statistics

Residuals Statisticsa
Minimu Maxim Std.
m um Mean Deviatio N
n
Predicted Value 2.1713 3.8909 3.4755 .43222 143

52
 Residual -.76814 .82874 .00000 .25365 143
Std. Predicted
-3.018 .961 .000 1.000 143
Value
Std. Residual -2.996 3.233 .000 .989 143
a. Dependent Variable: Employee Creativity

The model checks for residual analysis after satisfying following conditions:

1) Residuals are normally distributed

2) Residuals has mean value 0

3) Independent variables are independent amongst themselves.

Limitations of the Study

However, the researcher has tried her best in collecting the relevant information for research
report, yet there have been some problems faced by the researcher. The prime difficulties
which researcher has faced in collection of information are discussed below:

53
 1. Small sample size: Only 143 respondents have been chosen, which is a small number
to represent whole of the population. Hence, the results cannot be generalized.
2. Unwillingness of respondents: While collecting the data many employees were
unwilling to fill the questionnaire. Respondents were having a feeling of wastage of
time for them.
3. Limited area for research: The area for study has been restricted only to Mumbai
because of which the findings may have a limited value.
4. Respondents’ bias: There has been biasness in the responses given by respondents
due to fear of losing their positions.
5. Researcher’s bias: There may be biasness on the part of researcher while collecting
data and selecting the sample.

Data Analysis2

Sample Profiling:

Age

54
Gender

Education Level

55
Name of the Organisation

Sample is characterized by:

 68.53% respondents belonging to the age group 50 and above.
 25.17% respondents belonging to the age group between 40-50 years.
 0.70% respondents belonging to the age group between 30-40 years.
 5.6% respondents belonging to the age group between 20-30 years.
 Out of the total respondents 67.13% respondents are Female.
 Out of the total respondents 32.87% respondents are Male.

56
  26.57% respondents are Post Graduates.
 73.43% respondents are Under Graduates.
 25.17%respondents belong to Wipro Ltd.
 16.08%respondents belong to TCS.
 58.74%respondents belong to HCL Technologies.

Cross Tabulations

Gender with Training

Table- 14
(Gender with Training)

57
 Gender of the respondents * Training Crosstabulation
Training
Disagre Strongl
e Agree y Agree Total
Gender of the respondents Male Count 0 20 27 47
% within Gender
0.0% 42.6% 57.4% 100.0%
of the respondents
% within Training 0.0% 32.3% 34.6% 32.9%
% of Total 0.0% 14.0% 18.9% 32.9%
Residual -1.0 -.4 1.4
Std. Residual -1.0 -.1 .3
Female Count 3 42 51 96
% within Gender
3.1% 43.8% 53.1% 100.0%
of the respondents
% within Training 100.0% 67.7% 65.4% 67.1%
% of Total 2.1% 29.4% 35.7% 67.1%
Residual 1.0 .4 -1.4
Std. Residual .7 .1 -.2
Total Count 3 62 78 143
% within Gender
2.1% 43.4% 54.5% 100.0%
of the respondents
% within Training 100.0% 100.0% 100.0% 100.0%
% of Total 2.1% 43.4% 54.5% 100.0%

58
 Interpretation: Majority of the Male respondents strongly agree that their organization
provides proper training to the employees related to their job.

Gender with Rewards and Incentives

Table 15
(Gender with Rewards and incentives)

Gender of the respondents * Rewards & Incentives Crosstabulation

Rewards & Incentives
Strongl
Disagree Agree y Agree Total
Gender of Male Count 0 20 27 47
the % within Gender of
0.0% 42.6% 57.4% 100.0%
respondents the respondents
% within Rewards &
0.0% 33.3% 33.3% 32.9%
Incentives
% of Total 0.0% 14.0% 18.9% 32.9%
Residual -.7 .3 .4
Std. Residual -.8 .1 .1
Female Count 2 40 54 96

59
 % within Gender of the
2.1% 41.7% 56.3% 100.0%
respondents
% within Rewards &
100.0% 66.7% 66.7% 67.1%
Incentives
% of Total 1.4% 28.0% 37.8% 67.1%
Residual .7 -.3 -.4
Std. Residual .6 .0 -.1
Total Count 2 60 81 143
% within Gender of the
1.4% 42.0% 56.6% 100.0%
respondents
% within Rewards &
100.0% 100.0% 100.0% 100.0%
Incentives
% of Total 1.4% 42.0% 56.6% 100.0%

Interpretation: Majority of the Male respondents strongly agree that their organization gives
them proper rewards and incentives for the work done and their work is appreciated.

60
 Gender with Organizational Learning

Table 16

(Gender with Organizational Learning)

Gender of the respondents * Organizational Learning Crosstabulation

Organizational Learning
Strongly
Disagree Disagree Agree Strongly Agree Total
Gender Male Count 0 11 18 18 47
of % within
Gender of
0.0% 23.4% 38.3% 38.3% 100.0%
the the
responde respondents
nt %
0.0% 64.7% 27.3% 33.3% 32.9%
within
Organization
al Learning
% of Total 0.0% 7.7% 12.6% 12.6% 32.9%
Residual -2.0 5.4 -3.7 .3
Std. Residual -1.4 2.3 -.8 .1
Female Count 6 6 48 36 96
% within
Gender of
6.3% 6.3% 50.0% 37.5% 100.0%
the
respondents
%
100.0% 35.3% 72.7% 66.7% 67.1%
within
Organization
al Learning
% of Total 4.2% 4.2% 33.6% 25.2% 67.1%
Residual 2.0 -5.4 3.7 -.3

61
 Std. Residual 1.0 -1.6 .6 .0
Total Count 6 17 66 54 143
% within
Gender of
4.2% 11.9% 46.2% 37.8% 100.0%
the
respondents
% within
Organization 100.0% 100.0% 100.0% 100.0% 100.0%
al Learning
% of Total 4.2% 11.9% 46.2% 37.8% 100.0%
(Gender with Organizational Learning)

Interpretation: Majority of the Female respondents agree that there is a scope to learn while working in
their organization.

62
Gender with Employee Creativity
Table 17
(Gender with Employee Creativity)

Gender of the respondents * Employee Creativity Crosstabulation

Employee Creativity
Strongl
Agree y Agree Total
Gender of the respondents Male Count 21 26 47
% within Gender
44.7% 55.3% 100.0%
of the respondents
% within
Employe 28.0% 38.2% 32.9%
e
Creativity
% of Total 14.7% 18.2% 32.9%
Residual -3.7 3.7
Std. Residual -.7 .8
Female Count 54 42 96
% within Gender
56.3% 43.8% 100.0%
of the respondents
% within
Employe 72.0% 61.8% 67.1%
e
Creativity
% of Total 37.8% 29.4% 67.1%
Residual 3.7 -3.7
Std. Residual .5 -.5
Total Count 75 68 143
% within Gender
52.4% 47.6% 100.0%
of the
respondents
% within
Employe 100.0% 100.0% 100.0%
e
Creativity
% of Total 52.4% 47.6% 100.0%

63
Interpretation: Majority of the Female respondents agree that their organization put efforts
to increase creativity of their employees.

64
 Age with Training
Table 18
(Age with Training)

Age group of the respondents * Training Crosstabulation

Training
Strongl
Disagree Agree y Agree Total
Age group of 20-30 Count 0 2 6 8
the respondents % within Age group of
0.0% 25.0% 75.0% 100.0%
the respondents
% within Training 0.0% 3.2% 7.7% 5.6%
% of Total 0.0% 1.4% 4.2% 5.6%
Residual -.2 -1.5 1.6
Std. Residual -.4 -.8 .8
30-40 Count 0 0 1 1
% within Age group of
0.0% 0.0% 100.0% 100.0%
the respondents
% within Training 0.0% 0.0% 1.3% 0.7%
% of Total 0.0% 0.0% 0.7% 0.7%
Residual .0 -.4 .5
Std. Residual -.1 -.7 .6
40-50 Count 0 17 19 36
% within Age group of
0.0% 47.2% 52.8% 100.0%
the respondents
% within Training 0.0% 27.4% 24.4% 25.2%
% of Total 0.0% 11.9% 13.3% 25.2%
Residual -.8 1.4 -.6
Std. Residual -.9 .4 -.1
50 and above Count 3 43 52 98
% within Age group of
3.1% 43.9% 53.1% 100.0%
the respondents
% within Training 100.0% 69.4% 66.7% 68.5%

65
 % of Total 2.1% 30.1% 36.4% 68.5%
Residual .9 .5 -1.5
Std. Residual .7 .1 -.2
Total Count 3 62 78 143
% within Age group of
2.1% 43.4% 54.5% 100.0%
the respondents
% within Training 100.0% 100.0% 100.0% 100.0%
% of Total 2.1% 43.4% 54.5% 100.0%

Interpretation: Majority of the respondents between age group 50 and above strongly agree
that their organization provide proper training to their employees related to their job.

66
Age with Rewards and Incentives
Table 19
(Age with Rewards and Incentives)

Age group of the respondents * Rewards & Incentives Crosstabulation

Rewards & Incentives
Strongl
Disagree Agree y Agree Total
Age 20-30 Count 0 2 6 8
group of % within Age group
0.0% 25.0% 75.0% 100.0%
the of the respondents
responde % within Rewards &
rs 0.0% 3.3% 7.4% 5.6%
Incentives
% of Total 0.0% 1.4% 4.2% 5.6%
Residual -.1 -1.4 1.5
Std. Residual -.3 -.7 .7
30-40 Count 0 0 1 1
% within Age group
0.0% 0.0% 100.0% 100.0%
of the respondents
% within Rewards &
0.0% 0.0% 1.2% 0.7%
Incentives
% of Total 0.0% 0.0% 0.7% 0.7%
Residual .0 -.4 .4
Std. Residual -.1 -.6 .6
40-50 Count 0 17 19 36
% within Age group
0.0% 47.2% 52.8% 100.0%
of the respondents
% within Rewards &
0.0% 28.3% 23.5% 25.2%
Incentives
% of Total 0.0% 11.9% 13.3% 25.2%
Residual -.5 1.9 -1.4
Std. Residual -.7 .5 -.3
50 and above Count 2 41 55 98

67
 % within Age group of
2.0% 41.8% 56.1% 100.0%
the respondents
% within Rewards &
100.0% 68.3% 67.9% 68.5%
Incentives
% of Total 1.4% 28.7% 38.5% 68.5%
Residual .6 -.1 -.5
Std. Residual .5 .0 -.1
Total Count 2 60 81 143
% within Age group of
1.4% 42.0% 56.6% 100.0%
the respondents
% within Rewards &
100.0% 100.0% 100.0% 100.0%
Incentives
% of Total 1.4% 42.0% 56.6% 100.0%

Gender * Job Satisfaction Crosstabulation

68
Interpretation: Majority of the respondents between age group 50and above agree that their
organization gives them proper rewards and incentives for the work done and their work is
appreciated.

Age with Organizational Learning

Table20
(Age with Organizational Learning )

Age group of the respondents * Organizational Learning Crosstabulation

Organizational Learning
Strongly Strongl
Disagree Disagree Agree y Agree Total

69
20-30 Count 0 2 0 6 8
% within Age group of
0.0% 25.0% 0.0% 75.0% 100.0%
the respondents
% within Organizational
0.0% 11.8% 0.0% 11.1% 5.6%
Learning
% of Total 0.0% 1.4% 0.0% 4.2% 5.6%
Residual -.3 1.0 -3.7 3.0
Std. Residual -.6 1.1 -1.9 1.7
30-40 Count 0 0 0 1 1
% within Age group of
0.0% 0.0% 0.0% 100.0% 100.0%
the respondents
% within Organizational
0.0% 0.0% 0.0% 1.9% 0.7%
Learning
% of Total 0.0% 0.0% 0.0% 0.7% 0.7%
Residual .0 -.1 -.5 .6
Std. Residual -.2 -.3 -.7 1.0
40-50 Count 0 11 15 10 36
% within Age group of
0.0% 30.6% 41.7% 27.8% 100.0%
the respondents
% within Organizational
0.0% 64.7% 22.7% 18.5% 25.2%
Learning
% of Total 0.0% 7.7% 10.5% 7.0% 25.2%
Residual -1.5 6.7 -1.6 -3.6
Std. Residual -1.2 3.2 -.4 -1.0
50 and above Count 6 4 51 37 98
% within Age group of
6.1% 4.1% 52.0% 37.8% 100.0%
the respondents
% within Organizational
100.0% 23.5% 77.3% 68.5% 68.5%
Learning
% of Total 4.2% 2.8% 35.7% 25.9% 68.5%
Residual 1.9 -7.7 5.8 .0
Std. Residual .9 -2.2 .9 .0

70
Total Count 6 17 66 54 143
% within Age group of
4.2% 11.9% 46.2% 37.8% 100.0%
the respondents
% within Organizational
100.0% 100.0% 100.0% 100.0% 100.0%
Learning
% of Total 4.2% 11.9% 46.2% 37.8% 100.0%

Interpretation: Majority of the respondent between the age group 50and above years agree
that that there is a scope to learn while working in their organization i.e organizational
learning is there.

71
Age with Employee Creativity
Table 21
(Age with Employee Creativity)

Age group of the respondents * Employee Creativity Crosstabulation

Employee Creativity
Strongl
Agree y Agree Total
Age group 20-30 Count 2 6 8
of % within Age group of
25.0% 75.0% 100.0%
the respondents
the % within Employee
2.7% 8.8% 5.6%
respondent Creativity
% of Total 1.4% 4.2% 5.6%
Residual -2.2 2.2
Std. Residual -1.1 1.1
30-40 Count 0 1 1
% within Age group of
0.0% 100.0% 100.0%
the respondents
% within Employee
0.0% 1.5% 0.7%
Creativity
% of Total 0.0% 0.7% 0.7%
Residual -.5 .5
Std. Residual -.7 .8

72
 40-50 Count 18 18 36
% within Age group of
50.0% 50.0% 100.0%
the respondents
% within Employee
24.0% 26.5% 25.2%
Creativity
% of Total 12.6% 12.6% 25.2%
Residual -.9 .9
Std. Residual -.2 .2
50 and above Count 55 43 98
% within Age group of
56.1% 43.9% 100.0%
the respondents
% within Employee
73.3% 63.2% 68.5%
Creativity
% of Total 38.5% 30.1% 68.5%
Residual 3.6 -3.6
Std. Residual .5 -.5
Total Count 75 68 143
% within Age group of
52.4% 47.6% 100.0%
the respondents
% within Employee
100.0% 100.0% 100.0%
Creativity
% of Total 52.4% 47.6% 100.0%

73
Interpretation: Majority of the respondents between the age group 50 and above agree that their workplace has
space of employee creativity in order to provide employees with the opportunity to nourish themselves.

Results and findings

74
The following are the major findings of the study:

 After applying Descriptive Statistics, the mean value is approx 3 and standard
deviation is approx 70% of mean which shows that there is no ceiling effect and
flooring effect. This is a clear indication that there is a variance response of all the
respondents of given questionnaire.
 By applying reliability statistics, the value of Cronbach’s Alpha has been found to be
0.948 which is greater than 0.70. It means that data under study is reliable and sample
is true representative of the population.
 By applying Correlation Analysis, There is a positive correlation between Training
and Employee Creativity. After applying correlation we get the value .839 which
shows that there is a high degree of positive correlation between Training and
Employee Creativity.
 By applying Correlation Analysis, There is a positive correlation between Rewards
and Incentives and Employee Creativity. After applying correlation we get the value
.878 which shows that there is a high degree of positive correlation between Rewards
and Incentives and Employee Creativity.

 By applying Correlation Analysis, There is a positive correlation between

Organizational Learning and Employee Creativity. After applying correlation we get
the value .763 which shows that there is a high degree of positive correlation between
Organizational Learning and Employee Creativity.

 By applying Regression Organizational Learning, Rewards & Incentives and Training

have 73.8% impact on Employee Creativity.

75
 Employee Creativity = 0.697 + 0.418 (Training) + 0.258 (Rewards and Incentives) +
0.123 (Organizational Learning) This shows that if Employee Creativity increases by
100% then Training increase by 41.8%, Rewards and Incentives increase by 25.8%,
and Organizational Learning increase by 12.3%.
 68.53% respondents belonging to the age group 50 and above.
 25.17% respondents belonging to the age group between 40-50 years.
 0.70% respondents belonging to the age group between 30-40 years.
 5.6% respondents belonging to the age group between 20-30 years.
 Out of the total respondents 67.13% respondents are Female.
 Out of the total respondents 32.87% respondents are Male.
 26.57% respondents are Post Graduates.
 73.43% respondents are Under Graduates.
 25.17%respondents belong to Wipro Ltd.
 16.08%respondents belong to TCS.
 58.74%respondents belong to HCL Technologies.
 Majority of the Male respondents strongly agree that their organization provides
proper training to the employees related to their job.

 Majority of the Male respondents strongly agree that their organization gives them
proper rewards and incentives for the work done and their work is appreciated.

 Majority of the Female respondents agree that there is a scope to learn while working
in their organization i.e organizational learning is there.

 Majority of the Female respondents agree that their workplace has space of employee
creativity in order to provide employees with the opportunity to nourish themselves..
 Majority of the respondents between age group 50 and above strongly agree that their
organization provide proper training to their employees related to their job.
 Majority of the respondents between age group 50and above agree that their
organization gives them proper rewards and incentives for the work done and their
work is appreciated.

76
 Majority of the respondent between the age group 50and above years agree that that
there is a scope to learn while working in their organization i.e organizational learning
is there.
 Majority of the respondents between the age group 50 and above agree that their
workplace has space of employee creativity in order to provide employees with the
opportunity to nourish themselves.

77
 CONCLUSION

After applying Descriptive Statistics, the mean value is approx. 3 and standard
deviation is approx. 70% of mean which shows that there is no ceiling effect and
flooring effect. This is a clear indication that there is a variance response of all the
respondents of given questionnaire. By applying reliability statistics, the value of
Cronbach’s Alpha has been found to be 0.948 which is greater than 0.70. It means that
data under study is reliable and sample is true representative of the population. By
applying Correlation Analysis, There is a positive correlation between Training and
Employee Creativity. After applying correlation we get the value .839 which shows
that there is a high degree of positive correlation between Training and Employee
Creativity. By applying Correlation Analysis, There is a positive correlation between
Rewards and Incentives and Employee Creativity. After applying correlation we get
the value .878 which shows that there is a high degree of positive correlation between
Rewards and Incentives and Employee Creativity.

78
 Policy Implications

Policy implications are the probable outcomes resulting from the implementation of
recommendations. To increase HR interventions in turn employee creativity, researcher has
given following policy implications:

 The Management should provide benefits to the employees so that they are happy and
satisfied in their job.
 Management should increase the flexibility in the organization so that employees can
work with full dedication and can satisfy with the organization to achieve the goal set.
 Organization should increase the positivity so to accept the favourable change in the
climate of the organization.
 Provide a break in between the works so that the commitment towards a particular
work can be completely with the effectiveness of an employee.

Recommendations

79
The researcher has proposed recommendations which are purely suggestive; the applicability
of the same would depend up on the changes in the environment, the planning premises and
resource availability.

 Teach employees to own their career development. Highly-structured, one-size-fits-all

learning programs don’t work anymore. Individuals must own, self-direct, and control
their learning futures.
 An organization must create a positive work culture in which employees feel happy to
be part of the organization, they feel motivated and encouraged to share news ideas
and facilitate communication with the management without fear of being
misunderstood.
 Organizations should consider culture when managing change or implementing new
processes or practices. Organizational culture is multidimensional and can have
subcultures beneath the dominant culture.
 Spend a lot of time on training your employees. By investing time in training, you
make sure that they know everything they’re supposed to, and that they operate the
way you’d want them to.
 Put the company’s mission and vision in the spotlight. All of your employees should
be completely aware of your strategy, since it will create a stronger bond between the
company and its employees. Then everyone will know what they’re working on, and
how it’s impacting the company.

80
 Bibliography

Books

1. Beri G.C (IV Edition), “Marketing Research”.

2. Sekaran Uma(IV Edition) “Research Methods for Business.

3. Kothari C.R. (II Revised Edition ),“Research Methodology Methods and Techniques.

4. Gupta S.P., “Statistical Methods”.

5. Sharma D.D“Marketing Research”.

6. Luthans Fred(IXth Edition)“Organizational Behavior”.

7. Newstorm John W, “Organizational Behavior.

8. Robbins Stephen(13th Edition), “Organization Behaviour”.

9. Subaro P., “Organization Behaviour”.

10. Greenberg Jerald(VIIIth Edition), “Behaviour in Organizations”.

11. Lepak&Gowan, “Human Resource Management”.

12. Aquinas P G, “Organization Behaviour”Excel Books.

13. Ashwathapa K.(Vth Edition), “Organization Behaviour”.

14. Mc Shane L. Steven, Glinow Mary Ann Von & Sharma Radha R.“Organisational
Behaviour”.

15. V.S.P. Rao, “Human Resource Management”.

16. Kinicki and Krietner.(VIIth Edition), “Organizational Behaviour”.

81
 17. PareekUdai(IInd Edition), “Organizational Behaviour”.

Journals/ Magazines:

18. Chan, X. W., Kalliath, T., Brough, P., Siu, O. L., O’Driscoll, M. P., &Timms, C.
(2016).Work–family enrichment and satisfaction: The mediating role of self-efficacy
and work–life balance. The International Journal of Human Resource Management.

19. Pasamar, S., & Valle, R. (2015). Antecedents of work–life involvement in work–life
issues: institutional pressures, efficiency gains or both? The International Journal of
Human Resource Management.

20. Russo, M. (2015). Work–home enrichment and health: An analysis of the mediating
role of persistence in goal striving and vulnerability to stress. The International Journal
of Human Resource Management.

21. Kotey, B., & Sharma, B. (2016). Predictors of flexible working arrangement
provision in small and medium enterprises (SMEs). The International Journal of
Human Resource Management.

22. Kim, H., & Gong, Y. (2017). Effects of work–family and family–work conflicts on
flexible work arrangements demand: a gender role perspective. The International
Journal of Human Resource Management.

23. Yun, J. A., Lee, Y., &Mastracci, S. (2019). The Moderating Effect of Female
Managers on Job Stress and Emotional Labor for Public Employees in Gendered
Organizations: Evidence From Korea. Public Personnel Management.

82
24. Wadsworth, L. L., & Facer, R. L. (2016). Work–family balance and alternative work
schedules: Exploring the impact of 4-day workweeks on state employees. Public
Personnel Management.

25. Shevchuk, A., Strebkov, D., & Davis, S. N. (2019). The Autonomy Paradox: How
Night Work Undermines Subjective Well-Being of Internet-Based Freelancers.

26. Radcliffe, L. S., &Cassell, C. (2015). Flexible working, work–family conflict, and
maternal gatekeeping: The daily experiences of dual‐earner couples. Journal of
Occupational and Organizational Psychology.

27. Odle‐Dusseau, H. N., Matthews, R. A., & Wayne, J. H. (2018). Employees’

financial insecurity and health: The underlying role of stress and work–family conflict
appraisals. Journal of Occupational and Organizational Psychology.

28. Holland, P., &Bardoel, A. (2016). The impact of technology on work in the twenty-
first century: exploring the smart and dark side.

29. Stavrou-Costea, E., Casper, W. J., &Ierodiakonou, C. (2015). Support for part-time
work as a channel to female employment: the moderating effects of national gender
empowerment and labour market conditions.

30. Bal, P. M., & De Lange, A. H. (2015). From flexibility human resource management
to employee engagement and perceived job performance across the lifespan: A
multisample study. Journal of Occupational and Organizational Psychology.

83
 31. Biswas, S., &Bhatnagar, J. (2013). Mediator analysis of employee engagement: role
of perceived organizational support, PO fit, organizational commitment and job
satisfaction. Vikalpa,

Weblinks:

32. https://en.wikipedia.org/wiki/Wipro

33. https://en.wikipedia.org/wiki/HCL_Technologies

34. https://www.linkedin.com/company/tata-consultancy-services

35. https://en.wikipedia.org/wiki/Organizational_learning#.

36. https://www.yourarticlelibrary.com/training/32374

37. https://www.ovationincentives.com/

38. https://www.degarmo.com/

39. https://en.wikipedia.org/wiki/Information_technology_in_India

40. https://www.ibef.org/industry/information-technology-india.aspx

84
 Appendix i - Questionnaire

(This information is sought for academic purposes only. The details of the respondents and the
organization would be kept highly confidential. Your cooperation is solicited)

Demographic Information

1. Name of the Respondent

2. Age (Mark at the appropriate place)

20-30 30-40 40-50 Above 50

3. Gender (Mark at the appropriate place)

Male Female

4. Name of the Organization (Mark at the appropriate place)

Wipro Ltd. TCS HCL
Technologies

3. Education Qualification (Mark at the appropriate place)

85
 Under Graduate Post Graduate

Training

Sr. # Items Strongly Disagree Agree Strongly

Disagree Agree

1 Training taught me how to come up with (1) (2) (3) (4)

more varied solutions to problems.

2 Training improved my motivation to come (1) (2) (3) (4)

up with new ideas at work.

3 Training increased the number of ideas I (1) (2) (3) (4)

have had at work about improving
products or work processes.

4 Increased the number of my ideas that (1) (2) (3) (4)

were put into practice.

Rewards and Incentives

86
Sr. # Items Strongly Disagree Agree Strongly
Disagree Agree

1 When I perform creatively, I receive (1) (2) (3) (4)

financial rewards, such as incentives or
bonuses.

2 When I perform creative work, it affects (1) (2) (3) (4)

my promotion.

3 If I suggest new ideas for tasks, this (1) (2) (3) (4)
approach influences my performance
evaluation.

4 I get recognized by my supervisor when I (1) (2) (3) (4)

suggest new ideas for the task.

5 My coworkers recognize me when I (1) (2) (3) (4)

perform creatively at work.

6 When an employee exhibits creative (1) (2) (3) (4)

performance, my company offers some
treats such as a celebration dinner.

7 When I perform creatively at work, my (1) (2) (3) (4)

company offers corresponding benefits in
return.

87
 8 When I perform creatively at work, my (1) (2) (3) (4)
manager or the top management
compliments me publicly.

Organizational Learning

Sr. # Items Strongly Disagree Agree Strongly

Disagree Agree

1 There is an expectation to develop new (1) (2) (3) (4)

skills, capabilities and knowledge that is
directed towards supporting innovation in
this organization.

2 Organization has formal mechanisms to (1) (2) (3) (4)

guarantee the sharing of the best practices
among the different fields of the activity.

3 Whether the organization had acquired (1) (2) (3) (4)

much new and relevant technological
knowledge.

4 Whether the organization’s members (1) (2) (3) (4)

had acquired some critical technological
capacities and skills.

5 Whether the organizational (1) (2) (3) (4)

improvements had been influenced by

88
 new technological knowledge entering
the organization.

6 Whether the organization was a learning (1) (2) (3) (4)

organization.

Employee Creativity

Sr. # Items Strongly Disagree Agree Strongly

Disagree Agree

1 Suggests new ways to increase quality. (1) (2) (3) (4)

2 Is a good source of creative ideas. (1) (2) (3) (4)

3 Is not afraid to take risks. (1) (2) (3) (4)

4 Promotes and champions ideas to (1) (2) (3) (4)

others.

5 Exhibits creativity on the job when (1) (2) (3) (4)

given the opportunity to.

6 Develops adequate plans and schedules for (1) (2) (3) (4)
the implementation of new ideas.

89
90