study of Effectiveness of IT Management in

Large Organisations in Pune

CHAPTER 4

DATA ANALYSIS
&

INTERPRETATION
 Chapter 4

Data Analysis And Interpretation

This chapter presents the analysis and interpretation of the data collected for this

study. A detailed questionnaire was carried out to obtain information about the IT

management practices in large organizations in Pune. The survey instrument was

prepared in consultation with the experts in the field. A series of hypotheses were

formulated to test different issues as discussed in previous chapter, relating to IT

Management, Data Management, Hardware and Software, People Management,

Network Management and Security Management.

The data was collected from organisations belonging to different sectors such as

Banking, Manufacturing, Insurance, Information Technology, Pharma and Others.

Following are the research findings from the survey conducted.

4.1 IT Management

IT Management is an important occupation followed by organisations in all sectors.

Hence in the survey conducted it was necessary to find the importance of IT

management to achieve the goals and objectives.

i56
4.1,1 Importance of IT management in achieving the goals and Objectives of the
organization^

Importance of IT Management
• Very Important • Important

Figure 1.1 Pie chart showing Importance of IT Management

Observation It was observed in Figure 1.1 that 90% of the respondents mentioned

that their organisations consider IT management as Very Important to achieve the

goals and Objectives of the organization.

Since the respondents mentioned that importance of IT Management is highly

essential the researcher felt the need for measuring the effectiveness of IT

Management.

157
4.1,2 Need for Measuring the effectiveness of IT Management in Organisations

Important to measure Effectiveness

• Very Important • Important

Figure 1.2 Pie chart showing the need for Measuring the effectiveness of IT

Management in organizations

Observation Figure 1.2 shows that 77% of the respondents agreed that need for

measuring the effectiveness of IT management is very important. Therefore the

survey further highlights various issues in IT Management.

158
4.1.3 Top 10 Issues of IT management faced by Managers.

Concern Rating %
a).IT and Business Alignment 1 27

b) Lack of Appropriate skills to connect 2 11

organization and IT strategy

c)Lack of Appropriate Technical Skills 3 9

Among IS Staff Members
d)Budget/Cost Constraints 4 9

e) Lack of Corporate Commitment to 5 9

Awareness of IS

f) Inability to keep pace with rapid 5 9

advancements with technology

g) Reducing the cost of business 6 8

h) Security and Privacy 7 8

i) Making better use of IT 8 6

j)Lack of service orientation 9 4

Table 4.1

Observation The top ten issues of IT Management are listed in the Table 4.1. The

respondents were asked to rate the issues pertaining to IT Management. The following

three issues were given highest rating, a).IT and Business Alignment b) Lack of

Appropriate skills to connect organization and IT strategy c)Lack of Appropriate

Technical Skills Among IS Staff Members.

The researcher felt the need to find out to whom the Senior most IS executive reports

regarding the IT management reports.

.59
4.1.4 To whom the Senior most IS executive report to?

I CEO,COO,Presiclent

ICFO

Senior Staff executive

I Other

Figure 1.3 Senior most IS executive report

Observation 1) It was observed that 71% of all the IT management functions are

reported to either the CEO, COO, or the President of the organization. This means

that Top Management are equally aware of all the IT reports generated in the

organizations.

2)16% respondents mentioned that IT management functions are reported to CFO

(Chief Financial Officer) and 7% report to other senior staff. Only 6% report to

others.

In continuation to the reporting of IT management strategies, the researcher felt it is

needed to find what is the involvement of the IT staff in the organisations strategic

plan. In this regard the respondents were asked to give a rating of 1-Highly Involved,

2- Moderately Involved, 3-Somewhat Involved, 4- Not Involved.

160
4.1.5 Involvement of IT management Team in the development of the
3rganisations Development Plan

IT Management Involved In the Strategic plan

I Highly Invloved • Moderately Involved Somewhat Involved

Figure 1.4 Pie chart showing IT Management involved in the Strategic plan

Observation It was observed that 55% of the IT management is highly involved in

the development of the organisation's strategic plan. 29% were moderately involved

and 16% were somewhat involved. Thus we conclude that IT is no longer used as

support management, but is used as a stratgic function.

During the survey the researcher made an attempt to find the involvement of the IT

Management team in outsourcing their IT Management actvities.

161
4.1.6 Outsourcing IT Management

Outsourcing IT Management

IT Auditing

Training Needs

Hiring Competent people

Network Management • No

• Yes
Data Administration

Hardware Mainetenance

IT Planning

10 15 20 25 30

Figure 1.5 Bar chart showing Outsourcing IT Management

Observation Figure ] .5 shows that Outsourcing is an important practice carried out

in the areas of IT Auditing, Training, and Hardware Maintenance, Hiring Competent

people is quiet regularly outsourced as 21 organisations agree to the same. 20

organisations comment that they outsource their IT planning, whereas 19

organisations comment they outsource their Data administration.

Thus we conclude that Outsourcing your IT Management, encourages you to focus on

your core business activities.

162
4.2 Data Management
Data management is the function that provides access to data, performs or monitors

the storage of data, and controls input/output operations.The objective of this analysis

given below is to find the practices followed by organisations pertaining to Data

Management.
4.2.1 What do you think of the level of service which your data group is
currently providing? (1= Very Poor, 5 = Excellent)

Response Rating in %
Excellent 23
Very Good 48
Good 29
Average 0
Poor 0

Table 4.2 Data group Service Level

Observation: In the above question the respondents were asked to rate the level of

service of the data group. The rating were done on a scale of 1- Very Poor, 2-

Average, 3-Good, 4- Very Good, 5- Excellent. It was observed 48% organisations

rated the level of service to be very good, whereas 29% rated as good and 23% rated

as execellent. Thus verifying that the level of service of the data management group is

appropriate, data being the life blood of the organisation if not handled properly may

lead to many issues pertaining to data management.

163
4.2.2 Major issues of data management faced by organizations.

Issues of Data Management Average Rating

1 .Data overflow-hardware does not support
the immense data 5.8
2.Constantly changing pltforms 4
3.Data recovery 2.8
4.Increasing data volumes 2.3
5.Lack of trained people 2.9
6.Inefficient use of resources 3.2
7.Data security 1.8
S.Auditibility 3.4
9.Low leverage of data assets 1.2
10.Decentralised Data Management 0.4
Table 4.3 Major issues of data management
Observation : Table 4.3 shows the major issues in Data Management , the question

was rated on the scale of 1 to 10 where 1 -Low and 10 - High. The respondents had

given Data overflow -hardware does not support the immense data as the highest

rating. The next in order was to constantly changing platforms, followed by

Auditibility. It is observed that the issues may be due to poor database design that

does not support large database handling. Another reason observed was that the

Software in use is old and not compatible to support enhancements warranted due to

changing business needs.

164
4.2.3 Does the organization effectively manage the following kind of data in the
organization? a) Online Data b) E-niail c)Eniployee Data d) Customer Data

Managing Data
I Disagree • Neutral Agree • Strongly agree

3%

Figure 2.1 Pie Chart showing Managing Data

Observation Figure 2.1 shows that the respondents were asked to give a rating of 1-

Disagree, 2-Neutral, 3- Agree, 4-Strongly Agree. Percentage of reviews is more

towards the left side which means that the organisation strongly agrees to managing

their data effectively.

4.2.4 What is the total capacity of disk storage managed by IT at your

organization
Total Capacity Response in %
More than 100 TB 45
More than 1000 TB 26
More than 10000TB 10
Don't Know 19
Table 4.4. Total Capacity of Disk Storage

Observation It is observed in Table 2.2 that about 45% of the organisations store

more than 100 Terabytes of data, whereas 26% of the organisation confess that they

store more than 1000 Terabytes of data , 10% of the organisations claim thay store

more than 10000 Terabytes of data, and 19% of organisations are unaware of the data

storage capacity.

165
4,2.5 Indicate whether your organization has the following data-related groups?

DataFdelated §;roups
26
18
20

_ _ _ ,

Central IT group for Data policy group IT governance

data committee

No of respondents=31

Figure 2.2 Data Related Groups

Observation It is observed in Figure 2.2 that out of the 31 organisations surveyed, 26

organisations have a Central IT group for data handling, 20 organisations have a Data

policy group and 18 organisations agree that they a IT governance committee.

Having Data related groups helps the organisation to handle data efficiently.

166
4.2.6 What are the barriers to invest in data management activities in your
organization

Barriers of Data Management

Current data practices are good enough

Difficulty developing policies and procedures

Resistance from data owners

Lack of organisation's leadership support

Lack of guidance from organisation's strategic.

Decentralised nature of the data to be managed

Decentralised/Informal structure

Lack of expertise staff

Structure pf funding incentives

Lack of funds 12

10 12 14

No of respondents=31
Figure 2.3 Barriers to Data Management
Observation In Figure 2.3, the respondents had rated Lack of funds at the top most

barrier, followed by structure of funding incentives and decentralised nature of the

data to be management.Data barrier is particularly associated with increased costs

relative to hardware, software, associated maintenance, administration and services.

167
4.2.7 How well do you rate the quality of the data within your organisation ?

Quality of data In the organisation

I Its Perfect

I Its pretty good, with few problems

I Most of the data sources are very good, but some are a complete mess

3%

Figure 2,4 Quality of data in the organisation

Observation In Figure 2.4 it is observed that 71% of the organisation state that the

quality of data in the organisation is pretty good with few problems. Thus we

conclude that clear management responsibilities should be established within the

organization. A data policy group should handle the Data quality in the organisation.

4.2,8 How long would it take for your organization to successfully rename an
important column (eg Firstname) in one of the primary tables(eg Customer)
within your main database?

single Day within a week Within a month Within 3 tongerthan3

months months

No of re.spondents=31
Figure 2.5 Renaming a column
Observation It is observed in Figure 2.5 that 16 of the respondents agree that the

organisation successfully renames a column within a single day, whereas 9 of the

168
respondents agree that they rename a column within a week. This is done because the

organisations have specialised people who handle data related issues.

4.2.9 Does the IT department provide a service level agreement(SLA) pertaining

to database performance?

SLA for Database Performance

lyes Bno don't know

Figure 2.6 SLA for Database Performance

Observation The above figure states that 61% of reviews is more towards the right

side which means that the organisation affirm that they provide a SLA(Service Level

Agreement) for database performance.

169
4.2.10 Does the IT department provide an SLA pertaining to database
availability ?

SLA for Database Availability

• Yes • No Don't Know

^^^^^^^^^H

Figure 2.7 SLA for Database Performance

Observation It is observed from the above Figure that 65% of reviews is tiUed more

towards the right side which means that the organisation affirm that they provide a

SLA for database availability. It is necessary to sign an SLA if the Data Management

is outsourced to vendors

4.2.11. Do you have quality improvement programs in your organisations

Quality Improvement Programs

iYes • No

Figure 2.8 Quality Improvement programs

170
Observation It is observed from Figure 2.8 that 65% of the organisations surveyed

report that have quality improvement drives. The reason of having continuous quality

improvement prorgams is that the responsibility and tools pertaining to data quality

remains in the hands of data owners and data stewards.

4.2.12 What strategy, if any, does your organization have for addressing the

existing problems in the data sources?

Problems regarding Data quality

15

No Data A few Data Problems are Database

quality quality rectified refactoring
problems problems strategy uses

No of respondents=31
Figure 2.9 Problems regarding Data Quality
Observation It is observed from Figure 2.9 that 15(48%) organisations out of 31

surveyed has no data quality problems, 13(41 %) organisations have a few data quality

problems, 1 organisation comment that the data quality are rectified, and 2

organisation confirm that they have a database refactoring strategy in place to evolve

the data sources overtime. Poor quality data, if not identified and corrected, can have

siginificant negative economic and social impacts on the health of the organization.

171
4.2.13 Does the organisation have data stewards' council?

Data Stewards Council

• Yes • No

Figure 2.10 Data Stewards Council

Observation It is observed from the above Figure that 58% of the organisations

confirm that they have Data stewards council. Organisations need to define the roles

and responsibilities within the organization that are accountable for the data. The

organization may include several different roles at different levels, involving both

business and IT personnel - from executive councils to day4o-day implementers,

such as data stewards and data analysts.

4.2.14 What is the role of this data stewards'council?

Role of Data stewards

• Provides advice • Sets policy Sets priority

36% ^^Sk

^^^^^S^^Q^^^

Figure 2.11 Role of Data Stewards

172
Observation The survey shows that 36% of data stewards are responsible for

providing advice and involved in setting the priority pertaining to data. 28% data

stewards council sets policy pertaining to data in the organisation. Having a data

stewards council ensures the reliability, scalability and performance required to run

mission-critical enterprise systems.

4.2.15 Does the organization have a governance structure for setting data access
poHcy?

Figure 2.12 Governance Structure

Observation It is observed from Figure 2.12 that 87% organisations report that they

have a good governance structure which is responsible for setting policies.

Organisations should have well-defined policies governing data assets which should

be communicated to data managers

173
4.2.16 How often is backup taken in your organization ?

Data Retrival Frequency

Quartely

Monthly 1 23

No of respondents=31

Figure 2.13 Data Retrival Frequency

Observation The survey results shows the frequency of backup taken, 23(74%) of

organisations show that they follow a monthly backup strategy, whereas 8(26%)

organisations state that they take quarterly backup. Backup should be regular practice

followed by organisations.

4.2,17 What is the storage media for these backups?

Data Storage Media

26% 1 | ^ ^ ^ ^ ^ ^ ^ ^
-

B M B _ ^^^^^a • Tapes

• Online

• Other
H 40% '^^^^^^^M

Figure 2.14 Data Storage Media

174
Observation The above Figure shows the Data Storage Media used in organisations.

It is observed that 40% of the organisations store data online, whereas 34%

organisation use Data Tapes for storing data, and 26% organisations use other media

like HDD, DVD,NAS. It is observed that centralized data storage reduces the

problems of information loss or theft.

4.3 Hardware and Software Management

4.3.1 For how many years has the organization been fully automated.?

Fully Automation
No of years No of Organisations
Less than 10 years 12
10 years 04
10-20 years 14
20-30 years 01
Table 4.5 Automation in the organization

Fully Automation

Less than 10 10 years 10 - 20 years 20-30 years

years

No of respondents=31

Figure 3.1 shows the number of years the organisation was fully automated.

175
4.3.2 What is the approximate hardware investment in your organization in the
last 5 years?

Hardware Investment

• Below 50 crores

• Above 50 crores

• Don't know

Figure 3.2 Pie Chart of Hardware investment

Observation :It is observed 32% of the organizations surveyed invest above 50 crores

in their hardware, followed by 55% of the organisations who invest below 50 crores.

Investment in hardware incurs, muUiple processes like initial cost of equipment,

hardware, equipment rental costs, equipment service and maintenance, and recurring

costs of IT systems.

4.3.3 What is the approximate software investment in your organization in the

ast 5 years?
Software Investment

Over 10 crores Below 10 crores Below 5 crores

No of respondents=31

Figure 3.3 Software investment

176
Observation It is observed that 12(39%) organisations invest over 10 crores in

Software while 9 (29%) organisations invest below 10 crores and 10(32%)

organisations invest below 5 crores

4.3.4 What is the approximate investment on internet connectivity in your

organization in the last 5 years?

Over 10 lakhs Below 10 lakhs Below 5 lakhs

upto 5 lakhs

No of respondents=31

Figure 3.4 Approximate investment on internet connectivity

Observation : 19(61%) organisations out of the 31 organisations surveyed claim that

their Internet Connectivity Investments amounts to above 10 lakhs.

4.3.5.What is the Annual Budget for your j)rganisation ?

Annual Budget

• Over 50 crores
• Below 50 crores upto 25 crores
Below 25 crores upto 5 crores
10%
13%

Figure 3.5. Pie Chart of Annual IT Budget in the organisation

177
Observation It is observed that 77% organisations have an annual IT budget of over

50 crores and 13% have an annual budget between 50 to 25 crores

4.3.6 When was the last investment made on hardware purchases for your
organisation?
Last Investment on Hardware Purchases

0-1 year 1-2 year 2-5 year

No of respondents=3I

Figure 3.6 Bar Chart of Hardware Purchases

Observation About 23(74%) organisations claim that their hardware purchases are

done every year, about 5(16%) organisations, invest within 1 to 2 years and about

3(9%) organisations invest on their hardware infrastructure within a span of 2 - 5

years. Thus we conclude most of IT departments are constantly evolving their

infrastructure and services to keep pace with an ever-changing technology landscape.

178
4.3.7 What are the different kind of reports going to the management regarding
hardware in the organisation ?

Hardware Reports

utilization report

Availability report

Hardware error report

No of respondents=31

Figure 3.7 Bar Chart of routine Hardware Reports

Observation It is observed that 23(74%) organisations send their hardware reports

pertaining to Utilization and Availability and 17 organisations send reports pertaining

to hardware error to Management. Routine reports help the management to face

problems like reasons of hardware failure, poor usability, performance problems.

4.3.8 When was the last investment made on software upgrades for the
organisation?

Investment on Software Upgrades

10-1 year • 1-2 years 2-5 years • 5 years and above

Figure 3.8 Pie chart showing the Investment on Software Upgrades

179
Observation It is observed from the above Figure that 74% of the organisations

upgrade their software within a year.This is to keep upbreast with frequent changing

technology.

4.3.9 On whose advice are technological upgrades done in organisation?

Technology Advisor

14
12

i - i A- 4
; / ^o<?- .<? .e.-
.«><^"

No of respondents=31

Figure 3.9 Chart showing the Technological Upgrades in the organisation

Observation It is observed from the above Figure that 14(41%) organisations

consider the Supplier as the Technology advisor, followed by 12(38%) organisations

who depend upon the Consultant as the Technology advisor.

4.3.10 Who looks into the maintenance of the technology in your organization?

Maintenance of Technology

In-house Personnel • Third-Party Supplier

Figure 3.10 Maintenance of Technology

i80
Observation It is observed that 39% of the organisations have a in4iouse team for the

maintenance of their technology, 35% of the organisations agree that the maintenance

is done by the third-party, and 26% claim that the technology is maintained by the

supplier. As observed in the findings large organisations have well developed in-

house staff to maintain their technology. It is also observed that the organisations who

have outsourced their maintainance depend on the third-party and supplier.

4.3.11 Are there any problems with technological upgrades?

No of respondents=31

Figure 3.11 Technological Upgrades Problems

Observation It is observed that 22(70%) organisations studied have no technological

problems, this is due to a well developed and competent in^iouse team.

181
4.3.12 What nature^re the problems related to technological upgrades?
Technical Problems

Technical Staff Availability

Software Problems

Hardware Problems

Administrative Problems

Financial/Budget constraints

Figure 3.12 Bar chart showing Technical problems

Observation The above question was rated on the scale of 1 to 5 where 1 -Low and

10 - High. Average rating score was calculated and accordingly the respondents had

rated Financial and Budget constraints as the highest problem. The next problem rated

was that of administrative problems and software, hardware and Technical staff

availability was rated equal score.

4.3.13 How often does your work get held up because of down-time of
computerized environment ?
Downtime of work

• Very Frequently

• Frequently

Very less

• Not at all

• During Installation

Figure 3.13 Pie chart showing the Frequency of Downtime of Work

Observation In this question the respondents were asked to give a rating of 1- Very

frequently, 2- frequently, 3- Very less, 4-Not at all 5-During Installation. Percentage

182
of reviews observed was Very less that is 87% organisations faced very less down

time. Thus it can concluded due to efficient staff this problem can be overcomed.

4.3.14 On what factors would / do you benchmark your organisation?

Factors of Benchmarking

Satisfied users •

Knowledgable and trained staff

Hi-end teclinology

Excellent ambience
i
High quality Information Resource

Figure 3.14 Bar chart showing the Factors of Benchmarking

Observation The above figure shows the factors of Benchmarking followed by

organisations. The respondents were asked to rate the preferance 1-5, How and 5-

high. The results shows that the average highest score was given to 2 factors ,

Satisfied users and Knowledgable and trained staff. Equal score was given to

Execellent ambience, Hi-end technology amd high quality information resource.

4.3.15 Are you aware of the Balanced Scorecard approach for servicing the user
efficiently and increasing the organizational effectiveness?

Balance Scorecard Awareness

YES
A
NO

No of respondents=31

Figure 3.15 Chart showing Balance Scorecard Awareness

183
Observation The above figure shows that 19(61%) organisations out of the 31

organisations surveyed claim that they are aware of the Balance scorecard. With a

balanced scorecard, organisations can empower their board, CEO, CIO, executive

management, and business and IT participants by providing them the information that

is needed to act and achieve a better fusion between business and IT and,

consequently, reach better results

4.3.16 How do you agree with the following statement "The IT staff understands
the organisation's strategy with reference to the Balanced Scorecard system in
the organisation"?

No of respondents=31

Figure 3.16 Bar Chart showing Awareness of Balance Scorecard by IT Staff

Observation In this question the respondents were asked to give a rating of 1- Strong

Agree, 2- Agree, 3-Neither/Nor Agree 4-Disagree. 19(61%) organisations agree that

their IT staff is aware of the Balance scorecard. The use of the Balance Scorecard has

become widespread as a performance measurement and management system. The

fundamental premise of the Balance Scorecard approach on the enterprise level is

that the evaluation of a firm should not be restricted to a traditional financial

184
evaluation, but should be supplemented with measures concerning customer

satisfaction, internal processes learning and growth.

4.3.17 How satisfied are you with the internal processes in regard to delivering
services efficiently?
Services by Internal Processes

I Very Satisfied • Satisfied •; Neither/Nor Satisfied

I Dissatisfied • Very Dissatisfied

Figure 3.17 Pie Chart showing Services by Internal Processes

Observation In this question the respondents were asked to give a rating of 1 - Very

Satisfied, 2- Satisfied, 3- Neither/Nor Satisfied, 4-Dissadfied 5- Very Dissatified. The

figure shows that 81% are satisfied by the services by the Internal processes.

4.3.18 Do you maintain an Inventory register of the hardware purchased?

Inventory Register

28

^^wUiM 4

y ./
^^^^^^^^fe
y' ^ ^ /

\/es no

No of respondents=31

Figure 3.18 Hardware Inventory Register

185
Observation It is observed that 28(90%) organisations confirm they maintain a

Inventory Register for hardware purchased. Maintaing a log helps organisations to

keep the details of the Hardware backup routines, AMC details, SLA with outsourced

vendors and many more details abour Hardware equipments in the organisations.

4.3.19 What is the selection criteria of selecting the storage media?

Storage Media Selection

I Longevity • Capacity i Reusability • Viability

I Obsolescence • Cost Susceptibility

Figure 3.19 Pie Chart showing the Criteria for Software Selection
Observation The above figure shows the criteria for storage media selection. 24%

organisations rated Capacity as the highest criteria for storage media selection,

followed by 21% organistions rating Longevity as the next criteria for storage media

selection.

4.3.20 Do you maintain a software license register ?

Software License Register

• Yes • No

6%

94%
Figure 3.20 Pie Chart Showing need of Software license register

186
Observation It was observed that 94% respondents said yes while 6% respondents

said no. The respondents believed that it is mandatory to maintain a software register.

4.3.21 Do you maintain a hardware license register ?

Hardware Register

Asset owner
Location installed
Transferee location and code
Identification details
AMC Status
Warranty
Supplier
Cost of acquistion
Date of acquistion

No of respondents=31

Figure 3.21 Bar Chart showing Hardware license register

Observation The survey analysis shows 27(87%) organisations say the hardware

register is maintained for warranty and Supplier details.

187
4.4 Network Management

4.4.1 What is the network primarily used for?

T',^
Client-...; ^ H H H
""i 1 • • ^^
Web-...i4^M H B 2 8
Intranet I ^ I H H
^ ^ 30
bmail J ;VBfe
.'
^ ^ 30

No of respondents=31

Figure 4.1 Usage of Network in the organisation

Observation : It is observed from the above Figure that 30 organisations confirm that

Networks in the Organisations is used for Intranet and email services, 29

organisations affirm that the Networlc is used for Client-Server application and 28

organisations confess that the Network are used for Web-Services. Organisations

benefit from their Network Infrastructures because they provide reliable global reach

to employees, customers/clients, vendors and business partners. Quick assess to

information to files, information is done through Intranet and email services.

44Jt How satisfied are you with the current Network Setup?
Current Network Setup
• Very Satisfied • Satisfied Neither Satisfied nor Dissatisfied

Figure 4.2 Satisfaction level of the Network Setup

Observation :Figure 4.2 shows that 58% organisations confirm that they are satisfied

with their current setup, 39% organisations say they are very satisfied and 3%

188
organizations say ther are neither Satisfied nor Dissatisfied. As the statisfaction level

is above 50% this confirms that though the dimensions and complexities of today's

large networks are outstripping the capabilities to manage them in an efficient and

cost-effective manner. Large organisations are keeping pace with technology

advancements and managing such networks efficiently.

4.4.3. What are the top challenges in managing networks?

^•5^
0>
O^^
K'f J^
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J'"
C^
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K^
c
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V e/ <ff \0 ^ .A "<> c-
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v5<5^
V-fr^'
.^'
.^&^' ^^ o^
&
J>^ /
^ 1^"
/
J>'

o,V
.^ .^"^
\^
^ ^^

Figure 4.3 Top Challenges in Managing Networks

Observation The above Figure shows the Top ten challenges faced by organisations

in managing their Networks. The question was based on a ranking scale. The top three

among the challenges observed was 1.Security 2. Bandwidth congestion and 3.

Uptime issues. Ensuring hassle free networks in today's complex environment

continues to be challenging, as organisations become more interconnected and

electronically linked to larger supply chains there is a need for good up to date

accessible network documentation, disaster recovery procedures and effective staff

backup to face these challenges.

189
4.4.4 To ensure your network is safe do you have any penetration tests

I Yes

I No

Figure 4.4 Pie Chart of Pentration Tests ensuring safe networlis

Observation About 71% organizations conduct penetration tests to ensure safe

working of the networks. It was observed that Network Managers face critical

challenges like network performance, unexpected network failure, network

interruptions, upgrading the networks, planning the network design. Regular

penetration tests ensures that the networks are functioning smoothly.

4.4.5JIow manj times do you have the above tests done?

8 8 —

•7

-/
Once a Once a Quarterly Half-Yearly Yearly
Week Month

No of respondents=31

Figure 4.5 Bar Chart showing No. of times Penetration tests are carried out

Observation About 5 (16%) organisations report say that the they perform the

penetration tests once a week, 8(25%) organisation report that penetration tests are

done once a month and 8 (25%) organisation report that penetration tests are done

once in 6 months. Penetration tests is a means to identify network vulnerabilities. To

190
manage the networks and the IT infrastructure a strong in-+iouse team should be one

of the norms that any large organization should adopt, so that the maintenance of the

networks can be an ongoing process.

4.4.6 Does the management receive regular network reports of the below
mentioned list ?

Network Reports to Management

• Performance

• Service Level Exception

• Unusual situation

• Proposed Service
Enhancement

Figure 4.6 Pie chart of Network Reports to Management

Observation It is observed from the above figure that effectively managing networks

requires professionalism that means applying rules in a systematic, standardized, and

highly structured manner. Receiving regular Network Performance, Service level,

Unusual situation. Proposed service enhancement reports helps the management to

understand the core competencies of the networks. The survey shows that 27%

organisations report about the performance, 26% report about the service level

exception, 25% report about the unusual situation of the networks, while 22% report

about the proposed service exception.

191
4.4.7, How often is the network upgraded in your organization

Every year Every 3 years As and when

required

No of respondents=31

Figure 4.7 Chart showing Network Upgradation

Observation: It is observed that 19 (61% )organisations out of the 31 organisations

surveyed report that Network is Upgraded as and when required, 8 (26%)

organisations report that their Networks are upgraded every 3 years, 4 (13%)

organisations report that they upgrade every year. There is a continuous change taking

place each day, problems such as security, installing new devices are probing

challenge to effective network management. Continuous Network Upgradation as and

when required resolves such issues.

4.4.8 Is j^jirJVetwqrk^anagement Outsourced?

I Yes
iNo

Figure 4.8 Pie Chart showing the Netw ork Outsourcing of organisations

192
Observation It is observed from the survey that about 61% organization claim to

Outsource all their Network management functions, and about 39% claim to have an

In-house team. Outsourcing makes IT costs predictable, instead of paying up-front

for software licenses (network management software), businesses can pay for it on a

monthly basis. Skilled manpower - Outsourcing can eliminate the need to attract, hire

and retain skilled IT personnel.The cost of employing experienced staff can surpass

IT budgets. Then, there's concern of how to retain experienced professionals.

Outsourcing reduces upgradation costs - As networks grow and storage demands

increase, network resources need to be upgraded every year. By outsourcing the

management of IT infrastructure, one can focus on core competency.

4.4.9 What are the reasons for Outsourcing ?

Reasons for Outsourcing Average Rating

1 .Reduce and control the Operating Costs 2.88

2.Improve the focus of the Organisation 2.71
3.To gain access to world-class capabilities 3.17
4.Lack of internal resources 3
5.To accelerate the benefit of re-
engineering 3.29
6.Functions difficult to manage/out of
control 3
7.To make capital funds available 3
8.To share risks 3.25
9.Cash infusions 3.6
10.Redirect resources for the other
purposes 4
Table 4.6 Reasons for Outsourcing

Observation The question was rated on the scale of 1 to 10 where 1 -Low and 10 -

High. The respondents had given high rating to Redirect resources for the other

purposes. To gain accelerate the benefit of re-engineering, To make capital ftinds

available. To gain access to world-class capabilities were given the next high rating. It

was that businesses are heavily dependent on IT infrastructure, organizations give too

much attention to systems management, thereby neglecting core business functions.

By outsourcing the management of IT infrastructure, one can focus on core

competency.

4.4.10 Which part of the Network is Outsourced?

Total Planning th
Maintenance design of
26% netwol<
11%

Integrating
new hw and Maintaining
sw the hw and sw
26% 37%

Figure 4.9 Network Outsourced

Observation Percentage of reviews is more towards the right side. Maintaining the

Hardware and Software is most rated area of outsourcing in Network Management.

4.4.11 Network^Environment Checklist

Network Management Checklist
• Poor • Not clear Needs Improvement • Satisfactory

26

Bandwidth Network Firewalls Authorised Up-to-date

Requirements services correctly placed users take documentation
estimated restricted backup of Networks

Figure 4.10 Network Management Checklist

Observation It was observed that each of the above factors play a crucial role to

ensure minimum Network failures. Network Managers these days face critical

194
challenges like network performance, unexpected network failure, network

interruptions, upgrading the networks, planning the network design.

4.4.12 Eradicating Network issues.

Factors Poor Not Needs Satisfactory

Clear Improvement

1 .Have Bandwidth requirements 0 2 10 19

estimated

2.Have Network services been 0 1 12 18

restricted

3.Are firewalls correctly placed and 0 0 9 22

the network is segmented in trust

zones

4. Up-to-date documentation of 1 0 4 26

Networks maintained

Table 4.7 Eraidicating Vetwork isjiues

Observation The researcher felt the need to understand what organisations do for

eradicating network issues. In this question the respondents were asked to give rating

as 1- Poor, 2- Not Clear, 3- Needs Improvement, 4- Satisfactory.

195
4.5 People Management

4 5 J What are t^he reasons for manpower planning in IT jour organization";

Reasons of Manpower Planning

To ensure that the organisation is |g.^

responsive to the environement

To build line and staff partnership

To provide direction to all HR

activities 'yes

To ensure employee availability 18

Prevention Overstaffing and

understaffing

No of respondents=31
Figure 5.1 Reasons for manpower planning
Observation :As observed in the above figure, 18(58%) organisations rated that the

major reason for manpower planning is to ensure employee availability, followed by

prevention of overstaffmg and understaffmgl6(51 %).

4.5.2 When you find shortages in IT manpower what moves/steps does the
organization take to fulfill it?
Steps of IT manpower shortages

^ ^ ^ ^ ^ ^ ^ ^ • Present employees made to

^^^^^^^^^^^k * Present employees

•^H^Hj^^^^^l Laid-off employees are

^^HBT ~^^^^H
^^£ ^^^^K • Hire contractual, temporary
^^••Hj^^^^^^^^v or part-time workers
^^^^^^^^^^^^^ m staff hired from external
^^^^H^^^^^W'^ sources

2%

Figure 5.2 Steps of IT manpower shortages

196
Observation :It is observed from the above statistics that 32% organisations claim

that present employees are trained to make up for the shortages of IT manpower in the

organizations, 25% organizations make present employees work overtime, 24%

organizations hire staff from external sources, 17% organizations hire contractual,

temporary staff or part-time workers to bridge the IT Manpower shortages.

4.5.3 What are the ways of recruitment IT staff done in your organisation?

Staff Hired from External source

I Banks • Manu • Insurance BIT • Pharma • Others

14o/„ 7% ^14%

Figure 5.3 Staff hired from External Source

Observation: It was observed that 65% of the organisations hire their IT staff from

external sources.

4.5.4 What are th^ways of recruitment IT staff done in ^our organisation?

Methods of Recruitment

• Internal • External Both

20%

61% $ 19%
%

Figure 5.4 Pie chart of Methods of Recruitments

Observation :It is observed that 61% of the organisation adopt internal as well as

external method of recruitment.

197
4.5.5 Methods of IT recruitment in your organization?

IT recruitments

lEmpBran • Career Fair Contest • E-recruit •Outsource

Figure 5,5 Pie chart of IT Recruitments

Observation :It is observed that 34% organisations outsource tlieir IT recruitment to

head hunters, 22% have the e-recruitment drives, 20% have a career fair, 12% have

contest and employee branding. Outsourcing to head hunters reduces the hassels of

the entire recruitment process.

4.5.6 Top challenges faced by HR is hiring for a diverse worliforce?

Reasons to hire diverse workforce

Conform with external pressures

Build organisation image

Shortage of available talent 11

I No of organisation
To bring heterogenous workforce 15
Fulfill Social responsibility

Abide law

Figure 5.6 Bar Chart showing Reasons to hire from diverse workforce

4.5.7 How are training needs identified in the organization pertaining to your IT
staff?

198
 Reasons for Training

Dynamic business environnnent

Changing nature of job

New Competition

Ciianging Technologies j
I Average Rating
Poor Performance by employees

Fluctuating productivity

Absentlesm

High Staff Turnover

No of respondents=31

Figure 5.7 Bar Chart showing Reasons to for Training

Observation : It is observed that organisations are faced with severe talent shortages,

escalating salaries, and a lagging education system, hidian organisations had to build

innovative and comprehensive approaches to workforce training and

management.Employee turnover affects organizations on their productivity and

capital losses. The highest rating observed in the survey for reasons of training is high

staff turnover.

4.5.8 How satisfied are you with the training offered by your organisation ?
Satisfaction with Training offered

I Very Satisfied I Satisfied Neither Satisfied or Dissatisfied

Figure 5.8 Pie Chart showing the Satisfaction level of training programs

199
Observation : In this question the respondents were asked to give a rating of 1-Very

Satisfied , 2- Satisfied , 3- Neither Satisfied nor Dissatisfied. Percentage of reviews

observed was Satisfied that is 48% organisations were satisfied with the training

offered. Thus it can concluded that training has become a part of the organisation

culture.

4.5.9 To what percentage does the training help the organization performance ?

Training for Organisation Performance

13%

48% ^ ^ H
• 100

• 90-80

70-50
39%

Figure 5.9 Pie Chart showing Training for Organisation Performance

Observation : It is observed that 48% of the organisations respond that the training

offered by the organisations help to about 50-70% in their performance

200
.4.5.10 Methods of training offered by organization?

Methods of training

• Coaching and Mentoring

• Management games

• Role play

• Audiovisual methods

• Seminar and conference

• Outdoor-oriented
programmes
CBT

m Distance training and video

conferencing

e-training

Figure 5.10 Pie Chart showing Methods of Training.

Observation : It is observed that the most popular training method followed by

organisations is Seminar and Conference method 19% of the respondents agree for

the same, followed by Coaching and Mentoring and e-training which comes to about

14%.

4.5.11 HR evaluation practices followed by your organization?

HReva luation practices

• HR audit • Balance Scorecard

• Benchmarking • Business Excellence Model

11% . ^ ^ ^ ^ 39%

28%

22%

Figure 5.11 Pie Chart showing HR evaluation practices

201
Observation : It is observed from the above figure that 28% of the organisations

follow Benchmarking to evaluate their HR practices, 39% follow HR audit, 22%

follow the Balance scorecard practices, 11% follow the Business Excellence Model.

4.5.12 What are the sources the performance appraisal followed in your
organisati^m?
Sources of performance appraisal

4% -^^n./^' ^^^^^^^^^^
• ^^^^^^^k

m mi^^^^^^^^^H
Ik ^^^^^^^^^

^
1»16% ^^^^^^^^^^K
^^^^^^^^^^^B Peer/Team
^^^^^^^^^^^^

Figure 5.12 Pie Chart showing Sources of Performance appraisal

Observation : It is observed from the above figure that 31% of the organisations

have their Supervisors perform their appraisal, 30% of the organisations follow the

self appraisal method.

4.5.13 How often is performance appraisal done in your organisation?
Frequency of Performance Appraisal

I Six Monthly

I Yearly

After 2 years

Figure 5.13 Pie chart of Frequency of Performance Appraisal

202
Observation : It is observed from the above figure that 53% of the organisations

have their performance appraisal done once a year whereas 44% have their

performance appraisal done in six monthly.

4.5.14 What according to you is effective performance system ?

Effective Performance system

Top Management Support

Providing on-going feedback

Job related performance

I Average rating
Training raters

Upward appraisal

Improving superior-subordinate relationship

No of respondents=31
Figure 5.14 Pie chart of Effective Performance System
Observation : The question was rated on the scale of 1 to 6 where 1 -Low and 6 -

High. The three top highest average rating was given to 1) Top Management Support

(25%). 2) Providing on-going feedback(22%) 3)Job related performance(19%).

4.5.15 Which of the following is used in your organization ?

Tool for Performance Appraisal

I Computer Performance Monitoring • Online Portals

Figure 5.15 Pie chart of Tools for Performance Appraisal

203
Observation : It is observed that 61% of the respondents use Computer Based

Performance Monitoring tool and 39% use Online portals as a Performance appraisal

tool.

4.5.16 How do you rate the performance appraisal system done by your
organization?
Performance Appraisal

I Poor • Satisfactory -Good • Excellent

Figure 5.16 Pie Chart of Performance Appraisal

Observation : It is observed that 52% of the organisations have a good performance

appraisal system, 29% of the organisations state that their appraisal system is

execellent, 13% of the organisations state that their appraisal system is satisfactory.

Having a good performance appraisal enhances the organisation growth as well as the

employee growth.

4.5.17 Does your organization encourage employees by rewarding them for their
efforts?

Approaches of Rewards
10 13 11 19

^1^'

NI&
c!"
A'* r O"
S^^

No of respondents=3I
Figure 5.17 Bar chart of Approaches of Rewards

204
Observation : It is observed 19(61 %) out of the 31 organisations surveyed state that

they follow the Competency based pay as a approach of rewards in the organisation.

4.5.18 What are the different non-financial rewards given to the high performing
empl(v^e^s? _ _ _
Non Financial Rewards

Interest subsidy

Free residence/vehicle

Promotion to a favourable place 15

Bravo award

Employee of the month/year 19

Travelling abroad

Party coupons

Movie tickets

Gift Coupons ji

No of respondents=31
Figure 5.18 Bar chart of Non Financial Rewards
Observation : It is observed that 19(61%) organisations follow the employee of the

month/year award. 15(48%) organisations follow the promotion to a favourable place

method of non-financial rewards

4.5.19 Do you have succession planning in you organization?

Succession Planning

Figure 5.19 Pie Chart of Succession planning

Observation :87% of the organisations agree on succession planning done in their
organisations.

205
4.5.20 Which level of employee is succession planning is done in you
organization?

Succession planning done

Top Management Middle Management

No of respondents=31
Figure 5.20 Bar Chart of Succession planning fof different levels
Observation :It was found that 19 organisations have succession planning done for

Top Management and 12 organisations comment that succession planning is done for

middle management.

4.5.21 Do you have a mentoring program carried out in your organization ?

Mentoring

yes No

No of respondents=31
Figure 5.21 Cone Chart of Mentoring
Observation :It was found that 18 organisations have mentoring concept followed in

their organisations

206
4.5.22 What are the goals and objectives of this mentoring program ?
Goals and Objectives of Mentoring

Provide role models

Groom succession planning

Improve recruitment efforts

Responses
Reduce emp turnover

Help new employee start a

career

Adjust a new employee 12

No of respondents=31
Figure 5.22 Bar Chart of Goals and objectives of Mentoring
Observation :It was observed that 18 organisations stated that goal of the mentoring

program was to help the new employee start a career.

4.5.23 What are the causes of high attrition in your organization?(Avoidable)

Causes of High Attrition(Avoidable)

Partiality r 17
i,
•I
Unsuitable working hours i'
Feeling of insecurity |T* 1
I Response
Unfair treatment from CO workers ^1** 2
Transfers to unfavourable places ^^I^B 3
16
Lack of recognition
Lack of training
High pressure jobs
Unhealthy relationship with supervisors 10
Absentism

No of respondents=31
Figure 5.23 Bar Chart of Causes of High attrition(Avoidable)
Observation : The top three causes of attrition observed is 1) unsuitable working

hours, 2)17 partiality and 3) Lack of Recognition

207
4.5,24 What are the causes of high attrition in your organization?(Unavoidable)

Causes of Attrition (Unavoidable)

10

H H tHE
<r
i^
,,f
,s<-^^
/ :<f
J>'-
^^
^^^
„<5^
JP ..^'
4-"
VS" .^
•^ <<'^
\<^

No of respondents=31

Figure 5.24 Bar Chart of Causes of High attrition(UnAvoidable)

Observation : The top three causes of attrition observed is l)Marriage 2)Proniotion

and Shift from the place 3) Family problems

4.5.25 Do you have a practice of preparation of a labour turnovei^ "^

Figure 5.25 : Pie Chart of Practicing of Labour Turnover

Observation : It is observed that 42% of the organisations practice the preparation of

a labour turnover.

208
4.5.26 To whom such reports are submitted?

Reports of Labour Turnover submitted

• Top Management BVPHR

Figure 5.26 Pie Chart of Labour Turnover reports

Observation : It is observed that 61% of the organisations submit the reports of

labour turnover to the top management .

4.5.27 What are the corrective actions taken?

Corrective Actions

Transperency in policies and

practices HHI17
Improved communication
18
systems

Change in code of conduct 1 ^^ • Responses

Transfer policies are

18
communicated
-

Improve working conditions 1 19

No of respondents=31
Figure 5.27 Bar Chart of Corrective actions

209
Observation :The question asked here was on the basis of yes and no and it was

found that 19 (61 %) organisations change their code of conduct and improve working

conditions.

4.5.28 What are the effects of high attrition in your organisation?

Effects of High Attrition

• Overall productivity slows

down

• Additional direct and

indirect costs

• Low morale

• Disturbance in smooth
flow of activities

• Impact in overall co-

ordination

Figure 5.28 Pie Chart of Effects of High Attrition

Observation : The question was rated on the scale of 1 to 5 where 1 -Low and 5 -

High. The respondents had given the top most rating to Disturbance in smooth flow of

activities(45%), followed by additional direct and indirect costs to the effects of high

attrition(21%).

210
6.1 Security Management
6.1.1 Top Management Security
Management Responsibilities

• Responses

Staff informed about the policy • • • • • • 28

Management creates the security... • • • • • B 28
Process of scrutinising the policy • • • • • • 28

Well written policy approved by...

No of respondents=31

Figure 6.1 Bar Chart of Management Responsibilities

Observation : A checklist of Management Responsibilities was administered. Tlie

question asked here was on the basis of yes and no. It was found that 29 (93%)

organisations have well written policy approved by management. The other responses

were equally distributed among staff informed about the policy, management creates

the security plan, process of secrutinising policy.

6.1.2 Hardware Management Security

Hardware Security

standard procedure for transpoting . « J 25

Standards for Hardware security """-'""•'"'* 2 9

Procedure for disposal of hardware i i 19

NDA signed by third party "^ 12
• Responses
Documented polcies for new equipment f i^tei 30

Hardware only for business use i"** J 30

Procedure for discarding equipment — . _ ^ 26

Gate pass for new equipment •*" iii^SO

No of respondents=31
Figure 6.2 Bar Chart of Hardware Security

211
Observation: A checklist of Hardware Security was administered. The question

asked here was on the basis of yes and no. It was found that 30 organisations have

well written Documented policies for entry of new equipment, Hardware is only used

for business use and Gate pass for new equipment.

6.1.2 People Management Security

Personnel Security

• Background Check

• Employees sign NDA

• Staff aware of breaking rules

• Procedure of data cleanup

before new employee joins

• System Administrator
informed security rules

Figure 6.3 Pie Chart of Personnel Security

Observation: It is observed that 22% of the organisation surveyed state that their

staff is aware of the consequences of breaking the rules in the organisation.

212
 6.1.3 Data Security

Data Security

I Backup Routines Documented • Encryption of Backups

I Backup periodically restored • Data Warehouse techniques

Figure 6.4 Pie Chart of Data Security

Observation: It is observed that 31% of the organisations have Backup routines

documented, 24% organisations have encryption of backup facility as a part of their

data security.

213
 Research Hypothesis

The Hypotheses formed for the research are as follows.

Hypothesis l.Data Management function among the users of I.T. in Pune emphasizes

Data Administration, Data Governance and Data stewardship.

Hypothesis 2.Hardware and Software Management function among the users of I.T.

in Pune emphasizes Technology upgrades, Maintenance of hardware/software and

Hardware and Software Documentation.

Hypothesis 3. Human Resource Management function among the users of I.T. in

Pune emphasizes Performance Appraisal , Training programs and Controlling Staff

turnover.

Hypothesis 4. Network Management function among the users of I.T. in Pune

emphasizes Network administration, Network Bandwidth and Network

Documentation.

Hypothesis 5. Security Management function among the users of I.T. in Pune

emphasizes Top management support, Data Security, Documentation and Software

Security.

214
TESTING OF HYPOTHESES
 Testing of the Hypotheses

Hypothesis 1: Data Management function among the users of I.T. in Pune

emphasize Data Administration, Data Governance and Data Stewardship.

In order to test the hypothesis, the respondents from the 31 Organizations surveyed by

the researcher were asked to rate the 3 aspects of Data Management in their

organizations viz. Data Administration, Data Governance and Data Stewardship, on a

3-state ranking scale. They were required to categorize the stated parameters as

belonging to either lower(0-33%), middle(34-66%) or top (67-100%) strata. The

results have been tabulated below.

Data Administration Data Governance Data Stewardship

0-33(lower) 0 0 2
34-66(Middle) 4 2 11
67-100(Top) 27 29 18
Total 31 31 31

Data Management Test Results

Data Data Data

Administration Governance Stewardship
Chi-Square 17.065 23.516 12.452
df 1 1 2
Asymp. Sig. .001 .001 .002

Table 3.2 Hypothesis 1

The chi square test of association of attributes, applied through SPSS yields a p-value

(Asymptotic Significance) of .001 for Data Administration, .001 for Data Governance

and .002 for Data Stewardship indicating that there is a statistically significant

relationship between the variables and the emphasis placed by the respondents with

respect to their importance. Corroborating evidence is also available from responses

to questions 10 and 12 (Data Administration), 19 and 22( Data Governance) and 21

215
and 23 (Data Stewardship), of Section I of the questionnaire. Therefore the

hypothesis is accepted.

Hypothesis 2 :Hardware and Software Management function among the users of

I.T. in Pune emphasize Technology upgrades, Maintenance of
hardware/software and Processes Documentation.

In order to test the hypothesis, the respondents from the 31 Organizations surveyed by

the researcher were asl-ced to rate the 3 aspects of Hardware and Software

Management in their organizations viz. Technology upgrades. Maintenance of

hardware/software and Hardware and Software Documentation on a 3-state ranking

scale. They were required to categorize the stated parameters as belonging to either

lower(0-33%),middle(34-66%) or top (67-100%) strata. The results have been

tabulated below.

TechnoJogy Hardware and Hardware and

Upgrades Software Maintenance Software
Documentation
0-33(lower) 2 0 0
34-66(middle) 6 14 2
67-100(Top) 23 17 29
Total 31 31 31

Hardware and Software Management Test Results

Technology Hardware/Software Hardware/Software

Upgrades Maintenance Documentation
Chi-Square 24.065 5.452 23.516
df 2 1 1
Asymp. Sig. .001 .070 .001

Table 3.3 Hypothesis 2

The chi square test of association of attributes, applied through SPSS yields a p-value

(Asymptotic Significance) of .001 for Hardware and Software Upgrades. .070 for

Hardware and Software Maintenance and .001 for Hardware and Software
216
Documentation. This indicates that there is a statistically significant relationship

between the first and the third parameter and the emphasis placed by the respondents

with respect to their importance, The relationship is not so strong in the case of the

second parameter (Hardware and Software Maintenance), where the p-value is higher

than .05. Corroborating evidence is also available from responses to questions 13 and

14(Technology Upgrades), 15 and 21 (Hardware/Software Maintenance) and 25 and

26 (Hardware/Software Documentation), of Section II of the questionnaire.

Therefore this hypothesis is partially accepted.

Hypothesis 3: Human Resource Management function among the users of I.T. in

Pune emphasizes Performance Appraisal, Training programs and Controlling
Staff Turnover.

In order to test the hypothesis, the respondents from the 31 Organizations surveyed by

the researcher were asked to rate the 3 aspects of Human Resource Management in

their organizations viz. Performance Appraisal, Training programs and Controlling

Staff Turnover on a 3-state ranking scale. They were required to categorize the stated

parameters as belonging to either lower(0-33%), middle(34-66%) or top (67-100%)

strata. The results have been tabulated below.

Performance Appraisal Training Programs Staff Turnover

0-33(lower) 2 0 0
34-66(middle) 6 4 2
67-100(Top) 23 27 29
Total 31 31 31

217
 People Management Test Results

Performance i Training Labour

Appraisal i Programs Turnover
Chi-Square 17.065^ 20^61" 1 14.226
df 1 1 i 1
Asymp. Sig. .001 .001 .001

Table 3.4 Hypothesis 3

The chi square test of association of attributes, applied through SPSS yields a p-value

(Asymptotic Significance) of .001 for Performance Appraisal, .001 for Training

programs and .001 Controlling Labour Turnover indicating that there is a statistically

significant relationship between the variables and the emphasis placed by the

respondents with respect to their importance. Corroborating evidence is also available

from responses to questions 17 and 21 (Performance Appraisal), 12 and 13( Training

Programs) and 33 and 36 (Labour Turnover), of Section III of the questionnaire

Therefore the hypothesis is accepted.

Hypothesis 4: Network Management function among the users of I.T. in Pune

emphasizes Network Administration, Net>vork Bandwidth, Network
Documentation.

In order to test the hypothesis, the respondents from the 31 Organizations surveyed by

the researcher were asked to rate the 3 aspects of Network Management in their

organizations viz. Network Administration, Network Bandwidth, Network

Documentation on a 3-state ranking scale. They were required to categorize the stated

parameters as belonging to either lower(0-33%), middle(34-66%) or top (67-100%)

strata. The results have been tabulated below.

218
 Network Network Network
Administration Bandwidth Documentation

0-33(lovver) 0 0 0

34-66(mitldle) 5 5 ->
J

67-100(Top) 26 26 29

Total 31 31 31

Network Management Test Results

Network Network Network

Administration Bandwidth Documentation
Chi-Square 14.226 15.935 40.355
df 1 2 3
Asymp. Sig. .001 .001 .001

Table 3.5 Hypothesis 4

The chi square test of association of attributes, applied through SPSS yields a p-value

(Asymptotic Significance) of .001 for Network Administration, .001 for Network

Bandwidth and .001 for Network Documentation indicating that there is a statistically

significant relationship between the variables and the emphasis placed by the

respondents with respect to their importance. Corroborating evidence is also available

from responses to questions 5 and 7 (Network Administration), 14a and 14b(Network

Bandwidth) and 14e and 14f (Network Documentation), of Section IV of the

questionnaire. Therefore the hypothesis is accepted.

Hypothesis 5: Security Management function among the users of I.T. in Pune

emphasizes. Top management support, Data Controls, Documentation and
Software Procedural compliance.

In order to test the hypothesis, the respondents from the 31 Organizations surveyed by

the researcher were asked to rate the 4 aspects of Security Management in their

organizations viz. Top management support, Data Security, Documentation and

Software Security.on a 3-state ranking scale. They were required to categorize the

219
stated parameters as belonging to either lower(0-33%), middle(34-66%) or top (67-

100%) strata. The results have been tabulated below.

Top Data Documentation Software

Management Controls Procedural
Support Compliance
0-33(Lower) 0 0 0 0
34-66(Middle) 10 04 10 01
67-100(Top) 21 24 21 30
Total 31 31 31 31

Security Management Test Results

Top
Management Data Software
Support Security Documentation Security
Chi-Square 20226"^ 41.516 20.226 15.742
df 3 7 3 6
Asymp. Sig. .001 .001 .001 .065

Table 3.6 Hypothesis 5

The chi square test of association of attributes, applied through SPSS yields a p-value

(Asymptotic Significance) of .001 for Management security, .001 for Data Security,

.001 for Documentation and .065 for Software Security. This indicates that there is a

statistically significant relationship between the first, second and third parameter and

the emphasis placed by the respondents with respect to their importance. The

relationship is not strong in the case of the fourth parameter(Software Security),

where the p-value is higher than .05. The Corroborating evidence is also available

from responses in Section A, Section E, Section F and Section G of the questionnaire.

Therefore the Hypothesis is partially accepted.

220