A STUDY ON HUMAN CAPITAL MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE IN DOITER CASTING
DOI: 
SHARE THIS ARTICLE
DOWNLOAD ARTICLE
REVIEW REPORT
CITE THIS ARTICLE
This study examines the impact of Human Capital Management (HCM) practices on organizational performance at Doiter Casting, a medium-sized ferrous foundry located in Coimbatore, Tamil Nadu. Recognizing employees as strategic assets, the research investigates the relationship between HCM dimensions—including recruitment, training, appraisal, compensation, engagement, working conditions, and grievance handling—and key organizational performance outcomes. A descriptive research design was adopted and primary data was collected from all 260 employees through a structured questionnaire using the census method, achieving a response rate of 100 percent. Statistical tools including percentage analysis, Chi-Square test, Pearson correlation, and One-Way ANOVA were employed. Results reveal a strong positive correlation (r = 0.682) between HCM practices and organizational performance. Training, safety, and team collaboration emerged as the strongest dimensions, while career growth and incentive systems require targeted improvement.
Keywords
Article Information
Article Metrics
HOW TO CITE
Copy
SURIYA, V. J. (2026). A Study on Human Capital Management Practices and Organizational Performance in Doiter Casting. International Journal of Science, Strategic Management and Technology, 02(05). https://doi.org/10.55041/ijsmt.v2i5.496
SURIYA, V.. "A Study on Human Capital Management Practices and Organizational Performance in Doiter Casting." International Journal of Science, Strategic Management and Technology, vol. 02, no. 05, 2026, pp. . doi:https://doi.org/10.55041/ijsmt.v2i5.496.
SURIYA, V.. "A Study on Human Capital Management Practices and Organizational Performance in Doiter Casting." International Journal of Science, Strategic Management and Technology 02, no. 05 (2026). https://doi.org/https://doi.org/10.55041/ijsmt.v2i5.496.
References
2.Aguinis, H., & Kraiger, K. (2019). Benefits of training and development for individuals, teams, organizations, and society. Annual Review of Psychology, 60, 451–474.
3.Barney, J. B. (2017). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
4.Becker, G. S. (2014). Human capital: A theoretical and empirical analysis with special reference to education (3rd ed.). University of Chicago Press.
5.Breaugh, J. A. (2018). Employee recruitment: Current knowledge and important areas for future research. Human Resource Management Review, 18(3), 103–118.
6.Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501–528.
7.DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress? Journal of Applied Psychology, 102(3), 421–433.
8.Gerhart, B., & Fang, M. (2015). Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annual Review of Organizational Psychology, 2, 489–521.
9.Hofmann, D. A., Burke, M. J., & Zohar, D. (2017). 100 years of occupational safety research. Journal of Applied Psychology, 102(3), 375–388.
10.Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.
Ethics and Compliance
Indexed In
Similar Articles
Previous Article
