A Comprehensive Study Of Fixed Assets Management at Tech Mahindra: Practices, Employee Perceptions, and Organisational Impact

This study set out to examine Tech Mahindra's fixed asset management practices across three objectives: the perceived effectiveness of current practices, the relationship between those practices and employee-level outcomes, and a statistical test of tangible versus intangible asset differences with attendant recommendations. The evidence gathered from a 100-respondent employee survey in Hyderabad, supplemented by secondary corporate data, supports a qualified conclusion: Tech Mahindra's fixed asset management framework produces a generally positive impression among employees — most visibly in attributed satisfaction gains and the predominance of strength-framed feedback — but this positive impression coexists with a workforce that remains closely divided on whether the framework delivers a measurable, consistent productivity benefit. The statistical test of tangible versus intangible assets returned no significant difference, suggesting that, from the employee vantage point, asset type is less important than the surrounding managerial process — particularly communication and leadership engagement — in shaping perceived effectiveness. This reframes the practical priority for Tech Mahindra: rather than treating fixed asset management primarily as a technical or accounting exercise, the findings suggest that the human and organisational layer of implementation deserves comparable attention. Proper implementation of the lifecycle-management, technology-investment, and communication-focused recommendations in Section 8 would be expected to narrow the productivity-perception gap and convert the currently favourable but inconsistent employee sentiment into a more uniformly recognised organisational strength.

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