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AAAAppendix
• Bibliography
• Questionnaire
BIBLIOGRAPHY
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ANNEXURE
QUESTIONNAIRE
This questionnaire is related with the research of HRD practices in banks and
managerial effectiveness. This information and opinion expressed in this
survey shall be exclusively used for the research purpose only and will be
strictly confidential.
Name (optional) ...............................................................................................
Age ...................................................................................................................
Designation ......................................................................................................
Qualification ....................................................................................................
Official address ................................................................................................
Salary slab ........................................................................................................
Married/Unmarried ..........................................................................................
Total Service Experience .................................................................................
In this questionnaire, the items relate to various Managerial activities
for achieving organizational goals. Next to each statement are five alternatives
which are numbered Circle the number which best describes how frequently
YOU behave or act that way. Please give the 1st response which comes to
your mind and do not omit any question .There is no right or wrong response.
The number represent the following descriptive terms:
5 - Always
4 - Usually
3 - Undecided
2 - Sometimes
1 - Never
AAAAnnexures 254
Always Usually Undecided Sometimes Never
1 I get my people to think for themselves about what they can do and agreeing targets with them
5 4 3 2 1
2 Whenever any subordinate comes with an innovative idea for a problem. I appreciate and
reward him/her.
5 4 3 2 1
3 Moving ahead in my job is not so important to me than giving up time to make contacts and get information about my work.
5 4 3 2 1
4 I keep my subordinates involved while planning a task.
5 4 3 2 1
5 There is nothing wrong with doing a poor job at work if one can get away with it.
5 4 3 2 1
6 My own feeling is generally not affected much in one way or other by how will my subordinates do the job.
5 4 3 2 1
7 I try to interfere in resolving personal conflicts of my subordinates
5 4 3 2 1
8 It is necessary to interact with subordinates in order to keep an effective relations with them.
5 4 3 2 1
9 My employees view their work being as natural as rest or play.
5 4 3 2 1
10 My subordinates evaluate too quickly on jumping to conclusions by not giving enough time to allow their imagination to range freely.
5 4 3 2 1
11 I don’t like discussing rumours, grapevine.
5 4 3 2 1
12 I believe that if my subordinates do sloppy job at work should feel a little ashamed.
5 4 3 2 1
13 I don’t believe in welcoming the suggestions from clients
5 4 3 2 1
14 Face to face communication should be there.
5 4 3 2 1
15 One should not confine in their subordinates as it can make the matter worse.
5 4 3 2 1
AAAAnnexures 255
Always Usually Undecided Sometimes Never
16 I keep informing the subordinates about the work which is done.
5 4 3 2 1
17 It is necessary to satisfy the client’s ego. 5 4 3 2 1
18 Communication with all those who are outsiders in the organization but are important for the organization should be there.
5 4 3 2 1
19 I can’t tolerate the planning done by wrong people in the organization.
5 4 3 2 1
20 Monetary rewards should be given to subordinates to their performances.
5 4 3 2 1
21 For important issues ,I generally keep a distance from my subordinates
5 4 3 2 1
22 In order to run the work smoothly, it is necessary to coordinate the activities of each subordinate
5 4 3 2 1
23 I leave my subordinates to decide their course of action to complete a task.
5 4 3 2 1
24 My belief is that conflicts among subordinates affect the productivity
5 4 3 2 1
25 I never encourage my subordinates to speak up when they disagree with a decision.
5 4 3 2 1
26 I generally keep my self away from the organizational conflicts.
5 4 3 2 1
27 Brief and concise communication can help the organization to avoid conflict among the members
5 4 3 2 1
28 I believe in setting example in front of my subordinates
5 4 3 2 1
29 My subordinates should know the basic part of their job extremely well.
5 4 3 2 1
30 I work with my subordinates for reaching decisions that solve the problems and continue relations with them.
5 4 3 2 1
31 I trust my subordinates and depend on them for their support.
5 4 3 2 1
AAAAnnexures 256
Always Usually Undecided Sometimes Never
32 One should analyze the circumstances in which the activities are carried out, for instance, the technology, the sort of management, etc.
5 4 3 2 1
33 My subordinates usually communicate better when they are in good mood
5 4 3 2 1
34 People at higher levels are in the best position to make important decisions for the people below them.
5 4 3 2 1
35 I welcome/appreciate the suggestions given by my subordinates.
5 4 3 2 1
36 It is necessary to make training / development needs analysis of one’s department.
5 4 3 2 1
37 It’s difficult for me to delegate tedious or unrewarding tasks.
5 4 3 2 1
38 I believe that Bank policy need not be communicated below the management level.
5 4 3 2 1
39 I emphasize on the importance of work group’s responsibility for decisions rather than particular individuals in group responsibility.
5 4 3 2 1
40 Quiet employees should be encouraged to speak at problem solving meeting even though their
contribution may slow down the meeting.
5 4 3 2 1
41 I believe that one does not make a decision without disagreements.
5 4 3 2 1
42 I investigate what training is available within the Bank.
5 4 3 2 1
43 On important issues I do not encourage the participation of my subordinates.
5 4 3 2 1
44 One should not solve the problem until decision has been implemented.
5 4 3 2 1
45 I train my subordinates not only on work skills but on human skills as well.
5 4 3 2 1
AAAAnnexures 257
HRD PRACTICES QUESTIONNAIRE
Given below are statements that indicate the Human Resource
Development (HRD) practices in organizations. Please read the statements
and indicate the extent to which you agree to each of the following statement
in your organization by writing the appropriate number in the blank space on
left side of the statements. Use the following key.
Write 5 - Strongly Agree 4 - Agree
3 - Undecided
2 - Disagree
1 - Strongly disagree
Strongly agree
Agree Undecided Disagree Strongly disagree
1 The employees are told about the various expectations that other employees have from their roles.
5 4 3 2 1
2 Employees are aware of the method of appraisal system followed in the organization.
5 4 3 2 1
3 Superiors give performance counseling to subordinates.
5 4 3 2 1
4 Efforts are made to identify and document the potential of employees
5 4 3 2 1
5 Employees are not aware of the growth opportunities in the organization.
5 4 3 2 1
6 New recruits find induction training useful. 5 4 3 2 1
7 When changes are introduced, they are well planned.
5 4 3 2 1
8 No conflicting expectations or demands from different people are experienced by the employees.
5 4 3 2 1
9 Performance appraisal provides an opportunity for self review and reflection.
5 4 3 2 1
10 Performance counseling improves employees' performance.
5 4 3 2 1
11. Superiors discuss and assess the career needs and aspirations of the employees
5 4 3 2 1
12. Based on identified needs, employees are sent for training programs.
5 4 3 2 1
AAAAnnexures 258
Strongly agree
Agree Undecided Disagree Strongly disagree
13. Employees readiness is assured before changes are implemented.
5 4 3 2 1
14. The amount of work done interferes with the quality of work.
5 4 3 2 1
15. Employees are told the criteria of assessment in performance appraisal.
5 4 3 2 1
16. Employees are encouraged to take specific decisions at the end of performance review sessions.
5 4 3 2 1
17. Promotions are based on potential of employees rather than present performance.
5 4 3 2 1
18. Employees are sponsored for higher education, conferences, training programs.
5 4 3 2 1
19. Adequate and relevant knowledge and skills are acquired through the training programs.
5 4 3 2 1
20. External consultants are employed to bring changes in the organization
5 4 3 2 1
21. Employees are not told by the superiors about the priorities in their jobs
5 4 3 2 1
22. The performance appraisal data is used by the HR department for decisions relating to training, promotion etc.
5 4 3 2 1
23. Employees seldom share work related problems with superiors.
5 4 3 2 1
24. Superiors discuss the potential of the employees and encourage developing the same.
5 4 3 2 1
25. New recruits are clearly informed about the policies and procedures of career progression.
5 4 3 2 1
26. The training programs are well organized 5 4 3 2 1
27. Team building programs are conducted periodically
5 4 3 2 1
28. The necessary resources (people, material, finance or facilities) are provided to perform the roles effectively.
5 4 3 2 1
29. Appraisal data is used as inputs for rewarding high performers.
5 4 3 2 1
30. Performance counseling helps the employees to understand their strengths and weaknesses.
5 4 3 2 1
AAAAnnexures 259
Strongly agree
Agree Undecided Disagree Strongly disagree
31. Potential appraisal is carried out periodically.
5 4 3 2 1
32. Employees are not informed about the vacancies through job postings.
5 4 3 2 1
33. The employees’ efficiency is improved through training
5 4 3 2 1
34. Programs to improve interpersonal relationships are conducted.
5 4 3 2 1
35. Employees are given adequate preparation or orientation in knowledge and skill, before being assigned new roles.
5 4 3 2 1
36. Performance appraisal is designed in the way to help employee growth and learning.
5 4 3 2 1
37. Superiors counsel the subordinates whenever need arises.
5 4 3 2 1
38. The potential of employees are developed through job rotation, training etc.
5 4 3 2 1
39. Employees are placed in jobs that match their capabilities
5 4 3 2 1
40. Training programs are not interesting. 5 4 3 2 1
41. Organizational problems and issues are well diagnosed before introducing changes
5 4 3 2 1
42. The functions performed in a role are not repeated by others.
5 4 3 2 1
43. Appraisal system has scope for review process for correcting the bias of superior.
5 4 3 2 1
44. Employees are willing to learn from performance counseling sessions.
5 4 3 2 1
45. Employees with potential are given more responsibilities
5 4 3 2 1
46. Employees are helped to achieve a match between personal goals and organizational opportunities.
5 4 3 2 1
47. Employee participation is encouraged before implementing changes
5 4 3 2 1
48. The different roles in the organization are not inter-linked.
5 4 3 2 1
49. Appraisal system is fair and bias free. 5 4 3 2 1
50. Counseling is done even for personal problems, if it affects the work.
5 4 3 2 1
AAAAnnexures 260
Strongly agree
Agree Undecided Disagree Strongly disagree
51. The method of identifying the potential of employees is not very good.
5 4 3 2 1
52. The progress made in employees’ career usually follows the identified path.
5 4 3 2 1
53. Employees are given opportunities to transfer their learning from training programs.
5 4 3 2 1
54. Before any change implementation, employees are told the reasons and benefits of change.
5 4 3 2 1