international journal of informative & futuristic research (online): … · 2015-03-31 · 2310...

2309 www.ijifr.com

Copyright © IJIFR 2015

Original Paper

International Journal of Informative & Futuristic Research ISSN (Online): 2347-1697

Volume 2 Issue 7 March 2015

Abstract

This study was designed to explore and compare Human Resource Management practices in Public Sector Banks. Human Resource Management (HRM) is a developed concept. It has tremendous relevance to service sector like Bank. Human input is the single largest input to the banking industry. The level of efficiency/productivity of this input gets reflected in the quality of service offered by the banks to its customers, as also in its ultimate growth, productivity and Profitability. A number of human resources development frameworks have come into existence in the last ten years from various parts of the world. Indian organizations have begun to use these for improving their HRD systems and their impact. This paper examines the current status of structuring of the HRD subsystems in India against this "Integrated HRD Systems" framework. In the light of these experiences of Indian organizations in implementing this framework, the paper points out the prerequisites for success of other HRD frameworks in India. Top Management of an organization plays an important role in designing Human Resource policies and their execution. Human Resource policies of an organization are mainly based on top management’s assumption about people working in the organization. It reflects the attitude of the top management about the ‘people’. The study will prove to be of great significance for the academicians, researchers and the industry as it provides insight into the HR Practices in public sector banks will help in future research and framework to develop the Human Resource in this sector in a planned manner.

1. Introduction

Human resources development (HRD) is gaining significance in the present times for the success

of any industrial organization. It aims at developing all the employees of an organization in a

planned manner, whether potential or existing, not only to acquire and sharpen their existing

HRD Mechanisms In Public Sector Banks

Paper ID IJIFR/ V2/ E7/ 091 Page No. 2309-2328 Research

Area

Human Resource

Management

Key Words HRD, HR Mechanisms, Management Policy, HR Practices

Bharti Vij 1 Assistant Professor Department of Commerce G M N College, Ambala Cantt-Haryana

Dr. V. K. Jain 2 Principal MM College, Fatehabad- Haryana

2310

ISSN (Online): 2347-1697 International Journal of Informative & Futuristic Research (IJIFR)

Volume - 2, Issue - 7, March 2015 19th Edition, Page No: 2309-2328

Bharti Vij , Dr. V. K. Jain :: HRD Mechanisms In Public Sector Banks

capabilities but also their inner potentials and help in building a climate with strong inter personal

bonds which help the organization to achieve its goal. Their contribution may not be arithmetically

calculable but it is useful in the achievement of the organizational goals. The organization today

has realized that it is the contribution of the human resources which help them to grow, proper and

attain their objectives.

According to Professor Leonard Nadler, the term „HRD‟ was first applied in 1968 in the George

Washington University. Japan is the first country to stress and use HRD practices. „Better people

not merely better technology is the surest way to a Better Society’ is the most popular belief

in Japan. As far as India is concerned, the term HRD was introduced for the first time in the SBI

in 1972. It is believed that HRD has not been imported in India. It is philosophical value concept

developed by Dr. Udai Pareek and Dr. T.V. Rao at the Indian Institute of Management,

Ahmedabad. By the late seventies, this professional outlook on HRD spread to a few Public and

introduced the concept with an objective of facilitating growth of employees, especially people

introduced at lower levels. In BHEL, this concept was introduced in 1980. Similarly in SAIL,

Maruti Udyog Ltd, Indian Airlines and TISCO, this concept was introduced.

In the organizational content HRD refers to the improvement in capacities and capabilities of the

individuals in relation to the needs of the organization. It involves the creation of climate where

human knowledge, skill capabilities and creativity can bloom. It involves the use of processes

through which the employees of the organization are prepared to give their best for the

achievement of corporate objectives and bring optimal effectiveness in their jobs as well.

Rao, TV (1991) has stated that:-

“Human Resource Development (HRD) in organizational content is a process by which the

employees of an organizational are helped in continues planned way to:-

Acquire or sharpen capabilities required to perform various functions associated with their

performance or future expected roles.

Develop their general capabilities as individuals and discover and exploit their inner potentials

for their own and/or organizational development purposes and

Develop an organizational culture in which superior – subordinate relationship, teamwork and

collaboration among the sub-units are strong and contribute to the professional well-being,

motivation and pride of the employees.

2. Review Of Literature

Jain, Singhal, and Singh [1997] conducted a study on HRD Climate of two major public

sector organizations and tried to determine inter correlations in their HRD Variables They

observed that some of these variables were significantly correlated and made a significant

contribution to the development of HRD climate in these organizations.

Sarkar Ashit K. (2000) in his article "Wanted Dynamic HR Policy" has highlighted that the

fast paced corporate changes during new century force for a critical, systematic and

competent review of human resource policy. He opines that performance of human

resource managers along with their other team members will be an important key and a

vital success factor. They need greater support and involvement from top management and

other functional departments towards maintaining and ensuring the future success of the

twenty first century organizations.

2311




HRD climate according to M.Srimannarayana (2005) consists of general HRD climate,

OCTAPAC culture and HRD mechanisms. His analysis leads to the conclusion that

OCTAPAC culture was more prevalent than HRD mechanisms and general HRD climate.

Training and performance Appraisal appeared to be more mature practices rather than

career planning, rewards and employee welfare. He also concluded that average HRD

climate was prevalent in the small trading units. He further suggested the units to introduce

fair employee welfare programmes and reward systems to improve employee satisfaction

levels and subsequently to gain advantage from the satisfied workers to increase sales.

According to Rao and E. Apraham (1986), general supportive climate is essential for

HRD. The general climate includes top management and time management commitment,

good personnel policies and positive attitude towards development. They were of the

opinion that successful implementation of HRD involves taking an integrated took at HRD

and making efforts to use as many HRD mechanisms as possible. OCTAPAC items deals

with openness, confrontation, trust autonomy, proactively, authenticity and collaboration.

All these form the OCTAPAC culture which is essential for facilitating HRD.

3. Objectives Of The Study

The main objectives of the study are:

1. To study the existence of various HRD subsystems or mechanisms being applied in the

banking sector.

2. To determine the relationship among the HRD subsystems in both the banks.

3. To study the relationship between the HRD climate and HRD Mechanisms or subsystems.

4. HRD Mechanisms

The study revealed that the following HRD subsystems (VK JAIN, 2010) were being

practiced in the Scientific Instruments Industry:

a. Management Policy on HRD

b. Performance Appraisal

c. Training

d. Feedback and Counselling

e. Employee development

f. Employer –Employee relationship

I. Management Policy on HRD

Management plays an important role in the development of Human resources in any

organization. Effective Management Policy is, therefore, viewed as a subsystem of HRD. The

opinions of the respondents on this subsystem on a number of variables including the

importance given to Human Resource by the Top Management, management‟s concern to

ensure employees enjoy their work, development of subordinates by the superiors, willingness

of the management to invest their resources for employee development, readiness of the people

to help each other, team spirit, existence of good psychological climate and organizational

planning to develop the juniors were obtained and analyzed as under:-

a) Management ensures that Employees Enjoy their Work

Management makes sure that Employees enjoy their work as stated by more than 28.71 per cent

of respondents of the Punjab National Bank who largely agreed that top management of

2312




organization makes all out efforts to make sure that employees enjoy their work while some of

the respondents 31.68 per cent agreed that the statement is only „Sometimes true‟.

Similarly, in State Bank of India, Management makes sure that Employees enjoy their work as

stated by more than 19.83 per cent of respondents of this Bank who largely agreed that top

management of organization makes all out efforts to make sure that employees enjoy their work

while some of the respondents 33.88 per cent agreed that the statement in only „Sometimes true‟

b) Importance given to Human Resources by the Top Management

Top Management believes that human resources are extremely important and are needed to be

treated more humanly in Punjab National Bank. More than 41.58 per cent of the respondents

described the statement as almost always true; whereas 19.80 per cent of the indents expressed

the statement to be sometimes true‟.

Similarly, Top Management in State Bank of India believes that human resources are extremely

important and are needed to be treated more humanly. More than 27.27 per cent of the

respondents described the statement as almost always true; whereas 31.40 per cent of the

indents expressed the statement to be sometimes true‟.

c) Development of Subordinates by the Superiors

In the opinions of the respondents of Punjab National Bank development of subordinates is an

important part of Job of the Superiors as 31.68 per cent of the respondents considered the

statement to be „Sometime true‟ where as 4.59 per cent considered is to be almost always true

and another 8.91per cent felt it to be rarely true.

In the opinions of the respondents of State bank of India development of subordinates is an

important part of Job of the Superiors as 34.71 per cent of the respondents considered the

statement to be „Sometime true‟ where as 12.40 per cent considered is to be almost always true

and another 19.01 per cent felt it to be rarely true.

d) Willingness of the Management to invest their Resources for Employee Development: The

management of Punjab National Bank seems to be willing to invest their time and resources for

employee development. This view has been confirmed by 47.53 per cent of the respondents

expressing it to be „sometimes true‟ where as 8.91 per cent of the respondents considered it to

be „almost always true‟.

The management of State Bank of India seems to be willing to invest their time and resources

for employee development. This view has been confirmed by 31.40 per cent of the respondents

expressing it to be „sometimes true‟ where as 36.36 per cent of the respondents considered it to

be „Mostly true‟.

e) Readiness of the People to Help Each Other: From the opinions of the respondents of Punjab

National Bank it can be inferred that generally the people are helpful to each other. 66.34 per

cent of the respondents stated this fact to be „mostly true‟ whereas 16.67 per cent of the

respondents considered it to be „almost true‟.

From the opinions of the respondents State Bank of India it can be inferred that generally the

people are helpful to each other. 32.23 per cent of the respondents stated this fact to be „mostly

true‟ whereas 26.45 per cent of the respondents considered it to be „almost true‟.

f) Existence of Good Psychological Climate:

Psychological climate is very conductive for employee development. From the view point of the

respondents of Punjab National Bank, it appears that psychological climate in this organization

is by and large conducive to any employee interested in developing himself by acquiring new

2313




knowledge and skills. It is evident from the fact 57.43 per cent at of the respondents considered

the statement to be „mostly true‟ and 9.90 per cent of the respondents opined it to be „almost

always true‟.

From the view point of the respondents of State Bank of India it appears that psychological

climate in these organization is by and large conducive to any employee interested in

developing himself by acquiring new knowledge and skills. It is evident from the fact 29.75 per

cent at of the respondents considered the statement to be „mostly true‟ and 15.70 per cent of the

respondents opined it to be „almost always true‟.

g) Organizational Planning to Develop the Juniors

Organizations inform about their future plans to develop the juniors. The opinions on the

statement “the organization future plans are made known to the managerial staff to help them

develop their juniors and prepare them for future” ranged from „rarely to „almost always true‟

but 52.48 per cent of the respondent considered statement to be „mostly true‟.

Organizations inform about their future plans to develop the juniors. The opinions on the

statement “the organization future plans are made known to the managerial staff to help them

develop their juniors and prepare them for future” ranged from „rarely to „almost always true‟

but 37.19 per cent of the respondent considered statement to be „mostly true‟.

h) High Team Spirit:

Team spirit‟ is of high order in Punjab National Bank as evident from the seems to be in the

opinions of 50.50 per cent of the respondents who termed it as „mostly true‟ another 19.80 per

cent considered it to be „almost always true‟.

„Team spirit‟ is of high order in State Bank of India as evident from the seems to be in the

opinions of 34.71 per cent of the respondents who termed it as „mostly true‟ another 17.36 per


Table-4.1: Summary Of The Opinions Of The Respondents On ‘Management Policy On HRD’on The

Variables Mentioned Above (% Respondents)

Contents A B C D E F G H

Question no. 1 2 3 5 9 12 13 33

Bank PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI

Almost

Always

True

7.92 15.70 41.58 27.27 4.59 12.40 8.91 7.44 12.87 26.45 9.90 15.70 13.86 21.49 19.80 17.36

Mostly true 28.71 19.83 31.68 20.66 18.81 31.40 29.70 36.36 66.34 32.23 57.43 29.75 52.48 37.19 50.50 34.71

Sometimes

true

26.73 33.88 19.80 31.40 31.68 34.71 47.53 31.40 16.83 26.45 20.79 35.54 26.73 25.62 21.78 27.27

Rarely true 31.68 19.83 2.97 12.40 8.91 19.01 10.89 19.01 3.96 13.22 11.88 15.70 6.93 13.22 4.95 15.70

Not at all true 4.95 15.70 3.96 8.26 -- 2.48 2.97 5.79 -- 1.65 -- 4.13 -- 2.48 2.97 4.96

Total 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100

2314




Scores on Management Policy on HRD

The opinions of the respondents of Punjab National Bank on all the eight variables were combined

together and converted into scores by using 5-point scale and the mean score was computed. The

Mean Score 3.71 indicate that the respondents view a positive attitude towards the development of

their human resource on the part of their Management in the small and medium sized Scientific

Instruments Industry. The change in the attitude of the Management will help in framing policies for

the development of the human resources in these organizations. The opinions of the respondents of

State Bank of India on all the eight variables were combined together and converted into scores by

using 5-point scale and the mean score was computed. The Mean Score 4.09 indicates that the

respondents view a positive attitude towards the development of their human resource on the part of

their Management in the bank. The change in the attitude of the Management will help in framing

policies for the development of the human resources in these organizations.

Table 4.2: Scores on ‘Management Policy On HRD’

BANKS ∑ fx ∑f Average score

Punjab National Bank 2964 371 3.71

State Bank of India 3270 409 4.09

II. Performance Appraisal

The respondents of all units included in the survey presented their opinions on various aspects of

Performance Appraisal. The various aspects studied for this HRD variables included objective

assessment, promotion on the basis of suitability, awareness about the career opportunities,

appreciation by the superiors for good work done, reward for good work and promotion of employee

welfare. The following analysis is based on their opinions:

a) Promotion on the Basis of Suitability:

From the opinions of respondents of Punjab National Bank, it can be inferred that promotion

decision are based on suitability of promote rather than on favouritism. As 45.54 per cent of the

respondent stated the statement to be „almost always true‟ and further 22.77 per cent of them stated it

to be „mostly true‟.

From the opinions of respondents State Bank of India, it can be inferred that promotion decision are

based on suitability of promote rather than on favouritism. As 21.49 per cent of the respondent stated

the statement to be „almost always true‟ and further 26.45 per cent of them stated it to be „mostly

true‟.

b) Objective Assessment:

The opinions of the respondents of Punjab National Bank were sought to find whether the employee

performance is assessed on the basis of objective and adequate information about the employees. It is

evident from the opinions that 40.59 per cent considered the statement to be „Almost always true‟.

Only few respondents i.e.13.86 per cent considered it to be „rarely true‟.

The opinions of the respondents State Bank of India were sought to find whether the employee

performance is assessed on the basis of objective and adequate information about the employees. It is

evident from the opinions that 22.31 per cent considered the statement to be „almost always true‟.

Only few respondents i.e.13.22 per cent considered it to be „rarely true‟.

c) Reward For Good Work:

2315




There are mechanisms in these organizations to reward any good work done or any contribution

made by employees. But the opinions of the respondents of Punjab National Bank were divided as

48.51 per cent of the respondents considered the statement to be „almost always true‟ whereas 16.83

per cent of respondents considered the statement to be „sometimes true‟.

But the opinions of the respondents of State Bank of India were divided as 22.31 per cent of the

respondents considered the statement to be „almost always true‟ whereas 27.27 per cent of

respondents considered the statement to be „sometimes true‟.

d) Appreciation by the Superiors for Good Work Done:

In Punjab National Bank, when an employee does good work, his supervisor appreciates it. It is

apparent from the fact that a sizeable number of the respondents 26.73 per cent stated the statement

to be „mostly true‟. Another 39.60 per cent stated it to be almost „always true‟.

Similarly, in State Bank of India, when an employee does good work, his supervisor appreciates it. It

is apparent from the fact that a sizeable number of the respondents 30.59 per cent stated the statement

to be „mostly true‟. Another 16.53 per cent stated it to be almost „always true‟.

e) Awareness about the Career Opportunities:

The respondents of Punjab National Bank agreed that to some extent career opportunities are pointed

out to juniors with the help of managers. It is evident from the opinions of 46.53 per cent of the

respondents who considered the statement to be „mostly true‟ and 33.66 per cent of the respondents

viewed it to be „sometimes true‟.

The respondents of State Bank of India agreed that to some extent career opportunities are pointed

out to juniors with the help of managers. It is evident from the opinions of 38.02 per cent of the

respondents who considered the statement to be „mostly true‟ and 33.06 per cent of the respondents

viewed it to be „sometimes true‟.

f) Promotion of Employee Welfare:

In the opinions of the respondents of Punjab National Bank, the organization ensures employee

welfare to such an extent that the employee can save a lot of their mental energy for work. 43.56 per

cent of the respondents considered this fact to be „mostly true‟ and 30.69 per cent of the respondents

considered it to be „sometimes true‟.

In the opinions of the respondents of State Bank of India, 26.45 per cent of the respondents

considered this fact to be „mostly true‟ and 38.02 per cent of the respondents considered it to be

„sometimes true‟.

Table 4.3: Summary Of The Opinions Of The Respondents On ‘Performance Appraisal’ On The


CONTENT A B C D E F

Question no. 15 16 17 18 35 37

Bank PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI

Almost Always

True

45.54 21.49 48.51 22.31 39.60 16.53 40.59 22.31 16.83 17.36 14.85 12.40

Mostly True 22.77 26.45 18.81 26.45 26.73 30.59 27.72 6.45 46.53 38.02 43.56 26.45

Sometimes True 15.84 28.10 16.83 27.27 26.73 33.88 15.84 30.58 33.66 33.06 30.69 38.02

Rarely True 11.88 14.88 10.89 19.01 2.97 14.05 13.86 13.22 1.98 7.44 8.91 15.70

Not At All True 3.96 9.09 4.95 4.96 3.96 4.96 1.98 7.44 0.99 4.13 1.98 7.44

Total 100 100 100 100 100 100 100 100 100 100 100 100

2316




Scores on Performance Appraisal

The total score of the respondents on performance appraisal is based on the above six variables as

converted on 5 point scale.

The average score of 3.83 indicates that the performance appraisal in these organizations is used as a

mechanism of HRD, however it needs to be implemented more effectively and linked with the

development of employees. The managements need to understand that it is not just a tool for

assessing the performance or the promotion of employees but an effective HRD instrument to plan

and improve employee performance by removing their deficiencies through counselling, training,

role analysis etc.

Table-4.4: Scores On ‘Performance Appraisal’

Banks ∑ fx ∑f Average Score



The average score of Punjab National Bank 3.89 indicates that the performance appraisal in these

organizations is used as a mechanism of HRD, however it needs to be implemented more effectively

and linked with the development of employees. The managements need to understand that it is not

just a tool for assessing the performance or the promotion of employees but an effective HRD

instrument to plan and improve employee performance by removing their deficiencies through

counselling, training, role analysis etc.

Similarly, in State bank of India, the average score of 4.11 indicates that the performance appraisal in

this bank is used as a mechanism of HRD, better appraisal than other public bank, however it needs

also more implementation for effective and linked with the development of employees of the bank.

III. Training

Training is an important tool to increase employee efficiency. The opinions of the respondents on

various aspects of training as HRD subsystem including employee attitude towards training,

assessment of training needs, promotion of employee initiative, delegation of authority, solving

employee problems and job rotation were analyzed as under:

a) Employee Attitude Towards Training

Training is the process of increasing existing knowledge through which employees develop

themselves. The opinions of the respondents of Punjab National bank depict that when employees are

sponsored for training, they, to some extent, take it seriously and try to learn from the programmes

they attend. 24.75 per cent of the respondents stated this statement to be „almost always true‟ and

53.47 per cent of the respondents considered it to be „mostly true‟.

Similarly, in State Bank of India, the opinions of the respondents depict that when employees are

sponsored for training, they, to some extent, take it seriously and try to learn from the programmes

they attend. 19.01 per cent of the respondents stated this statement to be „almost always true‟ and

33.54 per cent of the respondents considered it to be „mostly true‟.

b) Assessment of Training Needs

The opinions of the respondents of Punjab national bank are divided on the issue that employees are

sponsored for training programmes on the basis of genuine training needs as only 46.53 per cent of

2317




the respondents felt that the statement is „mostly true‟. Hence, there is a need to have integrated

approach to training and it should be an integral part of HRD system in the organization.

The opinions of the respondent are divided on the issue that employees are sponsored for training

programmes on the basis of genuine training needs as only 28.10 per cent of the respondents felt that

the statement is „sometimes true‟. Hence, there is a need to have integrated approach to training and

it should be an integral part of HRD system in the organization.

c) Promotion of Employee Initiative

From the opinions of the respondents of Punjab National Bank, it appears that the organization

partially allows the employees to take initiative and do things on their own without having to wait for

instructions from superiors as 42.57 per cent of the respondents considered this statement to be

„mostly true‟ and another 29.70 per cent of the respondents considered it to be „sometimes true‟.

From the opinions of the respondents State Bank of India, it appears that the organization partially

allows the employees to take initiative and do things on their own without having to wait for

instructions from superiors as 25.62 per cent of the respondents considered this statement to be

„mostly true‟ and another 30.58 per cent of the respondents considered it to be „sometimes true‟.

d) Delegation of Authority

It is opined that the delegation of authority plays an important role in the Punjab national bank.

Management delegates authority and allows them to share responsibility. 50.50 per cent of

respondents help in handling of higher responsibilities. From the opinions of respondents it can be

inferred that the organization delegates authority with a view to develop handling of higher

responsibilities in future.

It is opined that the delegation of authority plays an important role in the State Bank of India. 37.19

per cent of respondents help in handling of higher responsibilities. From the opinions of respondents

it can be inferred that the organization delegates authority with a view to develop handling of higher

responsibilities in future.

e) Solving Employee Problems

People discuss problems openly and try to solve them. In the opinion of Punjab National Bank 58.42

per cent of the respondents, when problems arise, people discuss these problems openly and try to

solve them rather than keep accusing each other behind the back.

Similarly, in the State bank of India, the opinion of 43.80 per cent of the respondents, when problems

arise, people discuss these problems openly and try to solve them rather than keep accusing each

other behind the back.

f) Job Rotation

The opinions of the respondents of Punjab National Bank were divided on the issue “job rotation in

this organization facilitates employees‟ development”. However 21.78 per cent of the respondents

considered the statement to be „mostly true‟ and 39.60 per cent of the respondents stated it to be

„almost always true‟.The opinions of the respondents of State Bank of India were divided on this

issue. However 31.40 per cent of the respondents considered the statement to be „mostly true‟ and

34.71 per cent of the respondents stated it to be „sometimes true‟.

2318




Table-4.5:Summary Of The Opinions Of The Respondents On ‘Training ‘on The Variables Mentioned

Above (% Respondents)

CONTENT A B C D E F

Question no. 24 26 30 31 34 38

Bank PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI

Almost Always

True

24.75 19.01 15.84 13.22 11.88 11.57 13.86 9.09 11.88 14.05 39.60 19.83

Mostly True 53.47 35.54 46.53 23.97 29.70 25.62 50.50 37.19 58.42 43.80 21.78 31.40

Sometimes

True

16.83 33.06 21.78 28.10 42.57 30.58 20.79 33.88 20.79 29.75 29.70 34.71

Rarely True 4.95 8.26 13.86 27.27 15.84 23.14 13.86 15.70 8.91 9.09 5.94 9.92

Not At All True --- 4.13 1.98 7.44 --- 9.09 0.99 4.13 --- 3.31 2.97 4.13

Total 100 100 100 100 100 100 100 100 100 100 100 100

Scores on Training

The total score of the respondents on training on the above Six variables was derived on the basis of

5 point scale.

Table -4.6: Scores On ‘Training’




The average score of 3.75 indicates that although training as HRD sub-system in these organizations

is being practiced but the opinions of the respondents indicate that it needs to be implemented more

effectively. It appears that managements do not impart training to all categories of employees and do

not assess the training needs objectively. Employees need to be given freedom to implement their

ideas learned through training. It will help the organizations to improve their efficiency and

productivity.

IV. Feedback and Counselling

To make employees overcome their deficiencies, Feedback and Counselling is treated as important

HRD sub-systems. The opinions of the respondents on this subsystem were obtained on some

variables including change in employee behaviour, helping employees to acquire competence,

freedom of expression, communicating employee weaknesses, effect of feedback on employees and

efforts of employees to find their strengths and weaknesses. State that:

a) Change in Employee Behaviour

About 35.64 per cent of the respondents of Punjab National bank were of the opinion that „manager‟

in this organization believe that employees behaviour can be changed and people can be developed at

any stage of their life by viewing the statement to be „mostly true‟ whereas 22.77 per cent of them

were of the opinion that the statement is „sometimes true‟.

About 36.36 per cent of the respondents of State Bank of India were of the opinion that „manager‟ in

this organization believe that employees behaviour can be changed and people can be developed at

2319




any stage of their life by viewing the statement to be „mostly true‟ whereas 26.45 per cent of them

were of the opinion that the statement is „sometimes true‟.

b) Communicating Employee Weaknesses

It can be inferred from the opinions of the respondents that positive thinking prevailed in

organization regarding weaknesses of employees as they are communicated to them in a non-

threatening way. 49.52 per cent of the respondent viewed this statement as „mostly true‟ and 17.82

per cent of the respondents considered it to be „almost always true‟.

It can be inferred from the opinions of the respondents that positive thinking prevailed in

organization regarding weaknesses of employees as they are communicated to them in a non-

threatening way. 29.75 per cent of the respondent viewed this statement as „mostly true‟ and 16.83


c) Helping Employees to Acquire Competence

The respondents of Punjab National Bank fully agreed that people who lack competence in doing

their job are helped to acquire competence rather than being left unattended. It is evident from the

fact that 24.75 per cent of the respondents considered the statement to be „mostly true‟ and another

36.63 per cent considered it to be „almost always true‟.

The respondents State Bank of India fully agreed that people who lack competence in doing their job

are helped to acquire competence rather than being left unattended. It is evident from the fact that

33.88 per cent of the respondents considered the statement to be „mostly true‟ and another 8.26 per


d) Effect of Feedback on Employees

31.68 per cent of the respondents of Punjab national bank agreed with the statement that when

behavioural feedback is given to employees, they take it seriously and use it for their development

and stated it to be „mostly true‟. However, 45.54 per cent considered it to be „sometime true‟.

38.04 per cent of the respondents State bank of India agreed with the statement that when

behavioural feedback is given to employees, they take it seriously and use it for their development

and stated it to be „mostly true‟. However, 41.32 per cent considered it to be „sometime true‟.

e) Efforts Of Employees To Find Their Strengths And Weaknesses

In PNB, whether the employees take pains to find out their strengths and weaknesses from their

superiors and colleagues and make efforts to improve the weak areas so as to become effective, 28.71

per cent of respondents considered the statement to be „almost always true‟ whereas 42.57 per cent of

the respondents considered the statement to be „mostly true‟.

In SBI, whether the employees take pains to find out their strengths and weaknesses from their

superiors and colleagues and make efforts to improve the weak areas so as to become effective, 10.74

per cent of respondents considered the statement to be „almost always true‟ whereas 38.02 per cent of

the respondents considered the statement to be „mostly true‟.

f) Freedom of Expression to Employees with superiors

The employees in Punjab National Bank are not afraid to express or discuss their feeling with their

superiors. It appears that superior and subordinate relationships are good. 15.84 per cent of the

2320




respondents fully agreed with this view point where as 60.40 per cent the respondents considered the

statement to be „Mostly true‟.

The employees in State bank of India are not afraid to express or discuss their feeling with their

superiors. It appears that superior and subordinate relationships are good. 13.23 per cent of the


statement to be „Mostly true‟.

Table-4.7: Summary Of The Opinions Of The Respondents On ‘Feed Back And Counseling’ On The


CONTENT A B C D E F

Question no. 7 8 10 22 23 28

Bank PNB SBI PNB PNB SBI SBI PNB SBI PNB SBI PNB SBI

Almost Always

True

32.67 23.14 17.82 15.84 9.09 10.74 15.84 9.09 28.71 10.74 15.84 13.23

Mostly True 35.64 36.36 49.52 31.68 38.02 38.02 31.68 38.02 42.57 38.02 60.40 30.16

Sometimes True 22.77 26.45 17.82 45.54 41.32 29.75 45.54 41.32 24.75 29.75 16.34 38.43

Rarely True 8.91 13.22 12.87 6.93 9.09 18.18 6.93 9.09 3.96 18.18 6.93 14.46

Not At All True --- 0.83 1.98 --- 2.48 3.31 --- 2.48 --- 3.31 0.50 4.13

Total 100 100 100 100 100 100 100 100 100 100 100 100

Scores on Feedback and Counselling

The total score of the respondents on Feedback and Counselling on the above Six variables was

derived by applying 5 point scale.

Table-4.8: Scores On ‘Feedback And Counselling’




The average score of Punjab national bank is 3.28 on this HRD sub-system indicates that the

organizational units of this industry provide feedback to their employees to some extent to enable

them to improve themselves. The superiors also counsel their subordinates to overcome their

weaknesses. There is great need to incorporate employee feedback in a systematic manner as a sub-

system of HRD.

Similarly, the average score of State bank of India is 4.10 on this HRD sub- system indicates that the

organisational units of this sector provide feedback to their employees to some extent to enable them

to improve themselves. The superiors also counsel their subordinates to overcome their weaknesses.

There is great need to incorporate employee feedback in a systematic manner as a sub-system of

HRD.

2321




V. Employee Development

Work with staff to assess and provide feedback on their skills and interests; select training and

development activities that match their career development objectives and job needs; use

the Development and Training as a tool to tell employees about training and development

opportunities on campus and to create an annual development plan; stay informed of current policies

and practices that support employee development; follow up with employees after a learning activity

to integrate new skills and knowledge into their responsibilities. State that:

a) Polishes for employee development

In the opinion of the respondents of Punjab National Bank, the personnel policies in this

organisation facilitate employees‟ development.27.72 per cent considered the statement to be

„Sometime true‟ where as 39.60 per cent considered is to be almost always true and another 9.90

per cent felt it to be rarely true.

In the opinion of the respondents of State bank of India, the personnel policies in this organisation

facilitate employees‟ development. 32.23 per cent considered the statement to be „Sometime true‟

where as 17.36 per cent considered is to be almost always true and another 13.86 per cent felt it to be

rarely true.

b) Identify and utilize the potential

The top management of Punjab National Bank makes efforts to identify and utilize the potential of

the employees. The opinion of the respondents of this bank were divided as 41.58 per cent of the



But the opinions of the respondents of State Bank of India were divided as 19.83 per cent of the



c) Do not have fixed mental impression

People in Punjab National Bank do not have any fixed mental impressions about each other. In the

opinion of Punjab National Bank,13.86 per cent of the respondents fully agreed with this view point

where as 35.64 per cent the respondents considered the statement to be „sometimes true‟.

Similarly, in the State bank of India, people do not have any fixed mental impression about each

other. The opinion of 10.74 per cent of the respondents fully agreed with this view point where as

39.67 per cent the respondents considered the statement to be „sometimes true‟.

d) New methods and creative ideas

Employees are encouraged to experiment with new methods and try out creative ideas in Punjab

National Bank. In the opinion of the respondents of this bank, 46.53 per cent considered the

statement to be „mostly true‟ where as 22.77 per cent considered is to be sometimes true and another

11.88 per cent felt it to be rarely true. Employees are encouraged to experiment with new methods

and try out creative ideas in State Bank of India. In the opinion of the respondents of this bank, 27.27

per cent considered the statement to be „mostly true‟ where as 30.58 per cent considered is to be

sometimes true and another 21.49 per cent felt it to be rarely true.

e) Understand the mistake and learn to remove it

2322




When any employee makes a mistake his supervisors treat it with understanding and help him to

learn from such mistake rather than punishing him or discouraging him in Punjab National Bank ,

37.42 per cent of respondents considered the statement to be „mostly true‟ whereas 42.57 per cent of

the respondents considered the statement to be „sometimes true‟.

When any employee makes a mistake his supervisors treat it with understanding and help him to

learn from such mistake rather than punishing him or discouraging him in State Bank Of India, 26.45

per cent of respondents considered the statement to be „mostly true‟ whereas 28.10 per cent of the


f) Giving opportunities

In the opinion of the respondents Punjab National Bank, employees returning from training

programmes are given opportunities to try out what they have learnt. 47.52 per cent of the respondent

viewed this statement as „mostly true‟ and 9.90 per cent of the respondents considered it to be

„almost always true‟. Similarly, in State bank of India, employees returning from training

programmes are given opportunities to try out what they have learnt. 28.10 per cent of the respondent

viewed this statement as „mostly true‟ and 7.44 per cent of the respondents considered it to be

„almost always true‟.

g) Freedom of Expression to Employees

The employees in Punjab National Bank are not afraid to express or discuss their feeling with their

subordinates. It appears that subordinate and subordinate relationships are good. 17.82 per cent of the


statement to be „Mostly true‟.The employees in State bank of India are not afraid to express or

discuss their feeling with their subordinates. It appears that subordinate and subordinate relationships

are good. 11.57 per cent of the respondents fully agreed with this view point where as 30.58 per cent

the respondents considered the statement to be „Mostly true‟.

Table-4.9: Summary Of The Opinions Of The Respondents On ‘Employee Development’ On The


Scores on Employee Development

Content A B C D E F G

Question no. 4 14 19 20 21 25 29

Bank PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI

Almost Always

True

39.60 17.36 41.58 19.83 13.86 10.74 16.83 14.05 10.89 21.49 9.09 7.44 17.82 11.57

Mostly True 21.78 35.54 27.72 30.58 21.78 28.93 46.53 27.27 37.62 26.45 47.52 28.10 61.39 30.58

Sometimes

True

27.72 32.23 23.76 33.06 35.64 39.67 22.77 30.58 42.57 28.10 23.76 36.36 11.88 42.98

Rarely True 9.90 10.74 4.95 10.74 26.73 16.53 11.88 21.49 8.91 14.88 14.85 19.83 8.91 13.22

Not At All

True

0.99 4.13 1.98 5.79 1.98 4.13 1.98 6.61 --- 9.09 3.96 8.26 --- 1.65

Total 100 100 100 100 100 100 100 100 100 100 100 100 100 100

2323




The total score of the respondents on employee development on the above Seven variables was

derived on the basis of 5 point scale.

Table -4.10: Scores On ‘Employee Development’




The average score of 3.69 and 3.54 indicates that although employee development as HRD sub-

system in both bank is being practiced but the opinions of the respondents indicate that it needs to be

implemented more effectively. It appears that managements do not impart development to all

categories of employees and do not assess the development needs objectively. Employees need to be

given freedom to implement their ideas learned through development. It will help the organizations

to improve their efficiency and productivity.

VI. Employer-Employee relationship

When an employer hires a new employee, he is not just bringing a new member of the workforce

aboard; he is also starting a new relationship. Because employers and employees often work in close

quarters, they necessarily develop relationships. Managing these relationships is vital to business

success, as strong relationships can lead to greater employee happiness and even increased

productivity. To reap these benefits, keep the dynamics of your employer-employee relationship in

mind. State that:

a) Active Interest

In the opinion of the respondents Punjab National Bank, seniors in this bank take active interest in

their juniors and help them learn their job. There was good relationship between senior and juniors

and they help each other in their job. 47.52 per cent of the respondent viewed this statement as

„mostly true‟ and 10.89 per cent of the respondents considered it to be „almost always true‟.

Similarly, in State bank of India, seniors in this bank take active interest in their juniors and help

them learn their job. There was good relationship between senior and juniors and they help each

other in their job. 31.40 per cent of the respondent viewed this statement as „mostly true‟ and 14.05


b) Discuss Personal Problems

67.33 per cent of the respondents of Punjab National Bank agreed with the statement that employees

in this bank are very informal and do not hesitate to discuss their personal problems with their

supervisors and stated it to be „mostly true‟. However, 20.79 per cent considered it to be „sometimes

true‟. 33.88 per cent of the respondents of State bank of India agreed with the statement that

employees in this bank are very informal and do not hesitate to discuss their personal problems with

their supervisors and stated it to be „mostly true‟. However, 31.48 per cent considered it to be

„sometimes true‟.

c) Trust each other

People trust each other in Punjab National Bank. In the opinion of the respondents of this bank, 35.54

per cent considered the statement to be „mostly true‟, whereas 31.40 per cent considered is to be

„sometimes true‟ and another 1.98 per cent felt it to be rarely true.

2324




People trust each other in State Bank of India. In the opinion of the respondents of this bank, 56.44

per cent considered the statement to be „mostly true‟, whereas 23.76 per cent considered is to be

sometimes true and another 11.57 per cent felt it to be rarely true.

d) Delegate authority and opportunity for development

In the opinion of the respondents of Punjab National Bank, when senior delegate authority to juniors,

the juniors use it as an opportunity for development.26.73 per cent considered the statement to be

„Sometime true‟ where as 39.60 per cent considered is to be mostly true.

In the opinion of the respondents of State bank of India, the personnel policies in this organisation

facilitate employees‟ development.31.40 per cent considered the statement to be „Sometime true‟

where as 42.98 per cent considered is to be „mostly true‟.

e) Develop their employees and prepare for future

In the opinion of the respondents of Punjab National Bank, the organisation‟s future plan are made

known to the managerial staff to help them develop their juniors and prepare them for future. 24.75

per cent considered the statement to be „Sometime true‟ where as 45.54 per cent considered is to be

mostly true. In the opinion of the respondents of State bank of India, the organisation‟s future plans

are made known to the managerial staff to help them develop their juniors and prepare them for

future. 33.06 per cent considered the statement to be „Sometime true‟ where as 32.23 per cent

considered is to be mostly true.

Table-4.11: Summary Of The Opinions Of The Respondents On ‘Employer-Employee Relationship’ On

The Variables Mentioned Above (% Respondents)

CONTENT A B C D E

Question no. 6 11 27 32 36

Bank PNB SBI PNB SBI PNB SBI PNB SBI PNB SBI

Almost Always

True

10.89 14.05 7.92 11.57 23.76 20.66 11.88 10.74 18.81 16.53

Mostly True 47.52 31.40 67.33 33.88 56.44 35.54 39.60 42.98 45.54 32.23

Sometimes True 27.72 33.88 20.79 31.48 16.83 31.40 26.73 31.40 24.75 33.06

Rarely True 13.86 16.53 3.96 17.36 1.98 11.57 1.98 12.40 10.89 14.05

Not At All True --- 4.13 --- 5.79 0.99 0.83 ---- 4.13 --- 4.96

Total 100 100 100 100 100 100 100 100 100 100

Scores on Employer-Employee Relationship

The total score of the respondents on employer-employee relationship on the above Five variables

was derived on the basis of 5 point scale.

Table - 4.12 : Scores On ‘Employer-Employee Relationship’




The average score of 3.81 and 4.14 indicates that although employer- employee relationship as HRD

sub-system in both banks is being practiced but the opinions of the respondents indicate that the

relationship between both banks is quite comfortable. It appears that management always help their

employee for better future and guide them for employee development. Employee needs to freedom to

2325




implement their ideas learned through development. It will help the organizations to improve their

efficiency and productivity.

5. Findings of the study

On the basis of data collected from the respondents on HRD Practices in public sector banks, the

following results can be derived:

a) Management policy is an important sub-system of HRD in both banks. In view of the

respondents, the management of both public sectors in general believes that its human resources

are important to them. In SBI, management policy is better than PNB. Further, it is evident from

the opinions of the respondents that the management makes efforts to ensure that employees enjoy

their work. It appears that development of subordinate is considered to be an important part of the

job of the superiors in most of the cases. Further, management also invests its time and money for

employee development to some extent as evident from the views expressed by the respondents.

b) Performance appraisal is adopted as HRD sub-system performance appraisal report is generally

objective and promotions are made on the basis of merit. Motivation is used as a tool to

employees‟ development. Nearly 70 per cent of the respondents agreed that their organization

provides reward for good work and supervisors also appreciate the good work done by them.

Employees‟ welfare measures are taken up to save mental energy of the employees in the opinion

of most of the respondents. The organizations inform the further plans of the organization to

develop them as opined by the respondents of these organizational units. Similarly, in the opinion

of 46.53 percent of the respondents of PNB, career opportunities are pointed out to the juniors by

their superiors.

c) Training as a subsystem of HRD is used by all the firms as reflected by the opinions of the

respondents. Besides, Psychological climate is conducive to employee development as evident

from the opinion of more than 70 per cent almost true /mostly true. Training programmes are

based on the training needs of the employees. Some of the respondents, however, did not fully

agree to this view point. Similarly, from the opinions of the respondents, it can be inferred that in

general, employees take up training seriously but still some of the respondents did not fully

support this view point. Many respondents of PNB (61 per cent) believed that job rotation is used

for employee development and in SBI is 65 percent. The others, however, differed with this

opinion. On the basis of employees‟ potentials, the employees are given higher responsibilities.

Organizations are normally selective in allowing employees to take initiative as it may, in their

opinion, affect organizations efficiency. But the delegation of authority is encouraged in the

opinions of 64.36 per cent respondents in Punjab National Bank better than State Bank of India.

d) Feedback and Counselling is adopted as HRD sub-system. The feedback system helps employees

to evaluate their strengths and weaknesses. In the opinion of the respondents their organization

communicates their weaknesses in a non-threading way. Further, in Punjab National Bank

employees take interest to find out their strengths and weaknesses in the opinion of more than 70

per cent of the respondents. Existence of supportive environment is must for HRD. There is a

general feeling that employees‟ behaviour can be changed. This view is further strengthening

from the opinions of the respondents that employees express their feelings to the superiors freely.

More than 50 per cent of the respondents opined the people are generally helpful to each other

and there is team spirit among the employees. People discuss their problem openly try to solve

them in the opinion of many of the respondents.

2326




e) Average Score in Punjab National Bank ranged 3.60 to 3.90 and in State bank of India ranged

3.50 to 4.15 indicating that there was, in general, agreement among the opinions of the

respondents about the existing HRD practices in both banks. It can further be concluded that the

same HRD practices might be existing in the other units of the Industry.

6. Conclusion

On the whole the study reveals the following:

i. In both banks, SBI bank is better in average score than PNB.

ii. A fairly good level of HRD climate was found in the organization.

iii. There is positive impact of performance appraisals, promotion decisions. There is an

atmosphere of trust in these banks to a large extent.

iv. Employees are not encouraged to take initiative to some extent and cannot do things on

their own they have to wait for instruction from supervisors. There is need of improvement

in the Management policies.

v. A study of the Management Policy on HRD reveals that moderate to high tendency

appears in the beliefs of the management to implement HRD sub-systems and their

commitment to HRD.

vi. Team spirit and a conducive psychological climate seem to be prevailing in these banks.

vii. It appears that weaknesses of the employees are not always communicated and

performance appraisal reports are not always objective.

viii. Career plans do not seem to be communicated to the subordinates. Similarly promotions

are also not always based on merit.

ix. Employees are rewarded on various occasions for the good work done by them and

supervisors also appreciate their good work.

x. Training is imparted to the employees of some of the department and training needs are

assessed in some of the cases.

xi. It is strange to find that the respondents did not consider job rotation as a part of employee

development in all the cases.

xii. Like other, HRD subsystems feedback and counselling is also rated between moderate to

high in practice.

xiii. The overall HRD climate is rated to be good which shows that there is a good scope of

implementing HRD sub-systems in these banks. An integrated approach will certainly

boost the overall efficiency of the employees and the organization.

The study in reveals that although some of the HRD sub-systems are being practiced in the both

banks, there is lack of whole-hearted effort on the part of the management to implement HRD

programmes in their organizations. The management should realize the high developmental

climate existing in this industry. HRD programmes in both banks need to be enriched and

developed as an integrated system.

Bibliography [1] Abraham E.S.J. (1988), "HRD Climate in Banks", in A.K. Khandelwal (eds.), HRD in Banks, Oxford and

IBH Publishing Co., New Delhi, pp. 49-65.

[2] Agarwal, Taniya (2002), "HRM-The Emerging Trends", Indian Journal of Industrial Relations, Vol. 37,

No. 3, pp. 315-328. Amsa, P. and Aithal, K.N. (1989).

[3] Alphonsa, V.K, Sr., (2000), HRD Climate in a Private Hospital in Hyderabad-An Empirical Study, IJTD,

Vol. XXX (4).

2327




[4] Jain, V. K., HRD Practices in Indian Industries, Anmol Publications, New Delhi, 1996.

[5] Jain, V. K., Singhal, K. C. and Singh, U. C. 1997. “HRD Climate in Indian Industry”, Productivity, 37(4):

628-639.

[6] Likert Rensis, New Patterns of Management, McGraw Hill Book Co., New York.

[7] Mufeed, S.A., (2006), Enhancing Educational Institutions Effectiveness through HRD climate: An

Empirical Study, Management and Change, Vol. 10, No.2, pp 25-64.

[8] Nadler, Leonard. The handbook of HRD, John Wiley and Sons, Inc. 1984.

[9] Pareek Udai and Rao, T. V., Designing and Managing Human Resource Systems, Oxford and IBH

Publishing Company, New Delhi, 1981.

[10] Pareek Udai (1988), "Introducing HRD in Banks", in A.K. Khandelwal (eds.), HRD in Banks, Oxford

and IBH Publishing Co. New Delhi, pp. 156-163.

[11] Rao, T.V. and Abraham, E. 1986. “Human Resource Development Climate in Indian organization”. In

T.V. Rao and D.F. Pereira Ed. Recent Experiences in Human Resources Development, New Delhi:

Oxford and IBH, 70 -98.

[12] Rao, T.V. Readings in Human Resource Development Oxford and IBH Publishing Co. Pvt. Ltd., New

Delhi, 1991.

[13] Sharma, A. and Purang, P., 2000. Value Institutionalization and HRD Climate: A Case Study of a

Navratna Public Sector Organisation, Vision. The Journal of Business

[14] V. K. Jain, “HRD Climate Factors in Indian Industries – A Case Study”, International Journal on

Development Research, December, 2013.

ANNEXURE – 1

QUESTIONNAIRE: HRD CLIMATE SURVEY

The rating for the following items has to be done based on a scale from 5 to 1 as given below:

5– Almost always true, 4– Mostly true, 3– Sometimes true, 2– rarely true, 1– Not at all true Sr.

No

Particulars 5 4 3 2 1

1. The top management of this organisation goes out of its way to make sure that employees enjoy their

work.

5 4 3 2 1

2. The top management believes that human resources are an extremely important resource and that they

have to be treated more humanly.

5 4 3 2 1

3. Development of the subordinate is seen as an important part of their job by the managers/officers here. 5 4 3 2 1

4. The personnel policies in this organisation facilitate employee

development.

5 4 3 2 1

5. The top management is willing to invest a considerable part of

their time and other resources to ensure the development of employees.

5 4 3 2 1

6. Senior officers/executive in this organisation takes active interest

in their juniors and helps them learn their job.

5 4 3 2 1

7. Managers in this organisation believe that employee behaviour

can be changed and people can be developed at any stage of their life.

5 4 3 2 1

8. People lacking competence in doing their jobs are helped to acquire competence rather than being left

unattended.

5 4 3 2 1

9. People in this organisation are helped to each other. 5 4 3 2 1

10. Weaknesses of employees are communicated to them in a non-threatening way. 5 4 3 2 1

11. Employees in this organisation are very informal and do not

hesitate to discuss their personal problems with their supervisors.

5 4 3 2 1

12. The psychological climate in this organisation is very conducive to any employee interested in

developing himself by acquiring new knowledge and skills.

5 4 3 2 1

13. Seniors guide their juniors and prepare them for future responsibilities/roles they are likely to take up. 5 4 3 2 1

14. The top management of this organisation makes efforts to

identify and utilize the potential of the employees.

5 4 3 2 1

15. Promotion decisions are based on the suitability of the promotee

rather than on favouritism.

5 4 3 2 1

16. There are mechanisms in this organisation to reward any good 5 4 3 2 1

2328




work done or any contribution made by employees.

17. When an employee does good work his supervising officers

take special care to appreciate it.

5 4 3 2 1

18. Performance appraisal reports in our organisation are based on

objective assessment and adequate information and not on favouritism.

5 4 3 2 1

19. People in the organisation do not have any fixed mental impressions about each other. 5 4 3 2 1

20. Employees are encouraged to experiment with new methods

and try out creative ideas.

5 4 3 2 1

21. When any employee makes a mistake his supervisors treat it with understanding and help him to learn

from such mistake rather than

punishing him or discouraging him.

5 4 3 2 1

22. When behaviour feedback is given to employees they take it

seriously and use it for development.

5 4 3 2 1

23. Employees in this organisation take pains to find out their strengths and weaknesses from their

supervising officers or colleagues.

5 4 3 2 1

24. When employees are sponsored for training, they take it seriously

and try to learn from the programmes they attend.

5 4 3 2 1

25. Employees returning from training programmes are given opportunities to try out what they have

learnt.

5 4 3 2 1

26. Employees are sponsored for training programmes on the basis

of genuine training needs.

5 4 3 2 1

27. People trust each other in this organisation. 5 4 3 2 1

28. Employees are not afraid to express or discuss their feelings with their superiors. 5 4 3 2 1

29. Employees are not afraid to express or discuss their feelings with their subordinates. 5 4 3 2 1

30. Employees are encouraged to take initiative and do things on their own without having to wait for

instructions from supervisors.

5 4 3 2 1

31. Delegation of authority to encourage juniors to develop handling higher responsibilities is quite

common in this organisation.

5 4 3 2 1

32. When seniors delegate authority to juniors, the juniors use it as

an opportunity for development.

5 4 3 2 1

33. Team spirit is of high order in this organisation. 5 4 3 2 1

34. When problems arise people discuss these problems openly and try to solve them rather than keep

accusing each other behind the back.

5 4 3 2 1

35. Career opportunities are pointed out to juniors by seniors‟ officers in the organisation. 5 4 3 2 1

36. The organisation`s future plans are made known to the managerial staff to help them develop their

juniors and prepare them for future.

5 4 3 2 1

37. This organisation ensures employee welfare to such an extent that the employees can save a lot of their

mental energy for work purposes.

5 4 3 2 1

38. Job-rotation in this organisation facilities employee development. 5 4 3 2 1

international journal of informative & futuristic research (online): … · 2015-03-31 · 2310...

Documents