QUESTIONNAIRE

Personal Information about the respondent

(Put Tick Mark (P) in the relevant Box)
1. Name (optional) :
2. Gender : Male Female
3. Age (in years) :
4. Designation :
5. Educational Qualification : SSLC ( ) Diploma ( )
: ITI ( )
: Under Graduation ( )
6. Monthly Salary : Less than 15000 ( )
15,001 – 25,000 ( )
25,001 – 35,000 ( )
Above 35,000 ( )

7. Total experience : Less than 10 years ( )

11 – 20 Yrs ( )
Above 20 Yrs ( )
8. No. of Training programmes attended :
9. No. of Seminars / Workshops :
participated
10. No. of Awards, Merit and Commendation certificates received in:
respect of your career.

202
(Put Tick Mark () in the relevant Box)

1. The implications of employees’ towards HRD practices

Neither Agree
nor disagree
Disagree

Disagree
Strongly

Strongly
Agree

Agree
S.
No.

HRD increases the number of

01
responsibilities
The job satisfaction is attained through
02
HRD measures
HRD created the atmosphere of trust and
03.
openness.
Employees potential are canalized and
04.
utilized properly.
Employees are made to learn through
05.
their career .
Promotion policy is refined and well
06.
cultured.
Suggestions of employees are playing
07. vital role in the key decisions of the
organizations..
Frequent training program are organized
08
by the management.
Inter personal relations are increased after
09.
the introduction of HRD.
Knowledge of the employees increased
10.
considerably.
HRD helps in increasing individual
11
efficiency of the employees.

203
(Put Tick Mark () in the relevant Box)

2. How the Employees Perceive the HRD practices followed in the

organization

Neither Agree
nor disagree
Disagree

Disagree
Strongly

Strongly
Agree

Agree
S.
No.

I perceive, the nature of work is interesting

01.
and not leading to monotonous
I perceive, the interpersonal relationship in
02. the organization is encouraging to co-
operate.
The organization and management policies
03.
are acceptable.
04. Pay and allowances are adequate.
05. Working environment is favorable.
Training and development programmes are
06.
enough to update my skill and knowledge.
Employees are given recognition and
07.
respect for their work.
08 Grievance redressal mechanism is sound.
Enough opportunities are available to
09.
continue in the organisation.
Overallatmosphere is favorable to improve
10.
my skill.

204
(Put Tick Mark () in the relevant Box)

3. Testing the Employees Attitude towards the HRD practices followed in the
organization

Neither Agree
nor disagree
Strongly

Strongly
Disagree

Disagree
Agree

Agree
S.
No.

I feel, the nature of work is assigned to me

01
is appropriate.
There is a cordial relationship between
02
the works and the management.
HRD principles and policies are easier to
03. understand and favorable to the
employees.
04. I feel the Pay structure is attractive.
I feel working environment is congenial
05.
to work.
I feel enough Training and development
06.
opportunities for career development.
The policy of empowerment improves
07.
morale among the employees.
I feel there is provision for speedy
08
redressel of grievances.
I feel the promotion policy is clean and
09.
transparent.
I feel Overall organization’s policies
10.
enhance my quality work life.

205
(Put Tick Mark () in the relevant Box)

4. Employees’ Perception And Attitude Towards Organizational

Development

Neither Agree
nor disagree
Strongly

Strongly
Disagree

Disagree
Agree
Agree
S.
No.

Organizational development is achieved

01
through HRD practices.
Our organization always emphasizes on
02
organizational development.
HRD culture promotes drastic changes in
03.
the organization.
HRD planning makes the organization
04.
effective to implement changes.
Organization is interested in effective
05.
team management.
Conflict management is prevailing in the
06.
organization.
Organization development depends upon
07.
co- operation among all the units.
I am interested in the organizational
08
development through HRD practices.
Organizational development is achieved
09.
through HRD practices.

206
(Put Tick Mark () in the relevant Box)

5. Employees’ Perception And Attitude Towards Employee Development

Neither Agree
nor disagree
Strongly

Strongly
Disagree

Disagree
Agree

Agree
S.
No.

Growth of the organization is affected by

01
employee development.
Periodic programs are conducted for
02
employee development.
Performance of new jobs are evaluated
03.
periodically.
Employees are satisfied by the decision
04.
of management.
Organisation realizes that future depends
05.
on development of employees.
Competition can be met by proper
06.
developmental activities.
Organizational future depends on
07.
development of employees.
Interviews with employees are
08
conducted in our organization.
Job analysis and job specifications are
09.
often evaluated.
Training is essential for employee
10.
development.
Suggestions of employees are
11.
incorporated by the organization.

207
(Put Tick Mark () in the relevant Box)

6. Employees’ Perception And Attitude Towards Training And

Development

Neither Agree
nor disagree
Disagree

Disagree
Strongly

Strongly
Agree

Agree
S.
No.

5 4 3 2 1
01 Training is essential to update knowledge.
Organisation takes special efforts to
02
provide training.
Organisation assesses the training needs
03
periodically.
Periodic survey through observation and
04
interviews are conducted.
Required potentials for the best
05
completion of jobs are assessed.
Skills of the executives for the best
06
completion of jobs are developed.
On-the-job training is useful for the
07
employees.
Separate class rooms are provided for the
08
training.
09. Academic staff college provides training.
Organization evaluates the improvement
10.
of employee potential after training.
11 Training is indispensable for promotion.
12 Skills of the employees must be updated.
Absenteeism is a stumbling block for the
13
Development of the organization.
Organization makes efforts for inter
14
personal relations among employees.
Organization is ready to spend
15
considerable money for training.
Safety Training and Procedures adopted
16
by the organization.

208
(Put Tick Mark () in the relevant Box)

7. Employees’ Perception And Attitude Towards Redressal of Grievances

Neither Agree
nor disagree
Strongly

Strongly
Disagree

Disagree
Agree

Agree
S.
No.

Care taken by the management for

1
redressal of grievances
Understandability of the grievances
2
redressal procedure
Redressal of grievances through redressal
3
of grievances programme
System of maintaining the grievances
4
record for future reference
Time taken for disposal of the
5
grievances of the employees
Availability of permanent procedure for
6
handling grievances
Interestshown by the management in
7
knowing the prevalence of grievances
Communication of the outcomes of the
8
grievances settlement
Handling of your personal and official
9
grievances by the management
Impression about the functioning of the
10
grievances settlement committee

209
Put Tick Mark () in the relevant Box)

8. Employees’ Perception And Attitude Towards Personal Growth

And Career Development

Neither Agree
nor disagree
Disagree

Disagree
Strongly

Strongly
Agree

Agree
S.
No.

5 4 3 2 1
Availability of schemes for personal
1
growth and development
Communication of schemes for personal
2
growth and development
Conduct of programme for personal
3
growth and development
Deputation to other jobs to learn new
4
skills
Conduct of workshops and seminars for
5
further development
Involvement of workers in HRD activities
6
and decision making process
Opportunities provide for feedback and
7
counseling facilities
Interest shown by the superiors in the
8 development and growth of their
subordinates
9 Selection criteria followed for promotion
Encouragement given to acquire additional
10 qualifications through part- time and
correspondence course.

&

210
 BIBLIOGRAPHY
I BOOKS:
1. Atkinson J.W., Motives in Tantansy, Action and Society, New York, D. Van
Nostrand, 1958.
2. Bhatia W.J., Principles and Practices of Personnel Management and Human
Resource Management, Edition II, Deep & Deep Publication, 1994.
3. Bhattacharya S.K., Organisational Culture An Indian Perspectives, 1988.
4. Clayton P. Alderfer, Human Needs in Organisational Settings, New York
Free Press, 1972.
5. Conover W.J., Practical Nonparametric Statistics, Texas Tech University,
Ed.III, John Wiley and Sons, 1995.
6. Dale S.Beach, Human Resource and Personnel Management, Tata
McGraw Hill, Ed.3, 2002.
7. Dalton McFortland, Management Principles and Practices, 1974.
8. David McClelland, Business Drive and National Achievement, Harvard
Business Review, 1962.
9. Donald S.Tull and Del I Hawkins, Marketing Research Measurement and
Method, VI Ed., Prentice Hall, India, Aug.2003.
10. Edgar H. Schien, Organizational Culture and Leadership, San Francisco Jossey,
1985.
11. Fisher Schnoenfeldt Shaw, Human Resource Management, All India
Publishers, 2001
12. Forehand G.A. and B.V.H. Gilmer, Environmental Variation in Studies of
Organosational Behaviour, 1964.
13. Frederick Merzberg, B.Mausner and B. Synderman, The Motivation to work,
John Wiley and Sons, New York,1959.
14. Garry Asteiner, Human Behaviour, New York Harcourt, Brace World,
1964.
15. Gupta C.B., Human Resource Management, Sultan Chand and Sons, Ed.V.
16. Hall and Nadler, Industrial Society, 1984.
17. Ian Beard Well, Len Holden, Human Resource Management, A Contemporary
Perspective, McMillan India, 2002.

211
18. Industrial Administration, 1959.
19. John P. Campbell McGrawHill, Managerial Behaviour and Prrformance
Effectiveness, New York, 1970.
20. Kanoche K., Rhetoric Ritualism and Tafemism in Human Resource
Management, April 1995.
21. Likert R., Motivation, The Core of Managemnt, American Management
Association, PersonnelSeries, 1993.
22. Machungwa Peter and Schmutt Neal, Work Motivation in a Developing
Country, Michigan State University, 1995.
23. Maslow, A.H., ATheory of Human Motivation, Psychological Review, 1943.
24. Maslow A.H., Motivation and Personality, New York Harper & Row, 1954.
25. Memoria C.B., Personnel Management, Himalaya Pub. House, Bombay, 1984.

II. PERIODICALS & PUBLICATIONS:

1. Report of the Royal Commission on Labour, Central Publications Branch,
Calcutta, 1931.
2. Report of the Canpore (Kanpur) Labour Enquiry Committee, 1939.
3. Report of the Bombay Textiles Labour Enquiry Committee, 1940.
4. Report of the Labour Investigation Committee, 1946
5. I.L.O. (Asian Regional Conference) Report, 1947
6. All India Conference of Labour Welfare Officers, Calcutta, proceedings,
Calcutta 1957.
7. Indian Labour Year Book, Delhi
8. Indian Labour Statistics, Simla
9. Pocket Book of Labour Statistics in India, New Delhi
10. Report of the Ministry of Labour, New Delhi
11. Report of the National Commission on Labour, 1969
12. The Five-Year Plans.
13. Chambers’ Twentieth Century Dictionary, Ed., 1964
14. Encyclopaedia of Social Sciences, Vol XV, 1935
15. Encycloplaedia of Social Sciences
16. Asia Economic Review, Hyderabad.
17. The Harvard Business Review Series
18. Eastern Economist, Delhi.

212
III JOURNALS & DAILIES:
1. Abhigyan
2. Business India
3. Business Today
4. Business World
5. Decision
6. Economic and Political Weekly
7. Facts for you
8. HRD Capital
9. Industrial Economist
10. The Indian Journal of Commerce
11. The Indian Journal of Economics
12. Indian Journal of Labour Economics
13. International Labour review
14. Indian Management
15. Indian Journal of Industrial Relations
16. The Indian workers
17. J.I.T.M. 8 ms
18. M D I Management Journal
19. Management of Labour Studies
20. Management Review
21. Management Services
22. Productivity
23. Vikalpa for Decision Makers
24. Business Line
25. Business Standard
26. The Economic times
27. The Hindu
28. Indian Express
29. Time of India.

213