APPENDIX

A STUDY OF HR FUNCTIONS

A number of statements are given below which describe the HRD climate
of your organization. Please give your assessment of the HRD climate in
your organization by rating your organization on each statement using
the five point scale. A rating of 4 indicates that the statement is almost all
true with your organization, a rating of 3 indicates that the statement is
mostly true, a rating of 2 indicates the statement is sometime true, a
rating of 1 indicates that the statement is rarely true, and a rating of 0
indicates that the statement is not at all true about your organization.

4 = almost always true; 3 = mostly true; 2 = sometimes true; 1 -

rarely true; 0 = not at all true.

1. The top management of this organization goes out of its way

to make sure that the employees enjoy their work.
2. The top management believes that human resources are an
extremely important resource and that they have to be treated
more humanly.

□ 3. Development of the subordinates^ seen as an important part

of the job by the manager/officer here.

□ 4. The personnel policies of this organization facilitate employee

development.

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

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

□ 6. Senior officers/executives in this organization take active

interest in their juniors and help them learn their job.
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7. People lacking competence in doing their jobs are helped to

acquire competence rather than being left unattended.
8. People in this organization are helpful to each other.

9. Employees in this organization are very informal and do not

hesitate to discuss their personal problems with their
supervisors.
Employees in this organization are very informal and do not
hesitate to discuss their personal problems with their
supervisors.
11 The psychological climate in this organization is very
conducive to any employee interested in developing himself
by acquiring new knowledge and skills.
□ 12- Seniors guide their juniors and prepare them for future
responsibilities/roles they are likely to take up.
13. The top management of this organization makes efforts to
identify and utilize the potential of the employees.
14. Promotion decisions are based on the suitability of the
promote rather than on favoritism.
15. There are mechanisms in this organization to reward any
good work done or any contribution made by employees.
16. When an employee does goou work his/her supervising
officers take special care to appreciate it.
17. Performance appraisal reports in our organization are based
on objective assessment and adequate information and not
on favoritism.
18. People in this organization do not have any fixed mental
impressions about each other.
Employees are encouraged to experiment with new methods
and try out creative ideas.

A
□ 20- When any employee makes a mistake, his/her supervisors
treat it with understanding and help him to learn from such
mistakes 'rather than punishing him/her or discouraging
him/her.

□ 21-
Weakness of employees are communicated to them in a non
threatening way.

□ 22-
When behaviour feedback is given to employees they taxe it
seriously and use it for development.

□ 23-
Employees in this organization take pains to find out their
strengths and weakness from their supervising officers or
colleagues.
□ 24- When employees are sponsored for training, they take it
seriously and try to learn from the programs they attend.
—| 25. Employees returning from training programs are given
opportunities to try out what they have learned.

□ 26-
Employees are sponsored for training programs on the basis
of genuine training needs.
□ 27- People trust each other in this organization.

ED 28- Employees are not afraid to express or discuss their feelings

with their superiors.

□ 29- Employees are not afraid to express or discuss their feelings

with their subordinates.
Employees are encouraged to take initiative and do things on
their own without having to wait for instructions from
supervisors.
Delegation of authority to encourage juniors to develop
handling higher responsibilities is quite common in this
organization.
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□ 32. When seniors delegate authority to juniors, the juniors use it

as an opportunity for development.

□ 33. Team spirit is of high order in this organization.

□ 34. When problems arise people discuss these problems openly

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

□ 35. Career opportunities are pointed out to the juniors by the

senior officers in the organization.

□ 36. The organization’s future plans are made known to the

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

□ 37. This organization ensures employee welfare to such as extent

that the employees can save a lot of their mental energy for
work purposes.

□ 38. Job rotation

development.
in this organization facilitates employee
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II

Indicate the extent to which each of the following items is true in your

organization using the five-point scale given below:

0 = not at all true; 1 = a little true; 2 = somewhat true; 3 = true to

a great extent; 4 = very true.

□ 1. Induction training is given adequate importance in thi

organization.

□ 2
Induction training is well planned.

□ 3-
Induction training is of sufficient duration.

□
s

Induction training provides an excellent opportunity for ne\

4-

comers to learn comprehensively about this organization.

□ 5-
The norms and values of this company are clearly explained t<
the new employees during induction.

□ 6
Senior executive/officers take interest and spend time with thi
new staff during induction training.

□ 7-
The new recruits find induction training very useful in thi
organization.

□ 8
Our induction training is periodically evaluated and improved.

□ 9-
The employees are helped to acquire technical knowledge a is
skills through training.

□ 10- There is adequate emphasis on developing

capabilities of the management staff through training.
managers

□ 11- Human relations competencies are adequately developed ii

this organization through training in human skills.

□ 1Z
Training of worker is given due importance in this organization.
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□ 13. Employees are sponsored for training programs on the basis of

carefully identified developmental needs.

□ 14. Those who are sponsored for training programs take the
training seriously.

□ 15. Employees in this organization participate in determining the

training they need.
16. Employees sponsored for training go with a clear
EE
understanding of the knowledge and skills they are expected to
acquire from training.

□ 17. The HRD department conducts briefing

sessions for employees sponsored for training.
and debriefing

□ 18. In-company programs are handled by competent faculty.

19. The quality of in-company programs in this organization is

excellent.

□ 20. Senior line managers are eager to help their juniors develop
through training.

□ 21. Employees returning from training are given adequate f-ee

time to reflect and plan improvements in the organization.
Line managers provide the right kind of climate to implement
new ideas and methods acquired by their juniors through
training.
23. Line managers in this organization utilize and benefit from the
training programs.
24. External training programs are carefully chosen after collecting
enough information about their quality and suitability.
25. There is a well designed and widely share training policy in the
company.
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III HRD PROFILE QUESTIONNAIRE

1. Name
2. Organization
3. Sex
4. Date of Birth
5. Educational Qualification (from graduation onwards)

Qualifications Institution Year Duration Subjects/

Degree/Diploma/ Years/Months Specialization
Certificate

6. Experience relating to HRD (only those jobs where the HR

function have been primarily looked after)

Job Organization Job Description Duration of

Title Name Size (No. of Highlights of Handling
People) Activities Carried
. Out

7. List of the training programs attended so far in-house or

outside.

No. Title of the Programme Institution Duration Themes

Covered
1.
2.
3.
4.
5.
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8. Membership of professional bodies relating to HR. Please

indicate the nature of your membership (Member, Life member,

Institutional member, Others)

HRD network NIPM ISTD

ISABS AIMA LMA

Others Others Others

9. Assessment of professional preparation for HRD roles. Please

indicate below the nature of professional preparation you have

/

had so far to perform various HRD tasks and functions. Please

use the following coding system for indicating in column two the

nature of professional preparation.

A. I have basic degree in HRD (post graduation) which had a

full and exclusive course (about 30 contact hours) on this

function/task.

B. I have a basic degree through tlistance education where I

did a full course on HRD.

C. I attended one or more management development programs

short or long duration on this theme totaling to a minimum of

five days of input on HRD.

D. I have handled the HRD function for more than one year in

the same company.

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E. I have handled the HRD function in more than one company.

F. I have read at least two books and five articles on HRD,

G. I have visited at least two other companies and critically

examined the HRD function.

H. I am currently handling the HRD function without any of the

above.

I. Any other aspect (specify).

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Please tick mark as many as true with you by referring to the above

coding system. Column three is meant for self-assessment of your

current level of proficiency to perform each of the HRD tasks/functions

For each task or function, make an assessment of your proficiency in

handling each of them using the following scale.

5 = very high proficiency; 4 = highly proficient;

3 = somewhat proficient; 2 = I need to learn a good deal;

and 1 = I need to learn a lot — very low proficiency.

No. Direct HRD Task/Function Nature of Proficiency

Professional in HRD (on
(HRD Systems) Preparation a Five Point
Use Letters Scale)
A, B, C, etc.)
1. Performance appraisal system (designing,
implementing, monitoring)
2. Potential assessment system including
assessment centers (planning, organizing,
managing)
3. Career planning and development-career
counseling
4. Coaching and interpersonal feedback
. 5. Training system
; 6. Organizational diagnosis and culture building
7. OD interventions (individual, role, team and
organization based)
. 8. Human resource information system
S. Survey research and research methodology
(including employee satisfaction surveys, etc.)
10. Quality circle sand/or small group work
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11. Worker development programs

12. Reward system
13. 360-degree feedback and appraisals
14. Recruitment and manpower planning
15. Organizational restructuring
16. Job evaluation/ Job redesign
17. Corporate planning, strategic planning
18. Visual mission value development
19. Salary restructuring
20. Personnel Policies (developing policies
manuals, etc.
21 Worker welfare activities
22. Suggestion schemes
23. Other management systems (cost reduction,
financial management, etc.)
24. Business process reengineering
25. Institution building and self-renewal process
26. Personal growth facilitation
27. IT applications to HR issues
28. Others... (please mention)
29. Others...
30. Others ... ■

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